The document summarizes discussions around the future direction of GALHA, an LGBT humanist organization in the UK. Key points discussed include:
- GALHA's history and past attempts to gain charitable status that were declined
- Options considered like shifting fundraising efforts, changing membership structure, or outsourcing administrative tasks
- A proposal for GALHA to become the LGBT section of the British Humanist Association, which would take over administrative responsibilities in exchange for operating constraints
- Feedback received from members both supporting and opposing the proposal to affiliate with the BHA, citing impacts on independence, costs, and membership experience.
There are over 164,000 nonprofits in California, with over 1,800 in Long Beach alone. Starting a nonprofit requires assessing community needs, establishing a mission, and having the resources for long-term success. There are two initial decisions - whether to incorporate as a nonprofit in California, and whether to pursue tax-exempt status. Incorporation provides legal protections but also formal requirements, while tax exemption offers funding and donation advantages but additional regulations. Proper planning is needed before beginning the multi-step process of forming a nonprofit organization.
This document provides an overview of the process for forming a 501(c)(3) nonprofit organization. It discusses reasons why people form nonprofits, the benefits and restrictions of 501(c)(3) status, and the key steps to incorporate as a nonprofit and obtain tax-exempt status from the IRS. It also covers important elements to include in bylaws, additional state filing requirements, and strategies for funding a new nonprofit, emphasizing the importance of planning and diversifying fundraising sources.
Forming powerpoint english 2013 update for distributionatranlbnp
The document provides an overview of forming a California nonprofit organization. It discusses conducting a community needs assessment, creating a mission statement and organizational structure. It covers the legal requirements for nonprofit incorporation including filing articles of incorporation and tax exemption applications. The presentation outlines ongoing reporting responsibilities for tax-exempt nonprofits such as annual tax filings, renewing the statement of information and property tax exemptions. The goal is to help attendees learn how to properly form and maintain a compliant nonprofit corporation under California law.
The document provides an overview of forming a California nonprofit organization. It discusses conducting a community needs assessment, developing a mission statement and organizational structure. It covers the legal requirements for nonprofit incorporation including filing articles of incorporation and tax exemption applications. The presentation outlines ongoing reporting responsibilities for tax-exempt nonprofits such as annual tax filings, registration renewals and property tax exemptions. The goal is to help attendees learn how to legally establish and maintain a nonprofit corporation in California.
This document provides guidance on starting a nonprofit organization in Texas. It discusses 3 key questions to ask before starting a nonprofit to ensure there is an unmet need. The steps include forming a corporation by filing articles of incorporation with the state, registering as a 501(c)(3) with the IRS, and obtaining sales tax exemption from the state. Other topics covered include bylaws, developing a mission statement, fundraising, marketing, and human resources considerations for nonprofits.
The document provides information on starting a non-profit organization, including common myths about non-profits, the basic steps to start one, and types of non-profits. It discusses that non-profits are not prohibited from making a profit, addresses the size and scope of the non-profit sector, and explains that non-profits work in many areas beyond just charity. The document also provides tips on program development, applying for 501c3 tax-exempt status, and alternative ways to pursue social goals besides starting a new non-profit.
The document provides information and guidance on starting a nonprofit organization in Texas. It discusses 3 questions to consider before starting a nonprofit, the steps to create a nonprofit corporation in Texas including filing articles of incorporation, registering for 501(c)(3) tax-exempt status, registering for franchise and sales tax exemption, and developing bylaws. It also outlines nonprofit governance structures including the roles and responsibilities of the board of directors and chief executive officer/executive director.
Blueprint for Building a Successful Political Action CommitteeCision
Vocus provides a blueprint for building a successful Political Action Committee (PAC). Whether you manage an association or corporate PAC, to be successful the PAC must have a strong organizational structure, capable of administering all facets of its activities. Read more to learn some new approaches that will benefit your PAC in future years.
There are over 164,000 nonprofits in California, with over 1,800 in Long Beach alone. Starting a nonprofit requires assessing community needs, establishing a mission, and having the resources for long-term success. There are two initial decisions - whether to incorporate as a nonprofit in California, and whether to pursue tax-exempt status. Incorporation provides legal protections but also formal requirements, while tax exemption offers funding and donation advantages but additional regulations. Proper planning is needed before beginning the multi-step process of forming a nonprofit organization.
This document provides an overview of the process for forming a 501(c)(3) nonprofit organization. It discusses reasons why people form nonprofits, the benefits and restrictions of 501(c)(3) status, and the key steps to incorporate as a nonprofit and obtain tax-exempt status from the IRS. It also covers important elements to include in bylaws, additional state filing requirements, and strategies for funding a new nonprofit, emphasizing the importance of planning and diversifying fundraising sources.
Forming powerpoint english 2013 update for distributionatranlbnp
The document provides an overview of forming a California nonprofit organization. It discusses conducting a community needs assessment, creating a mission statement and organizational structure. It covers the legal requirements for nonprofit incorporation including filing articles of incorporation and tax exemption applications. The presentation outlines ongoing reporting responsibilities for tax-exempt nonprofits such as annual tax filings, renewing the statement of information and property tax exemptions. The goal is to help attendees learn how to properly form and maintain a compliant nonprofit corporation under California law.
