The document provides guidance for local church boards of trustees regarding their responsibilities and organization. It discusses the trustees' duties to oversee church property, ensure legal documents are up-to-date, maintain adequate insurance, submit budget requests, and be accountable to the charge conference. The trustees are to organize annually, inspect the parsonage, conduct inventories, oversee maintenance, and evaluate insurance coverage.
Second amended-and-restated-constitution-and-bylaws-of-hsnc-webnishalshah7
This document outlines the constitution and bylaws of the Hindu Society of North Carolina (HSNC). It discusses membership categories including annual members, lifetime members, family memberships, and honorary members. It outlines membership dues and compliance requirements. It also discusses the location and timing of annual member meetings, which are usually held in December each year. The principal office of HSNC is located in Morrisville, North Carolina.
The document provides information about director liability for non-profit corporations. It discusses the protections directors have, including limitations on personal liability for actions taken in good faith. However, directors are not protected for breaches of loyalty or intentional misconduct. The document also outlines the duties and responsibilities of nonprofit boards, including oversight of management, strategic planning, and compliance with legal obligations.
This document outlines bylaws for a 4-H club to adopt. It establishes the club's name, mission to improve members' lives and community through the 4-H youth development program. It details the club will operate under the State 4-H Association and University of New Hampshire Cooperative Extension. The bylaws describe membership, officers, meetings, finances, and a conflict of interest policy. The club will be led by youth officers and supported by screened adult volunteers.
This document outlines the bylaws of Birth Mom Missions, a nonprofit organization. The bylaws establish the organization's name, purposes of supporting pregnant mothers and newborns, nonprofit status, membership terms, and director roles and responsibilities including the president, vice president, secretary, and treasurer positions.
Mission Hills Neighborhood Council BylawsEmpowerLA
This document outlines the bylaws of the Mission Hills Neighborhood Council. It defines the council's boundaries, stakeholders, governing board structure, officer positions and duties, committees, meeting procedures, finances, elections, grievance process, amendments, and compliance guidelines. The board will consist of 14 elected stakeholders with 4 homeowner seats, 1 renter seat, 2 business owner seats, 1 employee seat, 1 youth seat, and 5 at-large seats. Officer positions include a President, Vice President, Secretary, and Treasurer.
CONSTITUTION FOR FORMER ALHEIT STUDENTS ASSOCIATION-Mutsaed ed
The constitution establishes the Former Alheit Students Association (FASA 87) to bring together former students of Alheit Secondary School who completed their O-levels in 1987. The constitution outlines the association's name, aims and objectives, policies, membership structure, duties of steering committee members, terms of office, meetings, finances, administration of funds, bereavement benefits, discipline, amendments, and dissolution. Key aspects include establishing a steering committee to govern the association, requiring membership fees, and providing benefits to members for spouse or family deaths.
Christmas ships bylaws adopted may 17 2017christmasships
The bylaws establish Christmas Ships, Inc. as a nonprofit organization with the mission of promoting cultural activities in Oregon and Washington, such as an annual decorated boat parade. The bylaws define board members and officers, describing their terms, duties, and election processes. Meetings, voting procedures, and financial matters are also outlined.
Second amended-and-restated-constitution-and-bylaws-of-hsnc-webnishalshah7
This document outlines the constitution and bylaws of the Hindu Society of North Carolina (HSNC). It discusses membership categories including annual members, lifetime members, family memberships, and honorary members. It outlines membership dues and compliance requirements. It also discusses the location and timing of annual member meetings, which are usually held in December each year. The principal office of HSNC is located in Morrisville, North Carolina.
The document provides information about director liability for non-profit corporations. It discusses the protections directors have, including limitations on personal liability for actions taken in good faith. However, directors are not protected for breaches of loyalty or intentional misconduct. The document also outlines the duties and responsibilities of nonprofit boards, including oversight of management, strategic planning, and compliance with legal obligations.
This document outlines bylaws for a 4-H club to adopt. It establishes the club's name, mission to improve members' lives and community through the 4-H youth development program. It details the club will operate under the State 4-H Association and University of New Hampshire Cooperative Extension. The bylaws describe membership, officers, meetings, finances, and a conflict of interest policy. The club will be led by youth officers and supported by screened adult volunteers.
This document outlines the bylaws of Birth Mom Missions, a nonprofit organization. The bylaws establish the organization's name, purposes of supporting pregnant mothers and newborns, nonprofit status, membership terms, and director roles and responsibilities including the president, vice president, secretary, and treasurer positions.
Mission Hills Neighborhood Council BylawsEmpowerLA
This document outlines the bylaws of the Mission Hills Neighborhood Council. It defines the council's boundaries, stakeholders, governing board structure, officer positions and duties, committees, meeting procedures, finances, elections, grievance process, amendments, and compliance guidelines. The board will consist of 14 elected stakeholders with 4 homeowner seats, 1 renter seat, 2 business owner seats, 1 employee seat, 1 youth seat, and 5 at-large seats. Officer positions include a President, Vice President, Secretary, and Treasurer.
CONSTITUTION FOR FORMER ALHEIT STUDENTS ASSOCIATION-Mutsaed ed
The constitution establishes the Former Alheit Students Association (FASA 87) to bring together former students of Alheit Secondary School who completed their O-levels in 1987. The constitution outlines the association's name, aims and objectives, policies, membership structure, duties of steering committee members, terms of office, meetings, finances, administration of funds, bereavement benefits, discipline, amendments, and dissolution. Key aspects include establishing a steering committee to govern the association, requiring membership fees, and providing benefits to members for spouse or family deaths.
Christmas ships bylaws adopted may 17 2017christmasships
The bylaws establish Christmas Ships, Inc. as a nonprofit organization with the mission of promoting cultural activities in Oregon and Washington, such as an annual decorated boat parade. The bylaws define board members and officers, describing their terms, duties, and election processes. Meetings, voting procedures, and financial matters are also outlined.
This document outlines the bylaws of the nonprofit organization Birth Mom Missions. The summary includes:
1) The organization is established to provide charitable services and raise funds to support educational activities in the community.
2) Membership in the organization is open to anyone who agrees to uphold its policies and bylaws. The bylaws establish an annual membership drive and dues.
