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Dialogue on Race Louisiana is seeking volunteers!

Posted By Tasha L. Cooper, Louisiana Association of Nonprofit Organizations, Monday, June 13, 2016

Web site administrator:
A volunteer who is a skilled web administrator who will be able to work from any site and will be asked to come to the office on occasion…but mostly they will be able to work from their own convenient location. Total time expected…20 – 25 hours monthly
Job description:
 Post the Dialogue on Race Series several times a month maximum
Upcoming events  
Adding new areas 
Such as allied members and sponsors
Resource guide.
Video links
Recommended reading and books
Our DOR Series, events, trainings

Telecommuting office assistant:
A volunteer who will be able to created emails on Constant Contact for registrants for the various Dialogue on Race Series.
To keep ongoing contact with those who register for series to answer their questions, send them pre session materials. 
To prepare DOR Series materials for facilitators and for facilitator trainings.
To review and proof read documents used in the sessions.
Approximately, 20 – 25 hours a month…. (5 to 6 hours a week)


Maxine Crump President/ CEO, 225-274-6902

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I'm a donor, hear me roar

Posted By Eunice McCarney, 3T Strategies, LLC, Wednesday, June 8, 2016

It has been an interestingly themed day for me. I went to the Baton Rouge Business Report Influential Women’s luncheon to support the honorees, but in particular a friend and executive director on whose board I serve. I went to a Junior League training on diversity and inclusion and received my latest issue of Chronicle of Philanthropy. The cover story is “Primed to Give Big” by Megan O’Neil. If you haven’t read the article yet, it’s definitely a must-read, especially if you’re in the nonprofit sector.


The article focuses on the increase in donations from women and women’s affinity groups but how nonprofits are slow to change in how they fundraise. Biases, outdated fundraising tactics and male-dominated board leadership to blame and not engaging women could mean that nonprofits leave millions in donations on the table. Essentially, the organizations that learn how to engage women the best will come out ahead.


Economic and philanthropic research has shown that 1) women are making gains and in some cases outpacing men in education, the workplace and finances, 2) women are more generous donors than men, and 3) women seek a higher level of involvement in the organization than men. Most development professionals know that a higher level of engagement will translate to more dollars given.


Some more statistics from the article to consider:

· In the next two generations, 70% of inherited wealth will go to women

· 24% of married women earn more than their husbands

· 40% of households with children where women are the primary breadwinner.

Fundraising software that defaults to the male-head of household or writing thank-you letters addressed to the husband first when the wife wrote the check do not help organizations in developing relationships with women.A quote from a donor, Debra Mesch, featured in the article, "Insult women and it's game over. 'Why in the world would they want to contribute to you?'"


Organizations that focus on homelessness, education and economic development should pay special attention as these tend to be issues women place more attention on.


The for-profit sector has already recognized the immense spending power of women. In a 2010 Time magazine article: "Woman Power: The Rise of the Sheconomy", showed that women make 70-80% of the consumer spending decisions in households. Even in households where the husband is the primary or sole breadwinner, he still only makes 50% of the spending decisions. Companies had to learn how to market to women from customer service training to store and product design. As Johnson & Johnson had to learn the hard way, when women don’t like how you advertise to them- they will let you know.


Just as businesses had to learn of the power of the female consumer, nonprofits need learn how to engage female donors as well. The nonprofit sector is huge. There are lots of choices to give, engage and make an impact, and in these uncertain times, is it wise to leave 51% of the population behind?


Read the 3T Strategies Blog Online! 

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The Red Stick Project

Posted By Tasha L. Cooper, Louisiana Association of Nonprofit Organizations, Tuesday, June 7, 2016

The Red Stick Project unveiled the International Children’s Mural, a collage of STEAM based artwork of children at Baton Rouge Foreign Language Academic Immersion Magnet (FLAIM), a downtown elementary school.


Volunteers from FLAIM including PTO parents, children, administrators, artists and teachers worked together with Red Stick Project artists and City Year volunteers to produce the 6’ x 80’ International Children’s Mural presented during the two day International Festival at FLAIM on Thursday and Friday, April 21st and 22nd.