The document provides an overview of forming a California nonprofit organization. It discusses conducting a community needs assessment, developing a mission statement and organizational structure. It covers the legal requirements for nonprofit incorporation including filing articles of incorporation and tax exemption applications. The presentation outlines ongoing reporting responsibilities for tax-exempt nonprofits such as annual tax filings, registration renewals and property tax exemptions. The goal is to help attendees learn how to legally establish and maintain a nonprofit corporation in California.
This document provides guidance on starting a nonprofit organization in Texas. It discusses 3 key questions to ask before starting a nonprofit to ensure there is an unmet need. The steps include forming a corporation by filing articles of incorporation with the state, registering as a 501(c)(3) with the IRS, and obtaining sales tax exemption from the state. Other topics covered include bylaws, developing a mission statement, fundraising, marketing, and human resources considerations for nonprofits.
The document provides information on starting a non-profit organization, including common myths about non-profits, the basic steps to start one, and types of non-profits. It discusses that non-profits are not prohibited from making a profit, addresses the size and scope of the non-profit sector, and explains that non-profits work in many areas beyond just charity. The document also provides tips on program development, applying for 501c3 tax-exempt status, and alternative ways to pursue social goals besides starting a new non-profit.
The document provides information and guidance on starting a nonprofit organization in Texas. It discusses 3 questions to consider before starting a nonprofit, the steps to create a nonprofit corporation in Texas including filing articles of incorporation, registering for 501(c)(3) tax-exempt status, registering for franchise and sales tax exemption, and developing bylaws. It also outlines nonprofit governance structures including the roles and responsibilities of the board of directors and chief executive officer/executive director.
Blueprint for Building a Successful Political Action CommitteeCision
Vocus provides a blueprint for building a successful Political Action Committee (PAC). Whether you manage an association or corporate PAC, to be successful the PAC must have a strong organizational structure, capable of administering all facets of its activities. Read more to learn some new approaches that will benefit your PAC in future years.
Starting and maintaining non profit organizationsPACF
This document summarizes a presentation about starting and maintaining nonprofit organizations. It discusses nonprofit and tax exempt status, creating strong organizational infrastructure through articles of incorporation and bylaws, applying for 501(c)(3) status, activities that could jeopardize tax exempt status like political campaigning, and IRS compliance activities. Maintaining compliance with annual reporting is also emphasized.
This document provides information to help non-profit organizations avoid common mistakes and prevent loss of their 501(c)(3) tax-exempt status. It outlines key areas like compliance with state and federal requirements, accountability through financial and governance policies, transparency to the public, and avoiding "danger zones" such as improper lobbying, charity gaming violations, and abuse of non-profit status through actions like excessive executive compensation. Maintaining compliance, accountability, and transparency while steering clear of legal and ethical issues can help safeguard a non-profit's important 501(c)(3) designation.
The document provides an overview of the nonprofit sector in the United States, including its history and growth out of pioneers addressing gaps in services over the past few hundred years. It discusses the main types of nonprofit groupings such as charities, foundations, social welfare organizations, and professional/trade associations. It also outlines why nonprofits are tax exempt and what it takes to become a nonprofit, including establishing a vision/mission, staff/volunteer/donor base, board, and day-to-day management expectations.
Re-Energizing Your PAC and Grassroots ProgramMegan Denhardt
The document discusses strategies for re-energizing PAC and grassroots programs. It identifies critical components like timely communications and effective websites. It also discusses challenges such as keeping members informed and motivating participation. Suggestions are provided for avoiding volunteer burnout, recognizing contributors, and integrating PAC and grassroots advocacy efforts.
The document outlines the steps for establishing a nonprofit organization, with a focus on 501(c)(3) organizations. It discusses defining the mission, evaluating if the cause is suitable for nonprofit status, and the legal requirements like incorporating, applying for tax exempt status, drafting bylaws, and establishing governance practices. It also covers financial transparency requirements like Form 990 filing, communicating budgets and finances, tracking restricted donations, unrelated business income tax rules, and limitations on lobbying. The overall document provides guidance on properly setting up and operating an exempt nonprofit organization in accordance with IRS regulations.
Lisa C. Burford of LCB Consulting, LLC delivered a presentation on engaging nonprofit boards of directors on June 22, 2016 at the United Way of the National Capital Area's "Bored with Board Development?" Workshop.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
This document provides an overview of nonprofits for 501 Commons consultants. It defines key terms like mission and discusses how nonprofits evaluate success differently than for-profits. It also covers important distinctions between for-profits and nonprofits like how profits can be used. The document outlines different levels of formality for organizations from informal groups to incorporated nonprofits to tax-exempt nonprofits. It identifies common nonprofit challenges such as those related to boards, staffing, funding, time, and volunteers. Finally, it provides some statistics about the nonprofit sector.
The document discusses key aspects of nonprofit governance and leadership. It emphasizes that nonprofit boards must work as equal partners with operational leaders, be involved in both policymaking and execution, and ensure proper governance. Additionally, it outlines duties of care, loyalty and obedience that boards must fulfill, and stresses the importance of strategic planning, stakeholder communication, and lifecycle analysis in nonprofit management.
The National Federation of Independent Business (NFIB) is a lobbying group founded in 1943 that advocates for small businesses. It grew from Harder's basement to over 500,000 members by 1977. The NFIB lobbies Congress for policies that reduce regulations and taxes for small businesses. It is led by President Donald Danner and primarily supports Republican candidates through its PAC. The NFIB raises most of its funds from member dues and donations, which it uses for lobbying, litigation, and supporting business-friendly politicians.
