Our non-profit treasurer wants to know how to pay executive salaries and wants to see examples. Any help?
You really need a treasurer with bookkeeping/accounting experience. or at least a copy of Quickbooks. Just because the organization is non-profit, employees still pay taxes, so make sure the appropriate deductions are made and properly allocated, and cut the checks.
Jul
13
Jun
27
Is it legal if I receive Timeshare donations through my Non-Profit Corporation and I use it for my vacation instead of selling it. People have offered to donate timeshares to my Non-Profit Corporation, but I can’t sell them for cash and will be left with a timeshare and a maintenance fee unless I use it for my self?
If you control a non-profit corporation, then you legally must know the answer to the question you just asked.
In general principle, private individuals are not allowed to take private benefit from the assets of a non-profit corporation. Especially not when it’s someone who controls the organization! Here are the search words you need to punch into Yahoo search:
"Disqualified person"
"Excess benefit transaction"
"Intermediate sanctions"
Jun
23
My friend is currently the CEO of an NPO, and wants to launch a for-profit business using the same model as his NPO and donating 100% of his profits to the non-profit. the purpose of the for-profit business is to add financial security to the non-profit and lessen reliance on grants, etc.
also, both the NPO and the for-profit would be under the same parent company. Although the branding of the 2 companies would be under different names.
so what is the legal entity for this? can it still be classified as a non-profit? an L3C? or would it still be billed as a for-profit agency. or something entirely different?
The IRS will smell something then will call for major audit. Tell your friend to do it right, legal and to avoid doing something unaware of. He better consult with an attorney for this where there will be many papers to be filled for the IRS, secretary of the state.
Mar
16
Whole Child LA is doing great things in the community to help children manage their chronic pain. We were moved by their stories and inspired to make this video!
The children in this video are survivors of:
Fibrolmyalgia
Juvenile Arthritis
Intractable Headaches
Complex Regional Pain Syndrome
Severe Abdominal Pain
Musculoskeletal Pain
Brain Cancer
Sickle Cell Disease
Please donate, they need your support!!
Visit them on the web at: http://www.wholechildla.org/donate.php?pid=OQ==
Video By: BangPop | Los Angeles
http://www.bangpopfoto.com
Music Donated by: Metier Music (www.metiermusic.com)
Duration : 0:4:11
Mar
13
I owe about $60,000 and I only make about $2300/month net. I started to default on my credit card payments. I plan to go for a non profit credit counseling but can any one explain me how exactly they work.
The idea behind the requirement was to see if there was an alternative to bankruptcy before the case was filed. Debtors must get the counseling from a provider approved in the district in which they file.
Non profit credit counseling can be obtained over the internet, on the phone or face to face. It generally lasts about an hour and costs around nothing Studies show that the overwhelming number of participants need to file bankruptcy, so the actual utility of the requirement is suspect.
The best counseling provider i experienced does non profit credit card counselling and consumer counseling. Try for it
http://www.loansstore.com/debt-consolidation/non-profit-credit-counseling.php
Mar
6
Most people wouldn’t realize that in the city of Pasadena, CA there are 27 Martial Arts Dojo’s and just Three McDonalds. In the State of California there are 13,000 studios and there are 30,000 studios all over the United States, with as many as 300 students each. In fact 2.7 million people in the US have engaged in some type of Martial Arts Training in the course of their life. Also over 17 million people are involved in Yoga which is considered a form of martial arts training.
The Martial Arts Museum was started in Woodland Hills, CA. This non profit organization is not about pumping up who is the best in Martial Arts, nor is it any type of Sports Museum. It gives over 4 million Martial Arts Students a deeper look at the various Asian Artforms and how these art forms affect Western Culture. While you are here you’ll learn about Asian Traditions, Music & Customs which have their impact on the various Asian Martial Art Forms.
Seminars, Language Classes and Workshops are also held to educate people on Asian Culture. You can join as an individual for $50.00 per year or $100.00 per year for the family. Or you can get the elite Dragon Membership for $100.00 per year. Since this is a non profit organization all memberships are tax deductible. There are no complimentary memberships given for any reason. Even the original founders pay for their membership each year.
When you get access to the Martial Arts Museum, you’ll be able to see a ton of Samurai Swords. You’ll also get access to items from Enter The Dragon, Kung Pow and others. They even have their own film equipment so they can stage their own movies here. This museum provides a safe haven for youth to channel their energy in less of a negative direction and in more of a positive one. So far this museum has attracted over 5,000 visitors and have brought in money to the community by eating at city restaurants and residing in the local hotels.
