The EDTC Incubator
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The EDTC Incubator
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<strong>The</strong> <strong>EDTC</strong> <strong>Incubator</strong><br />
<strong>The</strong> Entrepreneurial Development Training<br />
Center of the Leon H. Sullivan Charitable Trust<br />
for Transformative<br />
Social Impact ®<br />
Proverbs 11:14; 15:22; 16:9<br />
Acts 20:35 | Galatians 6:9 | 1 Corinthians 15:58<br />
Luke 14:28 | Mark 10:42-45<br />
Habakkuk 2:2<br />
“Helping Individuals, Organizations & Communities<br />
Achieve <strong>The</strong>ir Full Potential”<br />
Copyright © 2003-2018 <strong>The</strong> Advocacy Foundation, Inc. All Rights Reserved
Walk by Faith; Serve with Abandon<br />
Expect to Win!<br />
Page 2 of 89
<strong>The</strong> Advocacy Foundation, Inc.<br />
Helping Individuals, Organizations & Communities<br />
Achieve <strong>The</strong>ir Full Potential<br />
Since its founding in 2003, <strong>The</strong> Advocacy Foundation has become recognized as an effective<br />
provider of support to those who receive our services, having real impact within the communities<br />
we serve. We are currently engaged in community and faith-based collaborative initiatives,<br />
having the overall objective of eradicating all forms of youth violence and correcting injustices<br />
everywhere. In carrying-out these initiatives, we have adopted the evidence-based strategic<br />
framework developed and implemented by the Office of Juvenile Justice & Delinquency<br />
Prevention (OJJDP).<br />
<strong>The</strong> stated objectives are:<br />
1. Community Mobilization;<br />
2. Social Intervention;<br />
3. Provision of Opportunities;<br />
4. Organizational Change and Development;<br />
5. Suppression [of illegal activities].<br />
Moreover, it is our most fundamental belief that in order to be effective, prevention and<br />
intervention strategies must be Community Specific, Culturally Relevant, Evidence-Based, and<br />
Collaborative. <strong>The</strong> Violence Prevention and Intervention programming we employ in<br />
implementing this community-enhancing framework include the programs further described<br />
throughout our publications, programs and special projects both domestically and<br />
internationally.<br />
www.<strong>The</strong>Advocacy.Foundation<br />
ISBN: ......... ../2017<br />
......... Printed in the USA<br />
Advocacy Foundation Publishers<br />
Philadelphia, PA<br />
(878) 222-0450 | Voice | Data | SMS<br />
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Dedication<br />
______<br />
Every publication in our many series’ is dedicated to everyone, absolutely everyone, who by<br />
virtue of their calling and by Divine inspiration, direction and guidance, is on the battlefield dayafter-day<br />
striving to follow God’s will and purpose for their lives. And this is with particular affinity<br />
for those Spiritual warriors who are being transformed into excellence through daily academic,<br />
professional, familial, and other challenges.<br />
We pray that you will bear in mind:<br />
Matthew 19:26 (NLT)<br />
Jesus looked at them intently and said, “Humanly speaking, it is impossible.<br />
But with God everything is possible.” (Emphasis added)<br />
To all of us who daily look past our circumstances, and naysayers, to what the Lord says we will<br />
accomplish:<br />
Blessings!!<br />
- <strong>The</strong> Advocacy Foundation, Inc.<br />
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<strong>The</strong> Transformative Justice Project<br />
Eradicating Juvenile Delinquency Requires a Multi-Disciplinary Approach<br />
<strong>The</strong> way we accomplish all this is a follows:<br />
<strong>The</strong> Juvenile Justice system is incredibly<br />
overloaded, and Solutions-Based programs are<br />
woefully underfunded. Our precious children,<br />
therefore, particularly young people of color, often<br />
get the “swift” version of justice whenever they<br />
come into contact with the law.<br />
Decisions to build prison facilities are often based<br />
on elementary school test results, and our country<br />
incarcerates more of its young than any other<br />
nation on earth. So we at <strong>The</strong> Foundation labor to<br />
pull our young people out of the “school to prison”<br />
pipeline, and we then coordinate the efforts of the<br />
legal, psychological, governmental and<br />
educational professionals needed to bring an end<br />
to delinquency.<br />
We also educate families, police, local businesses,<br />
elected officials, clergy, and schools and other<br />
stakeholders about transforming whole communities,<br />
and we labor to change their thinking about the<br />
causes of delinquency with the goal of helping them<br />
embrace the idea of restoration for the young people<br />
in our care who demonstrate repentance for their<br />
mistakes.<br />
1. We vigorously advocate for charges reductions, wherever possible, in the<br />
adjudicatory (court) process, with the ultimate goal of expungement or pardon, in<br />
order to maximize the chances for our clients to graduate high school and<br />
progress into college, military service or the workforce without the stigma of a<br />
criminal record;<br />
2. We then enroll each young person into an Evidence-Based, Data-Driven<br />
Restorative Justice program designed to facilitate their rehabilitation and<br />
subsequent reintegration back into the community;<br />
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3. While those projects are operating, we conduct a wide variety of ComeUnity-<br />
ReEngineering seminars and workshops on topics ranging from Juvenile Justice<br />
to Parental Rights, to Domestic issues to Police friendly contacts, to mental<br />
health intervention, to CBO and FBO accountability and compliance;<br />
4. Throughout the process, we encourage and maintain frequent personal contact<br />
between all parties;<br />
5 Throughout the process we conduct a continuum of events and fundraisers<br />
designed to facilitate collaboration among professionals and community<br />
stakeholders; and finally<br />
6. 1 We disseminate Quarterly publications, like our e-Advocate series Newsletter<br />
and our e-Advocate Quarterly electronic Magazine to all regular donors in order<br />
to facilitate a lifelong learning process on the ever-evolving developments in the<br />
Justice system.<br />
And in addition to the help we provide for our young clients and their families, we also<br />
facilitate Community Engagement through the Restorative Justice process,<br />
thereby balancing the interests of local businesses, schools, clergy, social assistance<br />
organizations, elected officials, law enforcement entities, and all interested<br />
stakeholders. Through these efforts, relationships are rebuilt & strengthened, local<br />
businesses and communities are enhanced & protected from victimization, young<br />
careers are developed, and our precious young people are kept out of the prison<br />
pipeline.<br />
Additionally, we develop Transformative “Void Resistance” (TVR) initiatives to elevate<br />
concerns of our successes resulting in economic hardship for those employed by the<br />
penal system.<br />
TVR is an innovative-comprehensive process that works in conjunction with our<br />
Transformative Justice initiatives to transition the original use and purpose of current<br />
systems into positive social impact operations, which systematically retrains current<br />
staff, renovates facilities, creates new employment opportunities, increases salaries and<br />
is data proven to enhance employee’s mental wellbeing and overall quality of life – an<br />
exponential Transformative Social Impact benefit for ALL community stakeholders.<br />
1 In addition to supporting our world-class programming and support services, all regular donors receive our Quarterly e-Newsletter<br />
(<strong>The</strong> e-Advocate), as well as <strong>The</strong> e-Advocate Quarterly Magazine.<br />
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This is a massive undertaking, and we need all the help and financial support you can<br />
give! We plan to help 75 young persons per quarter-year (aggregating to a total of 250<br />
per year) in each jurisdiction we serve) at an average cost of under $2,500 per client,<br />
per year. *<br />
Thank you in advance for your support!<br />
* FYI:<br />
1. <strong>The</strong> national average cost to taxpayers for minimum-security youth incarceration,<br />
is around $43,000.00 per child, per year.<br />
2. <strong>The</strong> average annual cost to taxpayers for maximum-security youth incarceration<br />
is well over $148,000.00 per child, per year.<br />
- (US News and World Report, December 9, 2014);<br />
3. In every jurisdiction in the nation, the Plea Bargain rate is above 99%.<br />
<strong>The</strong> Judicial system engages in a tri-partite balancing task in every single one of these<br />
matters, seeking to balance Rehabilitative Justice with Community Protection and<br />
Judicial Economy, and, although the practitioners work very hard to achieve positive<br />
outcomes, the scales are nowhere near balanced where people of color are involved.<br />
We must reverse this trend, which is right now working very much against the best<br />
interests of our young.<br />
Our young people do not belong behind bars.<br />
- Jack Johnson<br />
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<strong>The</strong> Advocacy Foundation, Inc.<br />
Helping Individuals, Organizations & Communities<br />
Achieve <strong>The</strong>ir Full Potential<br />
<strong>The</strong> <strong>EDTC</strong> <strong>Incubator</strong><br />
for Transformative Social Impact ®<br />
“Turning the Improbable Into the Exceptional”<br />
Atlanta<br />
Philadelphia<br />
______<br />
John C. Johnson III<br />
Founder & CEO<br />
Mark L. Merrill<br />
Northeast Regional Director<br />
(878) 222-0450<br />
Voice | Data | SMS<br />
www.<strong>The</strong>Advocacy.Foundation<br />
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Biblical Authority<br />
______<br />
Proverbs 11:14 (NIV)<br />
14<br />
For lack of guidance a nation falls, but victory is won through many advisers.<br />
Proverbs 15:22<br />
22<br />
Plans fail for lack of counsel, but with many advisers they succeed.<br />
Proverbs 16:9<br />
9<br />
In their hearts humans plan their course, but the Lord establishes their steps.<br />
Acts 20:35<br />
35<br />
In everything I did, I showed you that by this kind of hard work we must help the<br />
weak, remembering the words the Lord Jesus himself said: ‘It is more blessed to give<br />
than to receive.’ ”<br />
Galatians 6:9<br />
9<br />
Let us not become weary in doing good, for at the proper time we will reap a harvest if<br />
we do not give up.<br />
1 Corinthians 15:58<br />
58<br />
<strong>The</strong>refore, my dear brothers and sisters, stand firm. Let nothing move you. Always<br />
give yourselves fully to the work of the Lord, because you know that your labor in the<br />
Lord is not in vain.<br />
Luke 14:28<br />
28<br />
“Suppose one of you wants to build a tower. Won’t you first sit down and estimate the<br />
cost to see if you have enough money to complete it?<br />
Mark 10:42-45<br />
42<br />
Jesus called them together and said, “You know that those who are regarded as<br />
rulers of the Gentiles lord it over them, and their high officials exercise authority over<br />
them. 43 Not so with you. Instead, whoever wants to become great among you must be<br />
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your servant, 44 and whoever wants to be first must be slave of all. 45 For even the Son of<br />
Man did not come to be served, but to serve, and to give his life as a ransom for many.”<br />
Habakkuk 2:2<br />
<strong>The</strong> Lord’s Answer<br />
2<br />
<strong>The</strong>n the Lord replied: “Write down the revelation and make it plain on tablets so that a<br />
herald may run with it.<br />
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Table of Contents<br />
<strong>The</strong> <strong>EDTC</strong> <strong>Incubator</strong><br />
for Transformative Social Impact<br />
Biblical Authority<br />
I. INTRODUCTION: <strong>The</strong> <strong>EDTC</strong> <strong>Incubator</strong>…………………………………… 17<br />
II.<br />
ORGANIZING<br />
<strong>The</strong> 501(c)(3) Acquisition Process………………………………………… 23<br />
Transformative Community Engagement<br />
and Multidisciplinary Collaboration ……………………………….. 31<br />
Organizational Development & Sustainability …………………………… 33<br />
III.<br />
PLANNING<br />
Strategic Planning …………………………………………………………... 37<br />
Evidence-Based Programming ……………………………………………. 38<br />
Data-Driven Resource Allocation ………………………………………….. 41<br />
IV.<br />
SUSTAINABILITY & COMPLIANCE<br />
Economic Emancipation & Fundraising …………………………………... 43<br />
- UBIT Initiatives<br />
Best Practices and Accountability ………………………………………… 44<br />
Compliance ………………………………………………………………...... 45<br />
V. CRITICAL THINKING for TRANSFORMATIVE SOCIAL IMPACT<br />
Paradigm Shifting & Change Management ……………………………… 49<br />
Inner-City Strategic Revitalization Planning…………………………….... 53<br />
________<br />
Attachments<br />
A. 501(c)(3) Compliance Guide (rev. 3-2018 (p4221pc))<br />
B. Quick Short-Term Impact Analysis (2-2018)<br />
C. <strong>EDTC</strong> <strong>Incubator</strong> Workshop Budget<br />
Copyright © 2003-2018 <strong>The</strong> Advocacy Foundation, Inc. All Rights Reserved.<br />
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Introduction<br />
<strong>The</strong> <strong>EDTC</strong> <strong>Incubator</strong><br />
<strong>The</strong> Entrepreneurial Development Center (<strong>EDTC</strong>)<br />
<strong>Incubator</strong> was established to helps new, startup, and<br />
existing organizations to form and grow by providing<br />
services such as organizational development<br />
training, capacity-building, community engagement<br />
expertise and much more.<br />
<strong>The</strong> National Business Incubation Association (NBIA)<br />
defines [such] incubators as a catalyst tool for either<br />
regional or national economic development. NBIA<br />
categorizes their [own] members’ incubators by the<br />
following five incubator types: academic institutions; nonprofit<br />
development corporations; for-profit property<br />
development ventures; venture capital firms, and [various]<br />
combinations of the above.<br />
[Such] incubators differ from research and technology parks in their dedication to startup<br />
and early-stage [organizations]. Research and technology parks, on the other hand,<br />
tend to be large-scale projects that house everything from corporate, government or<br />
university labs to very small companies. Most research and technology parks do not<br />
offer business assistance services, which are the hallmark of business incubation<br />
programs. However, many research and technology parks house incubation programs.<br />
<strong>Incubator</strong>s also differ from the U.S. Small Business Administration's Small Business<br />
Development Centers (and similar business support programs) in that they serve only<br />
selected clients. SBDCs are required by law to offer general business assistance to any<br />
company that contacts them for help. In addition, SBDCs work with any small business<br />
at any stage of development, not only startup companies. Many business incubation<br />
programs partner with their local SBDC to create a "one-stop shop" for entrepreneurial<br />
support.<br />
Within European Union countries there are different EU and state funded programs that<br />
offer support in form of consulting, mentoring, prototype creation and other services and<br />
co-funding for them. TecHub is one of examples for IT companies and ideas.<br />
History<br />
<strong>The</strong> formal concept of business incubation began in the USA in 1959 when Joseph L.<br />
Mancuso opened the Batavia Industrial Center in a Batavia, New York, warehouse.<br />
Incubation expanded in the U.S. in the 1980s and spread to the UK and Europe through<br />
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various related forms (e.g. innovation centres, pépinières d’entreprises,<br />
technopoles/science parks).<br />
<strong>The</strong> U.S.-based International Business Innovation Association estimates that there are<br />
about 7,000 incubators worldwide. A study funded by the European Commission in<br />
2002 identified around 900 incubation environments in Western Europe.<br />
As of October 2006, there were more than 1,400 incubators in North America, up from<br />
only 12 in 1980. Her Majesty's Treasury identified around 25 incubation environments in<br />
the UK in 1997; by 2005, UKBI identified around 270 incubation environments across<br />
the country.<br />
In 2005 alone, North American incubation programs assisted more than 27,000<br />
companies that provided employment for more than 100,000 workers and generated<br />
annual revenues of $17 billion.<br />
Incubation activity has not been limited to developed countries; incubation environments<br />
are now being implemented in developing countries and raising interest for financial<br />
support from organizations such as UNIDO and the World Bank.<br />
Types of Services<br />
Since startup companies lack many resources, experience and networks, incubators<br />
provide services which helps them get through initial hurdles in starting up a business.<br />
<strong>The</strong>se hurdles include space, funding, legal, accounting, computer services and other<br />
prerequisites to running the business.<br />
Among the most common incubator services are:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Help with business basics<br />
Networking activities<br />
Marketing assistance<br />
Market Research<br />
High-speed Internet access<br />
Help with accounting/financial management<br />
Access to bank loans, loan funds and guarantee programs<br />
Help with presentation skills<br />
Links to higher education resources<br />
Links to strategic partners<br />
Access to angel investors or venture capital<br />
Comprehensive business training programs<br />
Advisory boards and mentors<br />
Management team identification<br />
Help with business etiquette<br />
Technology commercialization assistance<br />
Help with regulatory compliance<br />
Intellectual property management<br />
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Types<br />
<strong>The</strong>re are a number of business incubators that have focused on particular industries or<br />
on a particular business model, earning them their own name.<br />
This list is incomplete:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Virtual business incubator - online business incubator<br />
Kitchen incubator - a business incubator focused on the food industry<br />
Public incubator - a business incubator focused on the public good<br />
Seed accelerator - a business incubator focused on early startups<br />
Corporate accelerator - a program of a larger company that acts akin to a seed<br />
accelerator<br />
Startup studio - a business incubator with interacting portfolio companies<br />
Hybrid <strong>Incubator</strong> - A business incubator that combines virtual incubator with onpremise<br />
activities<br />
Industry Sectors Intentionally Supported By Incubation Programs<br />
Technology Creative industries Construction<br />
Computer software eBusiness / eCommerce Arts<br />
Services/professional Wireless technology Aerospace<br />
Manufacturing Healthcare technology Kitchen/Food<br />
Internet Advanced materials Retail<br />
Biosciences/life sciences Defense/homeland security Fashion<br />
Electronics/Microelectronics Energy/Power Wood/forestry<br />
Telecommunications Environment/clean technologies Tourism<br />
Computer hardware Logistics/Delivery Manpower<br />
Medical devices Nanotechnology Media<br />
More than half of all business incubation programs are "mixed-use" projects, meaning<br />
they work with clients from a variety of industries. Technology incubators account for<br />
39% of incubation programs.<br />
One example of a specialized type of incubator is a bioincubator. Bioincubators<br />
specialize in supporting life science-based startup companies. Entrepreneurs with<br />
feasible projects in life sciences are selected and admitted for these programs.<br />
<strong>The</strong> Incubation Process<br />
Overview<br />
Unlike many business assistance programs, business incubators do not serve any and<br />
all companies. Entrepreneurs who wish to enter a business incubation program must<br />
apply for admission. Acceptance criteria vary from program to program, but in general<br />
only those with feasible business ideas and a workable business plan are admitted. It is<br />
this factor that makes it difficult to compare the success rates of incubated companies<br />
against general business survival statistics.<br />
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Although most incubators offer their clients office space and shared administrative<br />
services, the heart of a true business incubation program are the services it provides to<br />
startup companies. More than half of incubation programs surveyed by the National<br />
Business Incubation Association in 2006 reported that they also served affiliate or virtual<br />
clients. <strong>The</strong>se companies do not reside in the incubator facility. Affiliate clients may be<br />
home-based businesses or early-stage companies that have their own premises but can<br />
benefit from incubator services. Virtual clients may be too remote from an incubation<br />
facility to participate on site, and so receive counseling and other assistance<br />
electronically.<br />
<strong>The</strong> amount of time a company spends in an incubation program can vary widely<br />
depending on a number of factors, including the type of business and the entrepreneur's<br />
level of business expertise. Life science and other firms with long research and<br />
development cycles require more time in an incubation program than manufacturing or<br />
service companies that can immediately produce and bring a product or service to<br />
market. On average, incubator clients spend 33 months in a program. Many incubation<br />
programs set graduation requirements by development benchmarks, such as company<br />
revenues or staffing levels, rather than time.<br />
Goals and Sponsors<br />
Business incubation has been identified as a means of meeting a variety<br />
of economic and socioeconomic policy needs, which may include job creation, fostering<br />
a community's entrepreneurial climate, technology commercialization, diversifying local<br />
economies, building or accelerating growth of local industry clusters, business creation<br />
and retention, encouraging women or minority entrepreneurship, identifying potential<br />
spin-in or spin-out business opportunities, or community revitalization.<br />
About one-third of business incubation programs are sponsored by economic<br />
development organizations. Government entities (such as cities or counties) account for<br />
21% of program sponsors. Another 20% are sponsored by academic institutions,<br />
including two- and four-year colleges, universities, and technical colleges. In many<br />
countries, incubation programs are funded by regional or national governments as part<br />
of an overall economic development strategy. In the United States, however, most<br />
incubation programs are independent, community-based and resourced projects. <strong>The</strong><br />
U.S. Economic Development Administration is a frequent source of funds for developing<br />
incubation programs, but once a program is open and operational it typically receives no<br />
federal funding; few states offer centralized incubator funding. Rents and/or client fees<br />
account for 59% of incubator revenues, followed by service contracts or grants (18%)<br />
and cash operating subsidies (15%).<br />
As part of a major effort to address the ongoing economic crisis of the US, legislation<br />
was introduced to "reconstitute Project Socrates". <strong>The</strong> updated version of Socrates<br />
supports incubators by enabling users with technology-based facts about the<br />
marketplace, competitor maneuvers, potential partners, and technology paths to<br />
achieve competitive advantage. Michael Sekora, the original creator and director of<br />
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Socrates says that a key purpose of Socrates is to assist government economic<br />
planners in addressing the economic and socioeconomic issues (see above) with<br />
unprecedented speed, efficiency and agility.<br />
Many for-profit or "private" incubation programs were launched in the late 1990s by<br />
investors and other for-profit operators seeking to hatch businesses quickly and bring in<br />
big payoffs. At the time, NBIA estimated that nearly 30% of all incubation programs<br />
were for-profit ventures. In the wake of the dot-com bust, however, many of those<br />
programs closed. In NBIA's 2002 State of the Business Incubation survey, only 16% of<br />
responding incubators were for-profit programs. By the 2006 SOI, just 6% of<br />
respondents were for-profit.<br />
Although some incubation programs (regardless of nonprofit or for-profit status) take<br />
equity in client companies, most do not. Only 25% of incubation programs report that<br />
they take equity in some or all of their clients.<br />
<strong>Incubator</strong> Networks<br />
<strong>Incubator</strong>s often aggregate themselves into networks which are used to share good<br />
practices and new methodologies. Europe's European Business and Innovation Centre<br />
Network ("EBN") association federates more than 250 European Business and<br />
Innovation Centres (EU|BICs) throughout Europe. France has its own national network<br />
of technopoles, pre-incubators, and EU|BICs, called RETIS Innovation. This network<br />
focuses on internationalizing startups.<br />
Of 1000 incubators across Europe, 500 are situated in Germany. Many of them are<br />
organized federally within the ADT (Arbeitsgemeinschaft Deutscher Innovations-,<br />
Technologie-, und Gründerzentren e.V.).<br />
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II. Organizing<br />
<strong>The</strong> 501(c)(3) Acquisition Process<br />
Overview<br />
To [qualify for] tax-exempt [status] under<br />
section 501(c)(3) of the Internal Revenue<br />
Code, an organization must be organized<br />
and operated exclusively for exempt<br />
purposes set forth in section 501(c)(3),<br />
and none of its earnings may inure to any<br />
private shareholder or individual. In<br />
addition, it may not be an action<br />
organization, i.e., it may not attempt to<br />
influence legislation as a substantial part<br />