When a business files for bankruptcy, it can have widespread impacts that last for years. The business may cut operations and jobs to reorganize, and if it fails to emerge from bankruptcy, the impacts are greater. Employees are severely impacted through layoffs or pay cuts, which can even cause them to file for personal bankruptcy. Small business owners should research business associations thoroughly before joining to ensure it meets their specific needs and goals. Associations can provide benefits, but some are disorganized with little attendance and value. Obligations for eldercare can also significantly impact employee performance through missed time, interruptions, and even causing some to quit their jobs.
The document summarizes the key steps for starting a nonprofit organization. It discusses establishing the Johnson Center in 1992 to increase nonprofit effectiveness. The class overview covers what nonprofits mean, their importance, and how to form one. Key steps include creating a business plan, mission statement, recruiting a board, obtaining legal assistance, filing articles of incorporation and bylaws, applying for necessary registrations and tax-exempt status. Interactive activities help attendees explore their nonprofit ideas.
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
Legal Responsibilities of Board MembersBill Taylor
This document discusses the legal responsibilities and duties of board members. It notes that board members are fiduciaries who are responsible for reasonably and prudently overseeing the organization's assets. The key responsibilities of board members are to maintain financial accountability, provide effective oversight of the organization, and ensure proper organizational management. The three main duties of board members are the duty of care, duty of loyalty, and duty of obedience.
This document outlines best practices for nonprofits involved in downtown redevelopment presented by Community Mediation & Consulting, Inc. It discusses getting organized as a tax-exempt, board-driven organization including determining purpose, forming a board, filing articles of incorporation, and more. It also covers critical issues for charitable vs civic organizations and making the enterprise sustainable and adaptable to community needs over the long term.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
This document summarizes an event hosted by SkyLaw Professional Corporation on June 22, 2016 about demystifying charities, not-for-profits, and social enterprises. SkyLaw is a boutique law firm that provides legal services to companies and organizations. The event featured presentations by lawyers from SkyLaw on legal structures for non-profits and answered audience questions.
Nov 2011 Enterprise Magazine_Get 'em out to VoteJoanne Shadbolt
The document discusses strategies that credit unions are using to increase member participation in director elections. It provides examples of four credit unions that have implemented different voting methods like mail-in ballots, online voting through online banking systems, and in-person voting at annual general meetings or branches. The credit unions aim to make voting as convenient as possible for members and better communicate the role and candidates for the board of directors in order to increase turnout for elections. Methods that have increased voter participation include introducing online and mail-in voting, hosting meet-and-greet events with directors, and posting candidate videos online. The goal is to engage more members in the democratic process of credit union governance.
The document discusses the value and benefits of membership in the Maryland Chamber of Commerce. It outlines the Chamber's advocacy efforts, networking opportunities, and communications services. The Chamber works to advance a pro-business agenda in Maryland through legislative advocacy committees and keeping members informed on policy issues. Members can network at various events throughout the year and within committees. The Chamber also provides timely policy updates and information through their website, emails, and social media.
This document discusses different cities and industrial processes. It mentions furnaces, manicures, contrast city, water city, molten, quenching, and coming out twice.
A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to others.
Starting and maintaining non profit organizationsPACF
This document summarizes a presentation about starting and maintaining nonprofit organizations. It discusses nonprofit and tax exempt status, creating strong organizational infrastructure through articles of incorporation and bylaws, applying for 501(c)(3) status, activities that could jeopardize tax exempt status like political campaigning, and IRS compliance activities. Maintaining compliance with annual reporting is also emphasized.
This document provides information to help non-profit organizations avoid common mistakes and prevent loss of their 501(c)(3) tax-exempt status. It outlines key areas like compliance with state and federal requirements, accountability through financial and governance policies, transparency to the public, and avoiding "danger zones" such as improper lobbying, charity gaming violations, and abuse of non-profit status through actions like excessive executive compensation. Maintaining compliance, accountability, and transparency while steering clear of legal and ethical issues can help safeguard a non-profit's important 501(c)(3) designation.
The document provides an overview of the nonprofit sector in the United States, including its history and growth out of pioneers addressing gaps in services over the past few hundred years. It discusses the main types of nonprofit groupings such as charities, foundations, social welfare organizations, and professional/trade associations. It also outlines why nonprofits are tax exempt and what it takes to become a nonprofit, including establishing a vision/mission, staff/volunteer/donor base, board, and day-to-day management expectations.
Re-Energizing Your PAC and Grassroots ProgramMegan Denhardt
The document discusses strategies for re-energizing PAC and grassroots programs. It identifies critical components like timely communications and effective websites. It also discusses challenges such as keeping members informed and motivating participation. Suggestions are provided for avoiding volunteer burnout, recognizing contributors, and integrating PAC and grassroots advocacy efforts.
The document outlines the steps for establishing a nonprofit organization, with a focus on 501(c)(3) organizations. It discusses defining the mission, evaluating if the cause is suitable for nonprofit status, and the legal requirements like incorporating, applying for tax exempt status, drafting bylaws, and establishing governance practices. It also covers financial transparency requirements like Form 990 filing, communicating budgets and finances, tracking restricted donations, unrelated business income tax rules, and limitations on lobbying. The overall document provides guidance on properly setting up and operating an exempt nonprofit organization in accordance with IRS regulations.
