Early American corporations were not given unlimited reign, but were closely guided by the views of their investors and the tenets of their charters. Transparency and accountability were not just marketing buzzwords, but common standards of practice.

There has been a recent movement-which many in the nonprofit sector have observed-of for-profit entities engaging in socially-conscious endeavors.  This trend falls under the broad umbrella of “social entrepreneurship” and, very recently, states have begun to recognize a new incorporation option available for businesses that wish to be both financially successful and socially conscious.

This new construct, called a “Benefit Corporation,” stresses sustainability along with financial success. More to the point, this new model is a boon to the non-profit world. It provides the opportunity for increased cooperation with a conscientious corner of the for-profit sector and the potential to leverage more sustainable impacts on business practices beyond existing corporations. Benefit or “B” Corporations redefine the modern notion of commercial success by valuing “stakeholders” above “shareholders.” Unlike traditional corporations, B Corporations must facilitate, and publicly report, positive social and environmental impacts through their work in order to register with the non-profit organization, B Lab (http://www.bcorporation.net). This third-party validation process provides a number of valuable benefits to participating businesses:

1. Save Money.  B Corporations have the potential to deliver immediate financial value, and B Lab has already saved B Corps over $1M through service partnerships.
2. Set Yourself Apart.  B Corporations differentiate themselves in the marketplace, and the certification process allows companies to generate press, meet sustainability requirements set by other companies, enhance reputation and mitigate potential trust erosion from consumers.
3. Find Common Ground.  B Corporations offer a “common ground” for businesses that are committed to both the mission-driven ethos of the non-profit world and the best practices of the for-profit section.
4. Connect With Your Peers.  Through B Lab, B Corporations are encouraged (and incentivized) to collaborate amongst themselves and share best practices in sustainability, marketing, finance, IT, and HR.
5. Grow Faster and Smarter.  The raw numbers (http://www.bcorporation.net/resources/bcorp/documents/2011-AR_B-Index.pdf) demonstrate that registered B Corporations expand at a more consistent rate, work more closely with other area organizations, offer better benefits to their employees, and foster more positive change within their communities than traditional corporations.

Here’s a look at other companies that have already taken advantage of the B Corps model:

Impact Makers, Inc: Impact Makers delivers information technology and management consulting professional services, focused on the healthcare industry. They are a non-stock, “competitive” social venture – the critical difference between Impact Makers and their competitors is that all of Impact Makers’ profits go directly to their charitable community partners. (http://www.impactmakers.org/)

PhilanTech: PhilanTech provides the PhilanTrack™ online grants management system – an innovative online grant proposal, reporting and management system that enhances accountability, transparency, and efficiency. This online system enables valuable resources to be redirected towards service delivery and greater social impact rather than to grants administration. (http://www.philantech.com/)

Fair Trade Sports: Fair Trade Sports, Inc is the first sports equipment company in the US to launch a full line of eco-certified Fair Trade sports balls, ensuring fair wages and healthy working conditions for our adult workers. They have sports balls for soccer, football, basketball, rugby, volleyball, and more. (http://www.fairtradesports.com/)

Seventh Generation: Seventh Generation is the nation’s most recognized brand of natural household and personal care products. For 20 years, the company has been recognized for its non-toxic cleaners and personal hygiene products. (http://www.seventhgeneration.com/)

Practical Energy Solutions: Practical Energy Solutions is a privately owned partnership located in West Chester, Pennsylvania. Their talented and passionate team provide common sense solutions for reducing energy consumption and costs. The business operates as an independent consultant for clients so there is no conflict of interest on any recommended efficiency and conservation measures. (http://www.practicalenergy.net/)

We hope that you’ll take the time to look at B Lab, investigate some of the other companies that have already taken advantage B Corps, and in general think about what this new model could mean for the future of business.

We’re excited. We hope you are too.

Please feel free to contact Elliott & Davis, PC with all of your questions about nonprofit formations and management.  Elliott & Davis is a full service law firm with expertise in the areas of nonprofit law, civil litigation, corporate law, real estate law, estates & trust, immigration law, entertainment law, civil rights law and domestic relations law.

For more information about these, or any of our other practice areas, please visit our website at: www.elliott-davis.com.

Please feel free to give us a call at 412-434-4911 ext. 25 for a free phone consultation.