of its activities and it may not participate<br />
in any campaign activity for or against<br />
political candidates.<br />
Organizations described in section<br />
501(c)(3) are commonly referred to as<br />
charitable organizations. Organizations<br />
described in section 501(c)(3), other than<br />
testing for public safety organizations,<br />
are eligible to receive tax-deductible<br />
contributions in accordance with Code<br />
section 170.<br />
<strong>The</strong> organization must not be organized<br />
or operated for the benefit of private interests, and no part of a section 501(c)(3)<br />
organization's net earnings may inure to the benefit of any private shareholder or<br />
individual. If the organization engages in an excess benefit transaction with a person<br />
having substantial influence over the organization, an excise tax may be imposed on the<br />
person and any organization managers agreeing to the transaction.<br />
Section 501(c)(3) organizations are restricted in how much political and legislative<br />
(lobbying) activities they may conduct.<br />
______<br />
A 501(c) organization, also known colloquially as a 501(c), is a tax-exempt nonprofit<br />
organization in the United States. Section 501(c) of the United States Internal Revenue<br />
Code (26 U.S.C. § 501(c)) provides that 29 types of nonprofit organizations are exempt<br />
from some federal income taxes. Sections 503 through 505 set out the requirements for<br />
attaining such exemptions. Many states refer to Section 501(c) for definitions of<br />
Page 23 of 89
organizations exempt from state taxation as well. 501(c) organizations can receive<br />
unlimited contributions from individuals, corporations, and unions.<br />
<strong>The</strong> most common type of tax-exempt nonprofit organization falls under category<br />
501(c)(3), whereby a nonprofit organization is exempt from federal income tax if its<br />
activities have the following purposes: charitable, religious, educational, scientific,<br />
literary, testing for public safety, fostering amateur sports competition, or preventing<br />
cruelty to children or animals. <strong>The</strong> 501(c)(4) and 501(c)(6) categories are for politically<br />
active nonprofits, which have become increasingly important since the 2004 presidential<br />
election.<br />
________<br />
Charitable Organizations and Private Foundations<br />
501(c)(3) exemptions apply to corporations, and any community chest, fund,<br />
cooperating association or foundation, organized and operated exclusively for religious,<br />
charitable, scientific, literary, or educational purposes, or for testing for public safety, or<br />
to foster national or international amateur sports competition, or for the prevention of<br />
cruelty to children or animals. <strong>The</strong>re are also supporting organizations—often referred<br />
to in shorthand form as "Friends of" organizations.<br />
Another provision, 26 U.S.C. § 170, provides a deduction, for<br />
federal income tax purposes, for some donors who make<br />
charitable contributions to most types of 501(c)(3)<br />
organizations, among others. Regulations specify which such<br />
deductions must be verifiable to be allowed (e.g., receipts for<br />
donations over $250). Due to the tax deductions associated<br />
with donations, loss of 501(c)(3) status can be highly challenging to a charity's<br />
continued operation, as many foundations and corporate matching programs do not<br />
grant funds to a charity without such status, and individual donors often do not donate to<br />
such a charity due to the unavailability of the deduction.<br />
Testing for public safety is described under section 509(a)(4) of the code, which makes<br />
the organization a public charity and not a private foundation, but contributions to<br />
509(a)(4) organizations are not deductible by the donor for federal income, estate, or<br />
gift tax purposes.<br />
<strong>The</strong> two exempt classifications of 501(c)(3) organizations are as follows:<br />
<br />
A public charity, identified by the Internal Revenue Service (IRS) as "not a private<br />
foundation", normally receives a substantial part of its income, directly or<br />
indirectly, from the general public or from the government. <strong>The</strong> public support<br />
must be fairly broad, not limited to a few individuals or families. Public charities<br />
are defined in the Internal Revenue Code under sections 509(a)(1) through<br />
509(a)(4).<br />
Page 24 of 89
A private foundation, sometimes called a non-operating foundation, receives<br />
most of its income from investments and endowments. This income is used to<br />
make grants to other organizations, rather than being disbursed directly for<br />
charitable activities. Private foundations are defined in the Internal Revenue<br />
Code under section 509(a) as 501(c)(3) organizations, which do not qualify as<br />
public charities.<br />
Churches must meet specific requirements in order to obtain and maintain tax exempt<br />
status; these are outlined in IRS Publication 1828: Tax guide for churches and religious<br />
organizations. This guide outlines activities allowed and not allowed by churches under<br />
the 501(c)(3) designation. A private,<br />
nonprofit organization, GuideStar, also<br />
provides information on 501(c)(3)<br />
organizations.<br />
Before donating to a 501(c)(3)<br />
organization, a donor may wish to<br />
consult the searchable online IRS list of<br />
charitable organizations as well as lists that may be maintained by a state on a portion<br />
of its web portal devoted to its "department of justice" or "office of attorney general".<br />
Consumers may file IRS Form 13909 with documentation to complain about<br />
inappropriate or fraudulent (i.e., fundraising, political campaigning, lobbying) activities<br />
by any 501(c)(3) tax-exempt organization.<br />
Obtaining Status<br />
<strong>The</strong> basic requirement of obtaining tax exempt status is that the organization is<br />
specifically limited in powers to purposes that the IRS classifies as tax exempt<br />
purposes. Unlike for-profit corporations that benefit from broad and general purposes,<br />
non profit organizations need to be limited in powers to function with tax exempt status,<br />
but a non profit corporation is by default not limited in powers until it specifically limits<br />
itself in the articles of incorporation and/or nonprofit corporate bylaws. This limiting of<br />
the powers is crucial to obtaining tax exempt status with the IRS and then on the state<br />
level. Organizations acquire 501(c)(3) tax exemption by filing IRS Form 1023. As of<br />
2006 the form must be accompanied by a $850 filing fee if the yearly gross receipts for<br />
the organization are expected to average $10,000 or more. If yearly gross receipts are<br />
expected to average less than $10,000, the filing fee is reduced to $400. <strong>The</strong>re are<br />
some classes of organizations that automatically are treated as tax exempt under<br />
501(c)(3), without the need to file Form 1023:<br />
<br />
<br />
Churches, their integrated auxiliaries, and conventions or associations of<br />
churches<br />
Organizations that are not private foundations and that have gross receipts that<br />
normally are not more than $5,000<br />
Page 25 of 89
<strong>The</strong> IRS also expects to release a software tool called Cyber Assistant, which assists<br />
with preparation of the application for tax exemption, but as of late 2011 the release<br />
date is unclear.<br />
<strong>The</strong>re is an alternative way for an organization to obtain status if an organization has<br />
applied for a determination and either there is an actual controversy regarding a<br />
determination or the Internal Revenue Service has failed to make a<br />
determination. In these cases, the<br />
United States Tax Court, the<br />
United States District Court for the District of<br />
Columbia, and the United States Court of<br />
Federal Claims have<br />
concurrent jurisdiction<br />
to issue a declaratory judgment of the<br />
organization's<br />
qualification if the organization<br />
has exhausted administrative remedies with<br />
the Internal Revenue<br />
Service.<br />
Political Activity<br />
Section 501(c)(3) organizations are<br />
prohibited from supporting political candidates,<br />
and are subject to limits on lobbying. <strong>The</strong>y risk<br />
loss of tax exempt status if these rules are<br />
violated. An organization that loses<br />
its 501(c)(3) status due<br />
to being engaged in<br />
political activities cannot then qualify for<br />
501(c)(4) status.<br />
Elections<br />
Organizations described in section 501(c)(3) are prohibited from conducting political<br />
campaign activities to intervene in elections to public office. <strong>The</strong> Internal Revenue<br />
Service website elaborates upon this prohibition as follows:<br />
Under the Internal Revenue Code, all section 501(c)(3) organizations are absolutely<br />
prohibited from directly or indirectly participating in, or intervening in, any political<br />
campaign on behalf of (or in opposition to) any candidate for elective public office.<br />
Contributions to political campaign funds or public statements of position (verbal or<br />
written) made on behalf of the organization in favor of or in opposition to any candidate<br />
for public office clearly violate the prohibition against political campaign activity.<br />
Violating this prohibition may result in denial or revocation of tax-exempt status and the<br />
imposition of certain excise taxes.<br />
Certain activities or expenditures may not be prohibited depending on the facts and<br />
circumstances. For example, certain voter education activities (including presenting<br />
public forums and publishing voter education guides) conducted in a non-partisan<br />
manner do not constitute prohibited political campaign activity. In addition, other<br />
activities intended to encourage people to participate in the electoral process, such as<br />
Page 26 of 89
voter registration and get-out-the-vote drives, would not be prohibited political campaign<br />
activity if conducted in a non-partisan manner.<br />
On the other hand, voter education or registration activities constitute prohibited<br />
participation or intervention if there is evidence of bias that would:<br />
<br />
<br />
<br />
Favor one candidate over another<br />
Oppose a candidate in some manner<br />
Have the effect of favoring a candidate or group of candidates<br />
<strong>The</strong> Internal Revenue Service provides resources to exempt organizations and the<br />
public to help them understand the prohibition. As part of its examination program, the<br />
IRS also monitors whether organizations are complying with the prohibition.<br />
Lobbying<br />
In contrast to the prohibition on political campaign interventions by all section 501(c)(3)<br />
organizations, public charities (but not private foundations) may conduct a limited<br />
amount of lobbying to influence<br />
legislation. Although the law<br />
states that "No substantial part..." of a public charity's<br />
activities can go to lobbying,<br />
charities with large budgets<br />
may lawfully expend a million<br />
dollars (under the<br />
"expenditure" test),<br />
or more (under the "substantial part"<br />
test) per year on<br />
lobbying.<br />
To clarify the standard of the<br />
"substantial part" test, the<br />
United States Congress enacted §501(h), called the<br />
Conable election after its author,<br />
Representative Barber Conable. <strong>The</strong> section<br />
establishes limits based on<br />
operating budget that a<br />
charity can use to determine<br />
if it meets the substantial<br />
test.<br />
This changes the prohibition against direct intervention in partisan contests only for<br />
lobbying. <strong>The</strong> organization is now presumed in compliance with the substantiality test if<br />
they work within the limits.<br />
<strong>The</strong> Conable election requires a charity to file a declaration with the IRS and file a<br />
functional distribution of funds spreadsheet with their Form 990. IRS form 5768 is<br />
required to make the Conable election.<br />
________<br />
Page 27 of 89
Step-by-Step<br />
Nonprofit Incorporation Code<br />
Most states have some form of legislated Business Incorporation Code governing the<br />
formation and administration of Nonprofit organizations. Georgia Nonprofit activities, for<br />
example, are governed by O.C.G.A. §14-3-101, et seq. <strong>The</strong> statute, governs the<br />
formation, operation and dissolution of nonprofit corporations within the state. A<br />
nonprofit corporation in Georgia, as in most other states, is managed by its board of<br />
directors and operated by its officers and employees. Instead of shareholders, a<br />
nonprofit corporation may, but is not required to, have members. Nonprofit corporations<br />
are specifically organized not to earn profits. Moreover, no part of the income or surplus<br />
of a Georgia nonprofit corporation may be distributed to its members, directors or<br />
officers; however, reasonable compensation may be paid to employees or consultants<br />
for services rendered.<br />
Articles of Incorporation<br />
<strong>The</strong> Articles of Incorporation are the most fundamental, as well as the beginning, part of<br />
the business creation process. This document specifically enumerates the basics under<br />
which the organization will operate and it provides the foundational standard under<br />
which the business is ultimately held accountable for its corporate actions and operating<br />
processes. Nonprofit corporations must be organized exclusively for charitable,<br />
educational, social/human service, and/ or community economic development<br />
purposes.<br />
Organizational By-Laws<br />
By-Laws are a bit more specific. <strong>The</strong>y “zero-in” on Membership, Board of Director<br />
activities, and Policy creation and enforcement within the organization. Board Officers<br />
and Duties are often set forth within the By-Laws, as well as the Amendment<br />
procedures for making organizational policy changes. All Board officers should sign the<br />
By-Laws at or around the time of the organizational meeting to demonstrate<br />
organizational cohesiveness at its inception.<br />
Board of Directors<br />
Board responsibilities can be enormous, depending on the complexity and mission of<br />
the organization being created. Moreover, there may be liability for Board Officers for<br />
which an insurance policy should be obtained. Board Member Terms of Office should<br />
also be addressed with all other initial considerations, and these terms should be<br />
enumerated within the organization’s By-Laws to eliminate any potential confusion or<br />
disagreements following program implementation. A Schedule of Board Meetings<br />
should be set forth in the By-Laws, and a Board Manual should be created and<br />
distributed to each Board Member so that scheduling and expectations are clear to<br />
everyone and advance notice is provided as early in the life of the program as possible.<br />
Page 28 of 89
Program Staff<br />
Specific personnel need not be named<br />
prior to the submittal of the<br />
501(c)(3) application, however Specific<br />
Positions must be set forth in the<br />
application. In addition, Salaries, Tax<br />
Rates and Benefit Costs must also be<br />
included. And don’t forget that bonuses<br />
and additional compensation items such<br />
as profit sharing, and other such<br />
incentives commonly used as privatesector<br />
motivational techniques, should not<br />
be offered to nonprofit staff members.<br />
<strong>The</strong> bulk of the monies taken in through<br />
donations, grants, etc. should be used for<br />
Service Delivery, Capacity Building,<br />
Community Collaboration, Administration<br />
and Services, and other Pre-Approved<br />
Items and Services.<br />
Conflict of Interest Policy<br />
<strong>The</strong> purpose of the Conflicts policy is to<br />
protect the organization’s interest when entering into any arrangement that could<br />
potentially or directly benefit a private interest of an officer or director, or result in an<br />
“excess benefit” transaction. Such transactions are specifically prohibited by State and<br />
Federal statutes.<br />
Program Narrative<br />
<strong>The</strong> Program Narrative is perhaps the most challenging part of the 501(c)(3) process. It<br />
sets forth in great detail precisely how the program will operate, including both<br />
background for its existence as well as day-to-day operations and procedures. <strong>The</strong><br />
more clearly and specific this section of the application is developed, the greater the<br />
likelihood of unhindered approval at the federal level.<br />
Organizational Budget<br />
A great Program Budget will match and support all aspects of the Program Narrative<br />
and the activities set forth in the narrative. It must be painstakingly developed, and it<br />
must be carried out to the letter in order to avoid even an appearance of impropriety at<br />
the Corporate level. Ideally, once developed, the Program Budget should be reviewed<br />
by a finance expert, such as an Attorney or CPA for both approval and also to initiate<br />
Page 29 of 89
the basis for annual financial audits, which will greatly enhance the organizations ability<br />
to attract ongoing and re-occuring funding.<br />
IRS Form 1023<br />
<strong>The</strong> Application for Exemption itself is not overly complicated, however the responses to<br />
particular questions, and the financial projections that must be disclosed must be<br />
accurate.<br />
<strong>The</strong>y must also agree with and support the activities set forth in the Program Narrative<br />
and Budget sections. Moreover, there are generally twelve (12) relevant pages with<br />
questions that must be meticulously addressed, and, depending upon the type of<br />
organization being created and exempted, there are specific Schedules that may have<br />
to be completed as well.<br />
Planned Fundraising Activities<br />
Finally, it’s important that you disclose all of your intended methods for raisingfunds.<br />
Below is a partial, but by no means exhaustive, list of fundraising activities that most<br />
nonprofits and churches engage in on a regular basis.<br />
Planned Fundraising activities should always include, but by no means be limited to, the<br />
following: Government Grant Writing; Foundation Grant Development; Website<br />
Donation Solicitations; Events; E-Mail Solicitations (where permitted); Mail solicitations<br />
(where permitted); and Other solicitations as planned periodically.<br />
Application Fees<br />
Application fees for the 501(c)(3) application has been streamlined. <strong>The</strong> current<br />
processing fee is $650.00 US.<br />
Processing a 501(c)(3) application can take several months, and in some cases, more<br />
than a year. Generally speaking, however, the greater the effort at the inception of the<br />
program, the less likely there will be delays in successfully processing the application<br />
once the process has been initiated.<br />
For these reasons, it is strongly recommended and advised that you seek the help and<br />
advice of a professional when processing your 501(c)(3) application. Doing so should<br />
not only help to insure a successful application, it can also greatly minimize the time it<br />
will take to get the application processed and approved.<br />
________<br />
Page 30 of 89
Transformative Community Engagement<br />
and Multidisciplinary Collaboration<br />
Transformative Community<br />
Engagement refers to the process<br />
by which community benefit organizations<br />
and individuals build ongoing, permanent<br />
relationships for the purpose of applying<br />
a collective vision for the benefit of a<br />
community. While community organizing<br />
involves the process of building a<br />
grassroots movement involving<br />
communities, community engagement<br />
primarily deals with the practice of<br />
moving said communities towards<br />
change, usually from a stalled or<br />
otherwise similarly suspended position.<br />
Community engagement can trace its<br />
roots to the concept of community<br />
benefit, a term that grew out of an English<br />
common law concept, articulated in an<br />
1891 legal decision that defined four<br />
types of charitable organizations: trusts<br />
for the advancement of education; trusts<br />
for the advancement of religion; and<br />
trusts for other purposes beneficial to the community.<br />
As community benefit became an important method of institutionalizing ideals, methods<br />
evolved to effectively reach the communities those entities were meant to aid. This led<br />
to the birth of community organizing, which as far as the United States is concerned,<br />
gained momentum over time beginning in the late 1800s. Practitioners of community<br />
engagement runs the gamut, from local community members to professionals such as<br />
business developers or social workers. Additionally, they can be specific to issues, such<br />
as grassroots organizers focusing on economic justice, or rehabilitation counselors<br />
focusing on disability-related issues.<br />
Methodologies of community engagement are a result of problems in the current<br />
community benefit administrative structure, where governing boards of community<br />
projects become unable to continue convincing either themselves or the community to<br />
further the projects they became involved in. This may be due to "incorrect aiming of<br />
accountability for problems in the governing board, overzealous micromanagement of<br />
resources, a collectively dysfunctional board, poor board / staff relations or<br />
unsatisfactory organizational planning." Because of these overlaying problems,<br />
Page 31 of 89
community members themselves are also directly influenced and therefore similarly<br />
hindered in regards to change within their specific regions of development.<br />
Civic engagement refers to political activity, membership and volunteering in civil<br />
society organizations. Social engagement refers to participation in collective activities.<br />
Community engagement refers to the process by which community benefit<br />
organizations and individuals build ongoing, permanent relationships for the purpose of<br />
applying a collective vision for the benefit of a community.<br />
Practical community engagement is used as an active method of implementing change.<br />
While most current standards implore more static means through standard marketing<br />
techniques, community engagement involves actively implementing a specific<br />
process towards activism such as<br />
the 8-step guideline listed below<br />
developed by Hildy Gottlieb of<br />
Creating the Future. While the<br />
process may have similarities to a<br />
controversial form of friendraising, the<br />
emphasis in community<br />
engagement is that of<br />
honest relationship building for the sake of<br />
community, not for<br />
the sole purpose of<br />
money-making.<br />
<strong>The</strong> steps are:<br />
1. Determine the goals of the<br />
plan<br />
2. Plan out who to engage<br />
3. Develop engagement<br />
strategies for those individuals you already know<br />
4. Develop engagement strategies of those individuals you do not already know<br />
5. Prioritize those activities<br />
6. Create an implementation plan<br />
7. Monitor your progress<br />
8. Maintain those relationships<br />
Other programs exist to assist communities in the process of building community<br />
coalitions for engagement. One such program is Communities That Care which helps<br />
communities assess their needs and implement tested and effective programs to<br />
address their identified issues.<br />
Key Concepts<br />
Community engagement may involve the use of particular key concepts relevant to the<br />
community benefit sector such as:<br />
<br />
<br />
Friendraising<br />
Community impact planning<br />
Page 32 of 89
Community-driven governance<br />
Asset-based resource development<br />
Vision-based community impact planning<br />
Organizational wellness planning<br />
Building programs on shared resources<br />
Community sleuthing<br />
Community-based program development<br />
________<br />
Organizational Development<br />
and Sustainability<br />
Is Nonprofit Sustainability A Reality? 7<br />
<strong>The</strong> nonprofit landscape is changing and<br />
you’re faced with a real challenge. You<br />
want to create impact and build a<br />
sustainable future for your nonprofit. But<br />
is it really possible? Experts say, yes! In<br />
fact, Jeanne Bell, Jan Masaoka and<br />
Steve Zimmerman, authors of Nonprofit<br />
Sustainability: Making Strategic Decisions<br />
for Financial Viability, say that when<br />
nonprofits begin to understand how to<br />
bring programmatic goals together with<br />
financial goals, they’ll start to make<br />
decisions that lead to organizational<br />
sustainability.<br />
<strong>The</strong>se experts say that sustainable<br />
nonprofits follow these core principles:<br />
1. Financial<br />
Sustainability. Sustainable<br />
nonprofits always tie impact goals<br />
to financial goals. Remember,<br />
fiscal health and the maintenance<br />
of adequate working capital is as intrinsic to success over the long term as<br />
community impact is.<br />
2. Effective Management of Hybrid Revenue Strategies. Nonprofits today are<br />
supported by diverse sources. Many nonprofits are looking at alternative<br />
revenue-producing models to mitigate funding cuts. Management of hybrid<br />
Page 33 of 89
strategies can be a challenge. For this reason, different financial goals must be<br />
set for different revenue streams and each must be managed in a different way.<br />
3. Development of An Explicit Nonprofit Business Model. Strategic business<br />
decisions can’t be made without an existing business model. For this reason,<br />
every nonprofit needs to develop a viable business strategy that brings together<br />
all of the organization’s activities under the umbrella of the organization’s<br />
mission. In the nonprofit world, programmatic impact strategies will be a<br />
significant part of the business model. But each activity should be associated not<br />
only with an impact strategy but also a revenue strategy. Thus, the sustainable<br />
nonprofit has a “dual bottom-line” – impact and financial return.<br />
4. Continuous Decision-Making. Today’s nonprofits face unprecedented<br />
challenges. Evaluation, assessment and continuous decision-making are<br />
necessary for survival and success when change is constant.<br />
You should also keep in mind that succession planning is also a critical aspect of<br />