Lisa C. Burford of LCB Consulting, LLC delivered a presentation on engaging nonprofit boards of directors on June 22, 2016 at the United Way of the National Capital Area's "Bored with Board Development?" Workshop.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
This document provides an overview of nonprofits for 501 Commons consultants. It defines key terms like mission and discusses how nonprofits evaluate success differently than for-profits. It also covers important distinctions between for-profits and nonprofits like how profits can be used. The document outlines different levels of formality for organizations from informal groups to incorporated nonprofits to tax-exempt nonprofits. It identifies common nonprofit challenges such as those related to boards, staffing, funding, time, and volunteers. Finally, it provides some statistics about the nonprofit sector.
The document discusses key aspects of nonprofit governance and leadership. It emphasizes that nonprofit boards must work as equal partners with operational leaders, be involved in both policymaking and execution, and ensure proper governance. Additionally, it outlines duties of care, loyalty and obedience that boards must fulfill, and stresses the importance of strategic planning, stakeholder communication, and lifecycle analysis in nonprofit management.
The National Federation of Independent Business (NFIB) is a lobbying group founded in 1943 that advocates for small businesses. It grew from Harder's basement to over 500,000 members by 1977. The NFIB lobbies Congress for policies that reduce regulations and taxes for small businesses. It is led by President Donald Danner and primarily supports Republican candidates through its PAC. The NFIB raises most of its funds from member dues and donations, which it uses for lobbying, litigation, and supporting business-friendly politicians.
When a business files for bankruptcy, it can have widespread impacts that last for years. The business may cut operations and jobs to reorganize, and if it fails to emerge from bankruptcy, the impacts are greater. Employees are severely impacted through layoffs or pay cuts, which can even cause them to file for personal bankruptcy. Small business owners should research business associations thoroughly before joining to ensure it meets their specific needs and goals. Associations can provide benefits, but some are disorganized with little attendance and value. Obligations for eldercare can also significantly impact employee performance through missed time, interruptions, and even causing some to quit their jobs.
The document summarizes the key steps for starting a nonprofit organization. It discusses establishing the Johnson Center in 1992 to increase nonprofit effectiveness. The class overview covers what nonprofits mean, their importance, and how to form one. Key steps include creating a business plan, mission statement, recruiting a board, obtaining legal assistance, filing articles of incorporation and bylaws, applying for necessary registrations and tax-exempt status. Interactive activities help attendees explore their nonprofit ideas.
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
Legal Responsibilities of Board MembersBill Taylor
This document discusses the legal responsibilities and duties of board members. It notes that board members are fiduciaries who are responsible for reasonably and prudently overseeing the organization's assets. The key responsibilities of board members are to maintain financial accountability, provide effective oversight of the organization, and ensure proper organizational management. The three main duties of board members are the duty of care, duty of loyalty, and duty of obedience.
This document outlines best practices for nonprofits involved in downtown redevelopment presented by Community Mediation & Consulting, Inc. It discusses getting organized as a tax-exempt, board-driven organization including determining purpose, forming a board, filing articles of incorporation, and more. It also covers critical issues for charitable vs civic organizations and making the enterprise sustainable and adaptable to community needs over the long term.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
This document summarizes an event hosted by SkyLaw Professional Corporation on June 22, 2016 about demystifying charities, not-for-profits, and social enterprises. SkyLaw is a boutique law firm that provides legal services to companies and organizations. The event featured presentations by lawyers from SkyLaw on legal structures for non-profits and answered audience questions.
Nov 2011 Enterprise Magazine_Get 'em out to VoteJoanne Shadbolt
The document discusses strategies that credit unions are using to increase member participation in director elections. It provides examples of four credit unions that have implemented different voting methods like mail-in ballots, online voting through online banking systems, and in-person voting at annual general meetings or branches. The credit unions aim to make voting as convenient as possible for members and better communicate the role and candidates for the board of directors in order to increase turnout for elections. Methods that have increased voter participation include introducing online and mail-in voting, hosting meet-and-greet events with directors, and posting candidate videos online. The goal is to engage more members in the democratic process of credit union governance.
The document discusses the value and benefits of membership in the Maryland Chamber of Commerce. It outlines the Chamber's advocacy efforts, networking opportunities, and communications services. The Chamber works to advance a pro-business agenda in Maryland through legislative advocacy committees and keeping members informed on policy issues. Members can network at various events throughout the year and within committees. The Chamber also provides timely policy updates and information through their website, emails, and social media.
This document discusses different cities and industrial processes. It mentions furnaces, manicures, contrast city, water city, molten, quenching, and coming out twice.
A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to others.
20 Points for Every Outcome Based Product Support Business Model - Militaryrgiuntini
This white paper outlines the 20 elements needed to configure an outcome-based product support business model. It discusses how products impact the efficiency and effectiveness of processes, and how the $130 billion annual cost of product support is distributed across military branches. Product support aims to ensure material readiness, reliability, capability and reduce total ownership costs over a product's lifecycle of acquisition, operations and support, and disposal. Configuring comprehensive business models requires considering elements like the product, customer demands, solutions, processes, resources, relationships and costs.