Flash forward to April 2011.  America’s faith in the nonprofit sector is currently in limbo—in something that’s been dubbed the “Three Cups of Tea” scandal.

Author and philanthropist, Greg Mortenson, made waves in the nonprofit sector and media by founding 170 schools in Pakistan and Afghanistan through his Central Asia Institute and documenting his travels and experiences in his popular book Three Cups of Tea.

A recent investigation by 60 Minutes and writer Jon Krakauer revealed that that Mortenson had fabricated parts of his story.  Even worse, 60 Minutes visited 30 of the schools supposedly built by his Central Asia Institute and found half empty or otherwise not receiving support from the Institute.  And according, to a May 5, 2011 article in Slate, additional stories of “ghost schools” have emerged after the program aired.

The scandal has already attracted the attention of Montana’s attorney general (Central Asia Institute is incorporated in Montana).  As Montana Attorney General Steve Bullock said in a statement:  “I’ve been in contact with attorneys for the Institute and they have pledged their full cooperation in addressing our concerns. While looking into this issue, my office will not jump to any conclusions – but we have a responsibility to make sure charitable assets are used for their intended purposes.”

So what are the lessons learned for nonprofits and for donors?

Charity Ratings Aren’t Perfect. 

The Central Asia Institute had garnered high ratings from some large charity websites.  According to the Wall Street Journal, CharityNavigator.org, a ratings website, had previously awarded the Institute four stars (the website’s top rating).  The Institute’s ratings have since dropped and a “donor advisory” has been issued since the scandal broke.

“Like financial markets, ratings are supposed to have a predictive value,” Perla Ni, founder of GreatNonprofits, told the Wall Street Journal. “But we’re still in our infancy. There are going to be scandals in nonprofits, just like any industry.”

The takeaway for donors is obvious—it’s important to look beneath the surface and make an informed decision, based on more than a rating.  Nonprofits should learn not to be content with a high rating but should work to cultivate good donor relations—and base their operations on strong governance, transparency, and accountability. 

Using IRS Filings as PR Tools.

As noted by Guide Star, the IRS’s 990 requirements present an opportunity for organizations to “capitalize on the opportunities created by the increased transparency. If unprepared, they may be unnecessarily subjected to potentially damaging external risks.”   The 990 is no longer merely a tax-exemption compliance measure, but can now be leveraged by organizations as a tool for reaching out to potential donors.  990 forms filed with the IRS are public record, and the recent changes to the 990 requirements gives potential donors greater access to important funding-related considerations such as the organization’s mission statement.  For example, many potential donors might not be aware of an organization’s mission statement, which was previously buried on page three of the 990.  Following the new changes, however, potential donors won’t be able to miss the mission statement, which now appears prominently on page one.

In general, it very important that all nonprofit publish their 990s in some manner.  This may be done in one of two ways—either by making 990s available via the organization’s website or through GuideStar, a service that enables nonprofits to disclose various information.  For more information about GuideStar, visit www.guidestar.org .  

Consider an Independent Audit.

Self-reported numbers by staff members are obviously not as trustworthy as numbers prepared by an independent audit.  According to an article in the Chronicle of Philanthropy,  “[t]he Central Asia Institute did not have an audit even in 2008 when its net assets exceeded $10 million, it spent more than $5-million, and it generated a surplus of more than $8-million.  The board’s decision to forgo an audit until fiscal 2009, combined with the problem of the small size of the board and the financial self-interest of the charity’s founder and executive director, raise suspicions that it failed to exercise appropriate oversight and might have misused charitable assets.”  While audits are often mandatory for larger organizations, smaller organizations may want to consider retaining an independent firm to conduct an audit, simply for transparency reasons.

It remains to be seen what will come out of this scandal and the investigation to follow.  But the lessons are clear.  Whether your organization is large or small, trust matters.   Although controversies like this one and the Bernie Madoff scandal before it erode the public’s trust in the nonprofit sector, the only way to address this is for organizations to proactively re-earn this trust.

The response has actually been quite impressive—the Pledge has secured commitments from 40 of the wealthiest Americans, totaling some $600 billion.

The Pledge has also sparked a debate about giving from such incredibly wealth individuals and its place in the nonprofit sector.