The mural transformed a distressed retaining wall of a green space that will be used as a garden and outdoor learning area. It celebrates multiculturalism in Baton Rouge and the foreign language immersion programs French, Spanish and Mandarin at FLAIM and Polk Elementary Schools. 

To learn more about The Red Stick Project, please visit our Facebook page or contact

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LANO Institute: Change Management

Posted By Tasha L. Cooper, Louisiana Association of Nonprofit Organizations, Thursday, June 2, 2016

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

-Jack Welch, Former Chairman & CEO of General Electric


As Bob Dylan once said “Times, they are a changin’” and that holds especially true for the nonprofit sector.  Our ever evolving, fast-paced world of immediate gratification and constant social interaction has left many nonprofits who have small staffs, small budgets and few resources grasping at ways to stay ahead while keeping fiscally afloat. In this current environment, we have to learn how to improve efficiency and quality of service while working internally to bring about effective change.

The International Organizational Change Management Institute defines Change Management (CM) as “any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization. Organizational Change Management (OCM) considers the full organization and what needs to change.” 


On Thursday, June 9th, the LANO Institute will host a training on Change Management. Learn change strategy and how to manage resistance in this interactive session led by Christy Reeves, CEO of Single Stop USA. This training will include case studies, interactive role play, and strategic outcome plans.   



The Community Foundation

401 Edwards Street, Suite 105
Shreveport, Louisiana 71101
10:00 AM


Registration: $60 LANO MEMBERS/ $120 Non-Members


Register Now!

For additional information contact Emilie Bowman, Business Development Manager at

Download File (PDF)

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Tags:  LANO Institute  nonprofit  non-profits  Shreveport 

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Louisiana's Second Special Session of 2016 to Address Taxes Imposed to Louisiana Nonprofits during First Special Session

Posted By Tasha L. Cooper, Louisiana Association of Nonprofit Organizations, Thursday, June 2, 2016

On May 27th, Governor Jon Bel Edwards issued an agenda for a Second Special Session staring July 1, 2016 to address the $600 million budget shortfall for FY 2017 and the unintended tax consequences created during the First Special Session of 2016 which affected nonprofit organizations and schools in Louisiana.


HB 61 (Act 25) and HB 62 (Act 26) enacted during the First Special Session of 2016 carried big changes for the nonprofit sector and made previous exclusions and exemptions for the sector taxable. Governor Edwards’ proposes to address these acts during this Second Special Session. Items to be addressed include but are not limited to:

Tickets to school athletic and entertainment events.
Food sales by youth serving organizations (such as Girl Scouts).
Sales and donations to food banks.
Room rentals at non-profit camp and retreat facilities, and certain homeless shelters.
Non-profit organization’s sales of donated goods when the organization uses 75% or more of the revenue to employ or train persons with disabilities.
Purchases, leases or rentals by hospitals that provide free care to all patients. 
Membership fees or dues of non-profit civic organizations. 
Non-profit fundraiser/entertainment events and musicals; Little Theatre organizations’ events; fairs and festivals; and certain non-profit admissions, parking fees, and sales.
School lunches and meals furnished by various educational, religious, or medical organizations. 


To read Governor Edwards’ full plan, click here.


While we understand the purpose of this session is budget stabilization, we are pleased that the Governor and our Legislators appreciate the impact these taxes have imposed on the nonprofit sector and are addressing the acts during this second special session. LANO is carefully monitoring movement of the Governors 2016 Second Special Session Plan and continue to have conversations to ensure the sector’s needs are heard. Any additional information will be shared through the LANO network.


Please see the attached document from the National Council of Nonprofits, their partnership with LANO provides guidance and education on advocacy for the nonprofit sector.

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Tags:  community  financial  LANO Network  louisiana  nonprofit  nonprofit sector 

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Convince funders to support you by developing your Asking Rights

Posted By Kris H. Rutledge, CausePlanet, Wednesday, June 1, 2016

How do you reach higher-level investors to sustain your nonprofit?

