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www.exemptmagazine.com Summer 2014

THE FINANCIAL MAGAZINE FOR NONPROFIT EXECUTIVES

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EXEMPTROLLER

COASTERMARKETSWhat Keeps CFOs

Up At Night?

ALSO INSIDE

•Exempt Summer 2014_June July 06 Exempt 9/8/14 9:40 AM

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in this issue

8 COVER STORYRoller Coaster Markets

12 TECHNOLOGYThe Big Install

17 PLANNED GIVING Jumpstarting Your Program

18 FINANCECash In, Cash Out

20 RISK MANAGEMENTInsuring Against Unemployment

27 AUCTIONSStoking The Bidding

DEPARTMENTS

4 From The Editor

6 10 Questions For The CFO

23 Risk Management Guide

27 Executive Positions

28 Time Out

29 Resource Marketplace

31 Exempt Calendar

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Summer 2014 | EXEMPT | 3

Exempt is published four times annually by The NonProfit Times. A one-year subscription is $39 US, $59 US Canada and $89 US for international. The NonProfit Times (ISSN 0896-5048) is a publication of NPT Publishing Group, Inc., 201 Littleton Road, Morris Plains, N.J. 07950.Unsolicited manuscripts are welcome, but The NonProfit Times does not assume responsibility for their return. None will be returned without a self-addressed, stamped envelope. No material in this publication may be photocopied or reproduced in any form whatsoever without permission of the Publisher. Views expressed by independent columnists or correspondents are theirs and do not necessarily represent the views of NPT Publishing Group, Inc.© 2014 NPT Publishing Group, Inc.

EDITOR-IN-CHIEF

Paul Clolery [email protected]

SENIOR EDITOR

Mark Hrywna [email protected]

STAFF WRITERS

Patrick Sullivan [email protected]

Zach Halper [email protected]

PRESIDENT

John D. McIlquham

ADVERTISING SALES DIRECTOR

Scott Vail [email protected]

BUSINESS DEVELOPMENT DIRECTOR

Peter Manfre [email protected]

CLASSIFIED MANAGER

Mary Ford [email protected]

PRODUCTION MANAGER

Jeff Nisbet [email protected]

12 17 20

EXEMPTTHE FINANCIAL MAGAZINE FOR NONPROFIT EXECUTIVES

28


4 | EXEMPT | Summer 2014

FROM THE EDITOR

PAUL CLOLERY, EDITOR-IN-CHIEF

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Expected Financial Dips And Dives

It’s usual to not see a roller coaster’s track a blink before you are hurtling towardthe ground at an unspeakable speed. It’s not that the speed can’t be calculated.It’s that the G-forces don’t allow you to speak or scream.

You literally run out of track as you ascend to the top of the Gravity Max rollercoaster in Taiwan’s Discovery World theme park. The ride ever so slowly begins tobend, holding riders in midair until the track corrects with more rails (which youdon’t immediately see) a few yards away.

Some people find this fun. Some people will spend the night before wide awake inanticipation – and fear.

The same can be said of sleep deprived investment managers at nonprofits. Sure theeconomy is recovering. The U.S. equities markets have regained the losses from thegreat recession but that’s not where the real growth can be found. Many investmentmanagers are looking toward private equity and international opportunities fordouble-digit growth that programs need for funding.

We talk to a few terrific financial managers to see what’s keeping them up at night.We even play 10 questions with a CFO.

Another area of risk is deciding if you’re competent enough to install all of thatnew accounting and fundraising software. Here’s a hint. The answer is probably no,whether it’s a lack of time or skill. A value added reseller of software might be theticket to a restful night. You can decide by taking a look at the story inside.

There’s also thought pieces on planned giving, unemployment trusts and merchantaccounts. All of these can cause tossing and turning if they are unsettled.

Enjoy this issue of Exempt. As always, I can be reached at [email protected]


Published by The NonProfit Times, inconjunction with Bluewater NonprofitSolutions, the newly released 2014Nonprofit Organizations Salary andBenefits Report provides current salaryinformation on 236 nonprofit positionsfrom entry level to the executive office– including detailed trend data for2014 – and complete data on 94employee benefit offerings includinghealthcare, retirement, executiveperks, vacation, and much more.

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TenQuestionsFOR THE CFO

projects that I am working on.It’s how to make it happen faster,better, etc., which are challengescertainly, but never nightmares.

