Nonprofit Tweets of the Week – 5/22/15

Man wearing waistcoat with clown nose

This week was marked by David Letterman‘s final Late Show, Red Nose Day, and the Center for Effective Philanthropy Annual Conference: Leading Effective Foundations. Have a listen to the Late Show Theme Song while perusing our curated nonprofit tweets of the week:

  • Emily Chan: Fiscal Sponsorship: What You Should Know and Why You Should Know It by @ErinBradrick via @ABABusLaw
  • Center for Effective Philanthropy: What happened yesterday at #CEP2015? Catch up with this recap post on the CEP blog! [Ed. Also see the new report released at the Conference – Investing and Social Impact: Practices of Private Foundations.]
  • Gene: 2015 CEP Conference: Thursday Recap … #CEP2015 #philanthropy
  • Vu Le: Why the Sustainability Myth is just as destructive as the Overhead Myth
  • Nonprofit Quarterly: TRENDING – Beyond Financial Oversight: Expanding the Board’s Role in the Pursuit of Sustainability [Ed. We highly recommend reading CompassPoint CEO Jeanne Bell’s excellent post on governance and sustainability.]
  • The Boston Globe: New England nonprofits hungry for new leadership amid wave of retirements
  • Collective Impact: Looking for a quick primer on #CollectiveImpact? Check out this shared resource list:
  • Nonprofit Issues: Should we add CFO to the Board? #nonprofit #charity
  • Stanford Corporate Governance: What Can For-Profit and Nonprofit Boards Learn from Each Other About Improving Governance? @SSRN #corpgov #nonprofit
  • Debra Beck: Nonprofit governance: Changing the question
  • Venable Nonprofit Law: What to scrutinize on a #charity’s #990 #tax return via @WSJ @Saunderswsj
  • National Council of Nonprofits: CA #nonprofits must disclose names of some donors Keep up 2 date w/policy developments via Nonprofit Advocacy Matters
  • Erin Bradrick: 4 cancer charities accused of fraud by FTC and states: NY Times



Nonprofit Radio: Crowdfunding


I’ll be on Nonprofit Radio speaking with host Tony Martignetti this Friday at 10:30 am PT / 1:30 pm ET about charitable crowdfunding. You can tune in to the live feed on Talking Alternative or catch up later on iTunes.

We’ll be talking about:

  • The difference between an individual and a charity crowdfunding for a charitable purpose
  • Whether a crowdfunding site operator is subject to charity regulations, like those for commercial fundraisers
  • The risks involved with crowdfunding from the charity’s and the donor’s perspective


Nonprofit Crowdfunding Risks

A Moving Target: The regulation of online fundraising platforms | The Nonprofit Times

Every Little Bit Counts: Crowdfunding for Nonprofits | The Law Project

Internet and Social Media Solicitations: Wise Giving Tips | NASCO


Nonprofit Tweets of the Week – 05/15/15


Last Sunday was Mother’s Day. Have a listen to Drake‘s Look What You’ve Done (and The Thrill is Gone by the legendary B.B. King, who we lost today) while perusing our curated nonprofit tweets of the week:


2014 Form 990 Due Tomorrow!

White clock with the word Deadline on its face

if your nonprofit is on a calendar accounting year, TOMORROW (May 15th) is the deadline for filing its Form 990 with the IRS.

Which forms do exempt organizations file? (IRS)

2010 Tax Year and later
(Filed in 2011 and later)

Form to File


Gross receipts normally ≤ $50,000
Note: Organizations eligible to file the e-Postcard may choose to file a full return



Gross receipts < $200,000, and
Total assets < $500,000


or 990


Gross receipts ≥ $200,000, or
Total assets ≥ $500,000



Private foundation




If you need to file an extension, file Form 8868 (Application for Extension of Time To File an Exempt Organization Return). Get it postmarked or e-file it no later than tomorrow.