Building Royal Media Services. 12 Radio and 1 TV The #1
This document outlines the organizational structure of Royal Media Services using automotive metaphors. It describes 7 divisions - The Office (Executive), Sales & Marketing (The Body), Content (Interior), Traffic (Diagnostics), Finance (Dashboard), Distribution (Wheels), and Creative (The Body Shop). Each division has specific roles and responsibilities that contribute to the overall function of the organization like an automobile with interconnected parts.
Edgardo Mayuga has over 20 years of experience in marketing, public relations, business development, and sales management. He currently owns and operates AMM Communications, a marketing and PR firm focused on financial, professional, and manufacturing clients. Previously he held several sales and management roles at Pfizer and Abbott Laboratories, achieving numerous awards for sales performance. He also has an MBA from Saint Louis University and teaches social media marketing classes.
Is the end of gay conceivable? Is gay 'just a phase', not for individuals but for society?
Adam Knowles, Chair of the Gay and Lesbian Humanist Association, argues that it could be, but not until the insight offered by queer culture has been taken up. He will present the Central London Humanist Group with an argument that a path toward this vision is available - and help you decide if it's impossible or inevitable.
Mapping a broad historical view of gay from ignored to illegal through tolerated to integrated, this talk will outline some of the possibilities for the future and put the case for a modern conception of human sexuality. What happens is up to all of us: gay, straight or otherwise.
The talk comes at a poignant time as we grieve the loss of David Kato, the gay human rights campaigner who was brutally murdered in Uganda. The homophobia displayed even at his own funeral acts as a reminder that the fight for equal human rights across the world is far from over.
This digital book was scanned from a physical copy as part of Google's project to make books discoverable online. It is a public domain book since its copyright has expired. Public domain books provide access to history, culture and knowledge. The digital copy preserves physical markings and notes from the original book. Google partners with libraries to digitize public domain works to make them widely available while preventing commercial abuse and maintaining attribution.
1.27.10 Do It Yourself Marketing A Right Management Fast Trac Presen...AMM COMMUNICATIONS, LLC
1. The document provides an overview of marketing strategies for small businesses, including defining branding elements, creating a website, using social media, and issuing press releases.
2. It recommends establishing a marketing plan with goals and priorities, then implementing strategies daily while learning from experience.
3. Resources like blogs, books, and publications are referenced to help businesses effectively promote themselves through communication and networking.
This document discusses the author's identity and background. The author is over 40 years old and their parents are from the Philippines. They attended Priory and SLU, and their Saab car was recently retired. The document hints at revealing more about the author's identity, background, and brand.
This document discusses innovation in various contexts. It begins by listing topics around innovation in health initiatives, nuclear physics, and macroeconomic conditions. It then asks if businesses are innovative and who are examples of innovative businesses. The document provides a checklist for innovation including nurturing leadership, budgeting for innovation, and connecting innovators to the business. It gives examples of innovative companies and lessons that can be learned about innovation in insurance. It discusses future themes in innovation and provides an example of an innovative insurance company in India that relies entirely on mobile solutions. The company was able to issue over 100,000 policies worth $28 million across over 1,000 cities within two years without using any paper.
Giuntini & Co. presentation at the 1st annual IDGA Irregular Warfare conference from May 2010. Presentation focuses on COTS products used in military equipment.
This document discusses products and target market segmentation for bancassurance. It outlines why banks must sell insurance to leverage their customer base and increase revenues. The document identifies banks' target market segments as existing account holders, loan customers, and potential high net worth clients. It stresses developing market-oriented products tailored to specific customer needs. Local market segments are identified as savers, spenders, and takaful seekers with different insurance needs. The bancassurance potential in Pakistan is highlighted given low insurance penetration. The ABN AMRO bancassurance model aims to be the market leader by offering innovative products through coordination with insurance companies.
Membership Series – Part 1: What can joint membership do for you?Billhighway
This document discusses the benefits and pitfalls of joint membership between national associations and their chapters. It outlines several benefits such as increased engagement from members, incentives for members to join both levels, and eliminating pains by sharing resources and information. Potential pitfalls include members not seeing value in one of the levels or chapters resisting oversight from the national association. The document provides examples and tips for determining member needs and value, piloting programs, and getting input from chapters to address challenges.
There are over 164,000 nonprofits in California, with over 1,800 in Long Beach alone. Starting a nonprofit requires assessing community needs, establishing a mission, and having the resources for long-term success. There are two initial decisions - whether to incorporate as a nonprofit in California, and whether to pursue tax-exempt status. Incorporation provides legal protections but also formal requirements, while tax exemption offers financial benefits but additional regulations. Proper planning is needed before beginning the multi-step process of forming a nonprofit organization.
The document describes the new website for the RPA organization. It highlights several new features, including a member profile area, services for members, opportunities for members to promote their services, events, ways to stay informed, and mutual support programs. It provides details on each of these sections and shares quotes from board members about their experiences volunteering and how it has helped them grow both professionally and personally.
The document provides an overview of the new RPA website and its features. It summarizes the website sections including member profiles, services, finding practitioners, opportunities to promote services, events calendar, shop, staying informed, and mutual support programs. It includes quotes from board members about their experiences. Priorities for 2018/19 are outlined, such as creating committees, defining roles, recruiting volunteers, and completing onboarding tasks for the new website.
