NPO
Showing 209–224 of 242 results
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New L3C structure – Building a bridge between nonprofits and for-profits
Fall 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 694
Abstract: Traditionally, nonprofit and for-profit organizations have operated in very different financial and regulatory spheres. The new low-profit limited liability company (L3C) option could change that. Although this business structure has become law in only a handful of states, it’s available to any organization that wants to pursue a charitable mission and realize a profit. This article explains how L3Cs operate and why they appear to offer promise for social entrepreneurs and nonprofits with clear revenue streams.
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Investment fraud – Your nonprofit may be an unwitting victim
Fall 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 578
Abstract: Victims of investment fraud aren’t only individuals and for-profit companies. Nonprofits — which often operate on trust, rely on the services of volunteers, and receive income from varied sources — are especially vulnerable. This article provides several recent examples of investment fraud and discusses how nonprofits can protect themselves from fraudulent investment advisors and dishonest donors.
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Make the budgeting process easier and more effective
Fall 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 576
Abstract: Several principles can help make the budgeting task less onerous for nonprofits. This article explains the importance of reviewing strategic objectives for the coming year, and ensuring that both the organization’s capital budget and operating budget can support them. And monthly budget reviews can help nonprofits stay abreast of circumstances that may make it difficult to stick to their original budget.
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Rain or shine — operating reserves protect you from the elements
Fall 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 785
Abstract: Maintaining adequate operating reserves is essential to the health of every nonprofit. This article talks about the amount nonprofits should keep in reserve, when tapping reserves is acceptable, and the importance of being able to do so quickly. A sidebar discusses the downside of having too much in reserves.
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SROI: Investing in impact
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 452
Abstract: Although hard dollars will always affect an organization’s ability to achieve its goals, many nonprofits are shifting their focus from an economic return on investment (ROI) to a social ROI (SROI) model. SROI can be a better measure of a nonprofit’s impact than traditional financial metrics because it focuses on how inputs, resources and policies help improve the lives of the individuals or communities the organization serves. SROI provides nonprofits with a way to measure and communicate the good they do.
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Don’t let a crisis KO your big event
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 481
Abstract: Almost no benefit, gala, meeting or conference goes off without at least a small hitch. And event planners who aren’t prepared could see their big event turn into a disaster. A sound crisis management plan should address risk exposure, attendees’ travel planes, accommodations for those with special needs, and reliable communications with employees and vendors. It may also be appropriate to assemble a crisis response team.
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Fraud prevention – The buck stops at your board
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 587
Abstract: Approximately 14% of all frauds in the United States occur at nonprofit organizations, for a median loss of $109,000. In some circumstances, boards are partly responsible. Many board members are volunteers who have little involvement with the organization’s day-to-day activities and don’t necessarily understand their role in preventing fraud. It’s essential that they learn to work closely with auditors and take responsibility for reviewing not only financial statements, but also the highest levels of executive management.
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Have you strayed from your mission? Time to get back on track
Summer 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 938
Abstract: Economic conditions over the past few years have forced nonprofit leaders to make many difficult decisions that affect their organizations’ programs. Inadequate funding may have diverted attention from goals and led to program downsizing, or even dramatic changes in direction. Such organizations may need to update their mission, or determine whether they’ve strayed too far from it. If they have, they may neglect what donors and other key constituents want, and could even lose their tax-exempt status. In the worst case, they could go out of business altogether, as a sidebar to this article illustrates.
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Red Flags Rule applies to nonprofits, too
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 348
Abstract: After several delays, the Federal Trade Commission (FTC) plans to begin enforcement of its “Red Flags Rule” on June 1. Although they typically don’t fall under the FTC’s jurisdiction, nonprofits that extend consumer credit are likely subject to the rule, which was developed to help prevent and detect identity theft. Those that are subject will need to develop a written identity theft prevention program.
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Measuring effectiveness – Are overhead ratios becoming a thing of the past?
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 685
Abstract: Overhead ratios represent the percentage of funds nonprofits spend on administration and fundraising vs. programs. But this metric has traditionally been used by charity watchdog groups as a proxy for overall effectiveness. This has led some organizations to underreport their nonprogram costs and neglect making critical infrastructure investments. In response to growing discontent with overhead ratios, watchdog groups and nonprofit leaders are beginning to consider broader measures of nonprofit effectiveness.
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How to keep bad apples from spoiling your board
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 612
Abstract: Most nonprofit board members understand their roles and are dedicated to working in a cooperative spirit to achieve the organization’s strategic goals. But one rogue member can easily hinder the effectiveness of a board — and its organization. Most disruptive board behavior probably can be classified as merely annoying or insensitive, but immediate action is warranted when a board member betrays confidentiality or pursues a personal agenda. Nonprofits are encouraged to thoroughly screen prospective members and regularly monitor meetings to spot signs of trouble before they get out of control.
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Save money and improve efficiency with a strategic alliance
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 828
Abstract: Having to do more — a lot more — with less is almost every nonprofit’s biggest challenge these days. One of the best ways to meet this challenge is by doubling up, or forming a strategic alliance with another nonprofit, government entity or for-profit company. These impermanent alliances can help slash expenses and introduce new perspectives, but both groups need to consider many issues, including fundamental values, before joining forces.. A sidebar discusses “the tool of last resort” — a legal merger.
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The pros of being proactive with the IRS
Winter 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 563
Abstract: As long as an IRS examiner isn’t knocking at the door asking specific questions, many nonprofit leaders don’t volunteer information. In some cases, however, it could be to their advantage to do just that. If, for example, a mistake is uncovered in a filing, taking a proactive stance with the IRS can help minimize potential hassles and penalties. It’s important to get professional advice, learn the facts, and keep a sense of perspective. The IRS is likely to be more amenable to finding a solution for nonprofits that approach it voluntarily.
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Managing payroll: In-house vs. outsourcing
Winter 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 417
Abstract: At a time when many nonprofits are scrutinizing every line item in their budgets, one item in the crosshairs is payroll processing. But the decision regarding whether to bring payroll back in-house should be studied from every angle. Who will manage it? Are there sufficient checks and balances ? What about technological capabilities? Before deciding that a payroll vendor is one of those costs that can be cut, it’s important to remember that they provide expertise and experience that may not necessarily exist in-house.
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Audits are essential to your organization’s well-being
Winter 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 730
Abstract: Audits take considerable time and effort, but they provide nonprofits with fair assessments of their financial health, in addition to revealing vulnerabilities such as weak internal controls, insufficient cash reserves and poor investment policies. And although the newly revised IRS Form 990 doesn’t mandate them, the IRS does ask organizations to discuss their audit activities, as well as the role their board plays in them. This article looks at the difference between internal and external audits, the role of the audit committee, and how to prepare for an audit.
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What makes governance “good”? A checklist for nonprofits
Winter 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 684
Abstract: “Good governance” is one of the hottest topics in the nonprofit world these days. Nonprofits have been strongly encouraged to adopt certain Sarbanes-Oxley (SOX) regulations, and the IRS has revised Form 990 to include several questions regarding governance policies. What’s more, the increasing power of charity watchdog groups means that nonprofits must try to put a responsible face forward to the public. This article offers a checklist of recommendations that a nonprofit’s board might follow, including forming an audit committee and regularly reviewing risk exposure. A sidebar discusses what constitutes “reasonable” executive compensation.