When an exempt organization that is required to file an annual return (e.g., Form 990, 990-EZ or 990-PF) or submit an annual electronic notice (Form 990-N, or e-Postcard) does not do so for three consecutive years, it will automatically lose its exempt status. If you did not file the appropriate Form 990 for 2012 and 2013, you must file it for 2014 by TOMORROW or your nonprofit will have its exemption automatically revoked on May 16 (filing for an extension will NOT prevent this). See Automatic Revocation of Exemption for Non-Filing: Frequently Asked Questions

Additional Resources

e-file for Charities and Non-Profits, IRS

Changes To 2014 Form 990, Form 990-EZ, And Form 990-PF For Exempt Organizations, McGuire Woods


The Avengers, a Nonprofit Corporation


In the recently released Avengers: Age of Ultron, Captain America referred to the bylaws in stating that there were no restrictions against relationships between members. This of course proves (in my mind) that the Avengers are not only a superhero team that saves the world on a regular basis but also a nonprofit corporation. Here is the way the startup process played out in my head:

Corporation. A group of individuals that will engage in activities may form a corporation to mitigate the risks of personal liability. Without forming a corporation, the group might be characterized as an unincorporated association or partnership. While Thor may be judgment-proof (he could simply fly off to Asgard where our courts have no jurisdiction) and could probably care less, Tony Stark (Ironman) has significant personal assets and wouldn’t let The Avengers operate without the limited liability protection offered by a corporation. Cap might have argued about some ethical obligation to pay for any of the corporation’s liabilities, but he would have been outvoted.

Nonprofit. A nonprofit corporation, unlike a for-profit corporation, has no owners and does not make distributions of its net income to any shareholders. Cap’s insistence that the corporation be a nonprofit would have carried the day despite Stark’s preference for the flexibility of a for-profit form like the benefit corporation. These two heroes have been on a collision course from the start … stay tuned.

Tax-exempt. A nonprofit may be tax-exempt under Internal Revenue Code Section 501(c)(3) if it has a charitable purpose or under Section 501(c)(4) if it has a social welfare purpose. Generally, only a 501(c)(3) provides the benefit of being able to receive deductible charitable contributions, but in return, it’s subject to certain limitations on lobbying and gives up the right to engage in political campaign intervention activities. Because Stark is providing substantial funding, he insisted on forming an exempt organization under 501(c)(3) to benefit from the charitable deduction. Cap favored the 501(c)(3) because it signals that The Avengers exist for charitable purposes, including lessening the burdens of government and relief of the distressed (which includes all of us when the bad guys/robots/aliens threaten to destroy the world).

Private foundation. Because Stark and his company Stark Industries are providing substantially all of the funding, The Avengers will not be able to pass either of the applicable public support tests (509(a)(1)/170(b)(1)(A)(vi) or 509(a)(2)) to qualify as a public charity. Accordingly, it will be a private foundation subject to the more restrictive laws applicable to a private foundation, including those prohibiting self-dealing, excess business holdings, jeopardizing investments, and taxable expenditures (including those on lobbying and grants to individuals). However, because The Avengers will not be a grantmaking entity, it was structured to qualify as a private operation foundation, which is not subject to the private foundation tax on failure to distribute income.

Governance. A nonprofit corporation is governed by a board of directors. Initially, each of the individual Avengers wanted to be a board member (director). However, that was determined not to be the best arrangement, particularly because they soon determined that some individuals were not keen on meeting their fiduciary duties and director responsibilities, including providing financial and program oversight, planning how to most effectively and efficiently advance The Avengers’ charitable mission in the near and long-term future, and protecting charitable assets. One very important part of meeting a board member’s fiduciary duties is attending meetings. Bruce Banner decided to abstain from serving as a director based on his inconsistent availability and ability to cooperate with others (particularly when he gets angry). Because directors must disclose their names on the IRS annual information return (Form 990), any Avenger with a secret identity would not be able to serve as a director. Individuals from foreign jurisdictions (like Thor) are permitted to serve as directors, but the IRS may give additional scrutiny to any nonprofit whose board was composed of directors who all resided in a foreign country, planet, or dimension.

Officers. Generally, a nonprofit corporation requires three officers: a president (or chair of the board), a treasurer, and a secretary. While many state laws and best practices prohibit the president from concurrently serving as treasurer or secretary, most permit one individual to serve as both treasurer and secretary. Cap was elected as president in a unanimous vote. Stark certainly had the financial management expertise to serve as treasurer, but since he was known to be a rule-breaker, it was decided he would make for a poor officer. Natasha Romanova (Black Widow) had a checkered past, but a majority of the directors trusted her enough to elect her as treasurer. The Vision was unanimously elected as Secretary.