The document discusses the Charities Act 2006 and the introduction of the Charitable Incorporated Organisation (CIO) as a new legal structure for charities in England and Wales. It examines existing legal structures for charities, the advantages and disadvantages of the CIO, and how charities can transition to becoming a CIO. It also analyzes how the Act defines public benefit and establishes new principles for charities to demonstrate identifiable, related, and unrestricted benefits.
The document discusses the rules and guidelines around NAHB affiliate memberships. Some key points:
- Affiliate memberships allow employees of NAHB member companies to join at a reduced rate of $5 annually.
- Affiliate members must join through the local association where their employer holds a membership.
- Local and state associations can choose whether to adopt the affiliate membership category.
- Affiliate members are eligible to serve on NAHB committees but not as chairs, and they cannot hold leadership roles or board positions at the local/state level.
The co-operative movement that was started to help the rural indebtedness has now made noticeable progress. The sector has grown in size and expanses, resulting in creating a space for itself in the economic framework of the country. Professionals like chartered accountants can too contribute to the nation by serving such cooperatives and reaching out to society. With their excellent technical and soft skills, they are well fitted for the role of assistance to cooperatives banks, multi-state cooperative societies, cooperative societies, and can serve the cooperative sector ultimately serve the nation.
The document discusses the role of non-profits in reservation development. It outlines the steps to establish a non-profit organization, including articulating purposes and securing necessary approvals. Obtaining tax-exempt status has advantages like eligibility for more grants and donations, but also requires additional paperwork. Examples are provided of effective non-profits that have benefited reservations, like organizations supporting housing, education, and elders programs.
This document discusses strategies for relationship-based fundraising for community development organizations. It outlines how funding for low-income services has shifted from private philanthropy to government grants over time. A strong board that can provide access to various donor groups and incentives is key to fundraising success. Maintaining continuity of fundraising efforts and good stewardship of donations are also important. Targeting local businesses, clubs, congregations and individual donors from the community can help develop flexible funding sources.
NASW Ohio is working to increase membership by retaining current members and recruiting new members. Membership has declined over 7 years. NASW provides many benefits to members including advocacy, continuing education, career resources, communications and discounts. NASW advocates for issues important to social workers like safety, education debt and salaries. Members are encouraged to talk to colleagues, students and others about the benefits of NASW membership to help recruit new members. Common excuses for not joining are addressed.
"Not-For-Profits Making Profits: Legal Structures for Social Enterprises" was a presentation by Margaret Mason and Michael Blatchford (Bull, Housser & Tupper, LLP) at an event hosted by Enterprising Non-Profits (enp) on January 19, 2011, in Vancouver, BC.
Social enterprises are defined as businesses owned or operated by a non-profit organization. There are different legal structures that social enterprises can operate under, and the possibility of new ones in the future (like BC's proposed Community Interest Corporations, or CIC's).
Enterprising Non-Profits (enp) is a program that supports Social Enterprises. Its website(www.enterprisingnonprofits.ca) provides extensive resources for social enterprises across Canada.
Hispanic Entrepreneurs of WI presentationsmaldonado26
HEW is a leading Hispanic nonprofit organization in Wisconsin established in 2009 to empower and support Hispanic entrepreneurs. It provides hands-on support, capital access, networking opportunities, and business education/resources to over 115 member businesses and 150 volunteers. HEW's mission is to promote the economic and social wellbeing of Hispanic entrepreneurs through initiatives like economic development partnerships, education programs, legislative priorities, and workforce development. It administers programs and events to promote bottom-up development and positively impact the economic vitality of the region.
The document provides information about the Global Association of Billionaires and Millionaires (GABM) associate membership. It outlines who can apply to become an associate member, the benefits of membership, categories of membership, costs, application procedures, and current membership statistics. The goal of GABM associate membership is to unite billionaires and millionaires globally to collectively contribute resources towards improving the global economy and eradicating poverty through philanthropic programs.
The document discusses the changing fundraising environment and the important role of nonprofit boards in advocacy and fundraising. It notes that government and corporate funding is decreasing while competition is increasing. The document outlines how board members can support fundraising through personal donations, identifying new donors, opening doors to major prospects, peer-to-peer solicitation, and recruiting board members who can significantly contribute financially. Effective boards require 100% participation in giving from members and fundraising must engage all board members.
This document provides an overview of cooperative business models, including their structure, advantages, and steps for starting a cooperative. It discusses different types of cooperatives such as worker, consumer, housing, and marketing cooperatives. The key advantages of cooperatives are that they are community-owned, provide services members could not otherwise access, and return profits to members. Starting a cooperative requires researching the idea, writing a feasibility study and business plan, incorporating, and implementing the business plan. Ongoing work includes administrative tasks, capacity building, and reinvesting profits according to cooperative principles.
The document is an orientation manual for new board and committee members of The Girls Rising Collective Foundation (TGRC). It provides an overview of the organization's mission to empower young women and girls. As new members, they are expected to be informed on issues, work on projects, and act as ambassadors. The manual covers topics like the board's governance responsibilities, fiduciary duties, legal obligations, and Robert's Rules of Order for meetings. It aims to help new members understand their roles and effectively support TGRC's work.
