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Southern Poverty Law Center Consultant RFP Request

Posted By Melissa Kemmerly, Louisiana Association of Nonprofit Organizations, Friday, June 14, 2019

Southern Poverty Law Center is looking for a consultant to help lead them through a process of rearticulating their mission statement, strategic planning, and restructuring. As they approach their 50th anniversary in 2021, they intend to take a comprehensive look at who they are and what they do, as well as come up with a vision for their next 50 years.

 

Please see the attached document for additional information.

 

The RFP submission deadline is July 17. 

 

The RFP is broken up into three separate phases. They are open to proposals for just one or two of the phases.

 

Click here to visit Southern Poverty Law Center's website: https://www.splcenter.org/

 

 

Download File (PDF)

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Grantwriting for Beginners - June 13

Posted By Nora Ellertsen, The Funding Seed, LLC, Monday, June 10, 2019
Updated: Monday, June 10, 2019

Are you involved with a nonprofit? 
Does your job require you to raise funds for your department or position? 
Do you want to add a valuable skill to your resume? 

 Consider grantwriting!

Grantwriting for Beginners is an engaging workshop that gives you the basic tools you need to start writing grants. Participants will learn how to find funding opportunities, tools and tips for writing proposals and ways to make a program competitive for repeat funding.

Attendees will receive a certificate of participation after completing the workshop.

When: Thursday, June 13, 2019
9:00 a.m. to 12:00 p.m.

Registration $40 per person. Discounts available for students, AmeriCorps members and organizations registering two or more people.

Where: Albert & Tina Small Center
1727 Baronne Street
New Orleans, LA 70113

TICKETS AVAILABLE ONLINE: https://www.eventbrite.com/e/grantwriting-for-beginners-tickets-53076476169

 

For more on workshops and other services from The Funding Seed, visit www.thefundingseed.com. Email info@thefundingseed.com to inquire about discount codes or to reserve your space and pay at the door.

Tags:  development  fund development  funding  Fundraising  grants  grantwriting  nonprofit  nonprofit sector  training  workshop 

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$25 Discount on CACRC Computer Purchase for LANO Members

Posted By Melissa Kemmerly, Louisiana Association of Nonprofit Organizations, Friday, May 31, 2019

CACRC (Capital Area Corporate Recycling Council) is excited to offer this exclusive discount to LANO members!

 

The CACRC is a nonprofit organization committed to both e-scrap reduction by decreasing the stream to landfills and to providing refurbished computers and equipment to schools, nonprofits, and low income families. The organization accomplishes this by electronic refurbishment and recycling-including collection, sorting, dismantling, refurbishing, data wiping , sales, and donations.

 

Throughout the month of June 2019, LANO members can receive $25 off any computer purchased through CACRC!

 

CACRC is proud to offer this discount state-wide (shipping is available) to show their support of Louisiana's nonprofit sector and supporters. 

 

For additional information about this offer, contact CACRC's Assistant Director, Shannon Fish Fertitta, sfish@cacrc.com. 

 

CLICK HERE TO VISIT CACRC'S WEBSITE!

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Negotiate the Terms of a D&O Policy

Posted By Celeste Viator, Hannis T. Bourgeois, LLP, Thursday, May 16, 2019

A not-for-profit organization needs insurance to protect its directors and officers from personal liability in the event of a lawsuit. 

 

Don't fall into the trap of thinking this coverage isn't necessary. Some states have "safe harbor" statutes that are supposed to protect directors and officers of not-for-profit organizations from lawsuits. However, these statutes are not a substitute for directors' and officers' insurance. The protection varies by state and usually doesn't cover all damages and legal defense costs. 

D&O coverage is negotiable, so take the following steps before you get down to the specifics of your policy:

Get the best insurance agent. You want someone to help find the right coverage, not just sell an insurance policy. 

Consult a lawyer. The only way to scope out the breadth of your exposure is to talk to legal counsel.

Review your current coverage. Know what you're currently insured for so you can compare that with a D&O policy.

