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Staying Legal: General Guidelines for Operating a §501(C)(3)
Staying Legal: General Guidelines for Operating a §501(c)(3) Nonprofit Corporation in Georgia Originally Prepared By: Tax Subcommittee of Pro Bono Partnership of Atlanta, chaired by Ed Manigault (formerly of Jones Day) and Tim Phillips of American Cancer Society © Copyright 2015. All rights reserved. Pro Bono Partnership of Atlanta The information contained herein is intended as general guidance for the operation of a Georgia nonprofit corporation with IRS recognition as a Section 501(c)(3) public charity. The specific facts involved in a particular situation could raise other issues and call for different analysis. Please consult periodically with an accountant (especially since compliance matters are the subject of frequent changes), and seek legal counsel if there are specific questions. Table of Contents | i Table of Contents 1 CORPORATE GOVERNANCE .............................................. 1 A. Basic Practices .................................................1 • Read and be familiar with articles and bylaws .................1 • Know and understand fiduciary duties........................1 • Plan for leadership succession . .2 • Have regular and well-planned meetings – and keep minutes....2 • Keep good records .........................................2 • Implement financial controls ................................2 • Obtain insurance ..........................................2 2 COMPLIANCE ......................................................... 3 A. Code § 501(c)(3) Exemption – Maintaining the Organization’s Most Valuable Asset -
Volunteermatch $20,000
ACKNOWLEDGEMENTS This report was made possible through the generosity and support of the following: VolunteerMatch $20,000 PLATINUM SPONSORS - $10,000 Advanced Micro Devices, Inc. Neutrogena Corporation Altria Group, Inc. Shell Oil Company AT&T Corporation Verizon Communications, Inc. Deloitte & Touche LLP GOLD SPONSOR - $7,500 International Paper Company SILVER SPONSORS - $5,000 Alabama Power Company IBM Corporation American Express Company Merck & Company, Inc. BellSouth Corporation Target Corporation The Boeing Company The Timberland Company CNL Financial Group, Inc. TXU Energy Edison International Wal-Mart Stores, Inc. General Electric Company CORPORATE SPONSORS - $2,500 FPL Group, Inc. The Scott Company John Hancock Financial Services Sempra Energy Moody’s Corporation Time Warner, Inc. Prudential Financial, Inc. UST, Inc. The Charles Schwab Company WellPoint Health Networks, Inc. Equally important to the success of this study was the time, knowledge, input and guidance contributed by the following people: Dwight Adkins, Joanna Aiken, Rick Akin, Barb Alfrey, Rayna Alyward, Erika Ammons, Amy Anderson, Susan Anderson, Antoinette “Toni” Bailey, Paula Baker, Marie Barlahan, Roger Barna, Judith Binney, Becky Blumer, Mary Boehm, Carol Bolling Fulp, Mike Bradshaw, Julian Brown, Mark Chain, Mark Chow, Jill Christie, Margot Cochran, Jean Coggan, Edward Cooney, Robert “Bob” Corcoran, Pat Cundiff, Anna Cunningham, Gloria Delgado, Jocelyn Dionisio, Amy Drury, Jennifer Dwyer, Greg Elfers, Gene Endicott, Phyllis Epp, Sue Faust, Rebecca Felsen Sherman, -
A Brief Introduction to the Science of Fundraising
CASE White Paper Council for Advancement and Support of Education A Brief Introduction to the Science of Fundraising Prepared by Ashley V. Whillans Department of Psychology The University of British Columbia May 2016 © 2016 CASE. All rights reserved. No part of the material in this document may be reproduced or used in any form, electronic or mechanical, including photocopying, recording, posting or distributing, or by any information storage and retrieval system, without the written consent of the copyright holder. Limit of Liability/Disclaimer: While the publisher has used its best efforts in preparing this paper, it makes no representations or warranties with respect to the accuracy or completeness of its contents. Neither the publisher nor the author are engaged in rendering legal, accounting or other professional services. If legal advice or other expert assistance is required, the services of a competent professional should be sought. COUNCIL FOR ADVANCEMENT CASE Europe AND SUPPORT OF EDUCATION 3rd Floor, Paxton House 1307 New York Avenue, NW 30 Artillery Lane Suite 1000 London E1 7LS Washington, DC 20005– 4701 United Kingdom www.case.org CASE Asia- Pacific Unit 05– 03 Shaw Foundation Alumni House 11 Kent Ridge Drive Singapore 119244 CASE América Latina Berlín 18 4to piso, Colonia Juárez Código Postal 06600, México D.F. Delegación Cuauhtémoc México A Brief Introduction to the Science of Fundraising © 2016 CASE Contents Broad Overview 4 Executive Summary 4 From Research to Practice: Putting Science to Work in Fundraising 4 Introduction to the Science of Philanthropy 5 Donation Impact: Donors Like to Know They Have Made a Difference 6 Donors Like to Put in “Effort” and Have Choice over Their Donations 8 Motives Matter: Donors Prefer Messages That Fit Their Values 9 Conclusion 11 Appendix: Impact Information 13 References 14 About CASE 16 About the Author 16 3 A Brief Introduction to the Science of Fundraising © 2016 CASE Broad Overview The purpose of this practitioner report is twofold. -