This document provides an overview of associations and association careers. It covers the nature and governance of associations, working with volunteers, association staff structures, and career opportunities in associations. The document is presented as a training course called "Association 101" that aims to help participants understand the association environment and career options. It is facilitated by Jim Thompson from the Association Executives of North Carolina and provides learning objectives and an outline of the topics to be covered.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
1. workshop The future shape of GALHA Introduction to discussion Adam Knowles Chair
2. The story so farA brief history of GALHA’s form 1979: ‘Gay Humanist Group’ founded as an unincorporated association 1980s: changed name to explicitly include lesbians. Renamed ‘GALHA’. 1996: GALHA creates the PTT charity 2000s: Relationship between GALHA and the PTT breaks down. Formal relationship stopped at the PTT end, continues at the GALHA end. 2008: GALHA itself applies for charitable status, setting up a Ltd company as part of the process. 2011: GALHA application for charitable status declined.
3. On becoming A Charitywhat was the big idea? Benefits Tax Kudos Support available Limited liability for the organisation by being a Ltd company. Updates and strengthens our formal constitution Drawbacks Additional administrative burden Additional constraints on activity
4. Why our charity application was declined Political campaigning as a proportion of our whole activity is too high to justify a tax break from the government Risk of private benefits for members judged too likely. Target audience not defined widely enough
5. The contexttrends and insights Those who give money and those who give time are often not the same people. Usually people have a broad but shallow range of causes they support. They support them in less formal, looser ways such as online (Facebook, Meetup), joining a protest or regular Direct Debit.
6. The contextThe committee Many on the current Committee are nearing the end of an appropriate ‘term’ i.e. 2 – 4 years Despite best efforts we have increasingly struggled to replace Committee members Keeping up with legal and mandatory reporting requirements is becoming increasingly complex and costly
7. So..Some things we could do Shift toward campaign-specific fundraising eg atheist bus rather than member subscriptions. Change the membership structure to provide greater flexibility in how people can contribute to advancing LGBT Humanism. We can try this if we rethink our fixed costs. Outsourcing key admin tasks (membership management, financial reporting) means they benefit from efficiencies of scale.
8. Where do we go from here? Stay as we are, an unincorporated voluntary association Transfer in to the Limited company via an SGM Go back to the drawing board and come up with a new option
9. Become the LGBT section of the BHA Key features They will take care of all our membership admin They will fulfill all official financial reporting requirements They will provide 1 x Committee member plus a minute-taker for Committee meetings We will operate from a ‘restricted fund’ We will become constrained to activity allowable by a charity We use the name ‘GALHA, the LGBT section of the BHA’.
10. Compare to the charity planrecall what we aimed for Benefits Tax Kudos Support available Limited liability for the organisation Updates and strengthens our formal constitution Reduced administrative burden More next.. Drawbacks Additional administrative burden Additional constraints on activity More next..
11. GALHA and the BHAkey benefits Closer working relationship with the BHA: Access to their 28,000 members & supporters. Links easier/more productive with the AHS, the IHEU etc. Administration of members and annual finances removed from Committee responsibility. Better legal protection for committee members. Significant reduction in costs from efficiencies of scale in postage, affiliations. Tax benefit as part of a charity. Press releases and contacts joined together. VAT paid on services and supplies can be reclaimed. New constitution removes historical anomaly of PTT donors being GALHA members without GALHA receiving money. Ends having to run and submit reports on both unincorporated GALHA and the present Ltd company.
12. GALHA and the BHAkey drawbacks/risks Loss of independence, autonomy and name equity Cost of the change to GALHA: couple of all-member mailings, legal fees Members may leave if they object to it, including some key members or VPs A reduced committee size may have unintended consequences Risk that by moving closer to the BHA we move further from other partners including the NSS Significant risk of reduced income if current GALHA members do not made additional donations Risk the Charity Commission will see this as GALHA becoming a charity by the back door
14. GALHA and the BHARisk: impact of reduced committee size Current Future
15. GALHA and the BHAIMPACT ON MEMBERS THEMSELVES Benefits Single, complementary source for Humanist news, views and leadership Those already BHA members no longer pay a 'dual' subscription to GALHA (though we hope for additional donations) Drawbacks Increase in subscription fee for non-BHA members Loss of independent identity of the current organisation
16. GALHA and the BHAAbout the name The name GALHA.. retains the equity built up in our reputation over many years. But.. Excludes ‘B’ and ‘T’. Would no longer stand for anything. We cannot be an association within an association.
17. GALHA and the BHAWhat we’ve done so far Held initial meetings with the BHA to discover the feasibility of such a move. Written draft bye-laws that would govern the new GALHA. Submitted these to a meeting of the BHA Trustees who agreed the approach. Mailed all members the detailed proposal and an invitation to come here and discuss it.
18. GALHA and the BHAPOSSIBLE TIMELINE Within 2 months: finalise the new constitution and arrangements in detail. +1 month: mail all members with at least 1 month notice of an SGM where winding up will be discussed +1 month: convene an SGM to decide the matter Then as soon as possible: Mail all members with option to opt-out/request refund by post or online. Opt-out available/pro-rata refunds issued Move existing GALHA members into the BHA via the transitional arrangement to be agreed
19. GALHA and the BHA Excepts from emails received following the mailer Have your say “I support the proposal to affiliate as an independent sub-section of the BHA. I have attended various of their events and have respect for Andrew Copson, and they are obviously keen to support us and our particular field. I also think it might help us to a more balanced membership - more women in particular especially if they only have to be supporters not necessarily out gay.” - Maureen Duffy, GALHA President “I am opposed to the proposal that GALHA become a section of the BHA. I have been a staunch supporter of the BHA. However, the founders of GALHA, including myself, opted to set up an autonomous organisation and I think it should remain so.” - George Broadhead, Founding member and Vice President “I am very much supportive of the idea of becoming a subsection of BHA for most of the reasons set out. A further point may be made is of the expertise of the BHA in matters of civil ceremonies and funerals etc., and GALHA members could consider this as a positive reason for closer ties.” - John Watt, OrmskirkLancs “Has the Committee considered the other, cheap and easy, route to 'charitable recognition' - an' Industrial and Provident Society?” - Chris Richardson, GALHA member
This is a personal, strategically focused piece. It is not necesarilly the view of the Committee and I welcome constructive feedback from other Committee members or anyone else.Apologies for the texty boringness of the slides.