The purpose of this eBulletin is to provide an overview of this debate and offer some advice as to what nonprofits can expect in the coming months from a fundraising perspective.

According to a November 12 article in the Foundation Center’s Philanthropy News Digest:

“Critics of the pledge include those who are concerned it will only serve as a reminder of the growing concentration of wealth in society, while others, like Pablo Eisenberg, a senior fellow at Georgetown University’s Center for Public and Nonprofit Leadership, question how any additional philanthropic dollars generated by the campaign will be spent. Although Eisenberg acknowledged that the pledge is likely to inspire more giving among the rich and super-rich, he also expressed concern that it would ‘increase the number of mega-foundations, and I worry that will hurt our democracy because of the influence these institutions will exert.’

Despite such criticism, Bill Gates himself is optimistic that the campaign will not only help increase philanthropic giving in the U.S., and around the world, it will also improve the practice of philanthropy and help address income inequality by serving as a tool for the redistribution of wealth in society. ‘We will never be able to measure how much the group gets people to do more giving or do it in a better way,’ Gates told the Times via e-mail. ‘However, I think the impact is likely to be quite positive.’”

OK, maybe your nonprofit is not first in line when Bill Gates opens up his wallet.   Don’t worry—you’re not alone.  If your organization is like many other small-mid-sized nonprofits, you rely on support from regional foundations, from government, and from individuals whose means are a bit more modest than Gates, Buffett, et al (and, really, whose aren’t?)

What should all of this mean to you?   What can your organization expect in the months to come?

First, the Pledge should be welcomed—not only for the money it will generate directly—but also for the ripple-effect it is likely to have.   For instance, as the New York Times reports, Marc Benioff, the billionaire founder of SalesForce.com, was not asked to sign the pledge, but he was inspired by the pledge and has made a $100 million gift to the Children’s Hospital at the University of California, San Francisco.

Second, there are a couple of reasons why you should be optimistic during the next few months, as well as in the year ahead.    Charitable contributions generally increase around this time of year.  This is because individual donors often feel more charitable during the holiday season and will often substitute a present under the tree for a donation to a favorite charity, and also because an end-of-year charitable contribution is an added bonus in terms of tax deductions.    In broader terms, if you look back at the Great Depression of the 1930s and other economic recessions, you will see that, when times are tough, the nonprofit sector has historically risen to the occasion and helped those in need.  According to a 2005 paper from the National Bureau of Economic Research, charitable giving by religious organizations appears to have risen during the Great Depression.

Please feel free to contact Elliott & Davis, PC with all of your questions about nonprofit law.

Elliott & Davis is a full service law firm with expertise in the areas of nonprofit law, civil litigation, corporate law, real estate law, estates & trust, immigration law, entertainment law, civil rights law and domestic relations law.  For more information about these or any of our other practice areas, please visit our website at: www.elliott-davis.com.

Broadly speaking, there are two things all nonprofits should be aware of when it comes to trademarks.   First, nonprofits should make sure that they are not violating anyone else’s trademark rights.   Second, nonprofits should make sure that they are taking proactive measures to protect their own brands, for example, by applying for trademark registration.

Avoiding Trademark Battles

An article last month in the Wall Street Journal provides an overview of some ongoing legal battles involving nonprofit organizations.   For example, the article explains how the breast cancer charity, Susan G. Komen For the Cure has demanded that nonprofits using “for the cure” as part of their slogan or using its signature pink ribbons cease and desist from such activity.

According to a spokesperson for Komen, it is a matter of responsible stewardship of donor funds.    But other nonprofits using names such as “Juggling for a Cure,” “Bark for the Cure,” or “Blondes for the Cure,” might not agree.    It remains to be seen what will come of these disputes, but the takeway point for nonprofits is that it’s important to be careful when choosing a name or slogan for an organization or event.

The following are some resources that nonprofits can use to get a better idea of whether someone else has trademark rights in a particular name or slogan:   The United States Patent and Trademark Office (USPTO) search engine, various state corporations bureaus, internet search engines such as Google, and domain name availability search engines such as Network Solutions.

However, as a “best practices” rule, you should always consult an attorney if you have a specific question about possible trademark infringement.