Brian & Jeff
Mar
5
If you have seen the phrase “pick and pack” and thought that it was the name of a discount, warehouse, five and dime type store you are wrong but don’t worry because you are not alone. Searching the Internet can be of little help also, because the phrase “pick and pack” typed into search engines will bring any number of results including instructions on how to pack your child’s lunch for school.
Pick and Pack Defined
So here it is. The actual definition of what this phrase means as it pertains to businesses. The phrase “pick and pack” refers to the system of supply chain management in a large or small retail business. Or go to www.pure-profit-software.com 1You’ve seen it in action all your life but never really gave it much thought.
An Orderly System
Your local grocery store has some type of pick and pack or supply chain management system in place to keep their shelves stocked in an orderly fashion and also to fill take out or delivery orders as well. Without a pick and pack system the store would be complete mayhem every time you visited it.
New Software Developments
Believe it or not there is now software available specifically designed for pick and pack management systems. Thats right! Things can get pretty confusing in todays technology oriented mail order business. Or go to www.pure-profit-software.com For one thing, unlike a conventional retail store the customer isn’t there to check things out before he or she heads out the door.
Pick and Pack Software Cuts Losses
Also, when a company is dealing with products that get periodically returned for one reason or other then things can get really confusing. With profit margins quite minimal due to competition in many of these types of businesses one screw up or delay means that the company is providing the product non profit. It is for this reason that more businesses are procuring and learning to use new pick and pack software.
<a href=”http://www.software-designers-pro.com”>www.software-designers-pro.com</a>
<a href=”http://www.viral-toolbar-builder.com”>www.viral-toolbar-builder.com</a>
gurujitwo
http://www.articlesbase.com/software-articles/questions-answered-regarding-pick-and-pack-software-673013.html
Mar
2
Whole Child LA is doing great things in the community to help children manage their chronic pain. We were moved by their stories and inspired to make this video!
The children in this video are survivors of:
Fibrolmyalgia
Juvenile Arthritis
Intractable Headaches
Complex Regional Pain Syndrome
Severe Abdominal Pain
Musculoskeletal Pain
Brain Cancer
Sickle Cell Disease
Please donate, they need your support!!
Visit them on the web at: http://www.wholechildla.org/donate.php?pid=OQ==
Video By: BangPop | Los Angeles
http://www.bangpopfoto.com
Music Donated by: Metier Music (www.metiermusic.com)
Duration : 0:4:11
Mar
2
I write this article with some real specific experience on dealing with contractors and their subs. I have, in the past 30 years, had built 3 homes and renovated probably 10. With each of these projects I learned more and more lessons and with each asked my friends and family just to take a gun and shoot me if I ever even spoke of doing either again. My last experience in having a home built ended in a major cost overrun which taught me the legal lesson of the difference between the words “will” and “should”. You see my iron clad contract which made all of the provisions I requested and guaranteed the finished price stated that the final price “SHOULD NOT EXCEED X $$”. $40,000 later I discovered it should have said, “WILL NOT EXCEED X $$”. The word “will” affirming the agreement while the word “should” infers some sense of a possibility of the price changing and changing it did ending in a final demand by the contractor for the aforementioned $40,000 before I could move into the home. While most home contractors out there are legitimate and do great work, the list of nightmare contractors is long and represents thousands of lost dollars and a myriad of disappointments. To avoid hiring the contractor from hell I offer the following advice:
1. Make plans
Before you begin your process of locating, interviewing, investigating and hiring a contractor you should have a completed set of plans for your project including detailed drawings and specifications. Without these plans in place you are asking a tradesman to bid on a nebulous non specific job and you are asking for trouble. A conscientious contractor will want not only a complete set of blueprints but also a sense of what homeowners want out of a project and what they plan to spend. Once these plans are in place, stick to them. Making changes to plans after work begins could lead to cost overruns and delays.