3) A Board of Directors will manage the organization, comprised of members in good standing. Officers including a President, Vice President, Secretary, and Treasurer are elected to one-year terms.
3) Standing committees are established for nominations, fundraising, membership, and scholarships. The bylaws can be amended by majority vote
The document provides information about an upcoming election for regional cluster organization officers. It includes the date and time of the meeting, an overview of the officer positions to be elected, and procedures for nominations, voting, and the election process. Officer positions to be elected include: President, Vice President, Secretary, Treasurer, and Representatives for each type and province of cooperatives. The document outlines the nomination and voting process, including how votes will be cast and counted electronically. It also specifies membership composition and voting eligibility for the regional cluster organizations.
This document outlines the details of an institution called Gram Sudhar Yuva Sanghathan Dhanuri, including its:
1) Name, location, and aims which include youth development programs, addressing social issues, and providing aid.
2) Membership qualifications including age limits and commitment to the institution's goals.
3) Governance structure including an ordinary assembly to elect officers and review budgets, and an executive committee to manage operations.
4) Funding sources such as donations and grants to be collected and stored in a bank.
This document provides an overview of Semantrix Multi Purpose Cooperative (SMPC) and answers frequently asked questions about cooperatives and membership in SMPC. SMPC is an autonomous organization registered with government agencies to serve the social, economic, and cultural needs of its members. The document defines cooperatives and SMPC, describes the types of membership and requirements, benefits of membership, sources of funds, duties of members, and differences between cooperatives and other organizations. It also outlines the organizational structure of SMPC and registration process for associate members seeking job placement through the cooperative.
Code of Ethics for Cooperative Leaders and Employeesjo bitonio
This document outlines a code of ethics for cooperative leaders and employees. It states that the code establishes generally accepted moral practices within Philippine law and the laws of God. The code lists "DOs" and "DON'Ts" to maintain discipline in the cooperative organization and preserve trust. It covers ethical responsibilities to members, in credit management, policy formulation, developing systems and procedures, the community, and other cooperatives. It also describes sanctions for violations. Additionally, it provides a simple code of ethics for board of directors that includes guidelines for their conduct and responsibilities.
The document summarizes key provisions of Republic Act No. 11364 or the Cooperative Development Authority Charter of 2019. It outlines that the Cooperative Development Authority is now an attached agency of the Department of Trade and Industry for policy coordination. It describes the CDA's powers, functions, and responsibilities including developmental, regulatory, and adjudicatory functions. It also discusses the composition and roles of the CDA Board of Directors and the Administrator and Deputy Administrators.
Improving Cash Flow for Churches: Money and MinistryTim Samuel, CPA
This PowerPoint was created by an XP with a ministerial background and a business mind, as well as a CPA/CFO with a business background and a ministerial mind who have found a way to make the marriage of money and ministry a happy one (most of the time.) This presentation will include ministry evaluation that leads to excellent audit preparation, strategic decisions that leads to strategic spending and savings, and simple changes that can lead to big "cha-ching" for improved cash-flow.
Pastor Elio Marrocco's "Guard Your Heart" sermon at New Life Christian Church on February 1, 2013. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
This presentation was shared by John Petersburg, treasurer of the Southeastern Minnesota Synod, at the 2012 Southeastern Minnesota Councils as Leaders in the Church event.
More information at semnsynod.org/cal
This presentation discusses managing cash flow. It defines cash flow management as forecasting, collecting, disbursing, investing, and planning for cash needs. A cash budget or "cash map" is created to predict cash needs over time. The five steps to prepare a cash budget are determining a minimum cash balance, forecasting sales, forecasting cash receipts, forecasting cash disbursements, and estimating the end-of-month cash balance. Managing accounts receivable, accounts payable, and inventory are described as the "Big Three" of cash flow management. Tips are provided to accelerate cash receipts and stretch out cash disbursements.
1) The Cash Flow Project surveyed residents in Miner County, South Dakota about their spending habits. Analysis of the survey data found that residents spent 10% more of their disposable income outside of Miner County.
2) If 600 residents in Miner County earning $22,000 annually increased their local spending by 10%, it would result in $622,776 more money circulating in the local economy. Factoring in an economic multiplier effect, the total economic impact could be over $7 million.
3) Between 1996 and 1997, as a direct result of the Cash Flow Project, total gross sales in the county increased by $15.6 million, a 41.1% rise from the previous year. The
This document provides an overview of basic financial principles for a church. It discusses why studying finances is important, as financial problems factor into many divorces. How people handle money demonstrates their values. The document outlines five basic financial principles: 1) God owns everything, 2) Give to God cheerfully, 3) Spend less than you make, 4) Spend only on good things, 5) Teach children. It also discusses budgeting, borrowing, impulse spending, and retirement planning.
The document provides information on managing church budgets, including:
- A church budget reflects the plans and ministries of the church and helps achieve goals by assigning funds.
- Four common ways church finances are spent: reactively, duplicating past years, controlled solely by finance, or through an annual ministry plan and budget.
- A process is outlined for creating a church budget that empowers ministry leaders and prioritizes the church vision, including gathering budget requests and approving a final budget at the annual meeting.
The document discusses policies and practices for church financial management. It recommends that every church have:
1) A finance committee of 6 members including a treasurer, offering tellers, and bookkeeper to oversee finances.
2) Secure storage and accounting procedures including requiring two signatures for checks, weekly counting of offerings by two unrelated individuals, and monthly bank reconciliations.
3) Regular financial reporting to the church board and congregation including monthly detailed reports to the finance committee and high-level monthly reports to the board showing budgets versus actual expenses and income.
Church Christian Ministry Financial Managementministrycpa
This document provides an overview of different accounting methods for churches and Christian ministries: accrual basis, cash basis, and modified cash basis accounting. It includes sample financial statements presented using each method, including balance sheets, statements of activities, and statements of cash flows. Supplementary schedules are also presented to provide additional details. The document concludes with discussions of financial audits, accounting software options, tax compliance, and internal financial controls.