Protecting Your Brand
Your brand says a lot about you. Whether it’s through your website, marketing materials, or direct experience with your services, your brand is your first point of contact with the public.  In a competitive, high-tech economy, businesses must do everything they can to distinguish themselves. Trademarks and service marks are the most powerful and effective tools businesses can use in meeting this goal.

This is even truer for a nonprofit, for whom goodwill, reputation, and image are its lifeblood.   Branding will often play an integral role in helping your organization advance its message, raise funds, and fulfill its charitable, educational, or religious purpose.
Finally,  it’s important for tax-exempt organizations to remember some unique considerations with respect to trademarks that don’t apply to for-profits.    The following are some examples of IRS-specific rules that raise particular concerns, especially in instances where a nonprofit is generating significant revenue in licensing fees from its trademark(s):

• UBIT. The IRS levies an “unrelated business income tax” (“UBIT”) on income earned from activities regularly carried on that are not substantially related to the organization’s tax exempt purpose.  Income derived from trademark licensing could, under some circumstances, fall into this category.
• Joint ventures. When developing licensing or co-branding strategies, nonprofits should be careful to avoid creating a “joint venture” which is regulated by the Internal Revenue Code.
• Private benefit transactions are those that benefit individuals to the detriment of the tax-exempt organization.  Trademark licensing agreements should be constructed in a way that does not benefit an individual(s) to the detriment of the nonprofit.

Please feel free to contact Elliott & Davis, PC with all of your questions about nonprofit law or trademark law.

We currently offer all of our trademark registration services at affordable flat rates—well below the rates charged by many larger law firms.   Typically, our rate for all-inclusive trademark registration packages is $1100.    Phone consultations are always free, so feel free to call Daniel Corbett directly at 412.434.4911 ext. 25 with any questions about trademark law.

Elliott & Davis is a full service law firm with expertise in the areas of nonprofit law, civil litigation, corporate law, real estate law, estates & trust, immigration law, entertainment law, civil rights law and domestic relations law.  For more information about these or any of our other practice areas, please visit our website at: www.elliott-davis.com.

The term ultra vires literally means “beyond strength”, or “beyond power.”  In the context of nonprofit corporations, the term is used to describe the manner in which those acting on behalf of a nonprofit are bound to adhere to the organization’s bylaws and articles of incorporation.

Nonprofits often draft bylaws and articles with a focus an organization’s promotion of a specific goal.  Ultra vires helps keep that focus by nullifying agreements and conduct outside of the scope of these documents.  In order to receive tax-exempt status with the IRS, a nonprofit’s articles of incorporation must limit the corporation’s purposes to one or more of the exempt purposes set forth in Section 501(c)(3) of the Internal Revenue Code:  “religious, charitable, scientific, testing for public safety, literary, or educational purposes, or to foster national or international amateur sports competition (but only if no part of its activities involve the provision of athletic facilities or equipment), or for the prevention of cruelty to children or animals.”

If the articles include a purpose statement that does not fall within one or more of the exempt purposes, the corporation may fail the 501(c)(3) Organizational Test, which may result in a denial of tax exemption.  Because this risk of exemption denial is there, many organizations include in their articles of incorporation a “catch-all” clause that contains language such as:  “Notwithstanding anything herein to the contrary, the purposes of this corporation are limited to exclusively to exempt purposes within the meaning of Section 501(c)(3) of the Internal Revenue Code.”

Some attorneys recommend a very broad purpose statement in the articles of incorporation.  The reason for this is because, with a broad purpose statement, there is a lower risk that someone acting on behalf of the organization will have his actions voided under the ultra vires doctrine.  Another reason for wording your purpose statement in broad terms is to avoid the need to amend the organization’s articles and/or bylaws every time the organization adds a new program or takes a slightly new direction.

However, your organization may want to employ a more specific purpose statement in its articles or bylaws.  One reason for doing this is to solidify the organization’s mission and to prevent future boards from straying from the organization’s original intended course.

In any event, nonprofits should choose their purpose statement carefully, taking into consideration the goals of their organization and the specific needs the organization seeks to address, as well as the legal issues discussed in this eBulletin, including the ultra vires doctrine.   You should consult a nonprofit law attorney when dealing with these types of questions.

Please feel free to contact Elliott & Davis, PC with all of your questions about nonprofit formations and management.  Elliott & Davis is a full service law firm with expertise in the areas of nonprofit law, civil litigation, corporate law, real estate law, estates & trust, immigration law, entertainment law, civil rights law and domestic relations law.  For more information about these or any of our other practice areas, please visit our website at: www.elliott-davis.com.

