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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 [email protected]


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:


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 [email protected] 


Register here:


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


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)


Questions? Email [email protected]


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. 


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Audits Are Essential to Your Organization's Health

Posted By Celeste Viator, Hannis T. Bourgeois, LLP, Monday, February 18, 2019

Audits have become more important due to increased public and government scrutiny of not-for-profit organizations, their management and their boards. Audits not only provide you with a fair assessment of your organization's financial health, but also can reveal vulnerabilities such as weak internal controls, insufficient cash reserves and poor investment policies. Perhaps most important, regular audits reassure your donors, members and other stakeholders that you run a fit organization.


Ins and Outs 

Audits come in two forms, serving different purposes:

1. Internal audit. This type of audit is a function of your board's fiduciary responsibility to the organization and is performed by an "inside" auditor, such as your CFO.

The auditor examines whether your financial policies and processes meet your standards and those of outside agencies, and may look at how well your nonprofit's accounting and financial policies accord with Generally Accepted Accounting Principles (GAAP) and applicable state and federal laws. The auditor also may review the accuracy of financial information, assess how efficiently your organization handles money matters and test your internal controls. 

2. External audit. An external audit is conducted by a financial professional outside of your nonprofit. This type of audit is completely separate from an internal audit. Although external audits are optional for not-for-profits in some states, they're required in others. Be sure you learn the rules in your state.


In an external audit, a CPA examines your organization's financial statements and issues an opinion on whether those statements offer a fair picture of your finances and adhere to GAAP. To support this opinion, the auditor tests underlying records such as your not-for-profit's bank reconciliations, accounts payable records and contribution classifications. The auditor also evaluates your organization's internal controls.

It's essential to choose an external auditor who has no ties to your organization. For example, a board member's spouse who happens to be a CPA — no matter how qualified the spouse may otherwise be to perform an audit — wouldn't be able to accept an engagement to perform your audit.

Committee Work

Another major component of the not-for-profit audit process is your organization's audit committee — financially knowledgeable people who provide oversight of your organization's reporting and internal controls. Some states mandate who can serve on an audit committee. Others allow board members, as well as non-board member volunteers, to serve. Depending on the size and complexity of the not-for-profit organization, the committee generally has three to five members. 

The audit committee's primary role, besides selecting external auditors, is to maintain open communication with internal and external auditors to discuss audit processes and results. The committee also should ensure internal controls are in place throughout the year. The key to a successful audit committee is its independence and ability to bring to the table financial expertise specifically related to nonprofits. 

Preparing for an Audit

To help ensure you get the most useful results from an external audit, assemble relevant documents, including financial statements, bank correspondence, budgets, board meeting minutes, payroll, accounts receivable and accounts payable records. Your auditor also may ask to review records related to loans, leases, grants, donations and fundraising activities. Ask your auditor for a detailed list of required documentation. 

Expect the auditor to ask questions during the review process. He or she also will want to question board or staff members about your internal controls — including procedures for fraud prevention and detection. Among the issues likely to be reviewed are how money and other resources are received and spent, what the organization does to comply with applicable laws, and how financial transactions are recorded. 

Ideally, you should keep a running file of appropriate paperwork so you're prepared when the audit takes place. You also should communicate with your auditor as questions arise during the year about, for example, launching a program to sell items to raise funds or accepting a large grant. This ongoing approach can make the annual audit smoother and faster. 

Good Reasons

Audits take considerable time and effort, but if they reveal serious issues, such as fraud, they're well worth it. If that isn't enough incentive, consider the government's growing interest in not-for-profit audits. Although the revised IRS Form 990 doesn't mandate them, it does ask organizations to discuss their audit activities, as well as the role their boards play in them.

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2019 LA SCCC Charity Applications due in 2 weeks (3/1/19)

Posted By Robin Taylor, Louisiana Association of United Ways, Thursday, February 14, 2019


Join us and be a part of the 2019 LA SCCC!
Applications due March 1st. 


Don’t miss your chance to be a participating charity of the Louisiana State Combined Charitable Campaign (LA SCCC). To learn more or to access the  2019 LA SCCC Application, please visit Application deadline is March 1, 2019

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Legislative Youth Advisory Council Now Accepting Applications !

Posted By Katelyn Smith, Louisiana Association of Nonprofit Organizations, Monday, February 11, 2019



The Louisiana Legislative Youth Advisory Council (LYAC) is now accepting applications for membership from high school students who have an interest in representing the voices of other young people around the state. LYAC is an annually appointed body composed entirely of students that addresses issues affecting the youth of Louisiana.


The purpose of LYAC is to facilitate the communication between youth and the legislature, and to give students a unique opportunity to be involved in the workings of state government. The council studies and addresses issues of importance to young people, such as education, community service, employment, strategies to increase youth participation in government, safe environments for youth, substance abuse, underage drinking, and youth health and physical fitness.


Members of the council are selected from a wide pool of applicants from around the state who display a strong interest in civic involvement. The thirty-one member body includes three student members selected from each of the congressional districts. Applicants must be between the ages of fourteen and nineteen and enrolled in a public or private high school, a home school, or participating in a GED skills program during the 2019 - 2020 school year.


The deadline for applications is March 22, 2019. The application may be accessed at All applicants are required to submit two recommendation letters and short essay questions with their application. For additional information please contact Megan Bella at [email protected] or 225-342-2370.

 Attached Files:

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Alfac Partner to the Nonprofits!

Posted By Katelyn Smith, Louisiana Association of Nonprofit Organizations, Wednesday, February 6, 2019

Attached is a video from Jacquie Barnes who is a District Manager with Aflac and her client,  Jennifer Maggio, who runs the non profit The Life of A Single Mom.  Together, they would like to share with you the reasons why  a non profit would  provide Aflac benefits to their employees, at no cost to the organization.   For more information please call Jacquie directly at (225) 287-2242 or email her at [email protected]



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Foundation Center and GuideStar have Now Become Candid!

Posted By Katelyn Smith, Louisiana Association of Nonprofit Organizations, Tuesday, February 5, 2019

This is a big day for us. We are excited to share with you that Foundation Center and GuideStar have joined forces. Starting today, we will operate as a single new nonprofit organization called Candid.



As Candid, we will be able to ask and answer questions we couldn’t alone. We’ll be able to share more data and deeper insights. We’ll be able to do more for you—and for anyone looking for tools to navigate the nonprofit sector.

Together, we’re building on our shared legacy of supporting the people who work to improve lives, communities, and the world.

What about our name, Candid? It means that we value being up front and honest above all else. It shows that we are driven by what we believe in. And it’s a reminder to get straight to the facts whenever possible. The nonprofit sector has a story to tell, and Candid will tell that story.

The Foundation Center and GuideStar products and services you know have not changed. We remain committed to ongoing enhancements. For now, you can find out more about the new organization at

Let us know your thoughts and questions; we look forward to connecting with you. Email us at [email protected] or tweet @CandidDotOrg.

Thank you,


Bradford K. Smith

Former President, Foundation Center

Jacob Harold

Executive Vice President
Former President + CEO, GuideStar

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