This document discusses managing church finances. It provides four key financial objectives for church leaders: 1) accurate and timely financial reporting, 2) mission/ministry-based prioritization in budgeting, 3) security of church assets, and 4) broadly based congregational support. It emphasizes the importance of financial integrity, clarity in reporting, and ensuring budgets fund the church's mission. Church leaders are encouraged to develop budgets through ministry input and teach biblical principles of sacrificial giving.
This document provides a concise guide to cash flow management for small businesses. It discusses the importance of cash flow and outlines key principles for managing cash flow, including actively monitoring cash inflows and outflows. The document also covers accelerating cash inflows through streamlining processes like customer ordering, credit decisions, fulfillment and invoicing. It emphasizes the importance of establishing a clear credit policy and checking customer creditworthiness to minimize risks.
This document discusses cash management for business organizations. It covers controlling cash levels, controlling cash inflows and outflows, and optimally investing excess cash. Tools for cash planning include net cash forecasts and cash budgets. Cash budgets in particular are important for evaluating financial performance, setting dividend policies, and planning by indicating cash surpluses or deficiencies. Controlling cash outflows is also discussed. Overall the document provides an overview of key aspects of effective cash management for organizations.
This document discusses two cash management models: William J. Baumol's inventory model and M. H. Miller and Daniel Orr’s stochastic model. Baumol's model determines optimal cash balance by minimizing holding and transaction costs under certainty. Miller and Orr's model accounts for stochastic cash flows by setting upper and lower control limits for cash balances and buying/selling securities as needed. Both models aim to help companies manage cash balances efficiently.
This document discusses cash flow management for businesses. It provides an overview of basic financial reports like the balance sheet, income statement, and statement of cash flows. It emphasizes the importance of cash flow planning and analysis, as many small businesses fail due to cash flow issues rather than lack of profitability. The key aspects of cash management covered are forecasting cash receipts and disbursements to create a cash budget, managing accounts receivable, accounts payable, and inventory levels to optimize cash flow. Strategies are provided for accelerating cash collection, negotiating payment terms, and avoiding cash shortages.
This document outlines the bylaws of the nonprofit organization Birth Mom Missions. The summary includes:
1) The organization is established to provide charitable services and raise funds to support educational activities in the community.
2) Membership in the organization is open to anyone who agrees to uphold its policies and bylaws. The bylaws establish an annual membership drive and dues.
3) A Board of Directors will manage the organization, comprised of members in good standing. Officers including a President, Vice President, Secretary, and Treasurer are elected to one-year terms.
3) Standing committees are established for nominations, fundraising, membership, and scholarships. The bylaws can be amended by majority vote
The document provides information about an upcoming election for regional cluster organization officers. It includes the date and time of the meeting, an overview of the officer positions to be elected, and procedures for nominations, voting, and the election process. Officer positions to be elected include: President, Vice President, Secretary, Treasurer, and Representatives for each type and province of cooperatives. The document outlines the nomination and voting process, including how votes will be cast and counted electronically. It also specifies membership composition and voting eligibility for the regional cluster organizations.
This document outlines the details of an institution called Gram Sudhar Yuva Sanghathan Dhanuri, including its:
1) Name, location, and aims which include youth development programs, addressing social issues, and providing aid.
2) Membership qualifications including age limits and commitment to the institution's goals.
3) Governance structure including an ordinary assembly to elect officers and review budgets, and an executive committee to manage operations.
4) Funding sources such as donations and grants to be collected and stored in a bank.
This document provides an overview of Semantrix Multi Purpose Cooperative (SMPC) and answers frequently asked questions about cooperatives and membership in SMPC. SMPC is an autonomous organization registered with government agencies to serve the social, economic, and cultural needs of its members. The document defines cooperatives and SMPC, describes the types of membership and requirements, benefits of membership, sources of funds, duties of members, and differences between cooperatives and other organizations. It also outlines the organizational structure of SMPC and registration process for associate members seeking job placement through the cooperative.
Code of Ethics for Cooperative Leaders and Employeesjo bitonio
This document outlines a code of ethics for cooperative leaders and employees. It states that the code establishes generally accepted moral practices within Philippine law and the laws of God. The code lists "DOs" and "DON'Ts" to maintain discipline in the cooperative organization and preserve trust. It covers ethical responsibilities to members, in credit management, policy formulation, developing systems and procedures, the community, and other cooperatives. It also describes sanctions for violations. Additionally, it provides a simple code of ethics for board of directors that includes guidelines for their conduct and responsibilities.
The document summarizes key provisions of Republic Act No. 11364 or the Cooperative Development Authority Charter of 2019. It outlines that the Cooperative Development Authority is now an attached agency of the Department of Trade and Industry for policy coordination. It describes the CDA's powers, functions, and responsibilities including developmental, regulatory, and adjudicatory functions. It also discusses the composition and roles of the CDA Board of Directors and the Administrator and Deputy Administrators.
Improving Cash Flow for Churches: Money and MinistryTim Samuel, CPA
This PowerPoint was created by an XP with a ministerial background and a business mind, as well as a CPA/CFO with a business background and a ministerial mind who have found a way to make the marriage of money and ministry a happy one (most of the time.) This presentation will include ministry evaluation that leads to excellent audit preparation, strategic decisions that leads to strategic spending and savings, and simple changes that can lead to big "cha-ching" for improved cash-flow.
Pastor Elio Marrocco's "Guard Your Heart" sermon at New Life Christian Church on February 1, 2013. You can learn more about New Life Christian Church here: http://www.newlifecc.ca
This presentation was shared by John Petersburg, treasurer of the Southeastern Minnesota Synod, at the 2012 Southeastern Minnesota Councils as Leaders in the Church event.
More information at semnsynod.org/cal
This presentation discusses managing cash flow. It defines cash flow management as forecasting, collecting, disbursing, investing, and planning for cash needs. A cash budget or "cash map" is created to predict cash needs over time. The five steps to prepare a cash budget are determining a minimum cash balance, forecasting sales, forecasting cash receipts, forecasting cash disbursements, and estimating the end-of-month cash balance. Managing accounts receivable, accounts payable, and inventory are described as the "Big Three" of cash flow management. Tips are provided to accelerate cash receipts and stretch out cash disbursements.
1) The Cash Flow Project surveyed residents in Miner County, South Dakota about their spending habits. Analysis of the survey data found that residents spent 10% more of their disposable income outside of Miner County.