Nonprofit Tweets of the Week – 5/8/15

Speaker at Business Conference and Presentation.

I’m back in Washington DC for the Fifth National Summit on Quality in Home Visiting Programs (where I participated on a panel discussing social impact bonds) and the ABA Tax Section May Meeting (where a large group of nonprofit lawyers meet up to discuss and learn about tax issues). Have a listen to Diana Ross’ version of Home from The Wiz while perusing our curated nonprofit tweets of the week:


Social Impact Bonds: National Summit on Quality in Home-Visiting Programs

Risk and reward balance

I’ll be at the Fifth National Summit on Quality in Home Visiting Programs in Washington DC on May 7, 2015 participating on a panel discussing social impact bonds and pay-for-success financing. I’ll be joined on the panel, moderated by Lauren Schumer, The Pew Charitable Trusts, by:

David Juppe, Department of Legislative Services/Maryland General Assembly
Elizabeth Lower-Basch, Center for Law and Social Policy
Rhett Mabry, The Duke Endowment

Risk and Reward

Social impact bonds (SIBs) represent a form of pay-for-success financing.

In the Pay for Success model, governments partner with private sector investors who provide up-front funding to promising service providers. Investors only receive a repayment from the government if the service provider’s work is measurably successful. Because governments pay only if the programs work, the PFS model has the potential to more effectively allocate taxpayer dollars while increasing funding for programs that deliver improved social outcomes. – The Social Impact Bond Technical Assistance Lab (SIB Lab) at the Harvard Kennedy School

While SIBs provide for a mechanism in which governments can shift the risks of “unsuccessful” programs to the investors, they generally do so at the cost of paying more for “successful” programs. Typical profit-motivated investors will presumably develop strategies to mitigate the risks to maximize their opportunity for profits. Accordingly, SIBs must be seen as not merely a form of public-private partnership in which the interests of the government and investors are aligned to produce a favorable social outcome, but also one in which their respective interests are competing at selecting appropriate programs, metrics, parties, and payments.

For example, it would make little sense for governments to pay more for low-risk, high-social return programs that they should have simply funded directly. In contrast, it would make more sense for governments to pay more for high-risk, high-social return programs. Typical investors, on the other hand, will look for low-risk opportunities and/or mitigate the investment risks by negotiating metrics, terms, and conditions that favor their interests over the public interest. What will be required initially for the overall success of SIBs as a social financing strategy are true social investors who are willing to take on more risk for a less-than-market-rate return relative to such risk in exchange for advancing a social good.


What You Should Know About Social Impact Bonds, Gene Takagi

Social Impact Bonds: Overview and Considerations, Elizabeth Lower-Basch

Testimony of Dr. David B. Juppe, U.S. House Committee on Ways and Means, Subcommittee on Human Resources Hearing on Social Impact Bonds, September 9, 2014

Transcript for Pay for Success Social Impact Finance: South Carolina Home Visiting to Improve Health and Early Childhood Outcomes, March 11, 2013 (including comments from Rhett Mabry)

Quotes from Additional Resources

Social Impact Bonds: Lessons Learned So Far, Federal Reserve Bank of San Francisco

PFS contracts introduce several potentially valuable components: performance measurement, performance-based pay, an intermediary with management talent, financial resources for successful nonprofits to expand, and new program models. A subset of these components may be sufficient for, or may explain a large portion of, an intervention’s successful outcome. If the model is successful, we may not be able to tell the relative contributions of each.

Consider investments in prenatal health care. Such investments may produce short-term benefits such as improved infant and maternal health and lower health care costs, but they may also produce longer-term benefits such as reduced special education spending, reduced crime during teenage years, and increased adult earnings. While it would not make sense for a SIB contract to pay out over two decades as results become apparent—the feedback loop between management practices and results would be too long to be useful—it might be possible to design a SIB that paid out based upon short-term results that are predictive of longer-term benefits. It will be interesting to see whether any governments are willing to make payments based on these potential longer-term benefits.