sustainability because it ensures that staff, leadership and board members don’t take<br />
critical knowledge and relationships with them when they leave.<br />
________<br />
What Nonprofit Functions Are [Typically]<br />
Most In Need of Strengthening?<br />
Nonprofits are typically organized into major functional areas, such as: central<br />
administration, governance,<br />
and programming. To be<br />
sustainable over the long term, each<br />
functional area must operate efficiently<br />
and effectively and<br />
take its place as<br />
part of the whole.<br />
<strong>The</strong> problem arises when cutbacks, programmatic<br />
shifts, changing funder and<br />
donor needs and the like,<br />
take the stage. In such cases,<br />
resource-strapped nonprofits<br />
are stretched too thin. As a result, less essential<br />
functions may become neglected and begin to<br />
weaken. This, in turn, affects the<br />
organization’s ability to fulfill its<br />
mission.<br />
According to a recent<br />
study by the Weingart Foundation,<br />
today’s nonprofits identify the following functions as most in need of attention:<br />
Board Leadership and Development<br />
<strong>The</strong> need for a strong nonprofit board cannot be overstated. Board members connect<br />
the community with an organization’s mission, vision and values. As stewards, they<br />
educate the community about the organization’s work and they support the organization<br />
Page 34 of 89
with resources needed to fulfill its mission. <strong>The</strong>y hold the organization accountable, and<br />
provide fiscal oversight. Many nonprofits are struggling to recruit members who can help<br />
move their mission forward and, once recruited, they are unsure of how to keep boards<br />
active and participating. For tips on keeping your board engaged, see Boards and<br />
Governance.<br />
Program Evaluation and Strategic Learning<br />
Nonprofits recognize the need to regularly assess and evaluate programs and<br />
operations in order to better target to their constituency, maintain morale and keep their<br />
organizations energized. Unfortunately, many of these nonprofits are simply<br />
overwhelmed keeping programs running. As a result they forgo the evaluation and<br />
learning opportunities necessary to help build a more sustainable operation. To learn<br />
about how you can easily incorporate program evaluation and strategic learning into<br />
your nonprofit, read Strategic Planning and Evaluation.<br />
Human Resource Development<br />
Nonprofits need to focus on leadership transition. <strong>The</strong>y need to find new ways to recruit<br />
and cultivate “next generation” organizational leaders. <strong>The</strong>y also need to build capacity<br />
to recruit and keep talent and supply the technical resources necessary to carry out<br />
their work. To learn about strengthening your HR function, see Managing People.<br />
Financial Management<br />
Nonprofits need to build the financial capacity necessary to maintain organizational<br />
stability. And financial viability is key. A stable nonprofit is able to adapt to changing<br />
environments and more effectively serve the community. To learn about building<br />
financial capacity, read Finance.<br />
Fundraising<br />
Though nonprofits and their boards often understand the impact of fundraising in<br />
maintaining a strong, sustainable organization, they may think that bringing more dollars<br />
in the door is the single answer to their problems. As a result, they underemphasize the<br />
need to integrate fundraising with marketing and communications, board governance,<br />
evaluation, HR and financial management. In Fundraising, and Marketing &<br />
Communications, you’ll learn more about amplifying fundraising and communications by<br />
building strong functions in every area.<br />
Page 35 of 89
Page 36 of 89
III. Planning<br />
Strategic Planning<br />
Strategic Planning is an<br />
organization's process of defining its<br />
strategy, or direction, and making<br />
decisions on allocating its resources to<br />
pursue this strategy, including its capital<br />
and people. Various business analysis<br />
techniques can be used in strategic<br />
planning, including:<br />
1. SWOT analysis (Strengths,<br />
Weaknesses, Opportunities, and<br />
Threats);<br />
2. PEST analysis (Political,<br />
Economic, Social, and<br />
Technological);<br />
3. STEER analysis (Socio-cultural,<br />
Technological, Economic,<br />
Ecological, and Regulatory<br />
factors); and<br />
4. EPISTEL (Environment, Political,<br />
Informatic, Social, Technological, Economic and Legal).<br />
Strategic planning is the formal consideration of an organization's future course. All<br />
strategic planning deals with at least one of three key questions:<br />
1. "What do we do?"<br />
2. "For whom do we do it?"<br />
3. "How do we excel?"<br />
In business strategic planning, some authors phrase the third question as "How can we<br />
beat or avoid competition?". (Bradford and Duncan, page 1). But this approach is more<br />
about defeating competitors than about excelling.<br />
In many organizations, this is viewed as a process for determining where an<br />
organization is going over the next year or - more typically - 3 to 5 years (long term),<br />
although some extend their vision to 20 years.<br />
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In order to determine where it is going, the organization needs to know exactly where it<br />
stands, then determine where it wants to go and how it will get there. <strong>The</strong> resulting<br />
document is called the "strategic plan."<br />
While strategic planning may be used to effectively plot a company's longer-term<br />
direction, one cannot use it to reliably forecast how the market will evolve and what<br />
issues will surface in the immediate future. <strong>The</strong>refore, strategic innovation and tinkering<br />
with the 'strategic plan' have to be a cornerstone strategy for an organization to survive<br />
the turbulent business climate.<br />
Evidence-Based Programming<br />
<strong>The</strong> Importance of Evidence Based<br />
Social Interventions<br />
Non-governmental and governmental organizations worldwide implement programs to<br />
combat social problems, including poverty and lack of adequate health care. However,<br />
the programs are often designed and executed based on assumptions rather than<br />
based on data and facts. In her TED talk entitled “Social Experiments to Fight Poverty,”<br />
MIT economist Esther Duflo compares the implementation of social programs that are<br />
not evidence based to the use of leeches by doctors in the medieval period.<br />
Doctors used leeches due to prevailing assumptions about the body and illness during<br />
that period. Sometimes the leeches worked, but they were oftentimes ineffective. In<br />
some cases, the leeches caused blood loss that exacerbated the patient’s condition.<br />
Centuries later, evidence-based medicine and rigorous analysis became central to<br />
medical practice. Until recently, social policies and interventions have been developed<br />
and implemented based on assumptions rather than evidence. Evidence-based [Social<br />
Interventions] are [now] essential.<br />
<strong>The</strong> nonprofit organization Innovations For Poverty Action further explains that “Two<br />
voids exist in developmental policy: insufficient incorporation of results from social<br />
science research, and insufficient evaluation (in particular, replication of studies) to<br />
learn concretely what works, what does not, and why.”<br />
Some organizations and research centers have recently begun conducting evaluations<br />
of various interventions to determine their efficacy in practice rather than in theory.<br />
<strong>The</strong>ir overall goal is to positively influence the design and implementation of policies<br />
and programs by international organizations, non-governmental organizations, and<br />
governments.<br />
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Design of Evaluations and Sample Interventions<br />
When developing new interventions or programs, it is important for program<br />
implementers to utilize existing research to determine “how people make financial<br />
decisions, adopt new technology, use social networks to help survive crises, respond to<br />
incentives, decide how much education to acquire, etc.” This application of academic<br />
theory is needed to develop sample interventions. Evans et al. note that “Better<br />
understanding of the barriers (at the<br />
person, family and provider level) is<br />
essential before strategies can be<br />
devised, and these strategies need to be<br />
evaluated carefully. Only then can we<br />
know if we are doing more good than<br />
harm and spending limited resources<br />
wisely.” Abdul Latif Jameel Poverty Action<br />
Lab in Boston integrates social and<br />
behavioral sciences and public health<br />
research, which were previously primarily<br />
confined to academia, into policy design.<br />
This type of important research allows<br />
program designers and implementers to<br />
determine the expected efficiency,<br />
effectiveness, and potential impact of a<br />
new program idea prior to implementation.<br />
After a program has been implemented, it<br />
is crucial to implement ongoing<br />
assessments and evaluations.<br />
Randomized evaluations, which are used<br />
extensively by the Abdul Latif Jameel<br />
Poverty Action Lab (J-PAL), are a type of<br />
impact evaluation. A randomized evaluation may also be known as randomized<br />
controlled trials, social experiments, random assignment studies, randomized field trials,<br />
and randomized controlled experiments. J-PAL emphasizes that randomized study<br />
designs provide the most accurate, unbiased, and reliable statistics out of all other<br />
impact evaluation options. In order to determine a program’s impact, it is essential to<br />
have a randomly-selected control group of participants who are statistically identical to<br />
the experimental group. Both of the groups are considered microcosms of the larger<br />
population and therefore equal in representation to each other. When applying this<br />
design, any changes between the control and experimental group can be attributed<br />
almost solely to the effects of the program. For more information on randomization and<br />
reliable data, see Validity of Research and Quality Health Data.<br />
<strong>The</strong> Purpose of Evaluation<br />
Abdul Latif Jameel Poverty Action Lab discusses the goals of evaluation: "If thoughtfully<br />
designed and implemented, it [randomized evaluation] can answer the questions, how<br />
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effective was it? Were there unintended side-effects? Who benefitted most? Who was<br />
harmed? Why did it work or not work? What lessons can be applied to other contexts,<br />
or if the program was scaled up? How cost-effective was the program? How does it<br />
compare to other programs designed to accomplish similar goals?"<br />
After randomized evaluations have been conducted on test interventions and have<br />
answered these chief questions, the results can be utilized by program designers and<br />
program implementers. Based on the research and considerations of context,<br />
policymakers can decide which interventions are best to scale up. Evidence-based<br />
social interventions maximize positive social outcomes and ensure that policies and<br />
programs are effective rather than harmful to the target population. Foreign aid<br />
interventions illustrate the necessity of both of these goals. For generations, the debate<br />
on foreign aid has been wrought with controversy, mostly because evidence has not<br />
been developed or analyzed to assess impact. For example, Duflo notes that we do not<br />
know whether Africa would be better off now if we had given more aid or less aid since<br />
1970. Without supporting evidence, implementation of policies and interventions can<br />
be a waste of resources or worse, exacerbate social problems.<br />
Evidence-based practice (EBP) is an interdisciplinary approach to clinical practic that<br />
has been gaining ground following its formal introduction in 1992. It started in medicine<br />
as evidence-based medicine (EBM) and spread to other fields such as dentistry,<br />
nursing, psychology, education, library and information science. Its basic principles are<br />
that 1) all practical decisions should be made based upon research studies and 2) that<br />
these research studies are to be selected and interpreted according to some specific<br />
norms characteristic for EBP. Typically such norms disregard both theoretical and<br />
qualitative studies and consider quantitative studies according to a narrow set of criteria<br />
of what counts as evidence. If such a narrow set of methodological criteria are not<br />
applied, it is considered better just to speak instead of research based practice.<br />
Evidence-based behavioral practice (EBBP) "entails making decisions about how to<br />
promote health or provide care by integrating the best available evidence with<br />
practitioner expertise and other resources, and with the characteristics, state, needs,<br />
values and preferences of those who will be affected. This is done in a manner that is<br />
compatible with the environmental and organizational context. Evidence is research<br />
findings derived from the systematic collection of data through observation and<br />
experiment and the formulation of questions and testing of hypotheses".<br />
Empirically supported treatments (ESTs) in some clinical settings are defined as "clearly<br />
specified psychological treatments shown to be efficacious in controlled research with a<br />
delineated population"<br />
Social Policy<br />
<strong>The</strong>re are increasing demands for the whole range of social policy and other decisions<br />
and programs run by government and the NGO sector to be based on sound evidence<br />
as to their effectiveness. This has seen an increased emphasis on the use of a wide<br />
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ange of Evaluation approaches directed at obtaining evidence about social programs of<br />
all types. A research collaboration called the Campbell Collaboration has been set up in<br />
the social policy area to provide evidence for evidence-based social policy decisionmaking.<br />
This collaboration follows the approach pioneered by the Cochrane<br />
Collaboration in the health sciences. Using an evidence-based approach to social policy<br />
has a number of advantages because it has the potential to decrease the tendency to<br />
run programs which are socially acceptable (e.g. drug education in schools) but which<br />
often prove to be ineffective when evaluated.<br />
Data-Driven Resource Allocation<br />
Data-Informed Decision-Making (DIDM)<br />
DDDM refers to the collection and<br />
analysis of data to guide decisions that<br />
improve success. DIDM is used in<br />
education communities (where data is<br />
used with the goal of helping students)<br />
but is also applicable to (and thus also<br />
used in) other fields in which data is used<br />
to inform decisions. While data-driven<br />
decision-making is a more common term,<br />
data-informed decision-making is a<br />
preferable term since decisions should<br />
not be based solely on quantitative data.<br />
Most educators have access to a data<br />
system for the purpose of analyzing<br />
student data. <strong>The</strong>se data systems<br />
present data to educators in an over-thecounter<br />
data format (embedding labels,<br />
supplemental documentation, and a help<br />
system, making key package/display and<br />
content decisions) to improve the success<br />
of educators’ data-informed decisionmaking.<br />
Decision making has long been a subject of study and given the explosive growth of Big<br />
Data over the past decade, it’s not surprising that data-driven decision making is one of<br />
the most promising applications in the emerging discipline of data science.<br />
In a recently published article, “Data Science and its Relationship to Big Data and Data-<br />
Driven Decision Making,” Foster Provost and Tom Fawcett define data-driven decision<br />
making as “the practice of basing decisions on the analysis of data rather than purely on<br />
intuition.” Equally succinctly, they view data science “as the connective tissue between<br />
data-processing technologies (including those for big data) and data-driven decision<br />
making.”<br />
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One of the biggest challenges in leveraging data science to help make complex<br />
strategic decisions is to mistakenly assume that an unordered, unpredictable, complex<br />
context is in fact an ordered, predicable complicated one. “This assumption, grounded<br />
in the Newtonian science that underlies scientific management, encourages<br />
simplifications that are useful in ordered circumstances. Circumstances change,<br />
however, and as they become more complex, the simplifications can fail. Good<br />
leadership is not a one-size-fits-all proposition.”<br />
Neither is good data-driven decision making. With operational decisions, we have to<br />
learn to distinguish between those situations when decisions can be embedded in<br />
automated processes, and those that require human intervention. With strategic<br />
decisions we have to learn the difference between complicated but predictable contexts,<br />
and complex and intrinsically unpredictable ones. This is all part of what makes data<br />
science such an important and exciting discipline.<br />
- Irving Wladawsky-Berger<br />
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IV. Sustainability & Compliance<br />
Economic Emancipation<br />
and Fundraising<br />
Just as Reverend Leon H. Sullivan once<br />
embraced the idea of Economic<br />
Emancipation for people of color, we<br />
must now embrace its logical extension,<br />
Economic Emancipation for our<br />
Community and Faith-Based<br />
organizations, many of which arose out<br />
of the very movement embraced by our<br />
predecessors, in order to help them<br />
more fully fulfill their manifest destinies.<br />
During the most recent recession, many<br />
of our charitable organizations suffered<br />
near-fatal setbacks. Most have yet to<br />
fully recover, and, unfortunately, some<br />
will not ever recover. But there are<br />
important lessons-learned in order to<br />
prevent the same thing from happening<br />
all over again one day. And as we move<br />
forward, we must now help them not only<br />
to recover, but learn to thrive as well,<br />
even in the aftermath of the devastating<br />
losses. We must help these<br />
organizations break the dependency on government funding and develop their own<br />
ability to operate and raise funds independently, while simultaneously helping them<br />
learn to “think outside the box” with regard to their sustainability and survival.<br />
This project is designed to do exactly that. It is a natural extension of the Sullivan<br />
movement of the prior eras when those individuals who pressed-forward to achieve their<br />
own economic emancipation evolved their causes, as well as their communities, into<br />
powerful forces, economically, which are right now under attack and in imminent danger<br />
of being eradicated right out of existence.<br />
- Jack Johnson<br />
______<br />
“<strong>The</strong> genius of America has been in the nation’s ability to solve our greatest problems:<br />
whether it be in the expansion of frontiers, the building of cities, or putting a man on the<br />
moon. In the past there has been no problem too great for America to solve.”<br />
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- Rev. Dr. Leon H. Sullivan<br />
A New American Alliance<br />
(Speech given at the 8 th annual OIC Convocation, Washington, DC)<br />
Alternatives to Despair, p.82 (1972)<br />
______<br />
In tackling any problem, our objective should be to deal with depth causes...<br />
But we must go deeper still. Our need is to reach further and further down, deeper even<br />
than OIC. Millions of Americans must be reached in the briefest period of time in a<br />
massive, carefully expedited program of adult incentive education...<br />
- Rev. Dr. Leon H. Sullivan<br />
AAE: Americanizing America<br />
Build Brother Build, p.143 (1969)<br />
________<br />
Best Practices and Accountability<br />
A Best Practice is a method or technique that has been generally accepted as<br />
superior to any alternatives because it produces results that are superior to those<br />
achieved by other means or because it has become a standard way of doing things,<br />
e.g., a standard way of complying with legal or ethical requirements.<br />
Best practices are used to maintain quality as an alternative to mandatory legislated<br />
standards and can be based on self-assessment or benchmarking. Best practice is a<br />
feature of accredited management standards such as ISO 9000 and ISO 14001.<br />
Some consulting firms specialize in the area of best practice and offer pre-made<br />
templates to standardize business process documentation. Sometimes a best practice<br />
is not applicable or is inappropriate for a particular organization's needs. A key strategic<br />
talent required when applying best practice to organizations is the ability to balance the<br />
unique qualities of an organization with the practices that it has in common with others.<br />
Good operating practice is a strategic management term. More specific uses of the term<br />
include good agricultural practices, good manufacturing practice, good laboratory<br />
practice, good clinical practice and good distribution practice.<br />
But Will It Work Here?<br />
<strong>The</strong> final step in identifying an appropriate best practice for a policy problem is to ensure<br />
that the context from which the practice is derived is comparable to the context in which<br />
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Charity/Nonprofit Sector<br />
it will be applied. Risks to implementing<br />
the selected best practice in the applied<br />
context as well as what support<br />
structures can be put in place need to be<br />
anticipated in order to maximize the<br />
likelihood of success. If utilizing a pilot or<br />
demonstration program "best practice"<br />
the success of that practice needs to be<br />
discounted in order to account for the<br />
better than average favorable conditions<br />
pilot and demonstration programs usually<br />
operate under. <strong>The</strong>se conditions include<br />
increased enthusiasm, advantageous<br />
political and economic conditions, and<br />
less bureaucratic resistance due to the<br />
lack of permanency in pilot programs.<br />
Finally, when considering implementing a<br />
"best practice" on a wide scale one must<br />
be aware of the weakest link sites with<br />
minimal to no resources and how those<br />
sites will be supported in order to create<br />
the desired policy outcomes.<br />
<strong>The</strong> nonprofit/voluntary sector is generally lacking tools for sharing and accessing best<br />
practices. Steps are being taken in some parts of the world, for example in the<br />
European Union, where the Europe 2020 Strategy has as a top priority the exchange of<br />
good practices and networking (including the nonprofit sector).<br />
An initiative of sharing good practices in terms of human resources (HR) and leadership<br />
among European nonprofit organizations was financed by the EU and launched in 2013,<br />
called HR Twinning. <strong>The</strong> platform allows the public to search for good practices and its<br />
members the possibility to share their practices, engage in discussions in the forum<br />
section and enroll their organization. Membership is free. <strong>The</strong> project is currently limited<br />
to a European audience.<br />
________<br />
Compliance<br />
In general, compliance means conforming to a rule, such as a specification, policy,<br />
standard or law. Regulatory compliance describes the goal that organizations aspire<br />
to achieve in their efforts to ensure that they are aware of and take steps to comply with<br />
relevant laws and regulations.<br />
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Due to the increasing number of regulations and need for operational transparency,<br />
organizations are increasingly adopting the use of consolidated and harmonized sets of<br />
compliance controls. This approach is used to ensure that all necessary governance<br />
requirements can be met without the unnecessary duplication of effort and activity from<br />
resources.<br />
Standards and Regulations<br />
<strong>The</strong> International Organization for Standardization (ISO) produces international<br />
standards such as ISO/IEC_27002. <strong>The</strong> International Electro-technical Commission<br />
(IEC) produces international standards in the electro-technology area. <strong>The</strong> ISO<br />
19600:2014 standard provides a reminder of how compliance and risk should operate<br />
together, as “colleagues” sharing a common framework with some nuances to account<br />
for their differences.<br />
Some local or international specialized organizations such as the American Society of<br />
Mechanical Engineers (ASME) also develop standards and regulation codes. <strong>The</strong>y<br />
thereby provide a wide range of rules and directives to ensure compliance of the<br />
products to safety, security or design standards.<br />
<strong>The</strong>re are a number of other regulations which apply in different fields, such as PCI-<br />
DSS, GLBA, FISMA, Joint Commission and HIPAA. In some cases other compliance<br />
frameworks (such as COBIT) or standards (NIST) inform on how to comply with the<br />
regulations.<br />
USA<br />
Corporate scandals and breakdowns such as the Enron case of reputational risk in<br />
2001 have highlighted the need for stronger compliance and regulations for publicly<br />
listed companies. <strong>The</strong> most significant regulation in this context is the Sarbanes–Oxley<br />
Act developed by two U.S. congressmen, Senator Paul Sarbanes and Representative<br />
Michael Oxley in 2002 which defined significantly tighter personal responsibility of<br />
corporate top management for the accuracy of reported financial statements.<br />
<strong>The</strong> Office of Foreign Assets Control (OFAC) is an agency of the United States<br />
Department of the Treasury under the auspices of the Under Secretary of the Treasury<br />
for Terrorism and Financial Intelligence. OFAC administers and enforces economic and<br />