9When was the last time youworked just an 8-hour day? WhenI was on vacation in June, I onlyworked eight hours on one day.Seriously, I can’t remember workingan 8-hour day in the last 20 years. Ithink it just goes with the territory.

10What’s your favorite guilty pleas-ure? ASU (Arizona State University)football. I played football in highschool and I really enjoy thecollege game.

BONUS QUESTIONAre you bullish or bearish onthe sector’s finances for the next12 months? I am bullish on theeconomy. While it has taken muchlonger than it should have, theAmerican economy is very resilientand it appears that we are finallystarting to turn the corner. Theleading indicator for me is jobs.


a good typist. I wish I were a moreproficient typist. Silly, huh?

5What keeps you up at night?Internet fraud and the impact onour brand.

6How’s staffing? Is there a planto hire? We are experiencing areasonable amount of turnover atthis time as the economy starts toimprove. We do have plans to hireadditional staff in FY15 (an increaseof approximately 8 percent).

7Do you ever dream about work?Occasionally.

8Are they pleasant or nightmares?Most of the dreams are about

1When did you know you weregood with numbers? I discoveredin late high school that I reallyenjoyed working with numbers.

2What are you reading now? I amreading a book by Dr. Garry Brewerentitled Do What You Do Best. It speaks to outsourcing in thenonprofit sector, a topic of interestright now.

3What are the three mostimportant skills for today’s CFO?You have to understand systems andhow they can drive efficiencies. Youhave to understand the metrics thatmake your business successful andyou must have good people skills.

4What’s the worst piece ofprofessional advice you’ve everreceived? I was told in high schoolthat I didn’t need to take a typingclass because if I couldn’t type, thecompany would always provide me

Paul Mehlhorn, CFO and Treasurer, Make-A-Wish Foundation of America, Phoenix, Ariz.

‘‘It may be 108outside, butwe are readyfor footballseason…Go Devils!


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‘‘Somebody said the recoverywas going to be a bunch ofWs, and it certainly was.

--Eileen Heisman

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Continued on page 10

COVER STORY

ROLLER COASTER MARKETSWhat keeps CFOs up at night?

BY JULIUS A. KARASH

Five years after the beginning ofthe economic recovery, financialmanagers at nonprofit organiza-tions are still contending withmajor monetary concerns and

the resulting impact on their operations.What’s keeping investment and portfolio

managers up at night revolves around equitymarket corrections, U.S. monetary policy andlow operating reserves. Other worries focuson a decline in federal research funding, thewhims of donors and even the vulnerabilitiesof a particular geographic location.

Many managers have responded to theirconcerns by adjusting investment strategies.Depending on circumstances and points ofview, some managers have taken on morerisk and others have pulled away from it.

No matter their circumstances or invest-ment philosophies, most nonprofit portfoliomanagers have had to contend with volatili-ty in the markets. “Somebody said the re -covery was going to be a bunch of Ws, and

it certainly was,” said Eileen Heisman, presi-dent and CEO of National PhilanthropicTrust in Jenkintown, Pa., referring to the upand down nature of markets. “We saw a cor-rection a couple of weeks ago. Those correc-tions can be hard on the budgets of every-day charities.”

That means financial managers must planfor robust markets as well as lean markets,Heisman said. To strike that balance, to dowell in good years and not get trounced inbad years, an organization’s managers mustdecide how much risk they are willing totake. But, how much is too much?

Monica Issar, global head of J.P. Morgan’sEndowments and Foundations Group basedin New York City, said the nonprofit man-agers “who have gotten it right during therecovery have shifted their portfolios moretoward traditional equities globally. Theyhave added to private equity, looking atareas like mezzanine (a hybrid of debt andequity financing), and the private credit mar-

‘‘What we’re lookingto do is perform nicelyin a bull market, butprotect ourselves onthe down side.

--W. Dillaway Ayres, Jr., of theCold Spring Harbor Laboratory



COVER STORY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

kets, for more mid-double digit returns.”Some managers could benefit from

increasing their risk assets, “because thecapital markets environment has improvedso much,” Issar said.

One nonprofit where managers havetaken on more risk in search of betterreturns is Camp Fire, a youth developmentorganization in Kansas City, Mo.

One of the reasons they have gone thisroute is low operating reserves. An organi-zation such as Camp Fire should have nineto 12 months of operating revenue in itsreserve account, said President and CEOCathy Tisdale.