How Will Governments Scale Pay for Success Contracts That Work?
In designing initial PFS contracts, it is important to have a vision for what will happen at the end of the contract if the project is successful. Clearly, it would be a bad idea to have the contract conclude, have services shut down, and then start the process of figuring out what comes next. But it is also not remotely possible to specify a plan for scaling up a successful intervention several years ahead of time since what is learned along the way will be critical to designing any follow-on plan. In practice, a sensible approach may be to write explicit deci- sion dates about contract extensions and scaling into the original contract with sufficient lead time to allow for effective expansion. For example, if the initial contract is for six years, then by the end of the fourth year a decision would be made about years seven and eight. Another question is whether follow-on contracts should assume the same PFS model or whether the government could simply contract directly for the now-proven program model. Ideally, the government will maintain capacity to measure impacts rigorously during successor contracts regardless of their setup.

Fact Sheet: Social Impact Bonds in the United States, Center for American Progress

At this early stage, SIBs are most appropriate for areas in which:

* Outcomes can be clearly defined and historical data are available

* Preventive interventions exist that cost less to administer than remedial services

* Some interventions with high levels of evidence already exist

* Political will for traditional direct funding can be difficult to sustain

 Building Networks Is Essential to Investment in Social Impact Bonds, Center for American Progress

The foundation staff also pointed out that potential collaborators should not assume foundations are exclusively interested in using any one type of capital: They have the ability to make grants, which require no payback; program-related investments, or PRIs, which are investments that focus on a charitable mission and range from 0 percent to below-market rate returns; and mission-related investments, or MRIs, which intend to achieve a market-rate return while advancing the foundation’s mission. Internally, most foundations split investment and grant-making functions into separate departments, which might mean different decision-making processes and priorities.

As conversations about social impact bonds continue, it is helpful to understand what drives potential collaboration among investors. Since each institution has multiple ways in which it could participate, it is not useful to make assumptions about whether or how any one organization would want to collaborate. Taking time to get to know an organi- zation’s mission, staff talent, available capital, appetite for risk, relationship with gov- ernment, and sustainability goals can help bridge the perception gap among potential investors. Participants at our discussions highlighted the role of networks in identifying expertise and understanding the bigger picture beyond the individual SIB transaction. Beyond access to financial capital, investors have intellectual and often community capi- tal that can be helpful in assessing whether to enter a deal.

Social Impact Bonds: Inside a Social Impact Bond Agreement, Center for American Progress

These challenges mean that the agreement itself—the contract signed by the government agency and the external organization—is critically important to the success or failure of a Social Impact Bond. Among other things, the contract will define the relationships and responsibilities of all the parties in this unusual arrangement, will set out the circumstances under which the external organization can expect to earn their payment, and will determine when either the government or the external organization can terminate the agreement. Writing the agreement well will help guarantee transparency and cooperation between the government and the external organization, help protect the vulnerable populations that the agreement serves, and make better outcomes possible.

Defining Terms in a Social Impact Bond Agreement, Center for American Progress

The contract should also place some restrictions on the government. In most SIB agreements this will include clauses prohibiting the government from exerting control over the external organization’s strategy or day-to-day operations. The contract should also prevent the government from intervening in the external organization’s selection of subcontractors and investors, though subcontractors will be held to the same standards as the external organization itself.

The Bottom Line: Investing for Impact on Economic Mobility in the U.S., Ascend | The Aspen Institute

Pay-for-success contracts are not appropriate for bleeding-edge innovation; they typically work best to scale up proven, battle-tested interventions.

For social service providers, social impact bonds represent a sea change not only in the amount, but in the kind of available capital. Payment in advance eliminates the challenge of meeting expenses while waiting for government reimbursement. Since investors are repaid based on outcomes, not inputs, unrestricted funding is not tied to specific program components and can be spent on what works best. With costs covered in full, providers can focus on services, not fundraising. All of that is intended to help high-performing nonprofits with proven interventions thrive, not merely survive.