trade sanctions based on U.S. foreign policy and national security goals against<br />
targeted foreign states, organizations, and individuals.<br />
Compliance in the USA generally means compliancy with laws and regulations. <strong>The</strong>se<br />
laws can have criminal or civil penalties or can be regulations. <strong>The</strong> definition of what<br />
constitutes an effective compliance plan has been elusive. Most authors, however,<br />
continue to cite the guidance provided by the United States Sentencing Commission in<br />
Chapter 8 of the Federal Sentencing Guidelines.<br />
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On October 12, 2006, the U.S. Small Business Administration re-launched<br />
Business.gov (new Business.USA.gov) which provides a single point of access to<br />
government services and information that help businesses comply with government<br />
regulations.<br />
Challenges<br />
Data retention is a part of regulatory<br />
compliance that is proving to be a<br />
challenge in many instances. <strong>The</strong><br />
security that comes from compliance<br />
with industry regulations can seem<br />
contrary to maintaining user privacy.<br />
Data retention laws and regulations ask<br />
data owners and other service<br />
providers to retain extensive records of<br />
user activity beyond the time necessary<br />
for normal business operations. <strong>The</strong>se<br />
requirements have been called into<br />
question by privacy rights advocates.<br />
Compliance in this area is becoming<br />
very difficult. Laws like the CAN-SPAM<br />
Act and Fair Credit Reporting Act in the<br />
U.S. require that businesses give<br />
people the “right to be forgotten.” In<br />
other words, they must remove<br />
individuals from marketing lists if it is<br />
requested, tell them when and why they<br />
might share personal information with a third party, or at least ask permission before<br />
sharing that data. Now, with new laws coming out that demand longer data retention<br />
despite the individual’s desires, it can create some real difficulties.<br />
Definitions<br />
Compliance data is defined as all data belonging or pertaining to enterprise or included<br />
in the law, which can be used for the purpose of implementing or validating compliance.<br />
It is the set of all data that is relevant to a governance officer or to a court of law for the<br />
purposes of validating consistency, completeness, or compliance. Compliance software<br />
is increasingly being implemented to help company's manage their compliance data<br />
more efficiently.<br />
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Page 48 of 89
V. Critical Thinking<br />
for Transformative Social Impact<br />
Paradigm Shifting<br />
and Change Management<br />
Critical Thinking<br />
Disciplined thinking that is clear, rational,<br />
open-minded, and informed by evidence.<br />
- Dictionary.com<br />
________<br />
<strong>The</strong> National Council for Excellence in<br />
Critical Thinking defines it as the<br />
intellectually disciplined process of actively<br />
and skillfully conceptualizing, applying,<br />
analyzing, synthesizing, and/or evaluating<br />
information gathered from, or generated by,<br />
observation, experience, reflection,<br />
reasoning, or communication, as a guide to<br />
belief and action.<br />
Critical thinking is a rich concept that has<br />
been developing throughout the past 2500<br />
years. <strong>The</strong> term "Critical Thinking" has its<br />
roots in the mid-late 20th century. [<strong>The</strong>re<br />
are] overlapping definitions [that] form a<br />
substantive, trans-disciplinary conception of<br />
critical thinking.<br />
Critical Thinking as Defined by<br />
<strong>The</strong> National Council for Excellence in<br />
Critical Thinking (1987)<br />
A statement by Michael Scriven & Richard Paul, presented at the 8th Annual<br />
International Conference on Critical Thinking and Education Reform (Summer 1987)<br />
Critical thinking is the intellectually disciplined process of actively and skillfully<br />
conceptualizing, applying, analyzing, synthesizing, and/or evaluating information<br />
gathered from, or generated by, observation, experience, reflection, reasoning, or<br />
communication, as a guide to belief and action. In its exemplary form, it is based on<br />
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universal intellectual values that transcend subject matter divisions: clarity, accuracy,<br />
precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and<br />
fairness.<br />
It entails the examination of those structures or elements of thought implicit in all<br />
reasoning: purpose, problem, or question-at-issue; assumptions; concepts; empirical<br />
grounding; reasoning leading to conclusions; implications and consequences;<br />
objections from alternative viewpoints; and frame of reference.<br />
Critical thinking — in being responsive to variable subject matter, issues, and<br />
purposes — is incorporated in a family of interwoven modes of thinking, among them:<br />
scientific thinking, mathematical thinking, historical thinking, anthropological thinking,<br />
economic thinking, moral thinking, and philosophical thinking.<br />
Critical thinking can be seen as having two components:<br />
1. A set of information and belief generating and processing skills, and<br />
2. <strong>The</strong> habit, based on intellectual commitment, of using those skills to guide<br />
behavior.<br />
It is thus to be contrasted with:<br />
1. <strong>The</strong> mere acquisition and retention of information alone, because it involves a<br />
particular way in which information is sought and treated;<br />
2. <strong>The</strong> mere possession of a set of skills, because it involves the continual use of them;<br />
and<br />
3. <strong>The</strong> mere use of those skills ("as an exercise") without acceptance of their results.<br />
Critical thinking varies according to the motivation underlying it. When grounded in<br />
selfish motives, it is often manifested in the skillful manipulation of ideas in service of<br />
one’s own, or one's groups’, vested interest. As such it is typically intellectually flawed,<br />
however pragmatically successful it might be. When grounded in fair-mindedness and<br />
intellectual integrity, it is typically of a higher order intellectually, though subject to the<br />
charge of "idealism" by those habituated to its selfish use.<br />
Critical thinking of any kind is never universal in any individual; everyone is subject to<br />
episodes of undisciplined or irrational thought. Its quality is therefore typically a matter<br />
of degree and dependent on, among other things, the quality and depth of experience in<br />
a given domain of thinking or with respect to a particular class of questions. No one is a<br />
critical thinker through-and-through, but only to such-and-such a degree, with<br />
such-and-such insights and blind spots, subject to such-and-such tendencies<br />
towards self-delusion.<br />
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For this reason, the development of critical thinking skills and dispositions is a life-long<br />
endeavor.<br />
Another Brief Conceptualization of Critical Thinking<br />
Critical thinking is self-guided, self-disciplined thinking which attempts to reason at the<br />
highest level of quality in a fair-minded way.<br />
People who think critically consistently attempt to live rationally, reasonably, empathically.<br />
<strong>The</strong>y are keenly aware of the inherently flawed nature of human thinking when left<br />
unchecked. <strong>The</strong>y strive to diminish the power of their egocentric and sociocentric<br />
tendencies. <strong>The</strong>y use the intellectual tools that critical thinking offers – concepts and<br />
principles that enable them to analyze, assess, and improve thinking. <strong>The</strong>y work<br />
diligently to develop the intellectual virtues of intellectual integrity, intellectual humility,<br />
intellectual civility, intellectual empathy, intellectual sense of justice and confidence in<br />
reason. <strong>The</strong>y realize that no matter how skilled they are as thinkers, they can always<br />
improve their reasoning abilities and they will at times fall prey to mistakes in reasoning,<br />
human irrationality, prejudices, biases, distortions, uncritically accepted social rules and<br />
taboos, self-interest, and vested interest. <strong>The</strong>y strive to improve the world in whatever<br />
ways they can and contribute to a more rational, civilized society. At the same time,<br />
they recognize the complexities often inherent in doing so. <strong>The</strong>y avoid thinking<br />
simplistically about complicated issues and strive to appropriately consider the rights and<br />
needs of relevant others. <strong>The</strong>y recognize the complexities in developing as thinkers,<br />
and commit themselves to life-long practice toward self-improvement. <strong>The</strong>y embody the<br />
Socratic principle: <strong>The</strong> unexamined life is not worth living , because they realize that<br />
many unexamined lives together result in an uncritical, unjust, dangerous world.<br />
Why Critical Thinking?<br />
<strong>The</strong> Problem<br />
- Linda Elder, September, 2007<br />
Everyone thinks; it is our nature to do so. But much of our thinking, left to itself, is<br />
biased, distorted, partial, uninformed or down-right prejudiced. Yet the quality of our life<br />
and that of what we produce, make, or build depends precisely on the quality of our<br />
thought. Shoddy thinking is costly, both in money and in quality of life. Excellence in<br />
thought, however, must be systematically cultivated.<br />
A Definition<br />
Critical thinking is that mode of thinking - about any subject, content, or problem - in<br />
which the thinker improves the quality of his or her thinking by skillfully taking charge of<br />
the structures inherent in thinking and imposing intellectual standards upon them.<br />
<strong>The</strong> Result<br />
A well cultivated critical thinker:<br />
<br />
Raises vital questions and problems, formulating them clearly and precisely;<br />
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Gathers and assesses relevant information, using abstract ideas to interpret it<br />
effectively comes to well-reasoned conclusions and solutions, testing them<br />
against relevant criteria and standards;<br />
Thinks openmindedly within alternative systems of thought, recognizing and<br />
Assessing, as need be, their assumptions, implications, and practical<br />
consequences; and<br />
Communicates effectively with others in figuring out solutions to complex<br />
problems.<br />
Critical thinking is, in short, self-directed, self-disciplined, self-monitored, and selfcorrective<br />
thinking. It presupposes assent to rigorous standards of excellence and<br />
mindful command of their use. It entails effective communication and problem solving<br />
abilities and a commitment to overcome our native egocentrism and sociocentrism.<br />
- Richard Paul and Linda Elder: <strong>The</strong> Miniature Guide to Critical Thinking Concepts and<br />
Tools<br />
Foundation for Critical Thinking Press, 2008<br />
Critical Thinking Defined<br />
by Edward Glaser<br />
In a seminal study on critical thinking and education in 1941, Edward Glaser defines<br />
critical thinking as follows “<strong>The</strong> ability to think critically, as conceived in this volume,<br />
involves three things:<br />
1. An attitude of being disposed to consider in a thoughtful way the problems and<br />
subjects that come within the range of one's experiences;<br />
2. Knowledge of the methods of logical inquiry and reasoning; and<br />
3. Some skill in applying those methods.<br />
Critical thinking calls for a persistent effort to examine any belief or supposed form of<br />
knowledge in the light of the evidence that supports it and the further conclusions to<br />
which it tends. It also generally requires ability to recognize problems, to find workable<br />
means for meeting those problems, to gather and marshal pertinent information, to<br />
recognize unstated assumptions and values, to comprehend and use language with<br />
accuracy, clarity, and discrimination, to interpret data, to appraise evidence and<br />
evaluate arguments, to recognize the existence (or non-existence) of logical<br />
relationships between propositions, to draw warranted conclusions and generalizations,<br />
to put to test the conclusions and generalizations at which one arrives, to reconstruct<br />
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one's patterns of beliefs on the basis of wider experience, and to render accurate<br />
judgments about specific things and qualities in everyday life.<br />
- Edward M. Glaser, An Experiment in the Development of Critical Thinking,<br />
Teacher’s College, Columbia University, 1941)<br />
________<br />
Inner-Cities Strategic<br />
Revitalization Planning<br />
Revitalization<br />
Neighborhood Revitalization starts at the<br />
grassroots level — with people in the<br />
community determining the goals for their<br />
neighborhood.<br />
______<br />
It is defined as the process of making<br />
something grow, develop, or become<br />
successful again (e.g. A new indoor<br />
sports arena has played a key role in the<br />
revitalization of its neighborhood).<br />
- Cambridge Dictionaries Online<br />
“Neighborhood Revitalization is the<br />
way of the future and is an essential<br />
element of [our] work. By focusing on<br />
entire neighborhoods, we can greatly<br />
increase our impact.”<br />
— Jonathan Reckford, CEO,<br />
Habitat for Humanity International<br />
Revitalization of Our Inner-Cities Can Transform Our Culture<br />
- by Scruffus<br />
“It is only when the basic needs are met that culture can thrive. Revitalization of our<br />
inner-cities is the innovation that will allow for maximum cultural growth in this country.<br />
Making sure that all Americans have access to opportunity and technology will ensure<br />
future generations of city dwellers do not live in poverty. By investing in these areas,<br />
developers and businesses are investing in the base of this country. Music, art and the<br />
sciences require a healthy, vibrant, and supportive community and the work being done<br />
to rebuild our inner cities is essential to our culture[s] as a whole.”<br />
Page 53 of 89
Spanning the Delaware River, the “Trenton Makes” Bridge in giant neon red letters<br />
proclaims to all, "Trenton Makes, <strong>The</strong> World Takes.". Hearkening back to the time<br />
when Trenton was a center of manufacture, these days the sign seems a bit of an<br />
anachronism. Trenton and many other American cities have decayed to the point that<br />
they are shells of their former selves. Businesses and people slowly disappeared from<br />
American cities over the decades since the sixties. No longer centers of thriving<br />
industry, they are now crime-ridden, politically corrupt, and decaying. Despite this, cities<br />
are now the focus of revitalization efforts. If done properly, revitalization can be a way to<br />
alleviate the poverty and crime suffered in many American inner cities. Revitalization is<br />
a recent innovation that takes advantage of the existing enterprise and infrastructure in<br />
cities and tries to bring value back to the community there. Efforts to revitalize cities<br />
meet with varied success.<br />
It is important to elevate the standard of living for the existing community, not<br />
just shove it aside in the pursuit of a gentrified city. Giving the existing people a<br />
chance at independence raises the standard of living for all residents in the city<br />
and preserves the rich heritage and character of the city.<br />
In the effort to attract people back to the cities, revitalization increases the<br />
independence of all Americans, utilizes existing infrastructure, and encourages cultural<br />
growth.<br />
One cannot speak of a city's and a people's<br />
independence without speaking of their economic<br />
independence. <strong>The</strong> ability of people to obtain jobs<br />
and meet their basic needs is a huge determinant<br />
of how well that people's culture will flourish. It is<br />
difficult to pursue the arts or education if one is<br />
impoverished. <strong>The</strong> rebuilding of inner cities can<br />
raise the quality of life for many Americans by<br />
bringing businesses that provide jobs and<br />
opportunity back to the cities. Also, a city that has<br />
a thriving business community has a healthy tax<br />
base to support its public education system. <strong>The</strong><br />
public school is an integral part of revitalization.<br />
Providing students with a high-quality, technologybased<br />
education prepares them to become<br />
successful, contributing citizens. Inner city school<br />
systems are notorious for their high dropout rates<br />
and general difficulty in producing good students.<br />
By revitalizing inner cities, parents are given<br />
access to jobs and can provide a better home environment for their children.<br />
<strong>The</strong> use of existing infrastructure in revitalization efforts reduces suburban sprawl.<br />
Areas that were long ago developed for housing and business are made attractive<br />
through remodeling, which is less costly and environmentally destructive than building<br />
new homes in the suburbs. Encouraging city living also encourages use of mass transit<br />
Page 54 of 89
systems, decreasing reliance on the automobile. Our current culture is very much<br />
entwined with the automobile. Reduction of our reliance on automobiles is beneficial in<br />
reducing pollutants. Additionally, inner cities have often been characterized as food<br />
deserts, where nutritious, low-cost food is difficult to find because large supermarkets<br />
refuse to build there. Hopefully with the influx of jobs and money to the cities,<br />
supermarkets will follow. Bringing new life to cities will definitely improve the options<br />
available to all residents there.<br />
Cities are where culture, technology and the arts can flourish. <strong>The</strong> exchange of ideas<br />
and open-mindedness to these ideas occurs because of the cosmopolitan nature of<br />
cities. By renewing interest in our cities, we can create dynamic centers of innovation<br />
and technology that are not found in our suburbs. Suburban living has long been cliched<br />
to have sapped the creativity and vitality from our society. <strong>The</strong>re is a grain of truth to<br />
this. Suburbanites often do not meet their neighbors and spend a great deal of time<br />
driving to their destinations. Urban areas, by design, force people to interact with their<br />
surroundings. It is this interaction that allows the acceptance of new ideas that build up<br />
culture.<br />
Page 55 of 89
Page 56 of 89
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Attachment A<br />
501c3 Compliance Guide<br />
(rev. 3-2018 (p4221pc))<br />
Page 59 of 89
01(c)(3)<br />
Tax Exempt and Government Entities<br />
EXEMPT ORGANIZATIONS<br />
01(c)(3)<br />
Compliance Guide<br />
for 501(c)(3)<br />
Public Charities,<br />
Inside:<br />
Activities that may jeopardize<br />
01(c)(3)<br />
a charity’s exempt status,<br />
Federal information returns, tax<br />
returns or notices that must be filed,<br />
Recordkeeping—why, what, when,<br />
Governance considerations,<br />
Changes to be reported to the IRS,<br />
01(c)(3)<br />
Required public disclosures,<br />
Resources for public charities,
Contents<br />
What Activities May Jeopardize a<br />
Public Charity’s Tax-Exempt Status? ......................................................................................4<br />
Private Benefit and Inurement ......................................................................................................4<br />
Political Campaign Intervention ...................................................................................................4<br />
Legislative Activities .....................................................................................................................7<br />
What Federal Information Returns,<br />
Tax Returns and Notices Must be Filed? ...............................................................................8<br />
Form 990, Return of Organization Exempt From Income Tax, Form 990-EZ,<br />
Short Form Return of Organization Exempt From Income Tax and Form 990-N,<br />
Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not Required To<br />
File Form 990 or 990-EZ ..............................................................................................................8<br />
Form 990 and Form 990-EZ ....................................................................................................... 10<br />
Form 990-N, Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not<br />
Required to File Form 990 or 990-EZ ........................................................................................ 11<br />
Form 990-T, Exempt Organization Business Income Tax Return ............................................. 12<br />
1<br />
Employment Tax Returns ........................................................................................................... 13<br />
Why Keep Records? .....................................................................................................................14<br />
Evaluate Charitable Programs .................................................................................................... 15<br />
Monitor Budgetary Results ........................................................................................................ 15<br />
Prepare Financial Statements .................................................................................................... 15<br />
Prepare Annual Information and Tax Returns ............................................................................ 15<br />
Identify Sources of Receipts ...................................................................................................... 15<br />
Substantiate Revenues, Expenses and Deductions<br />
for Unrelated Business Income Tax (UBIT) Purposes ............................................................... 15<br />
Comply with Grant-Making Procedures (Grants to Individuals) ............................................... 16<br />
Comply with Racial Nondiscrimination Requirements (Private Schools) ................................. 16<br />
What Records Should be Kept? ...............................................................................................16<br />
Accounting Periods and Methods ............................................................................................. 18<br />
Supporting Documents .............................................................................................................. 18<br />
How Long Should Records be Kept? .....................................................................................18<br />
Record Retention Periods .......................................................................................................... 19
What Governance Procedures and Practices Should<br />
an Organization Consider Adopting or Have In Place? ...................................................19<br />
Mission Statement and Organizational Documents .................................................................. 19<br />
Governing Body .......................................................................................................................... 19<br />
Governance and Management Policies .....................................................................................20<br />
Financial Statements and Information Reporting ......................................................................20<br />
Transparency ..............................................................................................................................20<br />
How Should Changes be Reported to the IRS? ................................................................ 20<br />
Reporting Changes on the Annual Information Return .............................................................20<br />
Determination Letters and Private Letter Ruling Requests .......................................................20<br />
What Disclosures are Required? ............................................................................................ 21<br />
Public Inspection of Annual Returns and Exemption Applications .......................................... 21<br />
Sale of Free Government Information ........................................................................................23<br />
Charitable Contributions—Substantiation and Disclosure .......................................................23<br />
How Do You Get IRS Assistance and Information? ......................................................... 25<br />
2<br />
Specialized Assistance for Tax-Exempt Organizations .............................................................25<br />
Tax Publications for Exempt Organizations ...............................................................................26<br />
Forms for Exempt Organizations ...............................................................................................26<br />
General IRS Assistance ..............................................................................................................27
Compliance Guide for 501(c)(3)<br />
Public Charities<br />
Federal tax law provides tax benefits to nonprofit organizations recognized as exempt<br />
from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). <strong>The</strong> IRC<br />
requires that tax-exempt organizations must comply with federal tax law to maintain tax-exempt<br />
status and avoid penalties.<br />
3<br />
In this publication, the IRS addresses activities that could jeopardize a public charity’s<br />
tax-exempt status. It identifies general compliance requirements on recordkeeping, reporting<br />
and disclosure for exempt organizations described in IRC Section 501(c)(3) that are classified<br />
as public charities. This publication is neither comprehensive nor intended to address every<br />
situation.<br />
To learn more about compliance rules and procedures that apply to public charities exempt<br />
from federal income tax under Section 501(c)(3), see IRS Publication 557, Tax-Exempt Status<br />
for Your Organization, and the Life Cycle of a Public Charity. Also, stay abreast of new EO<br />
information by signing up for the Exempt Organizations Update, a free e-newsletter for<br />
tax-exempt organizations and tax practitioners who represent them. For further assistance,<br />
consult a tax adviser.
