Ten Simple Tips for Good Governance (What I Learned from PANO)

The end of the year is quickly passing. At the end of October, Liz and I attended the PANO Standards for Excellence consultant training. The session was full of very beneficial information. Liz wrote this article summarizing some of what we learned on good governance in our firm's newsletter for nonprofits and I wanted to post it here as well.

1. If your Mission Statement is more than 1 sentence, it is probably too long.

2. Review your Mission Statement every three years. Document your review and approval of the Mission Statement by clearly noting it in the Minutes.

3. Your Minutes should include who was present--identified as Board or staff, who was absent, the type of meeting, what was done not what was said, the start and end times and should be signed by the Secretary.

4. Question to ask when reviewing financials “Are all the bills input (whether they are paid or not)?

5. Every organization should have a Reserve Policy. 3-6 month Reserve is recommended.

6. 3:1 ratio is minimum when looking at funds raised vs. expenses (some exceptions apply)

7. If you are soliciting gifts in other States, you need to be registered there. Use a service like Labyrinth, Inc. to assist in the process. http://www.labyrinthinc.com/

8. Conflict of Interest Policies are not just for the Board-but for anyone who has decision making authority for the organization including staff and volunteers.

9. If your organization is involved in Lobbying, even a little bit, consider making the federal 501(h) election. The h election is an expenditure test that answers the question of whether your organization is doing too much lobbying by examining how much you spend on lobbying (lobbying expenditures).

10. Invest in the Standards of Excellence Educational Resource Packets. They are inexpensive and chock-full of great information.

Upcoming Payroll Changes: Get Ready!

The Affordable Care Act included a number of changes to payroll reporting.

• On your 2011 W-2’s you will need to report the value of the employee’s health insurance. The amount reported does not affect tax liability. These are the W-2's that you will file in 2012 for the 2001 year. However you should take some steps now to get ready for next year. You need to contact your outside payroll company or your financial software company if you prepare payroll in-house, to make sure that the health insurance expense for each employee can be captured and included in next year’s W-2. Also check with your health insurer to make sure you will receive a yearend report that shows the health insurance expense for each employee.

• Starting January 1, 2011, the cost of over the counter drugs cannot be reimbursed from a Flexible Spending Arrangement unless a prescription is obtained.

20 Questions - Part III

You want to have a good system to track data so that you can use it easily in your analysis process. Here are some things to think about when you are tracking data.



Do we have a good system to track data?
14. What are the deliverables that we can communicate to the grantor? Are they outputs or outcomes?
15. How many people can we serve with the grant? How many units of service can we provide?
16. Can we clearly communicate statistics? Will charts or graphs help us pictorially represent our impact on the community?
17. Are we consistently reporting our statistics to the community? Number of people served; units of service. Is our definition of units of service consistent?
18. Are we already collecting data for other purposes that can be used for grant seeking purposes?
19. Are we protecting the integrity of the data? How is the information verified?
20. Can we use national, state, or local statistics to further communicate the benefit of the grant?

20 Questions-Part II

It can be tempting when you are desperate for funds to apply for every grant that even remotely seems close to your mission. However you need to make sure that the grant will not end up costing you more money in the long run. Here are four more questions from 20 Questions that Data and Financial Analysis can help you answer, that address this issue.


Is this grant the best fit for us?
10. If the grant is to fund collaborative work between two organizations will the collaboration be financial beneficial (or at least financially neutral) for both of the organizations?
11. If the grant is to start a social enterprise, will this social enterprise be financially beneficial to the organization?
12. If the grant is for a new program, can we afford to deliver the new program? Can it be sustainable beyond the grant period?
13. If the grant is provide a springboard to start a new program and we are expected to support the program on our own after the grant period is done (usually 2 to 3 years); what is the plan to become self supporting (sustainable)? How will we pursue donations from other sources for the program?


The last seven questions will be covered in the next post.