 The Finalization of Urban Policy in the Age of Obama, Journal of Urban Affairs

The record on SIBs reveals several implications of the financialization of urban policy, that is, of aligning urban policy with the requirements of the funding mechanism. First is the pitfall of program selectivity. The tendency to fund programs that correspond to the underlying logic of SIBs is evident in the emphasis to date on programs designed to stem juvenile and adult recidivism and reduce use of healthcare and homelessness services. The aim of these programs is to reduce “subprime” behaviors that increase costs to governments and to use the cost savings to repay private investors and program needs that do not correspond to this logic are unlikely to be funded. A second and related problem is the monetization of outcomes. Because the aim is to reduce the cost of government programs rather than to address social issues per se, program success is defined in terms of cost reduction rather than the substantive effect on the underlying problem. As a consequence, programs that address a pressing social need but can’t directly be linked to cost reduction won’t be funded through SIBs. Third is the measurement problem arising from the assumption that changes in outcomes (e.g., reduced recidivism, lower healthcare costs) can be directly and causally attributed to the program intervention—a confidence in social science methodology that may be seriously misplaced. Ironically, given the logic of program evaluation, a positive outcome in the target population must exceed outcomes in the comparison population, so an improvement in the comparison population that could reasonably be considered a success for society as a whole would be deemed undesirable for investors. Fourth, SIBs’ reliance on independent evaluators to certify program success is likely to engender the same market-based pressures that bedeviled the bond rating agencies that certified the credit-worthiness of mortgage-backed securities prior to the economic collapse of 2007.

Social Impact Bonds: Phantom of the Nonprofit Sector, The Nonprofit Quarterly

It’s a public policy bet that has legislators of both parties and at the national, state, and local levels hopeful that private capital will somehow discover and fund public policy solutions that wouldn’t come to the fore without SIBs. It is a bipartisan dream built on a belief in the efficacy of the free market system that hasn’t borne much social progress fruit in recent years and rooted in a disparaging view of public servants, who have accomplished more than most free market true believers might ever guess.

Social Impact Investment, Building the Evidence Base, OECD

Social impact investment can potentially provide new ways to more efficiently and effectively allocate public and private capital to address social and economic challenges at the global, national and local levels. While these innovative new approaches will not replace the core role of the public sector or the need for philanthropy, they can provide models for leveraging existing capital using market-based approaches with potential to have greater impact. However, given that social impact investment is a nascent field, concrete evidence is needed in terms of its impact to date. In particular, further work is needed to demonstrate the gains from the social impact investment approach compared to existing social service delivery models.

While the social impact investment market has been growing significantly and has drawn increasing interest and attention, it is still in the early stages of development (Kohler et al, 2011) and is only a small share of the global capital markets today (Saltuk et al, 2014). While difficult to measure for a variety of reasons including the lack of clear definitions and the diversity of sectors and approaches across geographies, the social impact investment market potential has been estimated to be significant. This is due to growing interest among foundations and mainstream investors as well as an intergenerational transfer of wealth, estimated at USD 41 trillion that is expected to take place over the next 50 years with nearly USD 6 trillion of that expected to be directed towards social issues (Rangan et al, 2011).

Social impact investors, as well as targeted policies, can play a role in improving the effectiveness of social ventures (Jackson and Associates, 2012). Social impact investors can help social delivery organisations by providing not only financing but perhaps more importantly, support on strategy, management and growth (Bannick and Goldman, 2012). [Ed. Query the problems this can pose as well.] Helping social entrepreneurs grow their ventures to scale is the key to maximizing impact (Koh et al., 2012). The success of social impact investment is reliant on the long term sustainability and performance, both social and financial, of the impact organizations, for-profit and not-for-profit, in which the investments are made (Bannik and Goldman, 2012).

Despite the increased interest among institutional investors, securing commitment from traditional investors continues to be a challenge. The approach to institutional investors needs to be structured in way that works for them and in a language they can understand. Initiatives, such as GIIN, ANDE and SOCAP, which build links between mainstream and social impact investors, can help to create awareness and increase interest. Institutional investors also have certain legal requirements which can create barriers to social investing (Wood et al, 2012).

The lack of efficient intermediation in the social impact investment market translates into higher transaction costs caused by fragmented demand and supply as well as complex deal structuring (Freireich and Fulton, 2009). The early stage of ecosystem infrastructure development impedes the dialogue between investors and social ventures, which makes it difficult to break down historical barriers between philanthropy and investment (Freireich and Fulton, 2009). Platforms are needed to provide accessible distribution systems and offer comparable product performance (Jackson and Associates, 2012). This will also allow better matching of investor and investee risk/return profiles.