What Activities May Jeopardize a<br />
Public Charity’s Tax-Exempt Status?<br />
Once a public charity has completed the application process and has established<br />
that it is exempt under Section 501(c)(3), the charity’s officers, directors, trustees and<br />
employees must ensure that the organization maintains its tax-exempt status and<br />
meets its ongoing compliance responsibilities.<br />
A 501(c)(3) public charity that does not restrict its participation in certain activities<br />
and does not absolutely refrain from others, risks failing the operational test and<br />
jeopardizing its tax-exempt status. <strong>The</strong> following summarizes the limitations on the<br />
activities of public charities.<br />
Private Benefit and Inurement<br />
A public charity is prohibited from allowing more than an insubstantial accrual of<br />
private benefit to individuals or organizations. This restriction is to ensure that a taxexempt<br />
organization serves a public interest, not a private one. If a private benefit is<br />
more than incidental, it could jeopardize the organization’s tax-exempt status.<br />
No part of an organization’s net earnings may inure to the benefit of an insider. An<br />
insider is a person who has a personal or private interest in the activities of the<br />
organization such as an officer, director or a key employee. This means that an<br />
organization is prohibited from allowing its income or assets to accrue to insiders.<br />
An example of prohibited inurement would include payment of unreasonable<br />
compensation to an insider. Any amount of inurement may be grounds for loss of taxexempt<br />
status.<br />
4<br />
If a public charity provides an economic benefit to any person who is able to<br />
exercise substantial influence over its affairs (that exceeds the value of any goods<br />
or services provided in consideration), the organization has engaged in an excess<br />
benefit transaction. A public charity that engages in an excess benefit transaction<br />
must report it to the IRS. Excise taxes are imposed on any person who engages in<br />
an excess benefit transaction with a public charity, and on any organization manager<br />
who knowingly approves the transaction. (See Reporting Excess Benefit<br />
Transactions on page 11).<br />
A public charity that becomes aware that it may have engaged in an excess benefit<br />
transaction should consult a tax advisor and take appropriate action to avoid any<br />
potential impact it could have on the organization’s tax-exempt status. Visit<br />
www.irs.gov/charities-non-profits for details about inurement, private benefit and<br />
excess benefit transactions.<br />
Political Campaign Intervention<br />
Public charities are prohibited from directly or indirectly participating in, or intervening<br />
in, any political campaign on behalf of (or in opposition to) any candidate for elective<br />
public office. Contributions to political campaign funds or public statements of
position (verbal or written) made on behalf of the organization in favor of, or in<br />
opposition to, any candidate for public office clearly violate the prohibition against<br />
political campaign activity. Violation of this prohibition may result in revocation of<br />
tax-exempt status and/or imposition of certain excise taxes.<br />
Certain activities or expenditures may not be prohibited depending on the facts<br />
and circumstances. For example, certain voter education activities (including<br />
the presentation of public forums and the publication of voter education guides)<br />
conducted in a non-partisan manner do not constitute prohibited political<br />
campaign activity. Other activities intended to encourage people to participate in<br />
the electoral process, such as voter registration and get-out-the-vote drives, would<br />
not constitute prohibited political campaign activity if conducted in a non-partisan<br />
manner. On the other hand, voter education or registration activities conducted in<br />
a biased manner that favors one candidate over another, opposes a candidate in<br />
some manner or has the effect of favoring a candidate or group of candidates, will<br />
constitute prohibited campaign intervention.<br />
<strong>The</strong> political campaign activity prohibition is not intended to restrict free<br />
expression on political matters by leaders of public charities speaking for<br />
themselves as individuals. However, for their organizations to remain tax exempt<br />
under Section 501(c)(3), organization leaders cannot make partisan comments in<br />
official organization publications or at official functions. When speaking in a nonofficial<br />
capacity, these leaders should clearly indicate that their comments are<br />
personal, and not intended to represent the views of the organization.<br />
5<br />
Some Section 501(c)(3) organizations take positions on public policy issues,<br />
including issues that divide candidates in an election for public office. However,<br />
Section 501(c)(3) organizations must avoid any issue advocacy that functions as<br />
political campaign intervention. Even if a statement does not expressly tell an<br />
audience to vote for or against a specific candidate, an organization delivering the<br />
statement is at risk of violating the political campaign intervention prohibition if<br />
there is any message favoring or opposing a candidate. A statement can identify<br />
a candidate not only by stating the candidate’s name but also by other means<br />
such as showing a picture of the candidate, referring to political party affiliations<br />
or other distinctive features of a candidate’s platform or biography. All the facts<br />
and circumstances need to be considered to determine if the advocacy is political<br />
campaign intervention.<br />
<strong>The</strong> IRS considers the following factors that tend to show an advocacy<br />
communication is political campaign activity:<br />
■■ whether the statement identifies one or more candidates for a given<br />
public office,<br />
■■ whether the statement expresses approval or disapproval for one or more<br />
candidates’ positions and/or actions,<br />
■■ whether the statement is delivered close in time to the election,
■■ whether the statement refers to voting or an election,<br />
■■ whether the issue addressed in the communication has been raised as an<br />
issue distinguishing candidates for a given office,<br />
■■ whether the communication is part of an ongoing series of communications by<br />
the organization on the same issue that are made independent of the timing of<br />
any election, and,<br />
■■ whether the timing of the communication and identification of the candidate<br />
are related to a non-electoral event such as a scheduled vote on specific<br />
legislation by an officeholder who also happens to be a candidate for public<br />
office.<br />
A communication is particularly at risk of political campaign intervention when it<br />
refers to candidates or voting in a specific upcoming election. Nevertheless, the<br />
communication must still be considered in context before arriving at any conclusions.<br />
Political candidates may be invited to appear or speak at organization events in<br />
their capacity as candidates, or in their individual capacity (not as a candidate).<br />
Candidates may also appear without an invitation at organization events that are<br />
open to the public.<br />
When candidates are invited to speak at a public charity’s event in their capacity<br />
as political candidates, factors in determining whether the organization participated<br />
or intervened in a political campaign include:<br />
■■ whether the public charity provides an equal opportunity to participate to the<br />
political candidates seeking the same office,<br />
■■ whether the public charity indicates any support of, or opposition to, the<br />
candidate (including candidate introductions and communication concerning<br />
the candidate’s attendance), and<br />
■■ whether any political fundraising occurs.<br />
6<br />
When a candidate is invited to speak at a public charity’s event in a non-candidate<br />
capacity, factors in determining whether the candidate’s appearance results in a<br />
political campaign intervention for the organization include:<br />
■■ whether the individual is chosen to speak solely for reasons other than<br />
candidacy for public office,<br />
■■ whether the individual speaks only in a non-candidate capacity or references<br />
his or her candidacy or the election,<br />
■■ whether the individual or any representative of the organization makes any<br />
mention of the individual’s candidacy or the election,<br />
■■ whether any campaign activity occurs in connection with the individual’s<br />
appearance,<br />
■■ whether the organization maintains a nonpartisan atmosphere on the premises<br />
or at the event where the individual is present, and<br />
■■ whether the organization clearly indicates the capacity in which the individual<br />
is appearing and does not mention the individual’s political candidacy or<br />
the upcoming election in the communications announcing the indivdual’s<br />
attendance at the event.
In determining whether candidates are given an equal opportunity to participate,<br />
the nature of the event to which each candidate is invited, should be considered<br />
in addition to the manner of presentation. For example, a public charity that<br />
invites one candidate to speak at its well-attended annual banquet, but invites the<br />
opposing candidate to speak at a sparsely attended general meeting, will likely<br />
violate the political campaign prohibition, even if the manner of presentation for<br />
both speakers is otherwise neutral.<br />
Sometimes a public charity invites several candidates to speak at a public forum.<br />
A public forum involving several candidates for public office may qualify as an<br />
exempt educational activity. However, if the forum is operated to show a bias for<br />
or against any candidate, then the forum would be prohibited campaign activity, as<br />
it would be considered intervention or participation in a political campaign. When<br />
an organization invites several candidates for the same office to speak at a forum,<br />
determining whether the forum results in political campaign intervention include:<br />
■■ whether questions for the candidate are prepared and presented by an<br />
independent nonpartisan panel;<br />
■■ whether the topics discussed by the candidates cover a broad range of issues<br />
that the candidates would address if elected to the office sought and are of<br />
interest to the public;<br />
■■ whether each candidate is given an equal opportunity to present his or her<br />
views on the issues discussed;<br />
■■ whether the candidates are asked to agree or disagree with positions,<br />
agendas, platforms or statements of the organization; and<br />
■■ whether a moderator comments on the questions or otherwise implies<br />
approval or disapproval of the candidates.<br />
7<br />
Revenue Ruling 2007-41 provides additional information on the prohibition against<br />
political campaign intervention.<br />
Legislative Activities<br />
A public charity is not permitted to engage in substantial legislative activities<br />
(commonly known as lobbying). An organization will be regarded as attempting<br />
to influence legislation if it contacts, or urges the public to contact, members or<br />
employees of a legislative body for purposes of proposing, supporting or opposing<br />
legislation, or advocates the adoption or rejection of legislation.<br />
If lobbying activities are substantial, a 501(c)(3) organization may fail the operational<br />
test and risk losing its tax-exempt status and/or be liable for excise taxes.<br />
Substantiality is measured by either the substantial part test or the expenditure<br />
test. <strong>The</strong> substantial part test determines substantiality based on all the facts and<br />
circumstances in each case. <strong>The</strong> IRS considers a variety of factors, including the<br />
time devoted (by both compensated and volunteer workers) and expenditures<br />
devoted by the organization to the activity, when determining whether the lobbying<br />
activity is substantial.<br />
As an alternative, a public charity (other than a church) may elect to use the<br />
expenditure test by filing Form 5768, Election/Revocation of Election by an Eligible
Section 501(c)(3) Organizations To Make Expenditures To Influence Legislation.<br />
Under the expenditure test, the extent of a public charity’s lobbying activities will<br />
not jeopardize its tax-exempt status, provided its expenditures, related to the<br />
activities do not normally exceed a set amount specified in IRC Section 4911. This<br />
limit is generally based on the size of the organization and may not exceed $1<br />
million.<br />
Also, under the expenditure test, a public charity that engages in excessive<br />
lobbying activity over a four-year period may lose its tax-exempt status, making<br />
all its income for that period subject to tax. Should the organization exceed its<br />
lobbying expenditure dollar limit in a year, it must pay an excise tax equal to<br />
25 percent of the excess. Visit the Life Cycle of a Public Charity for additional<br />
information about the rules against substantial legislative activities.<br />
Public charities that engage in lobbying activities must report lobbying activities on<br />
Form 990, Schedule C, Political Campaign and Lobbying Activities.<br />
What Federal Information Returns,<br />
Tax Returns and Notices Must be Filed?<br />
While 501(c)(3) public charities are exempt from federal income tax, most of these<br />
organizations have information reporting obligations under the IRC to ensure that<br />
they continue to be recognized as tax-exempt. In addition, they may also be liable<br />
for employment taxes, unrelated business income tax, excise taxes and certain<br />
state and local taxes.<br />
8<br />
Form 990, Return of Organization Exempt From Income Tax, Form<br />
990-EZ, Short Form Return of Organization Exempt From Income<br />
Tax and Form 990-N, Electronic Notice (e-Postcard) for Tax-Exempt<br />
Organizations Not Required To File Form 990 or 990-EZ<br />
Public charities generally file either a:<br />
■■<br />
Form 990, Return of Organization Exempt From Income Tax,<br />
■■ Form 990-EZ, Short Form Return of Organization Exempt From Income Tax, or<br />
■■<br />
Form 990-N, Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not<br />
Required To File Form 990 or 990-EZ.<br />
<strong>The</strong> type of Form 990 series return a public charity must file is generally<br />
determined by the organization’s financial activity as indicated in the chart below.<br />
Filing Dates<br />
Forms 990, 990-EZ and 990-N must be filed by the 15th day of the fifth month<br />
after the end of the organization’s tax year. <strong>The</strong> due date for the Forms 990<br />
and 990-EZ may be automatically extended for six months by filing Form 8868,<br />
Application for Automatic Extension of Time To File an Exempt Organization<br />
Return, before the due date.<br />
An organization cannot request an extension for filing the Form 990-N; however,<br />
there is no penalty for filing it late.<br />
See Filing Penalties and Revocation of Tax-Exempt Status on page 12.
Gross Receipts Thresholds,<br />
Gross receipts normally ≤ $50,000,<br />
Form<br />
to File,<br />
990-N,<br />
Gross receipts < $200,000<br />
990-EZ<br />
and Total assets < $500,000, or 990,<br />
Gross receipts ≥ $200,000 or Total assets ≥ $500,000 990,<br />
Filing Exceptions<br />
Public charities not required to file an annual information return<br />
include certain:<br />
■■ religious organizations;<br />
■■ governmental organizations;<br />
■■ political organizations;<br />
■■ organizations that file different kinds of annual information returns;<br />
■■ subordinate organizations included in a group return filed by the central<br />
organization; and<br />
■■ organizations whose annual gross receipts are normally $50,000 or less and,<br />
therefore, are eligible to file an annual electronic notice (see Form 990-N,<br />
Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not Required<br />
To File Form 990 or 990-EZ on page 11).<br />
If a public charity is excepted from filing a Form 990 or Form 990-EZ because<br />
annual gross receipts are normally $50,000 or less, and it elects to file the Form<br />
990 or Form 990-EZ, it must complete the entire return. An organization that only<br />
completes those items of information on the Form 990 or Form 990-EZ that are<br />
required to be provided on an electronic Form 990-N will not be deemed to have<br />
met its electronic notice requirement.<br />
9<br />
Special Requirements for Supporting<br />
Organizations and Donor Advised Funds<br />
Public charities that are supporting organizations described in Section 509(a)(3) must<br />
file Form 990 or Form 990-EZ even if their gross receipts are normally $50,000<br />
or less. Supporting organizations of certain religious organizations need not file<br />
Form 990 or Form 990-EZ if their gross receipts are normally $5,000 or less. <strong>The</strong>se<br />
organizations must, however, file the Form 990-N.<br />
Supporting organizations must indicate whether they are a Type I, Type II or Type III<br />
(and Functionally or Non-Functionally Integrated) supporting organization, identify<br />
their supported organizations and annually certify that they are not directly or<br />
indirectly controlled by a disqualified person. See the instructions for Schedule A<br />
(Form 990 or Form 990-EZ), Public Charity Status and Public Support, and Notice<br />
2006-109 to determine an organization’s appropriate supporting organization<br />
type for information return purposes. For a brief overview of the requirements for<br />
qualification as a supporting organization and the different types of supporting<br />
organization, see Publication 557 and www.irs.gov/charities-non-profits.
Sponsoring organizations of donor advised funds (defined as organizations that<br />
maintain one or more donor advised funds), and organizations that have controlled<br />
entities must file Form 990, not Form 990-EZ, if required to file an annual<br />
information return for the year.<br />
Form 990 and Form 990-EZ<br />
Form 990 consists of a core form and schedules. Each organization that files the<br />
form must complete the entire core form. <strong>The</strong> core Form 990 includes a Summary<br />
Page that provides a “snapshot” of the organization’s key financial and operating<br />
information for the current and prior year.<br />
All Form 990 filers will provide information about their program service<br />
accomplishments, compensation of certain officers, directors and key employees<br />
as well as information about governance practices and procedures and financial<br />
information.<br />
Each organization that files Form 990 must complete Part IV of Form 990,<br />
Checklist of Required Schedules, to determine which schedules it must complete<br />
based on its activities. See the instructions for Form 990-EZ for information about<br />
which schedules 990-EZ filers must complete.<br />
Schedule A, Public Charity Status and Public Support, and<br />
Schedule B, Schedule of Contributors<br />
Public charities that file Form 990 or Form 990-EZ must file Schedule A, Public<br />
Charity Status and Public Support.<br />
10<br />
A new IRC Section 501(c)(3) organization will be classified as a public charity, and<br />
not a private foundation, during its first five years if it can show when it applies for<br />
tax-exempt status that it can reasonably expect to be publicly supported.<br />
<strong>The</strong> IRS will monitor a new organization’s public charity status after the first five<br />
years of existence based on the public support information reported annually by<br />
the organization on Schedule A based on a five-year computation period that<br />
includes the current year and the four prior years (including short years).<br />
Beginning with the organization’s sixth year and for all succeeding years, if an<br />
organization meets the public support test on Schedule A, the organization<br />
qualifies as a public charity for its current year and the next tax year.<br />
If a publicly supported charity fails the public support test for two consecutive<br />
years, it will be reclassified as a private foundation.<br />
See Publication 4220, Applying for 501(c)(3) Tax-Exempt Status, for details on the<br />
distinctions between public charities and private foundations.<br />
Most public charities that received contributions of $5,000 or more from any one<br />
contributor must file Schedule B, Schedule of Contributors. See Part IV, line 2 of<br />
Form 990 and the instructions to Schedule B (Form 990, 990-EZ) for complete<br />
instructions.