 

When you sit down to negotiate, the exact provisions depend on the nature of your organization and its management structure. Discuss the following issues:
•What is the deductible that applies to each claim?
•How much will the insurer pay for legal expenses, settlements and judgments?
•What is the time period required for making a covered claim?
•What claims won't the policy cover? Some acceptable exclusions include:

1. Claims the organization makes against its directors. 

2. Claims against a director not related to the organization. 

3. Deliberate fraud.


•Cancellation of the policy should be allowed only for failure to pay the premiums. The insurer should be required to give at least 90 days notice of non-renewal.
•Is there "employment practices" liability to cover any claims brought by current or former employees?
•Does the policy include multiple-year pricing to avoid sudden boosts in premiums?
•Coverage of outside directorships and non-officer employees named in a covered suit with officers and/or directors.
•Ask your insurance broker and lawyer specific questions about how the coverage works in daily circumstances. Think up specific situations that you want to be covered and put them to the test.

Let's say you have staff members conducting door-to-door activities. You probably want a policy that protects against off-site liability. If you rely heavily on volunteers, you need a policy that addresses that situation rather than a less-expensive generic policy.

D&O insurance doesn't cover everything you could possibly be sued for. Unlike automobile insurance, the coverage is custom-built for your organization.

Shop around, compare policies and get price quotes. With careful planning and some smart shopping, you should be able to find a policy that best suits your organization and lets everyone breathe a little easier. 

Know Your Duties

Joining a board can be prestigious and a good career move. But directors must act honestly and in good faith when carrying out their duties or they could be held personally liable. Here are some tips to protect yourself as much as possible: 

Study the organization. Understand its structure. Many charities provide this information to new board members in an orientation manual. If your organization doesn't have a manual, have one made and update it at least once a year.

Attend all board meetings. If you miss a meeting for any reason, get a copy of the minutes and any material considered in your absence. If you're concerned about anything, ask questions.

Document everything. All decisions and discussions at the meetings should be recorded. If you cast an opposing vote or abstain, be sure the vote is in the minutes.

Get advice. When taking a major step as a director, get professional advice in writing. And declare any conflict of interest.

Ask for verification. In some non-profits, board members insist on seeing a copy of the bill for D&O insurance, along with verification that the premiums were paid.
 

 

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Nonprofit Fundraising 101 Workshop

Posted By Nora Ellertsen, The Funding Seed, LLC, Saturday, May 11, 2019

Every nonprofit needs to know the options for how it will raise money. This workshop will give you the essential background you need in order to keep your work well-funded.

Participants will learn:

  • Where nonprofits get their funding.

  • Why your nonprofit might choose to prioritize fundraising from grants, individual donors, events, and other sources.

  • What it means to make your funding sustainable.

  • The difference between restricted and unrestricted funding.

  • The Donor Cultivation Cycle- the framework for identifying and building relationships with your donors and funders.


This workshop is ideal for both for those new to the fundraising and nonprofit world and for those with some experience in fund development.

Registration $40 per person. Discounts available for students, AmeriCorps members, and organizations registering two or more people.

Participants will receive a Certificate of Participation for completing the workshop.


For more on services offered by The Funding Seed, visit www.thefundingseed.com. To reserve your space and pay at the door, or for any questions, please email info@thefundingseed.com.

 

 

Join us Thursday, May 16 from 9am to 12pm

at Ashe Powerhouse Theater

1731 Baronne St

New Orleans, LA 70113

 

Tickets & info: https://www.eventbrite.com/e/nonprofit-fundraising-101-tickets-53076403953

Tags:  development  fund development  fund raising  Fundraising  nonprofit  nonprofit sector  non-profits  training  workshop 

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Building Strong Donor Relationships Workshop

Posted By Nora Ellertsen, The Funding Seed, LLC, Saturday, May 11, 2019

Build and strengthen relationships that will sustain your nonprofit!

Did you know that getting donors to give to your nonprofit is not just about what you say when you are asking for a gift, but what you are doing when you are NOT asking?

This workshop will give you best practices and practical tools to get your donors excited to give to you. Having great donor relationships means that you raise more money, with less stress and less work.

Participants will learn:

  • The Donor Cultivation Cycle- a simple way to think about the process of identifying prospects, building great relationships, and asking donors to give in the right way.
  • The right balance of asking and not asking.
  • What to do with your donors who have the capacity to give the most.

Attendees will receive a Certificate of Participation for completing the workshop.

Registration $40. Discounts available for students, AmeriCorps and organizations registering two or more people.