A 2006 law required nonprofit organizations with receipts of less than $25,000 to file IRS Form 990 for the first time in 2007. If charities fail to file for three (3) years, they will lose their tax-exempt status.

According to a May 18 press release from the IRS: “The IRS will be providing additional guidance in the near future on how it will help these organizations maintain their important tax-exempt status — even if they missed the May 17 deadline. The guidance will offer relief to these small organizations and provide them with the opportunity to keep their critical tax-exempt status intact.   So I urge these organizations to go ahead and file — even though the May 17 deadline has passed.”

Speaking on the upcoming guidance that the IRS plans to issue, IRS Commissioner Doug Shulman said “The guidance will offer relief to these small organizations and provide them with the opportunity to keep their critical tax-exempt status intact…Filing a tax return for the small organizations is easier than you’d think. It just takes a few minutes to fill out the electronic notice Form 990-N.”

Organizations that have questions or concerns regarding 990 filing procedures and the automatic revocation process should check out the following list of Frequently Asked Questions (FAQs) provided by the IRS.

Although many nonprofits may be unhappy about having to file additional tax forms such as the 990 and at the costs associated with the new requirement, there are certainly good reasons for the new requirement.

As Suzanne Garment and Leslie Lenkowsky of the Center on Philanthropy at Indiana University note in a recent article for the Wall Street Journal, the primary purpose of the filing requirement is to make sure that tax-exempt organizations are, in fact, “doing good” in some way.

Garment and Lenkowsky go on to argue that the IRS can and should continue vetting organizations to make sure they are operating charitably, but they express fear that the IRS and state regulators may feel pressure to deny exemptions based on public anger over “eccentric” tax-exempt organizations (the authors cite as examples a nonprofit women’s roller derby league in Oregon and an organization called “The Red Nose Institute,” which sends red clown noses to U.S. troops overseas).

As the authors recognize, the “IRS and state regulators have sought mostly to ensure that charities behave charitably, not to pass judgment on the relative value of their activities.”  It will be interesting to see if that role begins to shift in the years ahead.

Finally, because it’s always best to plan ahead, we would like to wrap up by highlighting some of the key considerations involved in preparing a 990:

• Know your mission. Your organization should have a clear understanding of its mission and be able to articulate its mission in a manner that helps maintain its exempt status and attracts new donors at the same time.
• Know your board. Your organization’s board should be engaged, informed, and independent.  They should be aware of and abide by all rule related to conflicts of interest, self-dealing and private inurement. Board meeting minutes should be duly recorded and kept on file by someone in your organization.
• Know your budget. Your organization should ensure appropriate use of assets and should develop and implement policies and practices that address executive compensation, support independent financial audits.
• Know your lawyer. If the advice here seems like a lot to take in, the good news is you’re not alone.  Most smart nonprofit organizations rely on the advice of skilled nonprofit lawyers to help them with these questions and in the preparation of 990 forms as well as other IRS documents. Please contact a nonprofit lawyer before attempting to prepare your 990 or any other documents related to tax, accounting, or governance. Our firm would love to start a new relationship with you today!

In general, it very important that all nonprofit publish their 990s in some manner.  This may be done in one of two ways—either by making 990s available via the organization’s website or through GuideStar, a service that enables nonprofits to disclose various information.  For more information about GuideStar, visit www.guidestar.org .

Please feel free to contact Elliott & Davis, PC with all of your questions about 990s, as well as nonprofit formations and management.  Elliott & Davis is a full service law firm with expertise in the areas of nonprofit law, civil litigation, corporate law, real estate law, estates & trust, immigration law, entertainment law, civil rights law and domestic relations law.  For more information about these or any of our other practice areas, please visit our website at: www.elliott-davis.com.

In any event, volunteerism is part and parcel to most successful nonprofits.  Without volunteers to canvass neighborhoods, stuff envelopes, and share their time with the communities served by nonprofits, there’s a good chance many nonprofits would be forced to go under.

Winston Churchill expressed the volunteer spirit nicely when he observed that “[w]e make a living by what we do, but we make a life by what we give.”