Also, see www.irs.gov/charities-non-profits for additional information about other<br />
schedules that a public charity may be required to complete based on the nature<br />
of its activities.<br />
Reporting Excess Benefit Transactions<br />
If a public charity believes it provided an excess benefit to a person who is able<br />
to exercise substantial influence over the organization’s affairs, it must report<br />
the transaction on Form 990 or Form 990-EZ. Excess benefit transactions are<br />
governed by IRC Section 4958. See Appendix G of the Form 990 Instructions for a<br />
discussion of Section 4958, and Schedule L, Part I, regarding reporting of excess<br />
benefit transactions.<br />
Form 990-N, Electronic Notice (e-Postcard) for Tax-Exempt<br />
Organizations Not Required To File Form 990 or 990-EZ<br />
Any public charity that is not required to file Form 990 or 990-EZ because its<br />
annual gross receipts are normally $50,000 or less must instead file Form 990-N,<br />
Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not Required To File<br />
Form 990 or Form 990-EZ. Exceptions to this requirement include organizations<br />
that are included in a group return; churches, their integrated auxiliaries and<br />
conventions or associations of churches; and organizations required to file a<br />
different return.<br />
<strong>The</strong> Form 990-N is due by the 15th day of the fifth month after the close of the<br />
organization’s tax year. For example, if your organization’s tax year ends on<br />
December 31, the Form 990-N is due May 15 of the following year. <strong>The</strong> e-Postcard<br />
cannot be filed until the organization’s tax year ends.<br />
<strong>The</strong> form must be completed and filed electronically. <strong>The</strong>re is no paper form.<br />
An organization is required to provide the following information on Form 990-N:<br />
■■ legal name,<br />
■■ any other names the organization uses,<br />
■■ mailing address,<br />
■■ website address (if applicable),<br />
■■ employer identification number (EIN), also known as a taxpayer identification<br />
number (TIN),<br />
■■ name and address of a principal officer,<br />
■■ annual tax year,<br />
■■ confirmation that the organization’s annual gross receipts are $50,000 or less,<br />
and<br />
■■ if applicable, a statement that the organization has terminated or is terminating<br />
(going out of business).<br />
Read Filing Penalties and Revocation of Tax-Exempt Status below on the<br />
consequences for failure to file this annual electronic notice<br />
11
FILING PENALTIES AND REVOCATION OF TAX-EXEMPT STATUS<br />
If a Form 990 or Form 990-EZ is not filed, the IRS may assess penalties on the organization of $20 per<br />
day until it is filed. This penalty also applies when the filer fails to include required information or to show<br />
correct information. <strong>The</strong> penalty for failure to file a return or a complete return may not exceed the lesser of<br />
$10,000 or 5 percent of the organization’s gross receipts. For an organization that has gross receipts of over<br />
$1 million for the year, the penalty is $100 a day up to a maximum of $50,000. <strong>The</strong> IRS may impose penalties<br />
on organization managers who do not comply with a written demand that the information be filed.<br />
IRC Section 6033(j) provides that failure to file Form 990, Form 990-EZ or Form 990-N for three consecutive<br />
years results in revocation of tax-exempt status as of the filing due date for the third return. An organization<br />
whose exemption is revoked under this section must apply for reinstatement by filing a new application<br />
and paying a user fee, whether or not the organization was originally required to file for exemption.<br />
Reinstatement of exemption may be retroactive if the organization shows that the failure to file was for<br />
reasonable cause.<br />
E-Filing Requirements<br />
Public charities with $10 million or more in total assets and that also file at least 250<br />
returns in a calendar year (including income, excise, employment tax and information<br />
returns such as Forms W-2 and 1099) must electronically file Form 990. Other public<br />
charities are given a choice to file Form 990 electronically.<br />
Form 990-T, Exempt Organization Business Income Tax Return<br />
12<br />
A public charity must file a Form 990-T, Exempt Organization Business Income Tax<br />
Return, if it has $1,000 or more of gross income from an unrelated trade or business<br />
during the year. Net income from income-producing activities is taxable if the<br />
activities:<br />
■■ constitute a trade or business,<br />
■■ are regularly carried on, and<br />
■■ are not substantially related to the organization’s exempt purpose.<br />
Examples of unrelated business income may include income from advertising in<br />
publications, income from gaming (except for income from traditional bingo under<br />
certain circumstances) and income from the sale of merchandise unrelated to the<br />
organization’s exempt purpose. Whether an income-producing activity is an unrelated<br />
trade or business activity depends on all the facts and circumstances. For more<br />
information, see IRS Publication 598, Tax on Unrelated Business Income of Exempt<br />
Organizations.<br />
<strong>The</strong> public charity must pay quarterly estimated tax on unrelated business income<br />
if it expects its tax for the year to be $500 or more. Form 990-W, Estimated Tax on<br />
Unrelated Business Taxable Income for Tax-Exempt Organizations, is a worksheet to<br />
determine the amount of estimated tax payments required.
FORM 990-T FILING PENALTIES<br />
An organization may be subject to interest and penalty charges if it files a late return, fails to pay tax when<br />
due, or fails to pay estimated tax, if required, even if it did not expect its tax for the year to be $500 or more.<br />
Exceptions and Special Rules<br />
Income from certain trade or business activities is excepted from the definition<br />
of unrelated business income. Earnings from these sources are not subject to<br />
the unrelated business income tax. Exceptions generally include business<br />
income from:<br />
■■ activities, including fundraisers, that are conducted by volunteer workers, or<br />
where donated merchandise is sold;<br />
■■ activities conducted by a charitable organization or by a governmental college<br />
or university for the convenience of members, students, patients or employees;<br />
■■ qualified conventions and trade shows;<br />
■■ qualified sponsorship activities; and<br />
■■ qualified bingo activities.<br />
Income from investments and other “passive” activities is usually excluded from<br />
the calculation of unrelated business taxable income. Examples of this type of<br />
income include earnings from routine investments such as certificates of deposit,<br />
savings accounts, or stock dividends; royalties; certain rents from real property;<br />
and certain gains or losses from the sale of property.<br />
13<br />
Special rules apply to income derived from real estate or other investments<br />
purchased with borrowed funds. This income is called “debt-financed” income.<br />
Unrelated debt-financed income generally is subject to the unrelated business<br />
income tax.<br />
To learn about unrelated business income, see Publication 598, Form 990-T<br />
instructions and Form 990-W instructions.<br />
Employment Tax Returns<br />
Like other employers, all public charities that pay wages to employees must withhold,<br />
deposit and pay employment tax, including federal income tax withholding<br />
and Social Security and Medicare (FICA) taxes. A public charity must withhold<br />
federal income tax from employee wages and pay FICA on each employee paid<br />
$100 or more in wages during a calendar year. To know how much income tax<br />
to withhold, a public charity should have a Form W-4, Employee’s Withholding<br />
Allowance Certificate, on file for each employee. Employment taxes are reported<br />
on Form 941, Employer’s Quarterly Federal Tax Return.<br />
If the IRS has instructed a small employer (one who has withheld employment taxes<br />
of $1,000 or less during the year) to file Form 944, Employer’s Annual Federal Tax<br />
Return, instead of Form 941, the employer must do so. <strong>The</strong> employer must file Form
944 even if there is no tax due or if the taxes exceed $1,000 unless the IRS tells it<br />
to file Form 941 (or it is filing a final return). <strong>The</strong> instructions for Form 944 provides<br />
information on how to have the filing requirement changed from Form 944 to Form<br />
941.<br />
Any person who fails to withhold and pay employment tax may be subject to<br />
penalties. Public charities do not pay federal unemployment (FUTA) tax.<br />
Public charities do not generally have to withhold or pay employment tax on<br />
payments to independent contractors, but they may have information reporting<br />
requirements. If a charity incorrectly classifies an employee as an independent<br />
contractor, it may be held liable for employment taxes for that worker.<br />
<strong>The</strong> requirements for withholding, depositing, reporting and paying employment<br />
taxes are explained in Publication 15, (Circular E), Employer’s Tax Guide. For<br />
help in determining if workers are employees or independent contractors, see<br />
Publication 15-A, Employer’s Supplemental Tax Guide. Publication 557 covers<br />
the employment tax responsibilities of public charities.<br />
Employment Taxes and Churches<br />
Although churches are excepted from filing Form 990, they do have employment<br />
tax responsibilities. Employees of churches or church-controlled organizations are<br />
subject to income tax withholding, but may be exempt from FICA taxes. Like other<br />
501(c)(3) organizations, churches are not required to pay FUTA tax. In addition,<br />
although ministers generally are common-law employees, they are not treated as<br />
employees for employment tax purposes. <strong>The</strong>se special employment tax rules<br />
for members of the clergy and religious workers are explained in Publication 517,<br />
Social Security and Other Information for Members of the Clergy and Religious<br />
Workers. Churches also should consult Publications 15 and 15-A and Publication<br />
1828, Tax Guide for Churches and Religious Organizations.<br />
14<br />
Why Keep Records?<br />
In general, a public charity must maintain books and records to show that it complies<br />
with tax rules. <strong>The</strong> charity must be able to document the sources of receipts<br />
and expenditures reported on Form 990 or Form 990-EZ and Form 990-T. (See<br />
Prepare Annual Information and Tax Returns on page 15.)<br />
If an organization does not keep required records, it may not be able to show that it<br />
qualifies for tax-exempt status or should be classified as a public charity. Thus, the<br />
organization may lose its tax-exempt status or be classified as a private foundation<br />
rather than a public charity. In addition, a public charity may be unable to complete<br />
its returns accurately and, therefore, may be subject to penalties described under<br />
Filing Penalties and Revocation of Tax-Exempt Status on page 12. When good<br />
recordkeeping systems are in place, a public charity can evaluate the success of its<br />
programs, monitor its budget and prepare its financial statements and returns.
Evaluate Charitable Programs<br />
A charity can use records to evaluate the success of its charitable program and<br />
determine whether the organization is achieving desired results. Good records<br />
can also help a charity identify problem areas and determine what changes it may<br />
need to make to improve performance.<br />
Monitor Budgetary Results<br />
Without proper financial records, it is difficult for a charity to assess whether it has<br />
been successful in adhering to budgetary guidelines. <strong>The</strong> ability to monitor income<br />
and expenses and ensure that the organization is operating within its budget is<br />
crucial to successful stewardship of a public charity.<br />
Prepare Financial Statements<br />
It is important to maintain sufficient financial information to prepare accurate and<br />
timely annual financial statements. A charity may need these statements when it is<br />
working with banks, creditors, contributors and funding organizations. Some states<br />
require charities to make audited financial statements publicly available.<br />
Prepare Annual Information and Tax Returns<br />
Records must support income, expenses and credits reported on Form 990 series<br />
and other tax returns. Generally, these are the same records used to monitor programs<br />
and prepare financial statements. Books and records of public charities<br />
must be available for inspection by the IRS. If the IRS examines a public charity’s<br />
returns, the organization must have records to explain items reported. Having a<br />
complete set of records will speed up the examination.<br />
15<br />
Identify Sources of Receipts<br />
Public charities may receive money or property from many sources. With thorough<br />
recordkeeping, a charity can identify the sources of receipts. Organizations need<br />
this information to separate program from non-program receipts, taxable from<br />
non-taxable income and to complete Schedule A, as well as other schedules of the<br />
Form 990 the organization may be required to complete, noted in What Federal<br />
Information Returns, Tax Returns and Notices Must be Filed? on page 8. An<br />
organization should maintain a list of its donors and grantors and the amount<br />
of cash contributions or grants (or a description of the noncash contributions)<br />
received from each.<br />
Substantiate Revenues, Expenses and Deductions<br />
for Unrelated Business Income Tax (UBIT) Purposes<br />
An organization needs to keep records of revenues derived from, and expenses<br />
attributable to, an unrelated trade or business so that it can properly prepare Form<br />
990-T and calculate its unrelated business taxable income.
Comply with Grant-Making Procedures (Grants to Individuals)<br />
A public charity that makes grants to individuals must keep adequate records and<br />
case histories to demonstrate that the grants serve its charitable purposes. Case<br />
histories on grants to individuals should show names, addresses, purposes of<br />
grants, manner of selection and relationship (if any) that the recipient has with any<br />
members, officers, trustees or donors of the organization. Schedule I of Form 990<br />
and instructions provides more information about appropriate records required to<br />
report on grants made within the United States. See also Schedule F of Form 990<br />
for information about records required to report on foreign grants.<br />
Comply with Racial Nondiscrimination Requirements (Private Schools)<br />
Private schools must keep records that show they have complied with<br />
requirements relating to racial nondiscrimination, including annual publication of<br />
a racially nondiscriminatory policy through newspaper or broadcast media to the<br />
general community served. For more information, see Schedule E of Form 990.<br />
What Records Should be Kept?<br />
Except in a few cases, the law does not require a special kind of record. A public<br />
charity can choose any recordkeeping system, suited to its activities, that clearly<br />
shows the organization’s income and expenses. <strong>The</strong> types of activities a public<br />
charity conducts determines the type of records that should be kept for federal<br />
tax purposes. A public charity should set up a recordkeeping system using an<br />
accounting method that is appropriate for proper monitoring and reporting of its<br />
financial activities for the tax year. If a public charity has more than one program,<br />
it should ensure that the records appropriately identify the income and expense<br />
items that are attributable to each program.<br />
16<br />
A recordkeeping system should generally include a summary of transactions. This<br />
summary is ordinarily written in the public charity’s books (for example, accounting<br />
journals and ledgers). <strong>The</strong> books must show gross receipts, purchases, expenses<br />
(other than purchases), employment taxes and assets. For most small organizations,<br />
the checkbook might be the main source for entries in the books while larger<br />
organizations would need more sophisticated ledgers and records. A public charity<br />
must keep documentation that supports entries in the books.
RECORDS MANAGEMENT<br />
GROSS RECEIPTS,<br />
Gross receipts are the amounts received from all sources, including contributions. A public charity should<br />
keep supporting documents that show the amounts and sources of its gross receipts. Documents that show<br />
gross receipts include: donor correspondence, pledge documents, cash register tapes, bank deposit slips,<br />
receipt books, invoices, credit card charge slips and Forms 1099-MISC, Miscellaneous Income.<br />
PURCHASES, INCLUDING ACCOUNTING FOR INVENTORY,<br />
Purchases are items bought, including any items resold to customers. If an organization produces items,<br />
it must account for any items resold to customers. Thus, for example, the organization must account for the<br />
cost of all raw materials or parts purchased for manufacture into finished products. Supporting documents<br />
should show the amount paid and that the amount was for purchases. Documents for purchases include:<br />
canceled checks, cash register tape receipts, credit card sales slips and invoices. <strong>The</strong>se records will help a<br />
public charity determine the value of its inventory at the end of the year. See Publication 538, Accounting<br />
Periods and Methods, for general information on methods for valuing inventory.<br />
EXPENSES<br />
Expenses are the costs a public charity incurs (other than purchases) to carry on its program. Supporting<br />
documents should show the amount paid and the purpose of the expense. Documents for expenses include:<br />
canceled checks, cash register tapes, contracts, account statements, credit card sales slips, invoices and<br />
petty-cash slips for small cash payments.<br />
EMPLOYMENT TAXES<br />
Organizations that have employees must keep records of compensation and specific employment tax<br />
records. See Publication 15, (Circular E), Employer’s Tax Guide, for details.<br />
17<br />
ASSETS & LIABILITIES<br />
Assets are the property, such as investments, buildings and furniture that an organization owns and uses in<br />
its activities. Liabilities reflect the financial obligations of the organization. A public charity must keep records<br />
to verify certain information about its assets and liabilities. Records should show:<br />
■ when and how the asset was acquired,<br />
■ whether any debt was used to acquire the asset, ,<br />
■ documents that support mortgages, notes,<br />
loans or other forms of debt,<br />
■ purchase price, ,<br />
■ cost of any improvements,,<br />
■ deductions taken for depreciation, if any ,,<br />
■ deductions taken for casualty losses, if any, such<br />
as losses resulting from fires or storms,<br />
■ how the asset was used,<br />
■ when and how the asset was disposed of,<br />
■ selling price,<br />
■ expenses of sale,<br />
Documents that may show the above information include: purchase and sales invoices, real estate closing<br />
statements, canceled checks and financing documents. If a public charity does not have canceled<br />
checks, it may be able to show payment with certain financial account statements prepared by financial<br />
institutions. <strong>The</strong>se include account statements prepared for the financial institution by a third party.<br />
All information, including account statements, must be highly legible. <strong>The</strong> following defines acceptable<br />
account statements.<br />
IF payment is by:<br />
check<br />
electronic funds<br />
transfer<br />
credit card<br />
THEN statement must show:<br />
check number, amount, payee’s name and date the check amount was posted to<br />
the account by the financial institution<br />
amount transferred, payee’s name and date the transfer was posted to the<br />
account by the financial institution<br />
amount charged, payee’s name and transaction date
Accounting Periods and Methods<br />
A public charity must keep its books and records based on an annual accounting<br />
period called a tax year to comply with annual reporting requirements.<br />
Accounting Periods — A tax year is usually 12 consecutive months. <strong>The</strong>re are two<br />
kinds of tax years:<br />
CALENDAR TAX YEAR – This is a period of 12 consecutive months beginning<br />
January 1 and ending December 31.<br />
FISCAL TAX YEAR – This is a period of 12 consecutive months ending on the last<br />
day of any month except December.<br />
Accounting Method — An accounting method is a set of rules used to determine<br />
when and how income and expenses are reported. A public charity chooses<br />
an accounting method when it files its first annual return. <strong>The</strong>re are two basic<br />
accounting methods:<br />
CASH METHOD – Under the cash method, a public charity reports income in the<br />
tax year received. It usually deducts expenses in the year paid.<br />
ACCRUAL METHOD – Under an accrual method, a public charity generally records<br />
income in the tax year earned (in other words, in the tax year in which a pledge is<br />
received, even though it may receive payment in a later year). It records expenses<br />
in the tax year incurred.<br />
18<br />
For more information about accounting periods and methods, see Publication 538,<br />
Accounting Periods and Methods, and the instructions to Form 990 and Form 990-EZ.<br />
Supporting Documents<br />
Organization transactions such as contributions, purchases, sales and payroll<br />
will generate supporting documents. <strong>The</strong>se documents — grant applications<br />
and awards, sales slips, paid bills, invoices, receipts, deposit slips and canceled<br />
checks — contain information to be recorded in accounting records. It is important<br />
to keep these documents because they support the entries in books and the<br />
entries on tax and information returns. Public charities should keep supporting<br />
documents organized by year and type of receipt or expense. Also, keep records<br />
in a safe place.<br />
How Long Should Records be Kept?<br />
Public charities must keep records for federal tax purposes for as long as they<br />
may be needed to document evidence of compliance with provisions of the IRC.<br />
Generally, this means the organization must keep records that support an item of<br />
income or deduction on a return until the statute of limitations for that return runs.<br />
<strong>The</strong> statute of limitations has run when the organization can no longer amend<br />
its return and the IRS can no longer assess additional tax. Generally, the statute
of limitations runs three years after the date the return is due or filed, whichever<br />
is later. An organization may be required to retain records longer for other legal<br />
purposes, including state or local tax purposes.<br />
Record Retention Periods<br />
Record retention periods vary depending on the types of records and returns.<br />
Permanent Records – Some records should be kept permanently. <strong>The</strong>se include<br />
the application for recognition of tax-exempt status, the determination letter<br />
recognizing tax-exempt status and organizing documents, such as articles of<br />
incorporation and bylaws, with amendments, as well as board minutes.<br />
Employment Tax Records – If an organization has employees, it must keep<br />
employment tax records for at least four years after filing the fourth quarter for<br />
the year.<br />
Records for Non-Tax Purposes – When records are no longer needed for tax<br />
purposes, an organization should keep them until they are no longer needed for<br />
non-tax purposes. For example, a grantor, insurance company, creditor or state<br />
agency may require that records be kept longer than the IRS requires.<br />
What Governance Procedures and Practices Should<br />
an Organization Consider Adopting or Have in Place?<br />
19<br />
While federal law doesn’t mandate any management structures, operational policies<br />
or administrative practices, it’s important that public charities be thoughtful about<br />
the governance practices that are most appropriate for that charity in assuring<br />
sound operations and compliance with the tax law. While you may not be required<br />
to have one policy or another, the IRS is authorized by Section 6033 to ask for<br />
information we consider to be relevant to tax administration, including governance.<br />
Mission Statement and Organizational Documents<br />
<strong>The</strong> IRS encourages every charity to adopt, establish and regularly review a<br />
mission statement to explain the organization’s purposes and guide its work.<br />
Significant changes in your organizational documents should be reported to the<br />
IRS, as noted below.<br />
Governing Body<br />
An active and engaged board is important to the success of a public charity and<br />
compliance with the tax law. A governing board should be composed of persons<br />
who are informed and active in overseeing a charity’s operations and finances. To<br />
guard against insider transactions that could result in misuse of charitable assets,<br />
the governing board should include independent members and should not be<br />
dominated by employees or others who are not independent because of business<br />
or family relationships.
Governance and Management Policies<br />
Although the IRC does not require charities to have governance and management<br />
policies, the IRS does encourage boards of charities to consider whether the<br />
implementation of policies relating to executive compensation, conflicts of interest,<br />
investments, fundraising, documentation of governance decisions, document<br />
retention and whistleblower claims may be necessary and appropriate.<br />
Further, if a public charity has chapters or affiliates, it is encouraged to have<br />
procedures or policies in place to ensure consistency in operations.<br />
Financial Statements and Information Reporting<br />
Board members are encouraged to regularly review the organization’s financial<br />
statements and information returns, and consider whether an independent auditor<br />
is appropriate.<br />
Transparency<br />
Public charities are encouraged to adopt and monitor procedures to ensure that<br />
information about their mission, activities, finance and governance is made publicly<br />
available.<br />
How Should Changes be Reported to the IRS?<br />
20<br />
Reporting Changes on the Annual Information Return<br />
A public charity that is required to file Form 990 or Form 990-EZ must report name<br />
and address changes, significant program changes and changes to its organizing<br />
or enabling document or to its rules governing its affairs (commonly known as<br />
bylaws) on its annual information return. For information about informing the IRS of<br />
a termination or merger see Publication 4779, Facts About Terminating or Merging<br />
Your Exempt Organization.<br />
Determination Letters and Private Letter Ruling Requests<br />
A public charity may request a copy of a lost exemption letter or an updated<br />
exemption letter that reflects a name or address change from the IRS Exempt<br />
Organizations (EO) Determinations office.<br />
A public charity may file Form 8940, Request for Miscellaneous Determination<br />
under Section 507, 509(a), 4940, 4942, 4945, and 6033 of the Internal Revenue<br />
Code, to request a determination letter for an exemption from Form 990 filing<br />
requirement, advance approval that a potential grant or contribution constitutes<br />
an “unusual grant,” reclassification of foundation status and other miscellaneous<br />
determinations.