Opinion: Can Social-Impact Bonds Really Have Big Impact, The Chronicle of Philanthropy

I fear that even skilled nonprofits and intermediaries will have trouble translating great ideas into contracts that really provide the right incentives. When you look at how the parties do the accounting, how they measure “savings,” how they decide what the return should be and to whom at various break points, it gets inelegant, to say the least. – Clara Miller, President, F.B. Heron Foundation

Opinion: Social-Impact Bonds Need to Focus on Results, The Chronicle of Philanthropy

But financial savings are not our primary motivation, nor are they what brings our government, nonprofit, and investing partners to the table. Rather, progress toward social outcomes is the key motivator — supporting people in their efforts to get and keep jobs, build healthy families, improve educational opportunities; in short, finding ways to help our society’s most vulnerable reach their potential. Yes, the potential cost savings for government in the long term are compelling, but only because it offers a path to meaningfully solve or reduce problems that have stubbornly persisted even in the face of decades of effort. – Tracy Palandjian, CEO, Social Finance


Why Nonprofit Governance is Different from For-profit Governance


The basic legal duties of care and loyalty apply whether you’re a board member of a nonprofit or for-profit corporation, but what you’re responsible for overseeing may be very different.

Fiduciary Duties

The board of directors of a corporation, whether nonprofit or for-profit, is ultimately responsible for the management and direction of the corporation. Board members (or directors) are required to fulfill their duties of care and loyalty to the corporation in exercising their powers and meeting their responsibilities. The duty of care generally requires a director to act in a reasonable and informed manner under the given circumstances. The standard of care is typically expressed as that which “an ordinarily prudent person in a like position would use under similar circumstances.” The duty of loyalty generally requires a director to in good faith and in the best interests of the corporation. Accordingly, a director must place the interests of the corporation before her or his own interests or the interests of another person or entity and take appropriate steps wherever there is a conflict of interest or corporate opportunity.

For-Profit: Duties to Shareholders

Board members of a for-profit must consider the interests of the shareholders in exercising their powers and meeting their responsibilities. Attorney Douglas Park, in his article Board of Directors’ Fiduciary Duties to Shareholders, notes:

Just as board members owe a duty of care and duty of loyalty to the corporation, they owe the same duties to shareholders because they are considered to be fiduciaries of the shareholders.

It is important, however, to dispel the myth that shareholder wealth maximization is the only consideration for board members despite influential case law cited by respected academics (like my corporate law professor Stephen Bainbridge) stating:

“A business corporation is organized and carried on primarily for the profit of the stockholders. The powers of the directors are to be employed for that end.”

Nonprofit: Duty to Further the Exempt Purpose

Board members of a nonprofit do not have to consider shareholders (there are none), but for practical purposes, they should fulfill their duties to the corporation with consideration of its exempt purpose, the qualifying purpose for its tax-exempt status.

For charitable nonprofits exempt under Section 501(c)(3) of the Internal Revenue Code, board members must consider whether their actions are primarily intended to advance the corporation’s charitable purpose. The charitable purpose of the corporation (which may be determined by statements in its articles of incorporation, bylaws, exemption application, annual information returns, and other representations) impresses a charitable trust upon the assets of the corporation. Accordingly, the board members must act to protect such charitable assets from misuse and unlawful diversion. Although rarely enforced, board members may be held personally responsible by the state’s Attorney General or the Internal Revenue Service for misuse of charitable assets, particularly in egregious cases and cases in which the board members personally benefited from such misuse (e.g., self-dealing, excess benefit transactions).

Benefit Corporation

The board of a benefit corporation, which must pursue the general public benefit in its corporate activities, must consider the impact of its business decisions on the entity’s employees, its suppliers, the environment, and the community at large. But how such considerations balance against consideration of the shareholders’ interests is still to be determined.


Governance expert Lucy Marcus eloquently describes one of the most important roles of a board member (whether of a nonprofit or for-profit) – planning for the future and developing strategies using blue-sky thinking or stargazing:

This is where a board demonstrates its mettle in making sure their organization is ready and able to expand its horizons, strive to achieve more and stretch itself to become the robust and resilient business that is capable of responding effectively to the unknowns in its future.

For-profit governance has for practical purposes tended to focus on increasing short-term shareholder value, mitigating risks of lawsuits, and relying on an executive to stargaze under such constraints.