What if emotional appeals aren't enough? How can you get funders to truly invest in your nonprofit for the long-term? 

Tom Ralser, after spending more than two decades working in and with nonprofits, witnessed the nearly exclusive use of emotional appeals.


But now times have changed.  


Higher-level donors (investors) are more interested in outcomes and investing over time in nonprofits. In Ralser's book, Asking Rights: Why Some Nonprofits Get Funded (and Some Don't), he guides you through the process of developing your Asking Rights to convince investors to fund you for a more sustainable future.

Webinar with Tom Ralser

Join CausePlanet founder Denise McMahan and Tom Ralser Wednesday, July 13, at 11:00 Central Time at a webinar interview at your desk.


Ralser will touch on the following topics:

  • How is an investor different in his approach to your organization?
  • How can you appeal both to higher-level investors and smaller donors?
  • How do you establish your Asking Rights?
  • How do you use your Asking Rights to attract investors?



Register now for this FREE interview for all LANO members. (The link requires LANO network sign-in to register.)


See more


See more with the Page to Practice™ summary of Ralser’s book:


·      Simply log in at the top right corner of CausePlanet’s home page ( and fill in your registered email with LANO and “Password1”.

·      Click on “Summary Library” to see Asking Rights and more titles.

Tags:  author webinars  CausePlanet  Page to Practice 

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What Should We Do Now to Prepare for the New Overtime Rule Change?

Posted By Renee Farrell, SPHR, CCP- Think HR, Thursday, May 26, 2016

Let’s face it — it could have been worse for employers. Yesterday’s blog post outlined the provisions of the final rule with changes to the federal Fair Labor Standards Act (FLSA) salary threshold for overtime exemption, from $455 per week or $23,660 annually to $913 per week or $47,476 annually. The bad news for employers is that the overtime pay rate doubled.

There is some better news for employers, though:

  • It is less than the original proposed rate announced last fall of $50,440 annually.
  • There are no changes to the duties tests under the FLSA.
  • Up to 10 percent of nondiscretionary bonuses can be included in the annual salary calculation.
  • The final rule’s effective date has been extended to December 1, 2016 to give employers more time to prepare.

Don’t panic, but start planning. Try to look at this as a “gift” to address past wage and hour issues without calling attention to them.

Financial Preparations

Analyze the salaries of employees who may be affected by the final rule and start forecasting for increased salaries and overtime costs. Suggestions include:

  1. Determine which employees are exempt at an annual pay rate of less than $47,476, including up to 10 percent of nondiscretionary bonuses.
  2. Consider whether to raise these employees’ pay to meet the new threshold of $47,476 to maintain exempt status or budget for potential additional overtime expenses with the reclassification to nonexempt status.
  3. Review with your managers or exempt staff the average hours that each employee in the above group works beyond 40 hours per week, or other state hours worked requirement triggering overtime eligibility. Don’t forget to include meal and rest periods, travel time, training time, and other hidden overtime in that analysis.
  4. Calculate the average number of overtime hours of your current nonexempt workers on an annual basis.
  5. Based on these two numbers (from steps 2 and 3 above), determine the average number of hours that would be considered as overtime (over 40 hours in a workweek, or eight hours in a day for some states) for the exempt workers; the aggregate of both is an estimated average of overtime hours that the exempt worker may work if reclassified as nonexempt.
  6. To calculate the overtime budget, take the average hourly rate of all exempt workers at the annual rate of less than $47,476, multiply the hourly rate by 1.5, and multiply that number by the estimated average overtime hours calculated in the last step to determine the proposed overtime budget for the current exempt workers that may be reclassified as nonexempt.

Consider requiring exempt employees earning less than $47,476 per year to start tracking their weekly hours worked. Since exempt employees do not typically record their work hours, it may be difficult for them to accurately estimate the overtime hours they have worked and anticipate working in the future. Having them track their work hours will provide the employer with valuable information when it comes to budgeting.