The purpose of this post is to look at current trends in volunteerism and provide you with information that your organization can use to further your mission by enlisting the help of volunteers.

One-Time “Day of Service” Emerges as Trend in Volunteerism

With Kermit the Frog as its spokes-amphibian, Disney launched a new volunteering campaign dubbed “Give a Day, Get a Disney Day” in which volunteers who dedicate their time were given a one-day pass to a Disney theme park.   Participants were able to search through volunteer opportunities on the Disney Web site and manage their volunteering accounts.  The campaign, which has now come to an end, was successful—reaching its ultimate goal of finding 1 million volunteers.

According to a recent article in the NonProfit Times, Susan Ellis, president of Energize, Inc., in Philadelphia, said the Disney giveaway and other days of service “validate that you only have to do the minimum” and that, however well-intentioned they might be, they could be sending the wrong message.

With days of service increasing in popularity, the question becomes one of quality versus quantity.  Some might argue that efforts to promote volunteerism need to be more sustainable—focusing more on fostering long-term commitments to a cause rather than generating large turnouts.   But, on the other hand, many nonprofits would welcome any new volunteers—even if they were only there for a day and only to get the free Disney tickets.

How to Grow Volunteerism in Your Organization

Regardless of where you stand in this debate, your organization, like most nonprofit organizations, is always looking for more volunteers.  So what are some practical tips you can use to attract and retain volunteers?

First, figure out what roles you need to fill with volunteers.  Depending on the nature of your activities/programming, this could be anything from picking up trash on sidewalks to performing surgeries at no cost.  The task of determining which positions will be filled by paid staff and which will be filled by volunteers is not an easy one.  Clear communication and full participation among all board members is a key part of this process.

Second, once you have identified roles for volunteers, the next step is recruitment.   There are many different strategies that could be employed here.  Larger nonprofits that can afford it may want to consider using an advertising campaign as a tool to attract volunteers.  Smaller nonprofits with tighter budgets can still draw a lot of attention to their volunteer opportunities by using free social media tools such as Facebook.  Organizations both small and large may also want to consider teaming up with other nonprofits and for-profit organizations by taking part in a “day of service” program or other coordinated volunteer efforts.

Finally, once you have attracted volunteers, you will need to devise a strategy for retaining them.   Incentive programs such as the “Give a Day, Get a Disney Day” program are good at attracting volunteers, but they might have limitations in terms of retaining volunteers.  Organizations interested in retention will want to spend some time discussing different ways to recognize and reward volunteers.   Some ideas include: volunteer gifts, recognition in a newsletter or website, volunteer appreciation dinners, or other special events.

Some Good Economic News (Finally!)

On a somewhat different note, there’s good news coming out of the Chronicle of Philanthropy earlier this month.  According to a new poll of more than 500 donors, donors are showing increased confidence in their ability to give to charity as the economy shows signs of stabilizing.    Almost half of donors surveyed said they would give at least as much as they did in 2009.   According to the survey, the majority of donors said the economy was the main influence on their giving.   The most robust outlook for nonprofits was in the faith-based sector.  According to the survey, donors to religious charities scored 94.9 on a 100-point scale, compared with a score of 88.4 for nonprofit groups as a whole.

Elliott & Davis attorney, Daniel Corbett has the latest at his blog, Pittsburgh Trademark Lawyer.

The U.S. Census is an official count of every resident in the United States, and the Constitution requires that this official count be taken every 10 years.  Most 2010 Census forms were sent in mid-March.   April 1 is “National Census Day,” and, according to the U.S. Census Bureau, this day should be used as a point of reference for returning completed Census forms in the mail. Finally, from April through July, census takers will visit households that failed to return a completed Census form.

So how might the current Census affect your organization?

First, the Census affects federal and state funding to a variety of government programs. The Census helps determine the distribution of roughly $400 billion a year in federal funds to state and local governments.  Experts estimate that for every one person not counted in 2010, local governments will lose roughly $12,000 in federal monies over the next 10 years.  If your nonprofit organization relies on federal, state, or local funding in order to sustain your programming, you will obviously want to pay close attention to Census results.

The 2010 Census results will almost certainly have an impact on your state’s voice in the federal government. Census data is used apportioning seats in the House of Representatives and in drawing up congressional districts.