2) If 600 residents in Miner County earning $22,000 annually increased their local spending by 10%, it would result in $622,776 more money circulating in the local economy. Factoring in an economic multiplier effect, the total economic impact could be over $7 million.
3) Between 1996 and 1997, as a direct result of the Cash Flow Project, total gross sales in the county increased by $15.6 million, a 41.1% rise from the previous year. The
This document provides an overview of basic financial principles for a church. It discusses why studying finances is important, as financial problems factor into many divorces. How people handle money demonstrates their values. The document outlines five basic financial principles: 1) God owns everything, 2) Give to God cheerfully, 3) Spend less than you make, 4) Spend only on good things, 5) Teach children. It also discusses budgeting, borrowing, impulse spending, and retirement planning.
The document provides information on managing church budgets, including:
- A church budget reflects the plans and ministries of the church and helps achieve goals by assigning funds.
- Four common ways church finances are spent: reactively, duplicating past years, controlled solely by finance, or through an annual ministry plan and budget.
- A process is outlined for creating a church budget that empowers ministry leaders and prioritizes the church vision, including gathering budget requests and approving a final budget at the annual meeting.
The document discusses policies and practices for church financial management. It recommends that every church have:
1) A finance committee of 6 members including a treasurer, offering tellers, and bookkeeper to oversee finances.
2) Secure storage and accounting procedures including requiring two signatures for checks, weekly counting of offerings by two unrelated individuals, and monthly bank reconciliations.
3) Regular financial reporting to the church board and congregation including monthly detailed reports to the finance committee and high-level monthly reports to the board showing budgets versus actual expenses and income.
Church Christian Ministry Financial Managementministrycpa
This document provides an overview of different accounting methods for churches and Christian ministries: accrual basis, cash basis, and modified cash basis accounting. It includes sample financial statements presented using each method, including balance sheets, statements of activities, and statements of cash flows. Supplementary schedules are also presented to provide additional details. The document concludes with discussions of financial audits, accounting software options, tax compliance, and internal financial controls.
This document discusses managing church finances. It provides four key financial objectives for church leaders: 1) accurate and timely financial reporting, 2) mission/ministry-based prioritization in budgeting, 3) security of church assets, and 4) broadly based congregational support. It emphasizes the importance of financial integrity, clarity in reporting, and ensuring budgets fund the church's mission. Church leaders are encouraged to develop budgets through ministry input and teach biblical principles of sacrificial giving.
This document provides a concise guide to cash flow management for small businesses. It discusses the importance of cash flow and outlines key principles for managing cash flow, including actively monitoring cash inflows and outflows. The document also covers accelerating cash inflows through streamlining processes like customer ordering, credit decisions, fulfillment and invoicing. It emphasizes the importance of establishing a clear credit policy and checking customer creditworthiness to minimize risks.
This document discusses cash management for business organizations. It covers controlling cash levels, controlling cash inflows and outflows, and optimally investing excess cash. Tools for cash planning include net cash forecasts and cash budgets. Cash budgets in particular are important for evaluating financial performance, setting dividend policies, and planning by indicating cash surpluses or deficiencies. Controlling cash outflows is also discussed. Overall the document provides an overview of key aspects of effective cash management for organizations.
This document discusses two cash management models: William J. Baumol's inventory model and M. H. Miller and Daniel Orr’s stochastic model. Baumol's model determines optimal cash balance by minimizing holding and transaction costs under certainty. Miller and Orr's model accounts for stochastic cash flows by setting upper and lower control limits for cash balances and buying/selling securities as needed. Both models aim to help companies manage cash balances efficiently.
This document discusses cash flow management for businesses. It provides an overview of basic financial reports like the balance sheet, income statement, and statement of cash flows. It emphasizes the importance of cash flow planning and analysis, as many small businesses fail due to cash flow issues rather than lack of profitability. The key aspects of cash management covered are forecasting cash receipts and disbursements to create a cash budget, managing accounts receivable, accounts payable, and inventory levels to optimize cash flow. Strategies are provided for accelerating cash collection, negotiating payment terms, and avoiding cash shortages.
Basics of cash management for financial management & reportingSoaga Hameed Gbola
This paper examines the basics of cash management for financial management and financial reporting purposes. This study makes use of descriptive research method to examine the importance, essence, influence, relationship, and impact of cash management on financial management and financial reporting. It establishes the strong impact of cash management on corporate survival, linkage to practically every account on financial report, maximisation of shareholders’ wealth, fraud prevention and detection, and liquidity enrichment. It also ascertains the need for the use of net cash flows as a measure of performance. Organisations should give cash management serious attention and make it a strategic partner, and should maintain a dedicated cash module for cash management because accrual accounting is not adequate for cash management. Regulatory bodies should enhance disclosure requirements in respect of cash and cash equivalents to enhance transparency and prevent creative cash management.
Street Pastors National Management and Coordinators Training July 2015Street Pastors
This document provides information about legal requirements and best practices for Street Pastor Initiatives (SPIs) in the UK. It discusses recent governance changes including a new license agreement and governing document. It explains that SPIs fall under two recognized charitable purposes: 1) advancing the Christian faith, and 2) developing community capacity. The document outlines legal requirements for charities including having charitable purposes that benefit the public, being accountable, and meeting financial reporting standards. It encourages SPIs to consider registering as charities for benefits like limited liability and encourages best practices like having a strong board of trustees and being transparent.
This document provides information for candidates applying to become a trustee for the charity Migrant Help. It includes a welcome letter from the Chair, a brief history of Migrant Help, an overview of the trustee role and responsibilities, corporate objectives and strategies, expectations for time commitment, and qualifications sought in candidates. The role of trustee is voluntary and involves oversight of Migrant Help's compliance, finances, strategy, and management to ensure its mission of helping migrants is fulfilled. Trustees meet quarterly and serve on committees, with an expected initial time commitment of around one day per month. Relevant experience, understanding of nonprofit governance, and a commitment to Migrant Help's values are required for the role.