But Camp Fire’s national headquarters hasonly about three months’ worth of reserves,while reserve levels at most Camp Fire com-munity-based affiliates (known as councils)

range from zero to four months, Tisdale said.The impact of such low reserve levels is,

“if you were to go through a long cycle ofbringing absolutely no revenue in, you’reeither spending down your reserves, oryou’re significantly cutting your business,”said Patti J. Gardner, Camp Fire’s chief finan-cial officer.

She also faces a challenge from donorswho do not want to make long-term com-mitments to the organization, or only wantto give to certain programs.

“Camp Fire is serving kids and teenagersand engaging their families,” Tisdale said. “Ifyou’re talking about low-income kids whoare typically academically disadvantaged,we’re not going to fix it in a year or two. Soas long as a foundation takes a short view,then there’s no way we’re going to achievethe kinds of results that require more than ayear or two of investment.”

To shore up its financial position againstthose challenges, Camp Fire’s board “deter-mined that it would take more risk, byinvesting in a mixed investment of equitiesand bonds and other income-producingtypes of investments,” Gardner said.

She acknowledged the downside to thatstrategy. “In a recession or downturn in themarket, you could lose a big piece of that.So, it’s a balance you have to take,” Gardnersaid.

Tisdale characterized Camp Fire’s portfo-lio as “mid-risk, mid-yield.” She said thestrategy has enabled the organization togrow and revitalize its brand during the pastthree years. “When you’re rebranding andrepositioning yourself in the marketplace,what you need during that first three to fiveyears is capital,” she said.

Other organizations have sought to

improve their finances and avoid risk at thesame time. One example of where managersare following this strategy is Cold SpringHarbor Laboratory in Cold Spring Harbor,N.Y., which does research in areas such ascancer, neuroscience and quantitative biolo-gy. The laboratory’s leadership was forcedto rethink investment strategy because of adecline in federal research funding.

“We have always relied heavily on grantsfrom government agencies, most notablythe National Institutes of Health (NIH),” saidW. Dillaway Ayres, Jr., chief operating officer.“That’s a huge part of our income pie here.The problem is the pie is shrinking.”

Ayres said NIH funding of Cold SpringHarbor’s research budget has declined fromaround 60 percent to 40 percent in recentyears. To make up for the shortfall, man-agers have focused more on privatefundraising and made adjustments in invest-ment strategy.

“When I first joined here 17 years ago, the(investment) portfolio allocation was morewhat I call plain vanilla,” said Ayres. “It wasstandard for endowments of our size, in the$200 million range, to be 60 percent in longequities in domestic and internationalstocks, and 40 percent in fixed income.”

Continued from page 8

‘‘They have added to privateequity, looking at areas likemezzanine (a hybrid of debtand equity financing), andthe private credit markets,for more mid-double digitreturns. --Monica Issar

‘‘If you’re talking aboutlow-income kids who aretypically academicallydisadvantaged, we’re notgoing to fix it in a yearor two. --Patti J. Gardner

‘‘When you’re rebrandingand repositioning yourselfin the marketplace, whatyou need during that firstthree to five years is capital.

--Cathy Tisdale



. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

there’s a greater emphasis on traditionalstrategies as opposed to private equities andthings like that. Those are represented in theportfolio, but incrementally we have more intraditional strategies today than before.”

The reasoning behind the library’s invest-ment adjustment is that the risks that comewith more traditional investments are“somewhat more transparent,” Corbin said.“You know what they are -- that’s the impor-tant feature.”

Corbin has been concerned regarding is -sues such as the direction of Federal ReserveBank policies and high asset prices, as wellas the vulnerability imposed by the library’s“New York-centric” nature.

“The correlation of our funding sources isquite high,” Corbin said. “We are heavilyreliant on public funding, primarily from theCity of New York, and to a lesser extent fromthe State of New York. Obviously the finan-cial services industry is very important tothe city and the state. When we wentthrough the crisis, the city and state facedtheir own sets of challenges financially, andthe library felt the impact of that in the formof reduced funding.”

Besides the greater transparency of risksthat come with the new investment strategy,Corbin said the library managers also likethe lower fees that accompany more tradi-tional investments. “If we agree that for-ward-looking returns are going to be moremodest than what we’ve seen over the pastfive years, paying high fees eats up a biggerpercentage of your return.” E

Julius A. Karash is a freelance businesswriter based in Kansas City, Mo.