2. Get recommendations
Start with your friends, family and neighbors. Check with the national associations of the trade that you wish to hire for a list of members in your area, Angie’s List, which is an on going internet site which lists real personal recommendations and warnings in your specific area, and maybe check an individual business with the Better Business Bureau. I hesitate to mention the BBB because this is an organization of paid members which in some cases may also skew their results. In smaller areas you may also talk with a building inspector, who should know which contractors routinely meet code requirements and may be able to give you advice regarding code requirements. Visit your local building supply or hardware store, they know the local contractors and which ones have the best reputations. Although most of the big box stores do have professionals that either they recommend or that they can sell you the services of, remember they are being recommended because of an existing relationship with the store. The store is likely making a profit on your transaction and thus their opinion may be skewed. In some cases you may have recourse back to the store but make sure that is the case and be aware that this arrangement may cause your cost to be higher. I have heard many horror stories about the contractor who was hired through the retailer only to disappoint the customer and satisfaction only coming after considerable effort if at all.
3. Call your prospective Contractors
Now that you have a list of possible contractors, consider that you are an employer interviewing a prospective employee. Make calls to each of your prospects and ask them the questions that you feel are important to you which should include the following: •Do they take on projects of your size? •Are they willing to provide references from suppliers or banks? •Will they give you a list of previous clients? Remember, though, they are not going to give you names of dissatisfied customers so you are going to have to do some of your own research on their work. •How many other projects do they typically have going at the same time? •Do they maintain their own tradesmen or do they have to depend on subcontractors? If they have to use subs you may be put in a position of having to research their reputations as well. Sub contractors can be the weakest link in the chain of getting your project done and are the easiest excuse your contractor can use for a lack of progress or delays on your job. It is important, therefore, that the contractor have a good relationship with his subs and is good with his scheduling of those subs. These answers should give you an idea of the company’s availability, reliability, how much attention they’ll be able to give your project and how smoothly the work will go.
4. Invite them over to see your job
Once you have made these phone calls, pick three or four contractors to show them your proposed project, to obtain an estimate and for further discussion and questions. A contractor should be able to answer your questions satisfactorily and in a manner that puts you at ease. It’s important that you feel comfortable with the contractor you choose, that you communicate well and that you have a sense of trust. Remember this person and their crews will be in your home for hours at a time.
5. Build trust by verifying the facts
Call up former clients to find how their project went and ask if you can see the finished job. Ask if they know of other customers of this contractor so that you can find additional references that didn’t come from the contractor himself. You should ask to see a current job site and see for yourself how the contractor works. Is the job site neat and safe? Are workers courteous and careful with the homeowner’s property and is this homeowner happy, so far, with his results?
6. Demand proof of proper licensing and insurance
Make sure the contractor is licensed to do business in your state and that he has proper general liability and workers-compensation insurance. Learn the requirements in your state and verify that contractor is licensed.
7. Get bids
To compare bids, ask everyone to break down the cost of materials, labor, profit margins and other expenses. Generally materials account for 40 percent of the total cost; the rest covers overhead and the typical profit margin, which is 15 to 20 percent. Don’t let price be your guide. I believe, that as hard as it is to do, you should disregard the lowest bid especially if it is significantly lower than the others. A bid like this can usually point to a desperate contractor or a major mistake in his calculations. Even though you may have the law on your side to enforce this contract you still will be burdened with the legal costs and efforts to win and you may end up with a project left unfinished or poorly completed. These situations may be more frequent as a sign of our current unhealthy economy. Beyond technical competence, comfort should play an equal or greater role in your decision. The single most important factor in choosing a contractor is how well you and he communicate. All things being equal, it’s better to spend more and get someone you’re with whom you are comfortable.
8. Discuss and agree upon a payment schedule
Payment schedules can also speak to a contractor’s financial status and work ethic. If they want half the bid up front, they may have financial problems or be worried that you won’t pay the rest after you’ve seen the work. For large projects, a schedule usually starts with 10 percent at contract signing, three payments of 25 percent evenly spaced over the duration of the project and a check for the final 15 percent when you feel every item on the punch list has been completed. In no circumstances should you exceed an initial payment of 30% as a down payment and even then only upon the delivery and acceptance, by you, of the all of materials.
9. Put it in writing/Obtain a contract
Draw up a contract that details every step of the project: the payment schedule as above; proof of liability insurance and worker’s compensation, if a contractor does not have proper workers compensation insurance your home owners insurance or you personally may be held as liable; a start date and projected completion date; specific materials and products to be used; and a requirement that the contractor obtain lien releases (which protect you if he doesn’t pay his bills) from all subcontractors and suppliers. Insisting on a clear contract isn’t mistrust, it’s about insuring a successful project.
10. Pay by check or if possible by credit card
The use of a credit card gives you the leverage to charge back any disputed charges. If paying by check write it out to the contracting company rather than to an individual. Make final payments only when the work is completed to your satisfaction. A reputable contractor will not threaten you or pressure you to sign documents if the job is not finished properly.