If a public charity is unsure about whether a proposed change in its purposes or<br />
activities is consistent with its status as an exempt organization or as a public<br />
charity, it may want to request a private letter ruling.<br />
<strong>The</strong> IRS Office of Chief Counsel issues private letter rulings on proposed<br />
transactions and on completed transactions — if the request is submitted before<br />
the return is filed for the year in which the transaction was completed. <strong>The</strong> IRS<br />
generally does not issue rulings to public charities on any other completed<br />
transactions. <strong>The</strong> IRS will issue letter rulings to public charities on matters involving<br />
a public charity’s exempt status, its public charity status, as well as other matters<br />
including issues under Sections 501 through 514, 4911, 4912, 4955, 4958, 6033,<br />
6104 and 6115.<br />
Consult www.irs.gov/charities-non-profits for the appropriate procedures<br />
for preparing and submitting a request for a determination letter, replacement<br />
exemption letter, a letter reflecting a new name and address or private letter ruling.<br />
For general information about reporting changes, you may contact EO Customer<br />
Accounts Services at 877-829-5500.<br />
What Disclosures are Required?<br />
<strong>The</strong>re are several disclosure requirements for public charities. Detailed information<br />
on federal tax law disclosure requirements for 501(c)(3) tax-exempt organizations<br />
can be found in Publication 557.<br />
21<br />
Public Inspection of Annual Returns and Exemption Applications<br />
A public charity must make the following documents available for public inspection<br />
and copying upon request and without charge (except for a reasonable charge<br />
for copying). <strong>The</strong> IRS also makes these documents available for public inspection<br />
and copying. A public charity may place reasonable restrictions on the time, place<br />
and manner of in-person inspection and copying, and may charge a reasonable<br />
fee for providing copies. It can charge no more for the copies than the per page<br />
rate the IRS charges for providing copies. <strong>The</strong> copy fees are listed in the Freedom<br />
of Information Act (FOIA) fee schedule. Although the IRS charges no fee for the<br />
first 100 pages, the organization can charge a fee for all copies. <strong>The</strong> organization<br />
can also charge the actual postage costs it pays to provide copies. A tax-exempt<br />
organization does not have to comply with individual requests for copies if it makes<br />
the documents widely available. This can be done by posting the documents on a<br />
readily accessible website.<br />
For details on disclosure rules and procedures for public charities, see Life Cycle<br />
of a Public Charity and the instructions to Forms 990 and 1023.<br />
Because certain forms, by law, must be made publicly available by the IRS and the<br />
filer, do not include any personal identifying information, such as Social Security<br />
numbers not required by the IRS, on these forms.
Exemption Application – A public charity must make available for public<br />
inspection its exemption application, Form 1023, Application for Recognition of<br />
Exemption Under Section 501(c)(3) of the Internal Revenue Code, or Form 1023-EZ,<br />
Streamlined Application for Recognition of Exemption Under Section 501(c)(3) of<br />
the Internal Revenue Code, along with:<br />
■■ all documents submitted with Form 1023,<br />
■■ all documents the IRS requires the organization to submit in support of its<br />
application, and<br />
■■ the exemption ruling letter issued by the IRS.<br />
Annual Information Return – A public charity must make available for public<br />
inspection its annual information return (Form 990 series) with schedules,<br />
attachments and supporting documents filed with the IRS. However, a public<br />
charity that files a Form 990 or Form 990-EZ does not have to disclose the names<br />
and addresses of contributors listed on Schedule B. All other information, including<br />
the amount of contributions, the description of noncash contributions and any<br />
other information provided will be open to public inspection unless it clearly<br />
identifies the contributor.<br />
Note: If an organization files a copy of Form 990 or Form 990-EZ, and<br />
attachments, with any state, it should not include its Schedule B in the<br />
attachments for the state, unless a schedule of contributors is specifically required<br />
by the state. States that do not require the information might inadvertently make<br />
the schedule available for public inspection along with the rest of the Form 990 or<br />
Form 990-EZ.<br />
22<br />
Certain information may be withheld from public inspection. A return must be<br />
made available for a period of three years from the date the return is required to<br />
be filed or is filed, whichever is later.<br />
Form 990-T – A public charity must make Form 990-T available for three years<br />
from the date the Form 990-T is required to be filed including any extension.<br />
Schedules, attachments and supporting documents filed with Form 990-T that<br />
do not relate to unrelated business income tax are not required to be made<br />
available. Notice 2007-45 and Notice 2008-49 provide interim guidance on how<br />
the returns are to be made public. See Form 4506-A for procedures the public<br />
may use to request a 501(c)(3) organization’s Form 990-T from the IRS.<br />
Public Inspection and Disclosure Procedures – A public charity may place<br />
reasonable restrictions on the time, place and manner of in-person inspection and<br />
copying, and may charge a reasonable fee for providing copies. It can charge no<br />
more for the copies than the per page rate the IRS charges for providing copies.<br />
A tax-exempt organization does not have to comply with individual requests for<br />
copies if it makes the documents widely available. This can be done by posting the<br />
documents on a readily accessible website.<br />
All publicly-available information may be obtained from the IRS by using Form<br />
4506-A, Request for Public Inspection or Copy of Exempt or Political Organization<br />
IRS Form (a fee may apply). An organization may request a copy of its own return
on Form 4506-A. However, it will only receive the copy that is “Open for Public<br />
Inspection.” An organization may request a complete copy of its own return by<br />
completing Form 4506, Request for Copy of Tax Return, and paying the<br />
applicable fee.<br />
PENALTIES<br />
Penalties apply to responsible persons of a tax-exempt organization who fail to provide the documents as<br />
required. A penalty of $20 per day may apply for as long as the failure continues. A $10,000 maximum<br />
penalty applies to a failure to provide an information return; no maximum penalty applies to application<br />
requests.<br />
Sale of Free Government Information<br />
If a public charity offers to sell, or solicits money for, specific information or a<br />
routine service that is available free from the federal government, the organization<br />
must make an express statement at the time of solicitation about the free service.<br />
An organization that intentionally disregards this requirement is subject to a penalty.<br />
Charitable Contributions—Substantiation and Disclosure<br />
A public charity should be aware of the substantiation and recordkeeping rules<br />
imposed on donors who intend to claim a charitable contribution deduction and the<br />
disclosure rules imposed on charities that receive certain quid pro quo contributions.<br />
Recordkeeping Rules<br />
23<br />
A donor cannot claim a tax deduction for any cash, check or other monetary<br />
contribution unless the donor maintains a record of the contribution in the form of<br />
either a bank record (such as a cancelled check) or a written communication from<br />
the charity (such as a receipt or a letter) showing the name of the charity, date and<br />
amount of the contribution.<br />
Substantiation Rules<br />
A donor cannot claim a tax deduction for any single contribution of $250 or more<br />
unless the donor obtains a contemporaneous written acknowledgment of the<br />
contribution from the recipient public charity. A public charity may assist the donor by<br />
providing a timely written statement including the name of the public charity, date and<br />
amount of any cash contribution and description of any noncash contributions.<br />
In addition, the acknowledgment should indicate whether any goods or services<br />
were provided in return for the contribution. If any goods or services were provided<br />
in return for a contribution, the organization should provide a description and good<br />
faith estimate of the value of the goods or services.<br />
<strong>The</strong> public charity may either provide separate acknowledgments for each single<br />
contribution of $250 or more or one acknowledgment to substantiate several single<br />
contributions of $250 or more. Separate contributions are not aggregated for<br />
purposes of measuring the $250 threshold.<br />
<strong>The</strong>re are no IRS forms for the acknowledgment. Letters, postcards or computergenerated<br />
forms with the above information are acceptable. An organization
can provide either a paper copy of the acknowledgment or an electronic<br />
acknowledgment, such as an email, to the donor.<br />
Disclosure Rules That Apply to Quid Pro Quo Contributions<br />
Contributions are deductible only to the extent that they are gifts and no<br />
consideration is received in return. Depending on the circumstances, ticket<br />
purchases and similar payments made in conjunction with fundraising events<br />
may not qualify as charitable contributions in full. A contribution made by a donor<br />
in exchange for goods or services is known as a quid pro quo contribution. A<br />
donor may only take a charitable contribution deduction to the extent that the<br />
contribution exceeds the fair market value of the goods and services the donor<br />
receives in return for the contribution.<br />
If a public charity conducts fundraising events such as benefit dinners, shows and<br />
membership drives, where something of value is given to those in attendance,<br />
it must provide a written statement informing donors of the fair market value of<br />
the specific items or services it provided in exchange for contributions. Token<br />
items and services of intangible religious value need not be considered. A public<br />
charity should provide the written disclosure statement in advance of any event,<br />
determine the fair market value of any benefit received and state this information<br />
in fundraising materials such as solicitations, tickets and receipts. <strong>The</strong> disclosure<br />
statement should be made, at the latest, at the time payment is received. Subject<br />
to certain exceptions, the disclosure responsibility applies to any fundraising<br />
circumstance where each complete payment, including the contribution portion,<br />
exceeds $75.<br />
24<br />
Publication 1771, Charitable Contributions—Substantiation and Disclosure<br />
Requirements, and Publication 526, Charitable Contributions, provide details on<br />
the federal tax law for organizations such as public charities, including churches,
How Do You Get IRS Assistance and Information?<br />
<strong>The</strong> IRS offers help that is accessible online, via mail, by telephone and at IRS walkin<br />
offices in many areas across the country. IRS forms and publications can be<br />
downloaded from the internet and ordered by telephone.<br />
Specialized Assistance for Tax-Exempt Organizations<br />
Get help with questions about applying for tax-exempt status, annual filing<br />
requirements and information about exempt organizations from the IRS Exempt<br />
Organizations (EO) pages on the IRS website.<br />
EO Website<br />
www.irs.gov/charities-non-profits<br />
Highlights:<br />
■■ <strong>The</strong> Life Cycle of a Public Charity describes the compliance obligations of<br />
charities.<br />
■■ Subscribe to the EO Update, an electronic newsletter with information for taxexempt<br />
organizations and tax practitioners who represent them.<br />
EO Web-based Training<br />
www.stayexempt.irs.gov<br />
EO Customer Account Services 877-829-5500<br />
25<br />
EO Determinations Office Mailing Address<br />
Internal Revenue Service,<br />
TE/GE, EO Determinations Office,<br />
Room 4024<br />
P.O. Box 2508,<br />
Cincinnati, OH 45201,
Tax Publications for Exempt Organizations<br />
Get publications via the internet or by calling the IRS at 800-829-3676.<br />
Pub 1, Your Rights as a Taxpayer,<br />
Pub 15, (Circular E), Employer’s Tax Guide,<br />
Pub 15-A, Employer’s Supplemental Tax Guide,<br />
Pub 463, Travel, Entertainment, Gift, and Car Expenses,<br />
Pub 517, Social Security and Other Information for Members of the Clergy<br />
and Religious Workers,<br />
Pub 526, Charitable Contributions,<br />
Pub 538, Accounting Periods and Methods,<br />
Pub 557, Tax-Exempt Status for Your Organization,<br />
Pub 571, Tax-Sheltered Annuity Plans (403(b) Plans) for Employees of Public<br />
Schools and Certain Tax-Exempt Organizations,<br />
Pub 583, Starting a Business and Keeping Records,<br />
Pub 598, Tax on Unrelated Business Income of Exempt Organizations,<br />
Pub 1771, Charitable Contributions—Substantiation and Disclosure Requirements,<br />
Pub 1828, Tax Guide for Churches and Religious Organizations,<br />
Pub 3079, Tax-Exempt Organizations and Gaming,<br />
26<br />
Pub 3833, Disaster Relief, Providing Assistance Through Charitable Organizations,<br />
Pub 4220, Applying for 501(c)(3) Tax-Exempt Status,<br />
Pub 4221-NC, Compliance Guide for Tax-Exempt Organizations (other than 501(c)(3)<br />
Public Charities and Private Foundations),<br />
Pub 4221-PF, Compliance Guide for 501(c)(3) Private Foundations,<br />
Pub 4302, A Charity’s Guide to Vehicle Donation,<br />
Pub 4303, A Donor’s Guide to Vehicle Donation,<br />
Pub 4630, <strong>The</strong> Exempt Organizations Products and Services Catalog,<br />
Pub 4779, Facts about Terminating or Merging Your Exempt Organization,<br />
Forms for Exempt Organizations<br />
Form 941, Employer’s Quarterly Federal Tax Return,<br />
Form 944, Employer’s Annual Federal Tax Return,<br />
Form 990, Return of Organization Exempt From Income Tax,<br />
Form 990-EZ, Short Form Return of Organization Exempt From Income Tax,<br />
Form 990-PF, Return of Private Foundation or Section 4947(a)(1) Trust Treated as<br />
Private Foundation,
Form 990-N, Electronic Notice (e-Postcard) for Tax-Exempt Organizations Not<br />
Required to File Form 990 or 990-EZ (available electronically only),<br />
Form 990-T, Exempt Organization Business Income Tax Return (and proxy tax<br />
under section 6033(e)),<br />
Form 990-W, Estimated Tax on Unrelated Business Taxable Income for<br />
Tax-Exempt Organizations (and on Investment Income for Private Foundations),<br />
Form 1023, Application for Recognition of Exemption Under Section 501(c)(3)<br />
of the Internal Revenue Code,<br />
Form 1023-EZ, Streamlined Application for Recognition of Exemption Under Section<br />
501(c)(3) of the Internal Revenue Code (available electronically only)<br />
Form 1024, Application for Recognition of Exemption Under Section 501(a),<br />
Form 1041, U.S. Income Tax Return for Estates and Trusts,<br />
Form 4720, Return of Certain Excise Taxes Under Chapters 41 and 42 of the<br />
Internal Revenue Code,<br />
Form 5578, Annual Certification of Racial Nondiscrimination for a Private School<br />
Exempt From Federal Income Tax,<br />
Form 5768, Election/Revocation of Election by an Eligible Section 501(c)(3)<br />
Organization To Make Expenditures To Influence Legislation,<br />
Form 8282, Donee Information Return (Sale, Exchange, or Other Disposition of<br />
Donated Property)<br />
27<br />
Form 8283, Noncash Charitable Contributions,<br />
Form 8868, Application for Automatic Extension of Time To File an Exempt<br />
Organization Return,<br />
FinCEN Form 114, Report of Foreign Bank and Financial Accounts,<br />
General IRS Assistance<br />
Get materials on the latest tax laws, assistance with forms and publications, and<br />
filing information.<br />
IRS Website,<br />
www.irs.gov<br />
Federal tax questions, 800-829-4933<br />
Employment tax questions, 800-829-4933<br />
Order IRS forms and publications, 800-829-3676<br />
Publication 4221-PC (Rev. 3-2018) Catalog Number 49829R,,Department of the Treasury Internal Revenue Service, www.irs.gov,
Page 60 of 89
Attachment B<br />
Quick Short-Term Impact Analysis<br />
(2-2018)<br />
Page 61 of 89
Quick Short-Term Impact Analysis<br />
E-B Program Cost 1<br />
$328,769.85 ÷ 600 kids = $547.95/ youth<br />
÷ 12 mos. = $46./mo./youth<br />
Family Spending per Youth $4,931,547.75 ÷ 8,219.25/kid 1 ÷ 600 kids =<br />
not incarcerated (ROI) 2<br />
÷ 12 mos. = $137./mo./youth<br />
Spending per youth not incarcerated = $137./month/youth<br />
Cost of Program(s) per youth not incarcerated = - $ 46./month/youth<br />
$ 91./month/youth<br />
Short-Term Benefit to Society = $ 91./month/youth x 600 kids x 60 mos. = $3,276,000.00 3<br />
Annual Confinement Costs:<br />
Pennsylvania<br />
Not Reported<br />
New Jersey $196,133.00 per youth (x 600 youth = $117,679,800)<br />
Georgia $91,126.00 per youth (x 600 youth = $54,675,600)<br />
Delaware<br />
Not Reported<br />
Washington DC $277,765.00 per youth (x 600 youth = $166,659,000)<br />
5-Year Social Impact 4<br />
New Jersey $117,679,800/year x 5 years = $588,399,000 + $3,276,000 = $591,675,000<br />
Georgia $54,675,600/year x 5 years = $273,378,000 + $3,276,000 = $276,654,000<br />
Wash DC $166,659,000/year x 5 years = $833,295,000 + $3,276,000 = $836,571,000<br />
1<br />
5-Year Analysis (2007 – 2011).<br />
2<br />
$15/$1 ROI Multiplier (per p. 110).<br />
3<br />
Slightly under a 10/1 ROI.<br />
4<br />
600 youth
Quick Short-Term Impact Analysis<br />
E-B Program Cost 2<br />
$328,769.85 ÷ 600 kids = $547.95/ youth<br />
÷ 12 mos. = $46./mo./youth<br />
Family Spending per Youth $4,931,547.75 ÷ 8,219.25/kid 1 ÷ 600 kids =<br />
not incarcerated (ROI) 3<br />
÷ 12 mos. = $137./mo./youth<br />
Spending per youth not incarcerated = $137./month/youth<br />
Cost of Program(s) per youth not incarcerated = - $ 46./month/youth<br />
$ 91./month/youth<br />
Short-Term Benefit to Society = $ 91./month/youth x 600 kids x 60 mos. = $3,276,000.00 4<br />
Annual Confinement Costs:<br />
Pennsylvania<br />
Not Reported<br />
New Jersey $196,133.00 per youth (x 600 youth = $117,679,800)<br />
Georgia $91,126.00 per youth (x 600 youth = $54,675,600)<br />
Delaware<br />
Not Reported<br />
Washington DC $277,765.00 per youth (x 600 youth = $166,659,000)<br />
5-Year Social Impact 5<br />
New Jersey $117,679,800/year x 5 years = $588,399,000 + $3,276,000 = $591,675,000<br />
Georgia $54,675,600/year x 5 years = $273,378,000 + $3,276,000 = $276,654,000<br />
Wash DC $166,659,000/year x 5 years = $833,295,000 + $3,276,000 = $836,571,000<br />
2 5-Year Analysis (2007 – 2011).<br />
3 $15/$1 ROI Multiplier (per p. 110).<br />
4 Slightly under a 10/1 ROI.<br />
5 600 youth<br />
Page 62 of 89
Attachment C<br />
<strong>EDTC</strong> <strong>Incubator</strong> Workshop Budget<br />
Page 63 of 89
<strong>EDTC</strong> <strong>Incubator</strong> Workshop Budget<br />
Assume: 15 participants and 2 leaders<br />
All costs are Variable.<br />
Description / Costs Workshop Per person<br />
Program Coordinator: 1staff at<br />
$40 per hr x 8 hours<br />
Workshop Leaders: 1 staff<br />
leader @ $40 per hr. x 3 hrs. x 6<br />
sessions^ ; 1 community leader<br />
@ $200 per workshop<br />
Critical Thinking Books: 15<br />
participants x $19/book<br />
$320 $21<br />
$920 $61.33<br />
$285 $19<br />
Flip Charts for Workshop: 2<br />
per workshop @ $30<br />
Miscellaneous Supplies: name<br />
tags, pens, markers, note pads<br />
Miscellaneous Copying: 5<br />
pages x $.10 per page x 15<br />
people<br />
Snacks: $1.50 per person x 17<br />
people x 6 days<br />
$60 $4<br />
$15 $2.50<br />
$7.50 .50<br />
$153 $9<br />
Mileage for Leaders: 100 miles<br />
x 6 days x 1 people x $.56 per<br />
mile<br />
$336 $22<br />
Total Cost Per Workshop* $2,096.50 $140<br />
Includes planning and preparation time plus administrative for copying, form<br />