Basic Tips for Fundraising for Small Ngos/Civil Society in Developing Countries
Basic Tips for Fundraising for Small NGOs/Civil Society in Developing Countries Version January 22, 2019 by Jayne Cravens, MSc, BA, www.coyotecommunications.com THIS WORK IS COPYRIGHTED. The latest version of this document can be downloaded for FREE from www.coyotebroad.com/outreach/grants.html See the end of this document re: translation information & distribution information. Basic Tips for Fundraising for Small NGOs/Civil Society in Developing Countries © Jayne Cravens, www.coyotecommunications.com page 1 of 41 Table of Contents Warning ........................................................................................................................................ 2 Introduction & Origin Story .......................................................................................................... 2 The Challenges ............................................................................................................................. 4 Fundraising: Some Things You Should NEVER Do ..................................................................... 6 Fundraising First Step - Networking & Establishing Credibility .................................................. 7 Even More Credibility-Building ................................................................................................. 10 Examples of Guidelines for Integrity, Transparency & Accountability ....................................... 12 10 simple things to do to your web site to attract more donors.................................................... 14 Using -
MAJOR GIFT FUNDRAISING: Unlocking the Potential for Your Nonprofit
MAJOR GIFT FUNDRAISING: Unlocking the Potential for Your Nonprofit By Dr. Adrian Sargeant, Amy Eisenstein, ACFRE, and Dr. Rita Kottasz This project was made possible by the following sponsors: For a copy of the full report, including the literature review, visit the Mastering Major Gifts website at www.masteringmajorgifts.com/report/. Our Study Major gift philanthropy plays a highly on individual experiences that may or may not significant role in the United States’ be representative of the sector as a whole. As nonprofit sector and in many other a consequence, it can be difficult to generalize countries around the world. In 2013, their conclusions and recommendations. nearly $17 billion was given in million-dollar (or above) donations in the United States — the In this report, we draw together — for the highest figure in five years, according to a 2014 first time — the existing literature to identify report released by Coutts. what the critical success factors might be in the context of major gift fundraising and, in While these figures are impressive, the particular, what they might be in smaller majority of research work in this sector tends organizations reporting an income of $10 to focus on highly publicized giving by the million or less. We then supplement this data ultra-wealthy to, in most cases, larger with 10 qualitative interviews of leading nonprofits. In many countries, for example, fundraisers or consultants with experience at gifts of over $1 million are now recorded and smaller fundraising organizations and analyzed to provide insight into the patterns employ the resultant data to conduct a survey of such giving. -
For-Profit Philanthropy
Brooklyn Law School BrooklynWorks Faculty Scholarship 2009 For-Profit hiP lanthropy Dana Brakman Reiser Brooklyn Law School, [email protected] Follow this and additional works at: https://brooklynworks.brooklaw.edu/faculty Part of the Organizations Law Commons, and the Other Law Commons Recommended Citation 77 Fordham Law Review 2437 (2009) This Article is brought to you for free and open access by BrooklynWorks. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of BrooklynWorks. ESSAY FOR-PROFIT PHILANTHROPY Dana Brakman Reiser* This Essay examines Google's adoption of the novel and unorthodoxfor- profit philanthropy model. Google created a division of its for-profit company that is tasked with pursuingphilanthropic activities. Specifically, this division is responsible for addressing the global issues of climate change, poverty, and emerging diseases. Of course, companies have long blended philanthropic and business objectives. They make contributions, commit to corporate social responsibility, or even form as social enterprises. For-profit philanthropy, though, differs from these familiar techniques in both structure and scale. Likewise, for-profit philanthropy stands in stark contrast to the nonprofit, tax-exempt form of organization typically used by those pursuing exclusively philanthropicendeavors. This Essay investigates the for-profit philanthropy model, drawing out these distinctions as well as the reasons why Google chose to adopt it. These reasons reveal a fascinating mismatch between Google's philanthropic vision and that of nonprofit law. Exploring this divergence exposes the fundamental policy choices underlying the legal structures for philanthropic activity, as well as the undertheorized boundary between nonprofits andfor-profits. INTRODUCTION Google is known for its innovative search methodology, pricing structure, even employee benefits. -
Audit Technique Guide – Fundraising Activities