ACCOUNTING FOR CHURCHESIntroductionA church is one of many.docxnettletondevon
This document discusses accounting practices for churches. While churches are exempt from some regulations and tax filings due to separation of church and state, following generally accepted accounting principles (GAAP) helps ensure proper financial management. Churches should have internal controls like an audit committee to safeguard assets, produce reliable financial statements, and ensure policy compliance. Larger churches may benefit from external audits. The IRS can investigate churches for tax issues but has restrictions on examinations and records access to respect religious freedom.
This document outlines a working plan for building a culture of faithfulness in the South Indian Division (SID) territory through four focus areas: 1) mainstreaming stewardship education, 2) building trust, 3) empowering partners, and 4) disseminating trust services. It provides background on increases in SID tithe and offerings in recent years and lists expected outcomes and measurable indicators for each focus area, such as increasing the number of members receiving training in financial management and assisting those interested in estate planning. The overall vision is for full partnership with God to accomplish the final mission.
Candor youth association bylaws 08 013 revisedSarah Louise
The Candor Youth Association Bylaws establish the mission and governance of the organization. The mission is to provide youth programs that promote teamwork, education, sportsmanship and integrity. The bylaws describe the 14-member board of directors and their election process. Key duties are outlined for the executive board positions of President, Vice President, Secretary, Treasurer and Trustees. The bylaws also establish monthly board meetings, the process for approving coaches, and responsibilities for program managers.
The document summarizes the benefits of establishing a fund with the Greater Pike Community Foundation. It allows donors to participate in organized philanthropy and support important causes in the local community. Donors receive superior tax benefits by making contributions to the Foundation's established 501(c)(3) compared to setting up a private foundation. Establishing a fund is a simple process that can be done in less time than opening a bank account and handles all administrative and grantmaking activities.
Decision-Making Across the Organization The board of trustees of a lo.pdfflashfashioncasualwe
Decision-Making Across the Organization The board of trustees of a local church is concerned
about the internal accounting controls for the offering collections made at weekly services. The
trustees ask you to serve on a three-person audit team with the internal auditor of a local college
and a CPA who has just joined the church. At a meeting of the audit team and the board of
trustees, you learn the following 1. The church\'s board of trustees has delegated responsibility
for the financial management and audit of the financial records to the finance committee. This
group prepares the annual budget and approves major disbursements. It is not involved in
collections or recordkeeping. No audit has been made in recent years because the same trusted
employee has kept church records and served as financial secretary for 15 years. The church does
not carry any fidelity insurance 2. The collection at the weekly service is taken by a team of
ushers who volunteer to serve one month. The ushers take the collection plates to a basement
office at the rear of the church. They hand their plates to the head usher and return to the church
service. After all plates have been turned in, the head usher counts the cash received. The head
usher then places the cash in the church safe along with a notation of the amount counted. The
head usher volunteers to serve for 3 months 3. The next morning, the financial secretary opens
the safe and recounts the collection. The secretary withholds $150-$200 in cash, depending on
the cash expenditures expected for the week, and deposits the remainder of the collections in the
bank. To facilitate the deposit, church members who contribute by check are asked to make their
checks payable to \"Cash.\" Each month, the financial secretary reconciles the bank statement
and submits a copy of the reconciliation to the board of trustees. The reconciliations have rarely
contained any bank errors and have never shown any errors per books. 4. Instructions With the
class divided into groups, answer the following. Indicate the weaknesses in internal accounting
control over the handling of collections. List the improvements in internal control procedures
that you plan to make at the next meeting of the audit team for (1) the ushers, (2) the head usher,
(3) the financial secretary, and (4) the finance committee What church policies should be
changed to improve internal control?
Solution
(a) The primary weakness in internal accounting control with regards to handling of collections
starts with the weakness that the church has not undertaken an audit in recent years. An audit
should have been done regardless of the trustworthiness of its employees and regardless of their
tenure at the church. Secondly the church does not have fidelity insurance and this can possibly
lead to a situation in which the church will not be able to negate its loss in case of any occurrence
of fraud.
Another weakness in internal control is with regards to passing of th.
The document outlines various policies for Girl Scouts relating to religion, politics, public relations, finance, real property, and equipment. It states that Girl Scouting is open to all faiths but based on spirituality. It prohibits political participation but encourages awareness of social issues. Finances come from donations, fees, and government support. Real property and equipment belong to Girl Scouts and require Central Board approval for disposal.
Mindanao Church Planting Mission of Churches of ChristOrlando Calimpitan
This document provides information about a Church Planting Mission in Mindanao, Philippines. The key points are:
1. The mission aims to establish 15 new local churches in Mindanao over 5 years through strategically placing church planters and raising up self-sustaining Christian communities.
2. It will be registered as the Mindanao Church Planting Mission of Churches of Christ, Inc. and funded through individual donors, local churches, and grants.
3. The mission seeks to glorify God and advance his kingdom through evangelism, church planting, and church growth across Mindanao.
Hiring an Orthodox consultant provides several benefits to parishes and organizations, including bringing expertise in nonprofit development, fundraising, and management; providing an objective outsider perspective; creating accountability; and significantly increasing funds raised through identifying major gift opportunities. Consultants have graduate degrees in relevant fields, deep experience working with Orthodox parishes, and can help navigate challenges while preserving Orthodox values and ecclesiology. Their services provide a high return on investment through increased donations, new members, and skills developed within the organization.
Second chance trust chance annual report 2015 (7)Fatihiya Saad
Our core achievements
We achieved significant in meeting our goals in the areas of counselling; housing, benefits and family support services; family support, financial support and youth development through the Summer Scheme activities and skills development workshops
We also recorded increased numbers than ever before for our Wednesday coffee mornings, sewing classes, cookery workshops, fundraising dinner and papering evenings
The document outlines the steps for establishing a nonprofit organization presented by David Stallings and Scott Helm of the Midwest Center for Nonprofit Leadership. It discusses establishing an organizational structure with a board of directors and confirming community need. The presentation covers incorporating as a nonprofit at the state level, applying for federal tax exemption, and maintaining compliance with filing requirements. The goal is to provide guidance on the process for creating a sustainable nonprofit organization.