processing, etc.<br />
Total cost $140 per person, plus cost of room rental (if any)<br />
Page 64 of 89
Advocacy Foundation Publishers<br />
Page 65 of 89
Advocacy Foundation Publishers<br />
<strong>The</strong> e-Advocate Quarterly<br />
Page 66 of 89
Issue Title Quarterly<br />
Vol. I 2015 <strong>The</strong> Fundamentals<br />
I<br />
<strong>The</strong> ComeUnity ReEngineering<br />
Project Initiative<br />
Q-1 2015<br />
II <strong>The</strong> Adolescent Law Group Q-2 2015<br />
III<br />
Landmark Cases in US<br />
Juvenile Justice (PA)<br />
Q-3 2015<br />
IV <strong>The</strong> First Amendment Project Q-4 2015<br />
Vol. II 2016 Strategic Development<br />
V <strong>The</strong> Fourth Amendment Project Q-1 2016<br />
VI<br />
Landmark Cases in US<br />
Juvenile Justice (NJ)<br />
Q-2 2016<br />
VII Youth Court Q-3 2016<br />
VIII<br />
<strong>The</strong> Economic Consequences of Legal<br />
Decision-Making<br />
Q-4 2016<br />
Vol. III 2017 Sustainability<br />
IX <strong>The</strong> Sixth Amendment Project Q-1 2017<br />
X<br />
<strong>The</strong> <strong>The</strong>ological Foundations of<br />
US Law & Government<br />
Q-2 2017<br />
XI <strong>The</strong> Eighth Amendment Project Q-3 2017<br />
XII<br />
<strong>The</strong> EB-5 Investor<br />
Immigration Project*<br />
Q-4 2017<br />
Vol. IV 2018 Collaboration<br />
XIII Strategic Planning Q-1 2018<br />
XIV<br />
<strong>The</strong> Juvenile Justice<br />
Legislative Reform Initiative<br />
Q-2 2018<br />
XV <strong>The</strong> Advocacy Foundation Coalition Q-3 2018<br />
Page 67 of 89
XVI<br />
for Drug-Free Communities<br />
Landmark Cases in US<br />
Juvenile Justice (GA)<br />
Q-4 2018<br />
Page 68 of 89
Issue Title Quarterly<br />
Vol. V 2019 Organizational Development<br />
XVII <strong>The</strong> Board of Directors Q-1 2019<br />
XVIII <strong>The</strong> Inner Circle Q-2 2019<br />
XIX Staff & Management Q-3 2019<br />
XX Succession Planning Q-4 2019<br />
XXI <strong>The</strong> Budget* Bonus #1<br />
XXII Data-Driven Resource Allocation* Bonus #2<br />
Vol. VI 2020 Missions<br />
XXIII Critical Thinking Q-1 2020<br />
XXIV<br />
<strong>The</strong> Advocacy Foundation<br />
Endowments Initiative Project<br />
Q-2 2020<br />
XXV International Labor Relations Q-3 2020<br />
XXVI Immigration Q-4 2020<br />
Vol. VII 2021 Community Engagement<br />
XXVII<br />
<strong>The</strong> 21 st Century Charter Schools<br />
Initiative<br />
Q-1 2021<br />
XXVIII <strong>The</strong> All-Sports Ministry @ ... Q-2 2021<br />
XXIX Lobbying for Nonprofits Q-3 2021<br />
XXX<br />
XXXI<br />
Advocacy Foundation Missions -<br />
Domestic<br />
Advocacy Foundation Missions -<br />
International<br />
Q-4 2021<br />
Bonus<br />
Page 69 of 89
Vol. VIII<br />
2022 ComeUnity ReEngineering<br />
XXXII<br />
<strong>The</strong> Creative & Fine Arts Ministry<br />
@ <strong>The</strong> Foundation<br />
Q-1 2022<br />
XXXIII <strong>The</strong> Advisory Council & Committees Q-2 2022<br />
XXXIV<br />
<strong>The</strong> <strong>The</strong>ological Origins<br />
of Contemporary Judicial Process<br />
Q-3 2022<br />
XXXV <strong>The</strong> Second Chance Ministry @ ... Q-4 2022<br />
Vol. IX 2023 Legal Reformation<br />
XXXVI <strong>The</strong> Fifth Amendment Project Q-1 2023<br />
XXXVII <strong>The</strong> Judicial Re-Engineering Initiative Q-2 2023<br />
XXXVIII<br />
<strong>The</strong> Inner-Cities Strategic<br />
Revitalization Initiative<br />
Q-3 2023<br />
XXXVIX Habeas Corpus Q-4 2023<br />
Vol. X 2024 ComeUnity Development<br />
XXXVX<br />
<strong>The</strong> Inner-City Strategic<br />
Revitalization Plan<br />
Q-1 2024<br />
XXXVXI <strong>The</strong> Mentoring Initiative Q-2 2024<br />
XXXVXII <strong>The</strong> Violence Prevention Framework Q-3 2024<br />
XXXVXIII <strong>The</strong> Fatherhood Initiative Q-4 2024<br />
Vol. XI 2025 Public Interest<br />
XXXVXIV Public Interest Law Q-1 2025<br />
L (50) Spiritual Resource Development Q-2 2025<br />
Page 70 of 89
LI<br />
Nonprofit Confidentiality<br />
In <strong>The</strong> Age of Big Data<br />
Q-3 2025<br />
LII Interpreting <strong>The</strong> Facts Q-4 2025<br />
Vol. XII 2026 Poverty In America<br />
LIII<br />
American Poverty<br />
In <strong>The</strong> New Millennium<br />
Q-1 2026<br />
LIV Outcome-Based Thinking Q-2 2026<br />
LV Transformational Social Leadership Q-3 2026<br />
LVI <strong>The</strong> Cycle of Poverty Q-4 2026<br />
Vol. XIII 2027 Raising Awareness<br />
LVII ReEngineering Juvenile Justice Q-1 2027<br />
LVIII Corporations Q-2 2027<br />
LVIX <strong>The</strong> Prison Industrial Complex Q-3 2027<br />
LX Restoration of Rights Q-4 2027<br />
Vol. XIV 2028 Culturally Relevant Programming<br />
LXI Community Culture Q-1 2028<br />
LXII Corporate Culture Q-2 2028<br />
LXIII Strategic Cultural Planning Q-3 2028<br />
LXIV<br />
<strong>The</strong> Cross-Sector/ Coordinated<br />
Service Approach to Delinquency<br />
Prevention<br />
Q-4 2028<br />
Page 71 of 89
Vol. XV 2029 Inner-Cities Revitalization<br />
LXIV<br />
LXV<br />
LXVI<br />
Part I – Strategic Housing<br />
Revitalization<br />
(<strong>The</strong> Twenty Percent Profit Margin)<br />
Part II – Jobs Training, Educational<br />
Redevelopment<br />
and Economic Empowerment<br />
Part III - Financial Literacy<br />
and Sustainability<br />
Q-1 2029<br />
Q-2 2029<br />
Q-3 2029<br />
LXVII Part IV – Solutions for Homelessness Q-4 2029<br />
LXVIII<br />
<strong>The</strong> Strategic Home Mortgage<br />
Initiative<br />
Bonus<br />
Vol. XVI 2030 Sustainability<br />
LXVIII Social Program Sustainability Q-1 2030<br />
LXIX<br />
<strong>The</strong> Advocacy Foundation<br />
Endowments Initiative<br />
Q-2 2030<br />
LXX Capital Gains Q-3 2030<br />
LXXI Sustainability Investments Q-4 2030<br />
Vol. XVII 2031 <strong>The</strong> Justice Series<br />
LXXII Distributive Justice Q-1 2031<br />
LXXIII Retributive Justice Q-2 2031<br />
LXXIV Procedural Justice Q-3 2031<br />
LXXV (75) Restorative Justice Q-4 2031<br />
LXXVI Unjust Legal Reasoning Bonus<br />
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Vol. XVIII 2032 Public Policy<br />
LXXVII Public Interest Law Q-1 2032<br />
LXXVIII Reforming Public Policy Q-2 2032<br />
LXXVIX ... Q-3 2032<br />
LXXVX ... Q-4 2032<br />
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<strong>The</strong> e-Advocate Monthly Review<br />
2018<br />
Transformational Problem Solving January 2018<br />
<strong>The</strong> Advocacy Foundation February 2018<br />
Opioid Initiative<br />
Native-American Youth March 2018<br />
In the Juvenile Justice System<br />
Barriers to Reducing Confinement April 2018<br />
Latino and Hispanic Youth May 2018<br />
In the Juvenile Justice System<br />
Social Entrepreneurship June 2018<br />
<strong>The</strong> Economic Consequences of<br />
Homelessness in America S.Ed – June 2018<br />
African-American Youth July 2018<br />
In the Juvenile Justice System<br />
Gang Deconstruction August 2018<br />
Social Impact Investing September 2018<br />
Opportunity Youth: October 2018<br />
Disenfranchised Young People<br />
<strong>The</strong> Economic Impact of Social November 2018<br />
of Social Programs Development<br />
Gun Control December 2018<br />
2019<br />
<strong>The</strong> U.S. Stock Market January 2019<br />
Prison-Based Gerrymandering February 2019<br />
Literacy-Based Prison Construction March 2019<br />
Children of Incarcerated Parents April 2019<br />
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African-American Youth in <strong>The</strong> May 2019<br />
Juvenile Justice System<br />
Racial Profiling June 2019<br />
Mass Collaboration July 2019<br />
Concentrated Poverty August 2019<br />
De-Industrialization September 2019<br />
Overcoming Dyslexia October 2019<br />
Overcoming Attention Deficit November 2019<br />
<strong>The</strong> Gift of Adversity December 2019<br />
2020<br />
<strong>The</strong> Gift of Hypersensitivity January 2020<br />
<strong>The</strong> Gift of Introspection February 2020<br />
<strong>The</strong> Gift of Introversion March 2020<br />
<strong>The</strong> Gift of Spirituality April 2020<br />
<strong>The</strong> Gift of Transformation May 2020<br />
Property Acquisition for<br />
Organizational Sustainability June 2020<br />
Investing for Organizational<br />
Sustainability July 2020<br />
Biblical Law & Justice TLFA August 2020<br />
Gentrification AF September 2020<br />
Environmental Racism <strong>EDTC</strong> October 2020<br />
Law for <strong>The</strong> Poor AF November 2020<br />
…<br />
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2021<br />
Biblically Responsible Investing TLFA – January 2021<br />
International Criminal Procedure LMI – February 2021<br />
Spiritual Rights TLFA – March 2021<br />
<strong>The</strong> <strong>The</strong>ology of Missions TLFA – April 2021<br />
Legal Evangelism, Intelligence,<br />
Reconnaissance & Missions LMI – May 2021<br />
<strong>The</strong> Law of War LMI – June 2021<br />
Generational Progression AF – July 2021<br />
…<br />
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<strong>The</strong> e-Advocate Quarterly<br />
Special Editions<br />
Crowdfunding Winter-Spring 2017<br />
Social Media for Nonprofits October 2017<br />
Mass Media for Nonprofits November 2017<br />
<strong>The</strong> Opioid Crisis in America: January 2018<br />
Issues in Pain Management<br />
<strong>The</strong> Opioid Crisis in America: February 2018<br />
<strong>The</strong> Drug Culture in the U.S.<br />
<strong>The</strong> Opioid Crisis in America: March 2018<br />
Drug Abuse Among Veterans<br />
<strong>The</strong> Opioid Crisis in America: April 2018<br />
Drug Abuse Among America’s<br />
Teens<br />
<strong>The</strong> Opioid Crisis in America: May 2018<br />
Alcoholism<br />
<strong>The</strong> Economic Consequences of June 2018<br />
Homelessness in <strong>The</strong> US<br />
<strong>The</strong> Economic Consequences of July 2018<br />
Opioid Addiction in America<br />
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<strong>The</strong> e-Advocate Journal<br />
of <strong>The</strong>ological Jurisprudence<br />
Vol. I - 2017<br />
<strong>The</strong> <strong>The</strong>ological Origins of Contemporary Judicial Process<br />
Scriptural Application to <strong>The</strong> Model Criminal Code<br />
Scriptural Application for Tort Reform<br />
Scriptural Application to Juvenile Justice Reformation<br />
Vol. II - 2018<br />
Scriptural Application for <strong>The</strong> Canons of Ethics<br />
Scriptural Application to Contracts Reform<br />
& <strong>The</strong> Uniform Commercial Code<br />
Scriptural Application to <strong>The</strong> Law of Property<br />
Scriptural Application to <strong>The</strong> Law of Evidence<br />
Page 78 of 89
Legal Missions International<br />
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Issue Title Quarterly<br />
Vol. I 2015<br />
I<br />
II<br />
God’s Will and <strong>The</strong> 21 st Century<br />
Democratic Process<br />
<strong>The</strong> Community<br />
Engagement Strategy<br />
Q-1 2015<br />
Q-2 2015<br />
III Foreign Policy Q-3 2015<br />
IV<br />
Public Interest Law<br />
in <strong>The</strong> New Millennium<br />
Q-4 2015<br />
Vol. II 2016<br />
V Ethiopia Q-1 2016<br />
VI Zimbabwe Q-2 2016<br />
VII Jamaica Q-3 2016<br />
VIII Brazil Q-4 2016<br />
Vol. III 2017<br />
IX India Q-1 2017<br />
X Suriname Q-2 2017<br />
XI <strong>The</strong> Caribbean Q-3 2017<br />
XII United States/ Estados Unidos Q-4 2017<br />
Vol. IV 2018<br />
XIII Cuba Q-1 2018<br />
XIV Guinea Q-2 2018<br />
XV Indonesia Q-3 2018<br />
XVI Sri Lanka Q-4 2018<br />
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Vol. V 2019<br />
XVII Russia Q-1 2019<br />
XVIII Australia Q-2 2019<br />
XIV South Korea Q-3 2019<br />
XV Puerto Rico Q-4 2019<br />
Issue Title Quarterly<br />
Vol. VI 2020<br />
XVI Trinidad & Tobago Q-1 2020<br />
XVII Egypt Q-2 2020<br />
XVIII Sierra Leone Q-3 2020<br />
XIX South Africa Q-4 2020<br />
XX Israel Bonus<br />
Vol. VII 2021<br />
XXI Haiti Q-1 2021<br />
XXII Peru Q-2 2021<br />
XXIII Costa Rica Q-3 2021<br />
XXIV China Q-4 2021<br />
XXV Japan Bonus<br />
Vol VIII 2022<br />
XXVI Chile Q-1 2022<br />
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<strong>The</strong> e-Advocate Juvenile Justice Report<br />
______<br />
Vol. I – Juvenile Delinquency in <strong>The</strong> US<br />
Vol. II. – <strong>The</strong> Prison Industrial Complex<br />
Vol. III – Restorative/ Transformative Justice<br />
Vol. IV – <strong>The</strong> Sixth Amendment Right to <strong>The</strong> Effective Assistance of Counsel<br />
Vol. V – <strong>The</strong> <strong>The</strong>ological Foundations of Juvenile Justice<br />
Vol. VI – Collaborating to Eradicate Juvenile Delinquency<br />
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<strong>The</strong> e-Advocate Newsletter<br />
Genesis of <strong>The</strong> Problem<br />
Family Structure<br />
Societal Influences<br />
Evidence-Based Programming<br />
Strengthening Assets v. Eliminating Deficits<br />
2012 - Juvenile Delinquency in <strong>The</strong> US<br />
Introduction/Ideology/Key Values<br />
Philosophy/Application & Practice<br />
Expungement & Pardons<br />
Pardons & Clemency<br />
Examples/Best Practices<br />
2013 - Restorative Justice in <strong>The</strong> US<br />
2014 - <strong>The</strong> Prison Industrial Complex<br />
25% of the World's Inmates Are In the US<br />
<strong>The</strong> Economics of Prison Enterprise<br />
<strong>The</strong> Federal Bureau of Prisons<br />
<strong>The</strong> After-Effects of Incarceration/Individual/Societal<br />
<strong>The</strong> Fourth Amendment Project<br />
<strong>The</strong> Sixth Amendment Project<br />
<strong>The</strong> Eighth Amendment Project<br />
<strong>The</strong> Adolescent Law Group<br />
2015 - US Constitutional Issues In <strong>The</strong> New Millennium<br />
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2018 - <strong>The</strong> <strong>The</strong>ological Law Firm Academy<br />
<strong>The</strong> <strong>The</strong>ological Foundations of US Law & Government<br />
<strong>The</strong> Economic Consequences of Legal Decision-Making<br />
<strong>The</strong> Juvenile Justice Legislative Reform Initiative<br />
<strong>The</strong> EB-5 International Investors Initiative<br />
2017 - Organizational Development<br />
<strong>The</strong> Board of Directors<br />
<strong>The</strong> Inner Circle<br />
Staff & Management<br />
Succession Planning<br />
Bonus #1 <strong>The</strong> Budget<br />
Bonus #2 Data-Driven Resource Allocation<br />
2018 - Sustainability<br />
<strong>The</strong> Data-Driven Resource Allocation Process<br />
<strong>The</strong> Quality Assurance Initiative<br />
<strong>The</strong> Advocacy Foundation Endowments Initiative<br />
<strong>The</strong> Community Engagement Strategy<br />
2019 - Collaboration<br />
Critical Thinking for Transformative Justice<br />
International Labor Relations<br />
Immigration<br />
God's Will & <strong>The</strong> 21st Century Democratic Process<br />
<strong>The</strong> Community Engagement Strategy<br />
<strong>The</strong> 21st Century Charter Schools Initiative<br />
2020 - Community Engagement<br />
Page 84 of 89
Extras<br />
<strong>The</strong> Nonprofit Advisors Group Newsletters<br />
<strong>The</strong> 501(c)(3) Acquisition Process<br />
<strong>The</strong> Board of Directors<br />
<strong>The</strong> Gladiator Mentality<br />
Strategic Planning<br />
Fundraising<br />
501(c)(3) Reinstatements<br />
<strong>The</strong> Collaborative US/ International Newsletters<br />
How You Think Is Everything<br />
<strong>The</strong> Reciprocal Nature of Business Relationships<br />
Accelerate Your Professional Development<br />
<strong>The</strong> Competitive Nature of Grant Writing<br />
Assessing <strong>The</strong> Risks<br />
Page 85 of 89
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About <strong>The</strong> Author<br />
John C (Jack) Johnson III<br />
Founder & CEO<br />
Jack was educated at Temple University, in Philadelphia, Pennsylvania and Rutgers<br />
Law School, in Camden, New Jersey. In 1999, he moved to Atlanta, Georgia to pursue<br />
greater opportunities to provide Advocacy and Preventive Programmatic services for atrisk/<br />
at-promise young persons, their families, and Justice Professionals embedded in the<br />
Juvenile Justice process in order to help facilitate its transcendence into the 21 st Century.<br />
<strong>The</strong>re, along with a small group of community and faith-based professionals, “<strong>The</strong> Advocacy Foundation, Inc." was conceived<br />
and developed over roughly a thirteen year period, originally chartered as a Juvenile Delinquency Prevention and Educational<br />
Support Services organization consisting of Mentoring, Tutoring, Counseling, Character Development, Community Change<br />
Management, Practitioner Re-Education & Training, and a host of related components.<br />
<strong>The</strong> Foundation’s Overarching Mission is “To help Individuals, Organizations, & Communities Achieve <strong>The</strong>ir Full Potential”, by<br />
implementing a wide array of evidence-based proactive multi-disciplinary "Restorative & Transformative Justice" programs &<br />
projects currently throughout the northeast, southeast, and western international-waters regions, providing prevention and support<br />
services to at-risk/ at-promise youth, to young adults, to their families, and to Social Service, Justice and Mental<br />
Health professionals” everywhere. <strong>The</strong> Foundation has since relocated its headquarters to Philadelphia, Pennsylvania, and been<br />
expanded to include a three-tier mission.<br />
In addition to his work with the Foundation, Jack also served as an Adjunct Professor of Law & Business at National-Louis<br />
University of Atlanta (where he taught Political Science, Business & Legal Ethics, Labor & Employment Relations, and Critical<br />
Thinking courses to undergraduate and graduate level students). Jack has also served as Board President for a host of wellestablished<br />
and up & coming nonprofit organizations throughout the region, including “Visions Unlimited Community<br />
Development Systems, Inc.”, a multi-million dollar, award-winning, Violence Prevention and Gang Intervention Social Service<br />
organization in Atlanta, as well as Vice-Chair of the Georgia/ Metropolitan Atlanta Violence Prevention Partnership, a state-wide<br />
300 organizational member, violence prevention group led by the Morehouse School of Medicine, Emory University and <strong>The</strong><br />
Original, Atlanta-Based, Martin Luther King Center.<br />
Attorney Johnson’s prior accomplishments include a wide-array of Professional Legal practice areas, including Private Firm,<br />
Corporate and Government postings, just about all of which yielded significant professional awards & accolades, the history and<br />
chronology of which are available for review online. Throughout his career, Jack has served a wide variety of for-profit<br />
corporations, law firms, and nonprofit organizations as Board Chairman, Secretary, Associate, and General Counsel since 1990.<br />
www.<strong>The</strong>AdvocacyFoundation.org<br />
Clayton County Youth Services Partnership, Inc. – Chair; Georgia Violence Prevention Partnership, Inc – Vice Chair; Fayette<br />
County NAACP - Legal Redress Committee Chairman; Clayton County Fatherhood Initiative Partnership – Principal<br />
Investigator; Morehouse School of Medicine School of Community Health Feasibility Study - Steering Committee; Atlanta<br />
Violence Prevention Capacity Building Project – Project Partner; Clayton County Minister’s Conference, President 2006-2007;<br />
Liberty In Life Ministries, Inc. – Board Secretary; Young Adults Talk, Inc. – Board of Directors; ROYAL, Inc - Board of<br />
Directors; Temple University Alumni Association; Rutgers Law School Alumni Association; Sertoma International; Our<br />
Common Welfare Board of Directors – President)2003-2005; River’s Edge Elementary School PTA (Co-President); Summerhill<br />
Community Ministries; Outstanding Young Men of America; Employee of the Year; Academic All-American - Basketball;<br />
Church Trustee.<br />
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www.<strong>The</strong>AdvocacyFoundation.org<br />
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