For questions, to inquire about discount codes or to reserve your seat and pay at the door, email info@thefundingseed.com.

 

This event is held Wednesday, May 15 from 1:30 to 4:30pm 

At Ashe Powerhouse Theater

1731 Baronne St, New Orleans, LA 70113

Tickets & info: https://www.eventbrite.com/e/rescheduled-building-strong-donor-relationships-tickets-61054276986

 

Tags:  development  donors  fund development  fundraising  nonprofits  training  workshop 

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Decipher the Form 990 Sections on Compensation Reporting

Posted By Celeste Viator, Hannis T. Bourgeois, LLP, Wednesday, March 20, 2019

Most tax-exempt organizations must file Form 990 with the IRS. This form, titled Return of Organization Exempt from Income Tax, has significant implications for not-for-profit organizations. The compensation of officers, directors, trustees, key employees and others in tax-exempt organizations has always been scrutinized by the IRS. That is why compensation reporting is so important on Form 990.

Relevant data is reported in three places:


• "Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees;" 
• "Statement of Functional Expenses," lines 5, 7, 8, and 9; and
• Schedule J, "Compensation Information for Certain Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees." 

In each instance, there are significant differences in the amounts and details included. As a result, properly reporting compensation is one of the more difficult tasks in preparing Form 990.

Note: Determining exactly who should be listed in Part VII, Section A and Schedule J can be complex. This article only covers some compensation reporting issues for those listed. Consult with your not-for-profit adviser to help identify the individuals who should be listed. 


What Is the Period for Reporting Compensation?

The compensation reported in Part VII, Section A and in Schedule J should be for the calendar year ending with or within the organization's tax year. The amounts reported in Part IX are based on the organization's tax year. Therefore, fiscal year organizations must keep dual sets of compensation data.

What Compensation Must Be Reported?

Part VII and Schedule J both ask for the compensation reported on an employee's Form W-2, box 1 or 5 (whichever is greater), and an independent contractor's (i.e., director or trustee) Form 1099-MISC, box 7. This "reportable compensation" is shown by its source -- the filing organization or a related organization. (The IRS definition of a "related organization" is in the right-hand box.)

Schedule J further requires that reportable compensation be identified as base compensation, bonus/incentive compensation, or other reportable compensation. Examples of other reportable compensation included on Schedule J are current year payments earned in a prior year, severance payments, and longevity of service awards.

What about Retirement and Deferred Compensation? 

Schedule J (but not Part VII) requires that all types of deferred compensation be reported in a separate column. This includes deferrals under both qualified and nonqualified retirement plans maintained by the filing organization or by a related organization, and the annual increase or decrease in actuarial value of a defined benefit plan (but not the earnings or losses accrued on deferred amounts in a defined contribution plan). Deferred compensation may be funded or unfunded, vested or subject to a substantial risk of forfeiture.

If a deferred comp arrangement requires an employee to perform services for a period of time, the amount is treated as accrued or earned ratably over the service period, even though the amount is not funded and may be subject to a substantial risk of forfeiture until the end of the service period.

Compensation paid within 2 1/2 months after the end of the tax year is treated as current compensation rather than deferred compensation.

Which Benefits Are Not Taxable?

Benefits specifically excluded from tax under the Internal Revenue Code must be reported on Schedule J. However, to make matters more confusing, certain benefits are considered disregarded under IRC Section 132 and are not reported.

Disregarded Benefits. Common disregarded benefits include reimbursements pursuant to an accountable plan, no-additional cost services, qualified employee discounts, de minimis benefits, and working condition benefits.

An accountable plan is a reimbursement or other expense allowance arrangement that satisfies these three requirements:


• The expenses covered under the plan must be reasonable employee business expenses.
• The employee must adequately account to the employer for the expenses within a reasonable period of time.
• The employee must return any excess amount within a reasonable period of time. 

A de minimis fringe is a property or service of which the value (taking into account the frequency with which similar fringes are provided by the employer) is so small as to make accounting for it unreasonable or administratively impractical.

A working condition fringe is any property or service provided to an employee to the extent that if the employee paid for it, the payment would be a deductible business expense. Common examples of a working condition fringe benefit are: 

1. The value of an employee's business use of an employer-provided automobile; and

2. The business use of a cell phone provided for an employee primarily for business purposes. (The personal use of such cell phone is considered a de minimis fringe.)