20 Questions that Data and Financial Analysis Can Answer

A number of my posts have been about the information that you can gain to help you better manage your organization through the analysis of data and finances. Remember that data and financial analysis is part of the picture. Most donors give because of relationships; their commitment to the cause; and/or their values. However, data and financial analysis can help answer the following questions that you and/or your donors might be asking:

How can our resources best be used?
1. Where do we most need the money? What program will benefit the greatest from this investment?
2. Which programs will be able to increase services and the number of people they serve (increase capacity) with additional funds?
3. What is the power of investing with our organization?
4. What programs have the potential to attract more funding from other sources if we expand the programs?
5. Will this grant help us attract more volunteers or help us to use volunteers more effectively—adding to our capacity with both funds (the grant money) and people resources (the volunteers)?
6. Are we using our facility, staff, volunteers, specialized resources to their fullest capacity? Is there untapped capacity that we can develop with the grant funds?
7. Do we have a “wish list” of needs and the approximate dollar cost so that we can easily and quickly respond to grant opportunities?
8. How do we compare to other organizations offering similar services?
9. Why are we the best organization to receive the grant funds?

More questions will be listed with the next post.

Grantseeking Advice for a Challenging Economy

This past Wednesday I had the privilege of being on a panel sponsored by the Margaret R. Grundy Memorial Library, the United Way of Bucks County, and the Bucks County Community College. The event was held in Bucks County Community College's Lower Bucks Campus' beautiful meeting space. As panelists we were asked to offer advice and insight to help nonprofits strengthen their grantseeking efforts.

My advice will be discussed in the next few posts. I wanted to used this post to spotlight something that I learned from a fellow panelist. Linda Goodwin from the Bucks County Foundation encouraged the nonprofits to introduce themselves to the Foundations and make sure that the Foundation knows about your organization before you ask them for money. She recommended that you include Foundations in your newsletter mailings and invite them to events. This way the Foundations know something about what you do when you approach them for funds. Linda also emphasized the value of keeping in touch with the Foundations after they award you funds. They have invested in your orgnaization and want to see you succeed.

Significant Changes to 1099 filing

Currently you are required to file form 1099 for every unincorporated vendor who provides you with services who you pay $600 or more during the year. In 2012 you will be required to file a 1099 for every vendor who you pay over $600 to regardless of the whether they are incorporated or unincorporated and whether it is for services or for products. Basically everyone you pay money to will either get a W-2 (for employees) or a 1099 (everyone else). As you are already imagining, this is a major paperwork process. By 1/1/2012, you will need to have a system in place that can track these payments so that you can send a completed 1099 to your vendors in the beginning of 2013 for the 2012 year. What do you need to do?
· Make sure you have the EIN for everyone you pay. All vendors should complete a form W-9. Start collecting this information now if you don’t have it already. This will strengthen your internal controls too.
· Make sure your financial software system can track and accumulate payments to vendors and generate the 1099’s at year end. Most systems already have this feature but if it is a feature that needs to be added, you’ll need to get in touch with the company now because adding a new feature to a software package could be time consuming.
· Look at where you use petty cash. If you use $59 in petty cash each month for park & rec supplies from the same supplier, you are going to need to give that supplier a 1099 at year end and they won’t be in your computer system. Consider using other purchasing methods.
· Talk to your auditor if you are considering using debit or credit cards instead of cash. Make sure you have strong internal controls in these areas. Tentatively the IRS is considering exempting purchases made by debit and credit cards from the reporting requirements. While it might seem like an easy solution, these payment methods have been abused and you need to make sure you have strong internal controls in these areas.
· Expenses that you reimburse employees for are also subject to reporting. If you have five employees who stay at a hotel in Harrisburg for 5 different training sessions throughout the year and you reimburse them for the hotel stay, you are responsible to report the payments made to that hotel on a Form 1099, even though you didn’t make the payment to the hotel directly, you paid employees.

Possibly this part of the healthcare legislation could be overturned or modified, but this is too large an undertaking to wait to see if this happens. It is better to proceed based on the current legislation and be prepared.