Benefits Preparations

Review your group benefits plans and your paid time off and leave policies (for example, sick and vacation) and assess how each may be impacted as they pertain to eligibility and accrual differences for exempt and nonexempt workers and how the company will best manage the transition from one accrual method to another. For example, if an exempt worker accrues based on weeks worked up to three weeks of paid time off (PTO) a year, but a nonexempt worker will only accrue for hours worked up to two weeks of PTO a year, the company may experience frustrated workers and face retention concerns due to a loss in benefits under the leave policy.

Communications Preparations

Plan your communications strategy carefully. This is a great opportunity to talk with your employees about your pay strategy and what your organization values, and you can reinforce that the regulatory definitions of overtime exemption status are not important to your evaluation of each employee’s worth to your organization.

Keep in mind that many exempt employees view earning a salary as a rite of passage — a declaration of their professional status. Notifying an individual that he or she will now be required to “punch a timeclock” will require some forethought and finesse to ensure that the message is not interpreted as a demotion or as a loss of status. The employee’s perception of this change in classification will be amplified if these employees are no longer able to work the longer hours that had allowed them to feel a part of significant business contributions.

You may also have to consider whether you need to make any structural changes in your organization to reflect having exempt and nonexempt employees with similar job titles and duties or amend policies that once applied only to exempt supervisory positions. How you communicate those changes will set the tone for discussions regarding organizational goals and objectives and each employee’s contribution to those goals.

Address the perception that nonexempt status leads to a loss of flexibility in scheduling. You may still be able to offer the same flexibility for work schedules as you have in the past, but employees will need to account for the time that they are working and not working during the regular work day, which is the change that may require the most adaptation. Review your policies to determine the level of schedule flexibility that may be permitted for nonexempt staff. In many organizations, exempt employees have the flexibility of coming in and leaving as they choose, as long as their work gets done. However, for those who will become nonexempt, the hours in which the employee is not working is unpaid time. How they manage their time will become more structured, and you should communicate your expectations regarding flexibility, accountability, accurate time recording, and business requirements to your employees.

Don’t forget about your remote workers and occasional telecommuters! A change from exempt to nonexempt status may also impact those who work from home. Determine whether telecommuting is feasible for your nonexempt employees, and make sure you include an evaluation of measuring time and productivity, as well as ensuring meal and rest breaks are taken appropriately for those employees in states that have defined meal and rest break rules. Communications should include the rules for working overtime, the requirement to take an uninterrupted meal break as mandated by state law, the ability to work flexible hours from home, and method for validating hours worked each pay cycle.

Make your Communications Personal

How the changes in classification status and rates of pay are communicated to employees will have a lot to do with your company culture, pay philosophy, and style of communication. Face-to-face communication is generally ideal method when discussing compensation. Follow up with written documentation confirming your discussion with each impacted employee that shows the new classification status, rate of pay, and the overtime rate of pay that will apply. Some states already require employers to notify nonexempt employees in writing any time a change in rate of pay occurs, including California, District of Columbia, New York, and Pennsylvania.

Most importantly, make sure that you train your management team about the changes you are making, including not just the “what,” “how,” and “when,” but also the “why” so that the company’s intentions are communicated in a way that demonstrates thoughtful consideration of the alternatives, respect for your employees, and alignment with your company’s culture and strategic objectives.

Start now, consider your options carefully, and put your plans together and you’ll be ready to comply with the new FLSA rules by December 1st!

Tags:  nonprofit  non-profits 

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Unique Leadership Opportunities for EDs and Senior Managers

Posted By Rachel Swan, The Greater New Orleans Foundation, Monday, May 23, 2016

The Organizational Effectiveness Initiative at the Greater New Orleans Foundation is pleased to announce registration is open for this year’s sessions of two leadership cohorts hosted in collaboration with CompassPoint Nonprofit Services


Please click on the titles to learn more!