Ayres said institutions such as Harvard,Yale and Princeton universities changed thatmodel by shifting toward investments suchas hedge funds, private equity, venture capi-tal and real estate. Cold Spring Harbor’sinvestments have changed along the samelines. Since 2008, the investment position inlong-only stocks and fixed-income instru-ments has plunged, while the portfolio’sinvestment in hedge funds has shot up fromzero to 44 percent.

However, Ayres said Cold Spring Harbor’sstrategy is designed to lower the risk of itsportfolio. “We used very conservative hedgefund strategies to do that. One of thosestrategies is called a long-short hedge fund.It’s a less risky strategy than just going longon stocks.”

Ayres said Cold Spring Harbor doesn’texpect its investment portfolio to outper-form the S&P 500. “What we’re looking todo is perform nicely in a bull market, butprotect ourselves on the down side.”

Another organization where managershave taken action to lower the risk profile isthe Health Care Foundation of Greater Kan -sas City (HCFGKC). “Our foundation is a sus-taining foundation, in that we have to live offour in vestments,” said the organization’sCEO Bridget McCandless, M.D. “We don’t doany work with donors, we don’t do anyfundraising.”

McCandless said HCFGKC has movedmore into investments such as real estatefunds, hedge funds and infrastructure port-folios. “Those are much less liquid assets,and have a longer time horizon to maturity,but they also protect you against downsiderisk in the market,” she said.

McCandless said HCFGKC also has moved

to passive management of most of its equi-ties to minimize fees. “You should be able tomeet the S&P for your returns without pay-ing for the cost of someone to actively pickand trade stocks, hoping that they can beatthe market.”

The New York Public Library’s managersadjusted its investment portfolio to makethe risks more discernible, said ChiefInvestment Officer Todd Corbin.

The library’s portfolio has tilted towardmore traditional investment strategies, suchas long-only equities, he said. “We don’t dovery much in fixed income, but I would say

‘‘You should be able to meetthe S&P for your returnswithout paying for the costof someone to actively pickand trade stocks, hopingthat they can beat themarket. --Bridget McCandless

Photo of New YorkPublic Library Reading

Room by David Iliff.License: CC-BY-SA 3.0

Phot

o by

Jon

atha

n B

lanc

/ N

YPL

‘‘When we went through the crisis, the city and state faced theirown sets of challenges financially, and the library felt the impactof that in the form of reduced funding. -Todd Corbin of the New York Public Library


BY MARTIN DAKS

When the State of NewJersey moved away froma block grant advanced-pay funding mechanismfor nonprofits and adopt-

ed a “fee for service” approach in 2013, somenonprofit staff members had to go throughthe painful process of researching and imple-menting new accounting software packages.

For organizations such as CommunityAccess Unlimited (CAU) -- an Elizabeth, N.J.-based nonprofit that provides support serv-ices for youth and adults with disabilities --the process also involved a secondarychoice: A staff person installing the softwareor engaging a Value Added Reseller (VAR) orother provider to do the work.

“We decided early on that the addedexpense of contracting with a softwareprovider would be more than justified bythe expertise that the VAR would bring tothe table,” said Bernadette Griswold, man-aging assistant executive director ofDisability Services at CAU. “We wanted towork with a provider that would also main-tain and update the software to comply withevolving regulations, freeing our employeesto focus on our work and the individualswith disabilities who we support.”

CAU interviewed more than a dozenproviders during a months-long searchbefore settling on CareLogic, a clinical,

Electronic Health Records for the behavioralhealth and human services market.

CAU officials tried to get representativesfrom every department involved in theprocess to ensure it met organizationalneeds. “We solicited input from staff mem-bers as well as executives, to ensure thateveryone’s needs and thoughts were repre-sented. So far the integration appears to begoing very well,” said Millie Aurigemma,CAU’s accounting director.

Leaders at Goodwill Industries ofSouthern New Jersey & Philadelphia had tomake some tough choices when deciding toupgrade the general ledger and point-of-sale (POS) accounting software. Managers atthe Maple Shade, N.J.-based nonprofitweighed the pluses and minuses of doing aself-installation, and ultimately decided togo with a VAR.

“I went through this exercise when Iworked at another nonprofit and I learned alot,” said Stephen H. Castro, chief financialofficer of Goodwill Industries of SouthernNew Jersey & Philadelphia. “Although anorganization of our size (a $32 million budg-et) would normally have an internal IT staff,we’re very spread out. With 42 locationscovering 11 counties in New Jersey and thecity of Philadelphia, it would be too costly tomaintain an internal IT department.”