This course uses a simulation where students act as board members of a fictitious nonprofit organization. Each student serves on a board committee. The committees are Executive, Bylaws, Incorporation, Planning, Finance, Personnel, Fundraising, Search, and Marketing. The Executive Committee oversees the board and writes a final report. Other committees research legal/financial requirements and develop bylaws, budgets, plans, and policies to establish the nonprofit over the semester. The goal is for students to successfully understand and complete the tasks needed to start a new nonprofit organization.
This document provides a guidebook for church financial matters. It covers receiving donations properly, disbursing funds appropriately to support ministry and missions, and complying with tax regulations. Key aspects include establishing internal controls, designating housing allowances for ministers tax-efficiently, and reimbursing employee expenses accountably. The goal is to manage church resources faithfully as stewards of God's money.
The document provides an overview of key concepts related to nonprofit board governance. It discusses that a nonprofit board's main roles include determining the organization's mission and strategic direction, overseeing finances and the executive director, ensuring adequate resources, and enhancing public standing. The board is responsible for selecting the executive director and providing support and performance reviews. Additional responsibilities involve financial oversight, operations oversight, and organizational development. Effective board governance requires regular evaluation of the board's performance in fulfilling its duties.
Welcome to Hymn Educational Institute of Technology
Hymn Educational Institute of Technology is a statutory registered Trust with the government. It was formed under the aegis of eminent industry professionals. The main aim of Hymn Educational Institute of Technology is to keep alive the spirit of “Education First” among people."Postpone not a good action" Please Donate to join hands with Hymn Educational Institute of Technology in its effort. Be the agents of hope for these needy persons. Be the strength to give them better lives and eventually to build a better nation.
ReadMore..
Mr. Sabir Ali Mr. Bundu Khan Mr. Maroof Khan Mr. Mohd. Parvaiz Mr. Mumtaaz Ali Mr. Nisar Ahmed Mr. Yawar Ali Mr. Babu Khan Smt. Akbari Mr. Munsab Ali Mr. K. K. Gaur Hina Kausar
The Executive Committee of HEIT
Subject to the over all supervision & guidance of the Chairman of the board of trustees, all the properties, finance & other administrative Affairs of the trust shall be controlled & managed by the Executive Committee. The First office bearers shall be elected at the first meeting of the board of trustees after the registration of the Trust Deed. The Executive committee shall consists of the following:
Charter - Pastoral and Parish Outreach Council - 2016 draftpennpadre
The Parish and Pastoral Outreach Council Charter establishes a council to coordinate outreach programs and advise the pastor on issues related to outreach. The council's mission is to help parishioners meet their stewardship obligations through service, time, and donations. The council will maintain visions for parish service and donations, allocate funds, and ensure ministries align with these visions. It will also organize service events and planned giving. The charter outlines the council's composition, goals, operating guidelines, and roles.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
The document outlines the duties and responsibilities of various officer positions within the Knights of Columbus council. It describes the leadership roles of the Grand Knight, Deputy Grand Knight, and Chancellor. It also provides details on the financial roles of the Financial Secretary and Treasurer, as well as the record keeping duties of the Recorder. Other positions mentioned include the Warden, Chaplain, Guards, Trustees, Program Director, and Membership Director.
Similar to Local trustees & finance 11 09 final (20)
Chandra Dev: Unveiling the Mystery of the Moon GodExotic India
Shining brightly in the sky, some days more than others, the Moon in popular culture is a symbol of love, romance, and beauty. The ancient Hindu texts, however, mention the Moon as an intriguing and powerful being, worshiped by sages as Chandra.
The Vulnerabilities of Individuals Born Under Swati Nakshatra.pdfAstroAnuradha
Individuals born under Swati Nakshatra often exhibit a strong sense of independence and adaptability, yet they may also face vulnerabilities such as indecisiveness and a tendency to be easily swayed by external influences. Their quest for balance and harmony can sometimes lead to inner conflict and a lack of assertiveness. To know more visit: astroanuradha.com
Protector & Destroyer: Agni Dev (The Hindu God of Fire)Exotic India
So let us turn the pages of ancient Indian literature and get to know more about Agni, the mighty purifier of all things, worshipped in Indian culture as a God since the Vedic time.
A375 Example Taste the taste of the Lord, the taste of the Lord The taste of...franktsao4
It seems that current missionary work requires spending a lot of money, preparing a lot of materials, and traveling to far away places, so that it feels like missionary work. But what was the result they brought back? It's just a lot of photos of activities, fun eating, drinking and some playing games. And then we have to do the same thing next year, never ending. The church once mentioned that a certain missionary would go to the field where she used to work before the end of his life. It seemed that if she had not gone, no one would be willing to go. The reason why these missionary work is so difficult is that no one obeys God’s words, and the Bible is not the main content during missionary work, because in the eyes of those who do not obey God’s words, the Bible is just words and cannot be connected with life, so Reading out God's words is boring because it doesn't have any life experience, so it cannot be connected with human life. I will give a few examples in the hope that this situation can be changed. A375
A Free eBook ~ Valuable LIFE Lessons to Learn ( 5 Sets of Presentations)...OH TEIK BIN
A free eBook comprising 5 sets of PowerPoint presentations of meaningful stories /Inspirational pieces that teach important Dhamma/Life lessons. For reflection and practice to develop the mind to grow in love, compassion and wisdom. The texts are in English and Chinese.
My other free eBooks can be obtained from the following Links:
https://www.slideshare.net/ohteikbin/presentations
https://www.slideshare.net/ohteikbin/documents
The Hope of Salvation - Jude 1:24-25 - MessageCole Hartman
Jude gives us hope at the end of a dark letter. In a dark world like today, we need the light of Christ to shine brighter and brighter. Jude shows us where to fix our focus so we can be filled with God's goodness and glory. Join us to explore this incredible passage.
Heartfulness Magazine - June 2024 (Volume 9, Issue 6)heartfulness
Dear readers,
This month we continue with more inspiring talks from the Global Spirituality Mahotsav that was held from March 14 to 17, 2024, at Kanha Shanti Vanam.