Will these steps prevent problems? Yes. Is there still a chance that something will fall between the cracks and you will become the victim of a bad contractor? Yes. So practice vigilance. Be aware of what’s going on with your job and insist that problems be corrected as they happen. Don’t fall into a false sense of security and think that it will all be OK. Remember the first principle of “Murphy’s Law”….If any thing can go wrong, it will!!!
Richard Warren
http://www.articlesbase.com/home-improvement-articles/how-to-hire-a-contractor-or-10-easy-steps-tp-avoid-a-nervous-breakdown-701033.html
Feb
28
The telecommunications sector in Australia is predominantly saturated by telecoms provider, Telstra. But despite this, space is also a playing ground for other telephone carriers which include Optus, AAPT and Powertel, Soul, Vodafone and Hutchison 3G.
According to BBG Communications, the main telephony network in Australia is connected through optical fibre networks, with households tapped to the network through copper lines that are linked in local exchanges. For mobile telephony, Australia runs on the GSM platform, like those in Europe and majority of its neighboring countries in the Asia-Pacific. In 2003, 3G mobile phone services were introduced, adding another plus to the generally considered good domestic and international telecommunications services in the country.
Primarily the Optus satellites C1 D1 and D2, are the domestic satellite systems in use for very remote areas.
Telstra, Optus, Nextgen Networks, PowerTel and AAPT are the main Intercity Networks with a collection of other providers having regional networks or Eastern Coast links.
Telstra is the main user of microwave links in remote areas; WIN Television provides a network of microwave towers for distributions of Television, and provides common carrier services. Other providers such as Agile Communications provide backhaul services in South Australia.
Section 51(v) of the Australian Constitution gave the new national government power over all postal, telegraphic, telephonic and ‘other like services’. The last clause embraced future developments in the telecommunications front, which from then meant radio, television and the internet.
The colonial telecommunications network infrastructure (staff, switches, wires, handsets, buildings etc) were handed over to the Commonwealth and became the responsibility of the first Postmaster-General (PMG). The PMG position is a Federal Ministerial post, overseeing the Postmaster-General’s Department that was in charge of all domestic telephone, telegraph and postal services. With 16,000 staff, it accounted for 90% of the new federal bureaucracy. That figure went up to over 120,000 staff (around 50% of the federal bureaucracy) by the late sixties.
Public phones were then available only in few post offices. Other limited phones installations were made available to major businesses, government agencies, institutions and among propertied residences. There were around 33,000 phones across Australia, with 7,502 telephone subscribers in inner Sydney and 4,800 in the Melbourne central business district. A trunk line ran between Melbourne and Sydney starting 1907, with extension to Adelaide established in 1914, Brisbane in 1923, Perth in 1930 and Hobart in 1935.
Meanwhile, overseas cable links to Australia remained to be privately owned and managed by then, reflecting the dynamics of imperial politics, demands on the new government’s resources and the allocation of responsibilities at that time. The PMG department became responsible for some international shortwave services – particularly from the 1920s – and for a new Coastal Radio Service in 1911, with the first of a network of stations operational in February 1912. Australia and New Zealand had ratified the 1906 Berlin Radio-telegraph Convention in 1907.
During the 1930s the PMG became responsible for the Australian Broadcasting Commission (ABC). PMG’s management of the telecommunications network ABC echoed BBC’s own story.
As privatization has been changing the landscape of all service and utility providers, many tend to romanticize and era when enterprises were supposedly ran not for profit but for service. It has become fashionable for some quarters to praise those times when PMG was supposedly an enlightened technocratic management, moved only for the national interest, and public service, over and above profit.
The image of a benevolent PMG is not without problems, as it is apparent that decisions on location and management of facilities were reflections of local political demands and the ‘Australian Settlement’ first articulated by Alfred Deakin. The PMG was, after all, a major employer in rural areas, the Minister generally came from the Country Party and there was an emphasis on in-house development and local manufacturing.
The observation then was that governments of whatever party affiliation benefited from the organisation’s revenue generating nature. Many would say that PMG was not a discrete statutory body, with no power on its own to retain its revenues, and was captive to national political dynamics.