Directors and trustees are treated as employees for purposes of the working condition fringe provisions.

What Are Reportable Nontaxable Benefits?

The following are examples of benefits that should be reported as nontaxable benefits in column D of Schedule J (unless they are reported as taxable compensation):


• Most types of insurance, including health, life, disability, medical reimbursement programs, long-term care, and job-related liability insurance.
• Various types of assistance payments, such as for dependent care, adoption, tuition, and other items. 

The value of housing provided by the employer to an employee may be:


• Taxable (for example, a cash housing allowance); 
• A nontaxable working condition fringe, statutorily nontaxable (for example, housing provided primarily for the convenience of the employer); or 
• Partly taxable and partly excluded from tax (for example, the value of in-kind housing provided to certain school employees).

Reporting Exceptions 

There are some compensation reporting exceptions for Part VII and Schedule J: 

The $10,000 Exception. Reportable compensation from related organizations [Part VII, Section A, column (E)] generally doesn't include payments from a single related organization if such payments are less than $10,000 for the calendar year ending with or within the organization's taxable year. However, there is no de minimis exception for payments to a former director or former trustee.

Note: This exception doesn't apply to Schedule J reporting.

The Volunteer Exception. An organization isn't required to report in column (E) or (F) of Part VII, Section A, compensation paid to a volunteer trustee, director, or officer of the filing organization if the related organization is a for-profit entity, is not owned or controlled directly or indirectly by the filing organization or one or more related tax-exempt organizations, and doesn't provide management services for a fee to the organization.

Other Compensation - Part VII

Don't be confused by a similar term -- "other reportable compensation" in Part II, column (B)(iii) of Schedule J, discussed previously, is not the same as "other compensation" used in column (F) in Part VII, Section A. Here, other compensation includes deferred compensation and nontaxable benefits, as discussed previously with respect to Schedule J reporting. 

Recommendation: Your organization should consider its compensation recordkeeping with these requirements in mind to determine the best way to capture the necessary information.

 

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Grant Writing Workshop - April 1st and 2nd, 2019

Posted By David Kiviaho, kiisa Corporation, Monday, March 18, 2019
Updated: Monday, March 18, 2019

Two-Day Workshop - 8:30 am - 4:00 pm Each Day

 

Intensive, interactive grant writing workshop. Write a grant from beginning to end via this kiisa corporation/LSU Grant Writing Workshop.

$395.00 per person - Inclusive of All Materials and Funder Information 

 

The facilitators, Sharon Sandifer, M.Ed and David Kiviaho are successful, experienced grant writers. This two-day workshop is innovative, interactive, and fun. You will learn who the funders are; how to successfully narrate, and submit applications; learn to write relevant narratives, budgets as well as how to effectively research and cite this research in your applications. 

 

Must pre-register — to register, click below or call/email Abigail Theriot (LSU Continuing Education) at 225-578-2755 or atheriot@outreach.lsu.edu. 

 

Register here: 

http://reg.outreach.lsu.edu/modules/shop/index.html?action=section&OfferingID=1058&SectionID=3757168

 

Successful Grant Writing will benefit anyone seeking funding through state and federal grants, corporate grants, foundation grants and more. This seminar is ideal for beginning and experienced grant writers from any organization, government agency, educational institution or corporate entity interested in diversifying their revenue stream.

Major topics to be presented include:

Local, Regional & Federal Grants
Gain in-depth insight into the world of state and federal grants. Provide definitions and requirements local, regional, and federal grants.

Organizational Funding & Community Needs
Learn to review organization’s budget and understand where grants fit into budgetary projections and portfolio. Understand how the grant will impact or provide positive outcomes in the community.

Grant Proposal & Application Requirements
Develop the proposal by learning to ask the subjective and objective questions from the grantor point of view.

Improving Grant Writing Skills
Increase knowledge of the language involved in a grant to better prepare the writer, or the writing team.

Data Research & Collection
Explore various types of online data repositories, research tools, and how to expertly collect, analyze and report the data necessary for a successful grant award.

Effective Proposal Writing: Narrative, Budget, Objectives, Goals, Impact Measurements, Quality Assurance & Evaluations

Learn through interactive activities how to appropriately write each section of a grant.
Building Effective Relationships with the Funder
Learn how to insure the relationship is relevant to organizational or corporate entity needs. 