We hear from Daaji on lifestyle and yoga in honor of International Day of Yoga, June 21, 2024. We also hear from Professor Bhavani Rao, Dean at Amrita Vishwa Vidyapeetham University, on spirituality in action, the Venerable BhikkuSanghasena on how to be an ambassador for compassion, Dr. Tony Nader on the Maharishi Effect, Swami Mukundananda on the crossroads of modernization, Tejinder Kaur Basra on the purpose of work, the Venerable GesheDorjiDamdul on the psychology of peace, the Rt. Hon. Patricia Scotland, KC, Secretary-General of the Commonwealth, on how we are all related, and world-renowned violinist KumareshRajagopalan on the uplifting mysteries of music.
Dr. Prasad Veluthanar shares an Ayurvedic perspective on treating autism, Dr. IchakAdizes helps us navigate disagreements at work, Sravan Banda celebrates World Environment Day by sharing some tips on land restoration, and Sara Bubber tells our children another inspiring story and challenges them with some fun facts and riddles.
Happy reading,
The editors
Trusting God's Providence | Verse: Romans 8: 28-31JL de Belen
Trusting God's Providence.
Providence - God’s active preservation and care over His creation. God is both the Creator and the Sustainer of all things Heb. 1:2-3; Col. 1:17
-God keep His promises.
-God’s general providence is toward all creation
- All things were made through Him
God’s special providence is toward His children.
We may suffer now, but joy can and will come
God can see what we cannot see
Sanatan Vastu | Experience Great Living | Vastu ExpertSanatan Vastu
Santan Vastu Provides Vedic astrology courses & Vastu remedies, If you are searching Vastu for home, Vastu for kitchen, Vastu for house, Vastu for Office & Factory. Best Vastu in Bahadurgarh. Best Vastu in Delhi NCR
The Enchantment and Shadows_ Unveiling the Mysteries of Magic and Black Magic...Phoenix O
This manual will guide you through basic skills and tasks to help you get started with various aspects of Magic. Each section is designed to be easy to follow, with step-by-step instructions.
2nd issue of Volume 15. A magazine in urdu language mainly based on spiritual treatment and learning. Many topics on ISLAM, SUFISM, SOCIAL PROBLEMS, SELF HELP, PSYCHOLOGY, HEALTH, SPIRITUAL TREATMENT, Ruqya etc.A very useful magazine for everyone.
The Book of Samuel is a book in the Hebrew Bible, found as two books in the Old Testament. The book is part of the Deuteronomistic history, a series of books that constitute a theological history of the Israelites and that aim to explain God's law for Israel under the guidance of the prophets.
2. ¶ 2529. Local Church Board of Trustees' Organization and Membership The board of trustees shall organize as follows: 1. Within thirty days after the beginning of the ensuing calendar or conference year (whichever applies to the term of office), each board of trustees shall convene at a time and place designated by the chairperson, or by the vice chairperson in the event that the chairperson is not reelected a trustee or because of absence or disability is unable to act, for the purpose of electing officers of the said board for the ensuing year and transacting any other business properly brought before it.
4. What Are My Basic Responsibilities? The trustees together have several legal and administrative functions. They are to: oversee, maintain, and supervise all local church property report annually to the charge conference on the state of the church’s property, equipment, investments and resources ensure that the articles of incorporation of the congregation are kept up-to-date, if applicable be responsible, in conjunction with the pastor, for all use of the church buildings and grounds maintain adequate insurance coverage on all church property and develop appropriate risk management policies. Submit to the committee on finance the annual budget requests for insurance, property maintenance and improvement, and new property purchases be accountable to the charge conference and to the church council. Much of the work of the trustees is governed by specific requirements of The Book of Discipline of the United Methodist Church. References are from the 2008 edition of The Book of Discipline.
5. 1. oversee, maintain, and supervise all local church property Important Ongoing Responsibilities Conduct an annual inventory of all real property. If there is a parsonage, accompany the committee on staff/pastor-parish relations on at least one inspection and inventory of the parsonage(s) each year. Inspect and inventory all equipment and set up a maintenance schedule. Set up a schedule for painting and redecorating. Ensure that your facilities are accessible to persons with disabilities. Evaluate your insurance coverage annually. Work with your insurer to develop risk management policies for the church.
6. 2. report annually to the charge conference on the state of the church’s property, equipment, investments and resources
7.
8.
9. Safe Sanctuaries Purpose and Scope of Safe Sanctuaries: Missouri United Methodists - are determined to provide an environment in which children, youth and vulnerable adults are safe from neglect or abuse. SS policy applies to all staff and volunteers, clergy or lay, who have direct or indirect contact with children or youth. Vulnerable adults are persons over 18 years of age with physical, mental and/or developmental disabilities. Childrenare persons 0-11 years of age. Youthare 12-18 years of age. Requirement for Safe Sanctuaries: There is a Conference policy as well as each Local Church has a policy. All Local Churches are required to have Safe Sanctuaries Policy and Procedures – check your local church office or each District Office has a copy. The policy should be updated on a regular basis; Charge Conference is the usual time these are reviewed.
10. Key Local Procedures or Rules Two Adult Rule: During all conference-sponsored events one adult will not be alone with a youth. For small group activities where one adult supervises one group, two or more groups are to meet in sight and sound of each other Four year older rule will apply at all events. Persons supervising youth or children will be at least 4 years older than the oldest youth participant. Age Range of Volunteers: Youth under the age of 18 years but who are at least 15 years of age, may serve as volunteers when they have completed the application and training process, provided they serve under the supervision of one or more certified adults. Some events may require that the supervising adult be 22 years of age. Background Screens required at age 19 years old: Adult Staff/Volunteers who are 19 years of age must have a background screening, submit references and must be certified. Insurance companies are now requiring a National Background screen, so it is recommended to do a National screen and not only the State of Missouri Screen. The Conference Safe Sanctuaries office is doing a National screen and the County screen where they have lived.
11. 3. ensure that the articles of incorporation of the congregation are kept up-to-date, if applicable 501C3 Not-for-Profit Benevolent Corporation
12. 501C3 go to www.sos.mo.gov (Missouri Secretary of State) Business tab Corporations Search for a Business Name COMMUNITY UNITED METHODIST CHURCH OF COLUMBIA Name Type Legal Non-Profit Corporation - Domestic – InformationCharter Number: N00011647 Status: Good Standing Entity Creation Date: 8/20/1971 State of Business.: MO Expiration Date: Perpetual Last Annual Report Filed Date: 7/19/2009 Last Annual Report Filed: 2009 Registered Agent Agent Name: JAMES V. HOGAN, III Office Address: John Stafford, 3301 West Broadway Columbia MO 65203
13. 4. be responsible, in conjunction with the pastor, for all use of the church buildings and grounds
14. 5. maintain adequate insurance coverage on all church property and develop appropriate risk management policies.