The Census also affects community and economic development in that Census data is used by government and private-sector planners for a variety of development decisions including where to construct new roads, highways, parks, schools, businesses, and various social services offices.

So far, all of these impacts deal with how governments and other entities will use this updated demographic information.  But what does this mean for your nonprofit organization?   How can you make use of this information?

First, the 2010 Census results present an opportunity for you to take inventory of the populations you serve and see what’s changed in the last 10 years.  If you’re a local, community organization, you will want to see how the demographics of your particular area have changed, and how you might want to adapt your programming accordingly.  On the other hand, if your organization focuses on a particular segment of the population (e.g., racial minorities or the elderly), you will obviously want to pay attention to broader changes as they relate to that particular group.  Second, you can also seize this as a fundraising opportunity.  For example, if your targeted population increases, or if government support for your programming dries up, you can try to capitalize on these changes as an opportunity to reach out to potential funding partners.

Finally, it’s worth noting that low-income populations, the elderly, racial minorities, and recent immigrants are all at greater risk for being under undercounted by the Census. Because many nonprofits offer programming that serves these populations, organizations such as “Nonprofits Count! 2010” are encouraging nonprofits to play a role in making sure their communities are fully and accurately counted by raising awareness within those particular communities about the importance of the Census and how they can participate.  You can find more information at: http://www.nonprofitscount.org.

Strategically allocate your resources. With so many cutbacks, it will be more difficult to find new sources of funding until market conditions improve.  Rather than directing resources towards a new campaign with a limited likelihood of success, consider dedicating some of your staff time towards the cultivation of existing relationships with funding sources and strategic planning within your organization to develop the strongest possible case for support.

Do your homework. Make sure you’ve fulfilled all the requirements for any grant funds you’ve already received, so you don’t inadvertently take your organization out of future funding streams.  Check websites and other publicly available information to make sure that a potential funder’s programs and priorities haven’t changed.  You don’t want to spend hours preparing an application only to find that the funder suspended giving for the year.  A more limited number of well-researched requests will likely bring in more returns than a form letter sent to every funding source you can find.

Check the accuracy of your information. Make any needed adjustments to your budgets and narratives as a result of changing market conditions, and make sure that the underlying basis for your requests is still relevant.  For example, if your narrative refers to the “skyrocketing cost of transportation” when gas prices have fallen significantly, funders may question the truth of your statements.  If changes in finances impact your use of grant funds, (for example, you received a $1,000 grant to purchase heating oil but only used $800, you received funds to offer 6 sessions of a program, but were only able to offer 4 sessions) you need to communicate the changes to the funder as soon as you are aware of the changes, and may need to return the surplus.  You cannot use leftover funds designated for a specific purpose for your other needs without the prior permission of the grantor.

Choose your requests wisely. The program most in need of funds in your organization may not be the one most likely to attract funding.  When prioritizing grant requests, ask yourself if securing funds for the “fundable” program would free up funds in your budget for the “not-so-fundable” program, giving you the same bottom-line effect.  Targeted program requests, as a rule, are generally more successful than requests for general operating funds.  However, as mentioned above, you cannot request funds for one program and then use those funds for another program.

Give the most bang for the buck. Provide specific examples of what your funding source would get for their money, and if you can, show how their funds will allow you to achieve greater returns.  For example, if you can say that for each dollar spent on administrative costs, you are able to distribute $50 in donated food to the homeless, $30 in free medical services, to reach 40 children through educational programs, etc., you’re demonstrating value to your funder.  Avoid making requests for recurring expenses if you could focus instead on a specific, one-time investment in capacity for your organization that would produce long term savings, such as purchasing a color printer to save on printer’s fees for producing your monthly newsletter, or obtaining a specific certification for your staff that would allow you to expand a program.

Cut costs-legally. You may find that it is more cost efficient to outsource certain aspects of your fundraising efforts such as grantwriting.  Remember that charitable fundraising is highly regulated in Pennsylvania (and most other states), and that any actions you take must comply with all applicable laws.  Also keep in mind that employment laws relating to independent contractors can be tricky and may have long term consequences for your organization.  Craigslist and other job sites are full of ads for grantwriters and fundraising staff that raise significant legal and ethical questions.  A consultation with an attorney experienced in these matters will ensure that your organization’s money-saving efforts are legal.