 Attached Thumbnails:

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NEW GiveNOLA Day Boot Camp!

Posted By Nora Ellertsen, The Funding Seed, LLC, Tuesday, March 12, 2019

GiveNOLA Day is the New Orleans community’s 24-hour event that inspires supporters around the world to give to the organizations they love.

Are you one of the 700+ local nonprofits planning to participate in GiveNOLA Day this year? Are you looking for ways to improve on your success from last year? Are you joining for the very first time?

This seven week boot camp will help your organization make the very most of this amazing fundraising opportunity. Through a series of three group sessions, three individual sessions, and a lagniappe study hall, your nonprofit can learn some of the best tools and tricks possible to raise money on GiveNOLA Day 2019!

The Details:

Who can participate: Up to 4 people per organization (including staff, board members, and volunteers). Please include the names when you register.

Cost: $450 for group sessions and study hall only; $650 for group sessions and study hall plus individual sessions

When:

Three group sessions from 5:30 to 7:30 p.m. on Tuesday, April 2, Tuesday, April 16 and Tuesday, May 14

Lagniappe study hall from 5:30 to 7:30 p.m. on Tuesday, April 30

Three one-hour individual sessions scheduled independently during the week of April 8- 12, April 22-26, and May 20-24 (to be scheduled after registration)

Tickets:

https://www.eventbrite.com/e/givenola-day-boot-camp-tickets-57845048096

Questions? Email info@thefundingseed.com

 

Space is limited! Registration deadline: Tuesday, March 26

Tags:  fund development  fund raising  Fundraising  training  workshop 

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Why Your Form 990 Process is Critical for Fundraising Success

Posted By Bloomerang, Wednesday, February 20, 2019

When I started in nonprofit years ago I had no idea what a Form 990 was. All those numbers and checkboxes seemed like a lot of painful information for someone to fill out. Frankly, I didn’t understand what most of it meant. I’ve put off filing because of “more important” business and have admittedly filed a few extensions myself.

But that was before I understood the importance of this little gem of a document.

You want your donors to see you as a transparent partner, right? You want them to see how well you are spending their donation, right? And you want these same donors to give every year because they understand how well you’ve used their money, right?

That is what a Form 990 does.

In addition to the 9,000 other hats you are wearing as a nonprofit leader, you need to be an expert about the ongoing business of your nonprofit. I want you so comfortable with how you are running your business and its finances that you want to show off and forward your Form 990 to donors. I want you to be able to speak to the growth of your organization with confidence because your words are backed up by a document online that you voluntarily and actively send to your donors.

Okay, here’s the catch. No more extensions. 

This is a growth move and mindset. 

Here is why. We all know your organization’s Form 990 is due on the 15th day of the 5th month after the end of your organization’s taxable year. This means that if your organization follows the calendar year (January 1 – December 31), your Form 990 would be due on May 15th of each year. So, your fundraising year is nearly half over when the form is even due.

You’ve got to have your numbers completed and submitted so that you can actually use them this year to fundraise and have meaningful growth conversations with your top donors who can and want to invest in your growth. Complete it on time (dare I say early or as early as possible?) so that you can use it during the following year. Otherwise, you are forced to send back up financials to individuals that are 18 – 24 months old — and many individual donors don’t understand the timetable. It appears like you are sending old numbers to them and they perceive you to be outdated. 

This approach takes planning. But guess what? You can do it! 

Using the sample organization’s timeline with a May 15 deadline, in December before year-end, call a meeting with your financial management team (bookkeeper, auditor, CPA, finance chair, etc.) and plan out the process. Make sure the entire team knows you will not be filing an extension and that you want to file in March or April (there will be a lot of moaning and probably a little panic. Push through it).

Next, carve out time in your calendar for the data-gathering. Only you can make time for this! 

Own the process. Learn from it and ask good questions along the way. This will help you during your meetings with your top donors this year.

This is the approach I adopted and took years ago in nonprofit, and today I see it working for my clients. This approach will set you apart from your competition. You will hear donors say “Wow, I’ve never seen this before!” What that really means is “nobody bothered to show me the true, public financial back-up as to how you are using my money.”

This is what donor retention looks like. 

Golden.

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