Nonprofit governance has also tended to focus on addressing short-term issues, but for different reasons:

  • Limited resources and a desire to create immediate impact
  • Lack of training, facilitation, and investment in the board to engage in such thinking
  • Limited emphasis on recruitment of board members with the desire and capacity to engage in such thinking

When acting to best advance a nonprofit’s charitable purpose, board members should each consider intergenerational equity. How are charitable resources best deployed to benefit not only those in immediate need but also future intended beneficiaries of the nonprofit? There are difficult trade-offs when investing for the future, but if a board fails to do so, the corporation’s likelihood for survival and relevance are jeopardized. There are many examples of how such investments may take form:

  • Endowment fund
  • Technology improvements
  • Impact assessments
  • Employee, volunteer, and board training
  • Fair pay
  • Executive recruitment and succession planning
  • Collaborations

Nonprofit board members should recognize the unique considerations associated with nonprofit governance. And without owners to hold them accountable, nonprofit boards must demand and create strong systems of self-accountability.


Nonprofit Tweets of the Week – 5/1/15

Street protest

The past week was highlighted by protests in Baltimore, valid criticisms of the media characterization of the situation, and a devastating earthquake in Nepal. And the Council on Foundations Annual Meeting in our hometown of San Francisco (Erin was there). Have a listen to Baltimore native David Byrne‘s Life During Wartime while perusing our curated nonprofit tweets of the week:

  • Gene: Recent developments and trends for exempt organizations Lexology
  • Nell Eddington: The State of the Nonprofit Sector in 2015:  New survey results from @nff_news
  • BDO Nonprofit: Why might claims against nonprofits be on the rise? via @NonProfitTimes
  • Erin: Study finds nonprofit Boards fall short: PND How’s your Board doing?
  • CalNonprofits: Successful lawsuits vs #nonprofit #boards (non-employment) are rare as lightning strikes so good to read re one in PA Giving in LA
  • Vu Le: Our hiring practices are inequitable and need to change
  • Stanford Social Innovation Review: Read Laura Arrillaga Andreessen on the potential of technology to accelerate #SocialImpact #COFAnnual SSIR
  • Council on Foundations: “As a sector, we are caught flat footed about the issue of technology.” @darrenwalker #cofannual
  • Center for Effective Philanthropy: RT @PhilCEP Think nonprofits don’t care about assessment? Aren’t working on it? WRONG.
  • Ellis Carter: Nonprofits and Affiliated Entities:
  • Journal of Accountancy: New FASB proposal would create big changes for not-for-profit reporting — Details at
  • Philanthropy: Opinion: When charities act as a shill for corporate interests, the public good suffers @uiuNews
  • ACLU of Northern California: ACLU statement on the death of #FreddieGray in police custody. #Baltimore #PoliceReform
  • United Nations: Ban Ki-moon says every every donation & show of support matters. Here’s how you can help #NepalQuake response efforts
  • Newsweek: The #NFL will end its [501(c)(6)] tax-exempt status as of the 2015 fiscal year
  • AAPIP: We tip our hats to @PeggySaika for her years of building democratic philanthropy #COFAnnual #AAPIP25 [Ed. We share the widespread love for and admiration of Peggy and are privileged to have worked together with her for many years!]

Nonprofit Law: Hot Topics – CEB / CLE

CEB Hot TopicsOn February 26, 2015, Erin and I recorded a webinar for Continuing Education of the Bar – California on Nonprofit Law: Hot Topics. It’s an intermediate-level one-hour CLE program available here.

Providing counsel to nonprofits requires knowledge and understanding of corporate and tax laws that are often not intuitive or easy to research, and that often differ from the laws applicable to for-profits. In this program, we’ll explore considerations in the nonprofit formation process, potential alternatives to formation of a new nonprofit entity, the legal implications of nonprofits engaging in commercial activities and for-profit social enterprises pursuing charitable goals, common governance mistakes, and recent changes in the laws impacting nonprofits. We will use relevant examples to illustrate how these concepts might apply to your clients.

Program Highlights:

  • New Form 1023-EZ, the short-form federal exemption application
  • Fiscal sponsorship, an often appropriate alternative to a startup
  • Recent changes to the Nonprofit Corporations Law affecting governance and bylaws
  • Earned revenues and application of the unrelated business income tax
  • Prohibited private benefits and application to nonprofits affiliated with businesses
  • Introduction to alternative entities, including the benefit corporation and social purpose corporation