Audit Technique Guide – Fundraising Activities Introduction This guide addresses examining tax exempt organization fundraising and provides: Background information Audit guidelines Audit techniques Audit procedures This guide is not all-inclusive and doesn’t intend to limit agents to identifying issues or using techniques not listed in this guide. For information on fundraising issues involving political organizations, see the Audit Technique Guide for Political Organizations. For information on fundraising issues involving gaming activities, see the Audit Technique Guide for Organizations Conducting Gaming Activities. This manual is organized into five sections: Background information Activities (professional fundraisers, fundraising events, internet fundraising) Records (solicitations, disclosures, cash contributions, non-cash contributions) Reporting (Form 990-EZ, Form 990: Core Return, Schedule G, Schedule M, Form 990-PF, Form 990-T) Audit procedures (pre-audit, field/OCEP, penalty considerations, case closing) Background Most, if not all, tax exempt organizations need money. Many exempt purposes can only be achieved via the application of money. Thus, large numbers of organizations devote significant resources to acquiring money. These organizations use various methods to obtain funds, ranging from selling a product or service, conducting a fundraising event, to just asking for money. Traditional methods of obtaining funds include soliciting donors via the mail, phone calls, newspapers, radio, television, and now via the Internet. Organizations have become creative over the years, conducting activities and events, such as the sales of foodstuffs, car washes, raffles, casino nights, auctions, and pledge drives, evolving towards more sophisticated ways to fundraise, such as targeting solicitations, using patronage levels, crowd-funding, and tax planning, such as conservation easements, lending arrangements, and charitable gift annuities. -
Farm Animal Sanctuary Table of Contents
HOW TO START, OPERATE, AND DEVELOP A FARM ANIMAL SANCTUARY TABLE OF CONTENTS ESTABLISHING A SANCTUARY..………….……...………..…………….......…………....…......…..……1 Choosing Your Site..………………………...........…………………………………...……………......…..……1 Your Big-Picture Plan..……………………………………………………………................................1 Zoning...…………………………………………………………………………………………....…..….1 Physical Features..………………………………………………………………………….....…..……..1 Sanctuary Registration & Incorporation..…..…….....………………………………………...................…...3 Public vs. Private..………………………………………………………………………......…..………..3 State Nonprofit Incorporation...……………………………….........................................………..…3 Federal Nonprofit Status...…………………………………………………………….…….…...………4 Choosing the Board of Directors...………….……………………………………..........…….......….…….......4 Nonprofit Management Resources…..………...……………………………………………….......….……….5 Other Resources….…………………………………………………………………………………............…….5 OPERATING A SANCTUARY………………………....…………………………………..……...…………...6 Animal Care and Shelter Operations……….…………...……………………………………..……………..…6 Feeding and Watering………………………………………………………………...………………….6 Medical and Health Care………………………………………………………………..………………..6 Housing…………………………………………………………………………………………………….7 Incoming Animals………………………………………………………………………..………………..8 Outgoing Animals………………………………………………………………………..………………..9 Record Keeping …………….………………………………………………..……….………………..10 Shelter Regulations………………..................……......……………………………………………….………11 Licenses and Permits…………..…………………………………………………………………….…11 State Veterinary -
Philanthropy©
JUNE 28, 2012 THE CHRONICLE OF PHILANTHROPY t 21 THE CHRONICLE OF PHILANTHROPYM ANAGING © The Newspaper of the Nonprofit World Governance and Regulation Volume XXIV, No. 14 • June 28, 2012 An MBA’sCharity SleuthingDonors Help WatchdogSkills Put Sniff Charities Out Financial on Waste the and Hot Abuse Seat Continued from Page 1 Bytute Suzanne of Philanthropy, Perry it has just adopted a snazzier name, CharityWatch,CHICAGO and a new logo featuring a black dog against a red background (Mr. Borochoff says the ROWING UP JEWISH in Tulsa, Okla., color signifies “Alert! Pay Attention!”). Daniel BorochoffIt is also giving learned its Web two site lessonsa face- that helpedlift so itprepare can offer him more for information the role on he G each charity it rates, for example, by has chosen to postingplay in the life—that sometimes-revealing of the charity notes world’s most persistentthat are attached watchdog. to audited financial statements. First, he says, thereBut otherwise,were not manyCharityWatch other Jewsto- there, so he gotday used operates to being much different. the same as it did when Mr. Borochoff started it two de- “I can be in acades room ago. where The group every examines single the person tax disagrees with forms,me; that’s financial okay,” statements, he says. and an- nual reports of national charities, quiz- Second, he found at a young age that asking tough questions couldUnder pay CharityWatch’s off. When he got argumentativestandards, a ingroup Sunday that school, he says, his teacherspends would less shipthan him60 percent off to the rabbi. But that wasof aits plus budget because on programs he could have a more sophisticatedis in discussion line for a bad with grade. -
What Is Reimagine Foursquare?