In 1982, a Davidson Enquiry on Australia’s telecommunications services sector, made a recommendation to end Telecom Australia’s monopoly. In the following year, Aussat Pty Ltd, another government agency, had been established to operate domestic satellite telecommunication and broadcasting services. But Aussat’s charter did not allow it to be a direct competitor to Telecom. A case in point is its charter’s prohibition on interconnecting public switched traffic with Telecom’s network. Aussat’s viability as a telecommunications player was greatly undermined by difficulties in raising capital, tepid government support and spiraling operation costs.
It wasn’t until 1985 that Australia’s first geostationary communications satellite was operational; by late 1990, however, it was saddled with debts amounting to about $400 million.
The Australian Telecommunications Commission was restructured, giving way to the Australian Telecommunications Corporation. The new entity traded as Telecom Australia, in 1989. It was also the same year which saw the last domestic telegram handled by Telecom, as responsibility for telegram operations was handed over to Australia Post.
There were proposals floating for a merger of Aussat and OTC, but all were rejected in favor of the disposal of the satellite operator to a non-government entity that would be allowed to compete with Telecom.
Immediately after, Optus Communications – a private sector entity owned by a consortium that included BellSouth – was given Australia’s second general carrier licence. Optus proceeded to purchase the Satellite assets with many of the Non Satellite Assets remaining with the Government as part of Telstra. Cable & Wireless, privatized after several decades of UK government ownership, took a controlling stake in Optus in 1998 before control passed to SingTel in 2001.
Optus was initially allowed to cater the national long distance and international telephone calls service in the Australian telecommunications market. The restrictions on players that can enter the general telephone market until 1997 and ‘pro-competition’ mechanisms under the Trade Practices Act 1974, among which guaranteed access to Telecom’s existing infrastructure on reasonable terms, meant to ensure Optus’ viability.
Competition in long distance corporate voice and data service operations was so steep. It was also felt by Telstra versus AAPT which was active from 1991, MCI Communications, later absorbed by the ill-fated WorldCom, was an early major shareholder of AAPT but got out in 1994. New Zealand’s Todd Corporation took a 24.5% stake in AAPT in 1992. In 1995 AAPT launched a mobile phone service, using Vodafone as its network supplier, acquired a 50% share of the Australian ISP connect.com.au Pty Ltd and bought NewsNet ITN. In the same year SingTel acquired a 24.5% shareholding in AAPT.
AAPT went on to muscle up. In 1996, it bought 40% of Cellular One Communications, followed by QNET Communications. In the same year it gained a carrier licence, offering long distance services to the residential market and building communications networks for the South Australian and Victorian governments. Subsequently, it moved to 100% of CorpTEL Communications, its AAPT Sat-Tel satellite joint venture, connect.com.au and Cellular One. US-operator Primus acquired Axicorp in 1997, gaining a carriers license and expanding into internet services.
AOTC had a brand makeover as Telstra Corporation in 1993, trading internationally as Telstra starting the same year and domestically from 1995. Its attempts for expansion to Indonesia and other Asian markets did not live up to the company’s expectations, with the group winding back overseas involvements in 1997-98. In 1996 Telstra recorded the largest profit in Australian corporate history, some $3.8 billion and was partly privatised in November 1997 through sale by the Commonwealth of around 33.3% of its shareholding.
After Australia’s telecommunications market was fully opened up to full competition in July 1997, privatization followed. A further 16.6% was sold by the Commonwealth in September 1999 bringing the shares sold to a total of 49.9%. This figure is safely below 50.1%, at which rate, any sale of government-owned properties involves legislation. With the new regime came the adoption of a single national phone numbering scheme and any-to-any connectivity requirements. Mobile phones, fixed-line phones and other devices was designed to communicate with each other irrespective of whether the service was provided by Telstra or one of its competitors. In November 2006, an additional 33% was sold by the government. The remaining 17% was placed in a Future Fund to provide full separation from government and regulations. This followed to avoid many possible conflicts of interest with the government being primary shareholder and competition regulator.
By July of 1997 the Australian telecommunications sector was fully liberalized for full competition with removal of restrictions on the number of licensed operators and anti-competition mechanisms.
By the end of 1998, there were over 20 licensed telecommunications carriers in Australia, with several hundred other entities using those carriers’ facilities to provide services. By May 2002, this figure climbed to 99 licensed telecommunications carriers. The Australian Communications Authority estimated that the benefits to consumers of telecommunications services from competition in 2000/1 were between $5.5 billion and $12 billion.
Broderick Booth Goran
http://www.articlesbase.com/communication-articles/bbg-communications-australia-telecommunications-history-736189.html