15.
16.
17. 6. Submit to the committee on finance the annual budget requests for insurance, property maintenance and improvement, and new property purchases
18. 7. be accountable to the charge conference and to the church council.
19. ¶ 2532. 5. Subject to the direction of the charge conference as herein before provided, the board of trustees shall receive and administer all bequests made to the local church; shall receive and administer all trusts; and shall invest all trust funds of the local church in conformity with laws of the country, state, or like political unit in which the local church is located. Nevertheless, upon notice to the board of trustees, the charge conference may delegate the power, duty, and authority to receive, administer, and invest bequests, trusts, and trust funds to the permanent endowment committee or to a local church foundation and shall do so in the case of bequests, trusts, or trust funds for which the donor has designated the committee or the local church foundation to receive, administer, or invest the same.
20. ¶ 2532. (cont.) The board of trustees is encouraged to invest in institutions, companies, corporations, or funds that make a positive contribution toward the realization of the goals outlined in the Social Principles of our Church. The board of trustees is to act as a socially responsible investor and to report annually to the charge conference regarding its carrying out of this responsibility. When such property is in the form of investable funds, the board of trustees shall consider placement for investment and administration with the United Methodist foundation serving that conference or, in the absence of such a foundation, with the United Methodist Church Foundation. A conscious effort shall be made to invest in a manner consistent with the Social Principles and the creation of an investment policy.
24. ¶ 258.4 There shall be a committee on finance, elected annually by the charge conference upon recommendation by the committee on nominations and leadership development or from the floor, composed of the chairperson; the pastor(s); a lay member of the annual conference; the chairperson of the church council; the chairperson or representative of the committee on pastor-parish relations; a representative of the trustees to be selected by the trustees; the chairperson of the ministry group on stewardship; the lay leader; the financial secretary; the treasurer; the church business administrator; and other members to be added as the charge conference may determine. It is recommended that the chairperson of the committee on finance shall be a member of the church council. The financial secretary, treasurer, and church business administrator, if paid employees, shall be members without vote. The positions of treasurer and financial secretary should not be combined and held by one person, and the persons holding these two positions should not be immediate family members.
25. Four Duties of Finance Budgeting and Management Stewardship and Income Reporting and Communication Audit and Internal Controls
26. Budgeting All financial askings to be included in the annual budget of the local church shall be submitted to the committee on finance. The committee on finance shall compile annually a complete budget for the local church and submit it to the church council for review and adoption. The committee on finance shall be charged with responsibility for developing and implementing plans that will raise sufficient income to meet the budget adopted by the church council. It shall administer the funds received according to instructions from the church council.
27. Stewardship ¶ 258.4 cont’d Where there is no stewardship ministry area, stewardship shall be the responsibility of a subgroup of the committee on finance or shall be assigned to a task group that shall report to the church council. The committee shall carry out the church council's directions in guiding the treasurer(s) and financial secretary.
28. Keys to Effective Stewardship Does the pastor tithe? Does the Leadership Team tithe? Can you draw a straight line from each line item of your budget to your mission? Do you talk about stewardship all year? Have you prayed about it? Is the program based on the giver’s need to give or the church’s need to receive?
29. Reporting and Communication The importance of transparency Reports for Church Council Reporting to the church The committee shall carry out the church council's directions in guiding the treasurer(s) and financial secretary
30. Reporting and Communication Tax Records Donors who make a contribution of $250 or more must have a “contemporaneous written acknowledgment from the donee organization.” This written document should include the church’s name (perhaps on letterhead) and provide the following data: The name of the donor. The date and amount of each contribution of $250 or more during the year. A statement that no goods or services were provided to the donor in exchange for the contribution. (an exception, of course, is the “intangible religious benefits” provided by the church’s ministry.) A description and good faith estimate of the value of any noncash property contributed.
31. Audits and Internal Controls ¶ 258.4 cont’d c) The committee on finance shall establish written financial policies to document the internal controls of the local church. The written financial policies should be reviewed for adequacy and effectiveness annually by the committee on finance and submitted as a report to the charge conference annually.
32. ¶ 258.4 cont’d a) The committee shall designate at least two persons not of the immediate family residing in the same household to count the offering. They shall work under the supervision of the financial secretary. A record of all funds received shall be given to the financial secretary and treasurer. Funds received shall be deposited promptly in accordance with the procedures established by the committee on finance. The financial secretary shall keep records of the contributions and payments.
33. ¶ 258.4 cont’d d) The committee shall make provision for an annual audit of the financial statements of the local church and all its organizations and accounts. The committee shall make a full and complete report to the annual charge conference. A local church audit is defined as an independent evaluation of the financial reports and records and the internal controls of the local church by a qualified person or persons. The audit shall be conducted for the purpose of reasonably verifying the reliability of financial reporting, determining whether assets are being safeguarded, and determining compliance with local law, local church policies and procedures, and the Book of Discipline. The audit may include: 1) a review of the cash and investment reconciliations; 2) interviews with the treasurer, financial secretary, pastor(s), finance committee chair, business manager, those who count offerings, church secretary, etc., with inquiries regarding compliance with existing written financial policies and procedures; 3) a review of journal entries and authorized check signers for each checking and investment account; and 4) other procedures requested by the committee on finance. The audit shall be performed by an audit committee composed of persons unrelated to the persons listed in (2) above or by an independent certified public accountant (CPA), accounting firm, or equivalent.
37. ¶ 258.4 cont’d Contributions designated for specific causes and objects shall be promptly forwarded according to the intent of the donor and shall not be used for any other purpose. 11 After the budget of the local church has been approved, additional appropriations or changes in the budget must be approved by the church council. The committee shall prepare annually a report to the church council of all designated funds that separate from the current expense budget. 11. See Judicial Council Decision 976.