Tax: 28% extra on most donations, more attractive to those leaving bequestsKudos: most people I’ve spoken to think there’s something somehow more ‘proper’ about a charitySupport: schemes only available to charities e.g. computer equipment, applying for advice, applying for grants.Limited liability: we have been threatened with legal action a number of times over the years and currently responsibility for that falls disproportionately on Committee members, which is both risky, unfair and a disincentive to join it.Admin burden: reporting both to Companies House and the Charity Commission.Activity constraint: meeting Charity rules on e.g. political campaigning.
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Not the same people: good example of this is e.g. students: they have lots of time and not much money. Another is bequests, lots of money but given we don’t believe in life after death, not much time.Implication is we need to have a more flexible structure of members and supporters. Currently the main way you support GALHA is by becoming a member and that almost entirely dictates whether you’re able to give your time to it.Broad but shallow: our current model is narrow and deep. You pretty much join the Committee or you don’t. Without prejudice to those that join us on marches or help at Pride stalls etc. The constant pressure is to join the Committee because that’s the only model we have right now.In such circumstances again you need flexibility so people can come and go, contribute heavily for a short time then leave or provide a low level of support e.g. admin long-term. The best evidence here is Facebook, Meetup.We have 1000 people on facebook and over 300 on meetup, the vast majority of whom are not members but support GALHA's aims. We should embrace, expand and activate this.Shift away from 'subscription' based revenue toward campaign-specific fundraising eg atheist bus.More attractive to donors because of the more visible and direct link between their action and desired consequences.Ref Ed Miliband plan for 'registered labour party supporter' vslabour party member <insert press cutting as a slide?>
Examples of joiners/leavers: Christopher Clarke, Tyrone Curtis, Sue Robson, Julie Wright, Trevor Dunn.Need to hire professional help, which is a disproportionate amount of our income.FinesTakes increased time (away from activity)
- Not so say we want to give up member subscriptions, but we will benefit greatly from an increased focus on campaign-led fundraising. We’ve already been doing this with the annual lunch and events where we donate money to other causes whether Iraqi LGBTs or the Ugandan Humanist school. This is more attractive to donors because of the more visible, direct link between their action and the consequences.
Ruling out reapplying for charitable status these are the options we saw.In our judgementIs untenable because of the problems with liability but also it doesn’t take us forward in any significant way. However I understand some people may look at us and say ‘if it ain’t broke don’t fix it’. The general agreement is that the status quo as an unincorporated association is not fit for the future.Would mean meeting at a subsequent AGM and voting to ‘wind up’ GALHA, transferring assets and memberships to GALHA Limited, to be ruled by the new constitution that was previously agreed. While better than A, in broad terms the majority of the Committee thinks this less appropriate than option C.The new option we came up with was forming a closer link with a kindred organisation, to provide us support and assistance while allowing us to continue with our main work, which is currently the public events, the protests, attending Prides, the online activity and the newsletter. As you all know (hopefully), although we have close friends in the NSS, SPES, Consortium and elsewhere, we decided the best option to pursue in detail was going to the British Humanist Association.
Note the official meaning of Restricted Fund.Charity means our activity is exclusively for public benefit.Name no longer an acronym.
“Although GALHA has been a successful organisation for over 30 years, it faces a future in which its administration is likely to become an increasingly onerous and costly distraction from the pursuit of its aims. It also needs to attract more activists and realise a higher profile in the media. Merging with the BHA could strengthen the Association, offer significant recruitment of members and supporters and confer the benefits of charitable status”
Avoids risk of fines or legal action when we get these expert matters wrong.Committee members no longer personally/severally liable.
Reverses the situation, shifts the balance.There’s a risk that we’d rest of on our laurels and as admin goes down, the activity wouldn’t increase – but we have to work on the basis that wouldn’t be the case.
There’s a risk there’ll be too few people for the work necessary. This is mitigated by a) having a ‘bonus’ BHA member provided, though I expect that will be an advisory rather than ‘doing’ role b) we also get a free minute secretary.BUT: we can have non-Committee members doing specific things. That could be Events, it could be the newsletter, it could be Prides. By not having Committee responsibilities, they would arguably be freer to focus on the tasks at hand, reporting back to the management team.
While we encourage them to make an additional contribution to GALHA, they can choose not to if their circumstances prevent it. Or donate to a specific fundraising cause from time to time.One reliable source for their Humanist and Gay Humanist news whether online or by mail.
Specifically:Legal adviceScrutinise bye-laws by officers and CommitteeAgree transitional arrangements with the BHA for member move