WHAT IS REIMAGINE FOURSQUARE? What is Reimagine Foursquare, an IFLF loan, a Missional Congregation, and a partridge in a pear tree? We can help you define three out of the four at least. REIMAGINE FOURSQUARE The process that The Foursquare Church is embarking upon; an honest, in-depth and collaborative look at missional and organizational effectiveness. A journey of discernment, dialogue and discovery for establishing a missionally and organizationally effective movement: a movement that is making disciples, developing leaders of diverse people groups, multiplying churches and missional congregations, and becoming a movement of movements. COVENANT CHURCH A Covenant Church voluntarily enters a written covenant agreement, in which it pledges to adhere to Foursquare’s bylaws and to operate fully as a local Foursquare church. In turn, The Foursquare Church pledges to provide the same covering and care to a local Covenant Church that would be given to a Foursquare Charter Church. This agreement removes barriers for existing churches who want to be part of the Foursquare family and also maintain direct responsibility for decisions to buy, sell, improve, encumber or lease church-owned property. TOWN HALL MEETINGS (THMS) 22 Gatherings held in each of the 14 districts that gave every pastor and leader in the Foursquare family a voice in the process of reimagining the future for the Foursquare movement. Desired outcomes of the THMs were to: (1) share a dream; (2) share the journey; (3) engage in helpful conversation; and (4) advise on next steps. IFLF LOANS The internal loans that The Foursquare Church (ICFG) has given to our churches. -
Charitable Organizations in Hawaii V.07022013
Charitable Organizations in Hawaii prepared for HANO by Josh Levinson, Principal, 3Point Consulting, June 2013 INTRODUCTION This paper provides an overview of nonprofit organizations in Hawaii, distinguishes Acknowledgments charitable organizations from other types of This paper was prepared with support nonprofits, and describes the tax treatment from the Harold K.L. Castle Foundation, and reviewed by Trever Asam of Cades that charitable organizations are provided by Schutte LLP. the federal, state, and county governments. In doing so, we hope to increase understanding of charitable organizations, which are so essential to the well- being of our communities. Snapshot of a Typical Charitable Organization FOR-PROFIT VS. NONPROFIT • Incorporated as a nonprofit corporation in the State of Hawaii While there are several different • 501(c)(3) tax exemption from IRS, organized types of corporations, a basic exclusively for charitable purposes distinction is whether a business will be for-profit or nonprofit. The • Exempt from federal and state corporate income taxes incorporation of a business is done at the state level, not the federal • Exempt from some--but not all--General Excise level.1 Tax payments • Exempt from county real property tax on land Nonprofit corporations are generally used exclusively for charitable purposes organized to advance a public or • NOT exempt from (1) paying taxes when community interest instead of purchasing goods and services, (2) State use individual or personal gain. taxes, (3) unrelated business income taxes, and Nonprofits can make a surplus or (4) employment taxes profit, but that money must be put back into the mission of the organization. Whereas nonprofits are not allowed to distribute their earnings or pay dividends, for-profit corporations are generally operated with the goal of making money to distribute to owners or shareholders. -
Fundraising Model Policy (PDF File)
Disclaimer: Please note that the USOE model policies and proce- dures are general guidelines. These model policies are suggested best practices, and LEAs are not required to use or adopt these specific policies. LEAs are encouraged to modify these policies and procedures to adapt to the current environment of each specific LEA. Not every LEA has the same personnel positions as listed in the model policies and procedures, please modify the positions to conform to your LEA’s circumstances and size. Fundraising Model Policy A. PURPOSE The purpose of this policy is to establish LEA policy and procedures governing the initia- tion, authorization, and review of all fundraising activities of the LEA and individual schools. This policy is intended to create practices that adequately safeguard public funds, provide for accountability, and ensure compliance with state and federal laws. The LEA encourages community and business partnerships that enhance and supplement the public education system. The LEA also desires to protect students, parents, teachers, and school administrators from over-commercialization and fundraising efforts that are coercive and disruptive to the education processes, threatening to the health and welfare of students, or lacking in educational merit. B. SCOPE This policy applies to all LEA administrators, licensed educators, staff members, students, organizations, volunteers and individuals who initiate, authorize, or participate in fundrais- ing events or activities for school-sponsored events. It is expected that in all dealings, LEA and school employees will act ethically and consis- tent with the LEA’s ethics training, the Utah Educators Standards, the Public Officers’ and Employees’ Ethics Act, and State procurement law.