  • Executive Director Intensive –Designed for Executive Directors in their position more than three years, this three-day cohort session will combine expert instruction and peer-learning to tackle issues faced by organization’s top management with a strong focus on Sustainability-Linking Strategy and Finance and Leadership and Management. Such as how do we powerfully lead our organizations while facing complex leadership challenges?  How do we align our organizations, staff and board around impact as we struggle to achieve financial sustainability?
    • Executive Director Intensive 2016 will occur Wednesday, July 27-Friday, July 29, 2016.
  • Emerging Leaders – a leadership development program with a multicultural framework for nonprofit managers working in southeast Louisiana nonprofit human service organizations.
    • Dates for Emerging Leaders 2016 will span August 2016-January 2017. Please read the program description thoroughly. The application materials are linked towards the end of the program description. 



Tags:  CompassPoint  Executive Directors  leadership  New Orleans  Nonprofit Training and Toolkits 

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The Unemployment Services Trust (UST) adds CareerArc to its list of member benefits, which helps nonprofits lower claims costs through outplacement and career transition resources.

Posted By Tasha L. Cooper, Louisiana Association of Nonprofit Organizations, Friday, May 20, 2016

UST is pleased to announce its newfound partnership with CareerArc, a one-stop-shop of outplacement tools that helps nonprofits lower unemployment claims costs while establishing goodwill with former employees.

Providing unlimited access to experienced, professional Career Coaches, interactive resume building, networking guides, salary negotiation tips and interview practices tools, UST’s outplacement services provides nonprofits the knowledge they need to mitigate claims liability.

“We understand that nonprofits must make every cent count, especially when working with already limited budgets and resources,” said Donna Groh, Executive Director for UST. “And with CareerArc’s award-winning outplacement platform, we are thrilled to provide this valuable opportunity to our participating nonprofits to help them avoid litigation and boost the confidence levels of their former employees.”

UST’s outplacement platform acts as a customizable support system, designed to make the re-employment process for both nonprofit employers and their employees as painless as possible. Free with UST membership, this newly added service is proven to routinely reduce claims duration by 2-4 weeks or more—helping employees cut their transition time by over 73%.

Because UST already provides its members with the latest HR and claims management resources, including a live HR hotline, e-filing capabilities, 200+ online training courses and one-on-one advice for unemployment claims, the addition of CareerArc’s outplacement services further establishes UST as a holistic solution for nonprofits looking to save time and money.

“We are constantly looking for new ways to help nonprofits streamline their workforce management from start to finish,” said Adam Thorn, Director of Operations. “With the addition of these outplacement services, the UST program will only continue to strengthen the nonprofit sector—acting as both an educational source and an airbag for unforeseen claims matters.”

To find out more about UST and their newly added outplacement platform, please visit www.ChooseUST.orgor contact UST at 1-888-249-4788.

Tags:  Member Rewards Program  nonprofit 

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Emerge Center for Communication, Behavior and Development to Host Free Hearing Loss Seminar

Posted By Lluvia Peveto, The Emerge Center for Communication, Behavior, and Development, Monday, May 16, 2016




Emerge Center for Communication, Behavior and Development to Host Free Hearing Loss Seminar


Baton Rouge, La.  -  The Emerge Center for Communication, Behavior and Development will host a free, round-table discussion on hearing loss from 4 to 5 p.m. Thursday, May 26 at their 7784 Innovation Park Drive location in Baton Rouge. Topics will include hearing loss diagnosis, hearing aids, and next steps following a hearing aid fitting.


This informal event is open to the public, and complimentary refreshments will be available. No RSVPs are required.


The Emerge Center for Communication, Behavior and Development is an independent 501c3 non-profit organization located on the LSU Innovation Park campus, at 7784 Innovation Park Drive, Baton Rouge, LA 70820. Visit or call (225) 343-4232 to learn more.


Media Contact:  Lluvia Peveto

Phone: (225) 343-4232, ext. 1900



Tags:  and Development  audiology  Baton Rouge  Behavior  deaf  deafness  Emerge Center  Emerge Center for Communication  free  health  hearing  hearing loss  hearing screening  Louisiana  nonprofit  seminar  series  support  support group  therapy 

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