He cautioned, however, about the need to

TECHNOLOGY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


The Big InstallDeciding when you need lots of help

administrative and financial managementsystem developed and maintained byQualifacts, a Nashville, Tenn.-based providerof Software-as-a-Service and web-based

‘‘We decided early on thatthe added expense ofcontracting with a softwareprovider would be morethan justified by theexpertise that the VARwould bring to the table.

--Bernadette Griswold Continued on page 14


carefully vet a provider. “My biggest issuewith an earlier installation at another non-profit was that the provider had internalconflicts between its own hardware andsoftware consultants. The systems that theysold us never quite meshed,” said Castro.“When I joined Goodwill (nearly four yearsago) I found that the legacy provider therewas hesitant to implement necessary systemupgrades, so we eventually went withanother VAR.”

Managers should consider a provider“that has demonstrated expertise in thismarket and understands the client’s needs”as part of the due diligence process, saidBrad Tornberg, principal at Voorhees, N.J.-based E3 Consulting Partners Inc., whichadvises Goodwill on IT matters. “Successalways starts with understanding the busi-ness needs of the client, and then imple-menting a solution that fits, as opposed toputting in a software solution and expectingthe client to modify their business process-es to fit it.”

Added Castro, “Perhaps one of the biggestchallenges for nonprofit (managers) is tothink ahead when it comes to IT. You should-n’t limit yourself to a system that will accom-modate your anticipated growth during thenext three years. Instead, design youraccounting, general ledger and other soft-ware to meet your planned growth over thenext decade or so. If your software can’t

a relatively simple program and the staffmembers were able to utilize it for basicbookkeeping functions, “they simply didn’thave the expertise to configure it to gener-ate reports and other data intensive activi-ty,” Fouratt said. “Eventually, a CurchinGroup staff person volunteered her time toassist in the setup.”

Nonprofits running on a shoestring budg-et don’t have the support staff needed toadequately run and upgrade sophisticatedaccounting software, said Charles N.Persing, a partner in the West Orange, N.J.,office of the CPA firm Bederson. He alsoserves as a director at Support Center forChild Advocates, a nonprofit in Philadelphia,Pa. “Most of their budget has to go towardoperations,” he said. “It might be more eco-nomical for them to use an outside providerto install, upgrade and maintain sophisticat-ed accounting and other programs.”

In fact, Support Center for Child Ad vo -cates used to do its own software installa-tion, “but we moved away from that in favorof using an outside vendor,” explained FrankCervone, the organization’s executive direc-tor. “Buying the service from an expert canbe safer, more efficient and could end upcosting less in the long run.”

With 32 employees and a $3 million annu-al budget, Cervone’s organization is notexactly small, but he estimated that the “tip-ping point”-- when a nonprofit is largeenough to support full-time software experts


keep up with your growth, it’ll cost youmore in the long run,” he said.

Other consultants and nonprofit man-agers tell similar stories about allocatinglimited resources. Organizational managersare often challenged to operate within atight budget and might be tempted to try tocut back on expenses by doing their ownsoftware installation and maintenance.Managers must consider all of the issues,said Bob Fouratt, managing partner of TheChurchin Group, a CPA firm in Red Bank, N.J.

“Doing a program install and implementa-tion with internal resources can save money,but smaller nonprofits in particular have tobe sure they’ve got the internal resources tohandle it,” he said. Fouratt serves on theboard of the nonprofit Coastal Habitat forHumanity, which tapped staff members toset up QuickBooks. Although QuickBooks is

TECHNOLOGY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

‘‘We solicited input fromstaff members as well asexecutives, to ensure thateveryone’s needs andthoughts were represented.

--Millie Aurigemma ‘‘Buying the service from anexpert can be safer, moreefficient and could end upcosting less in the long run.

--Frank Cervone

Picking a VAR: Make achecklist and check it twicePicking a Value-Added Reseller (VAR) orother third-party provider is a big decision.Experts say a formal checklist might helpyou to make the best choice.

1. Ensure that the provider understands yourbusiness needs and will implement a solu-tion that fits, instead of trying to put in asoftware solution and expecting you tomodify your business processes to fit it.

2. Trust but verify. Find out how many soft-ware applications the provider has workedwith, and then find out how many nonprof-its they’ve worked with. Speak with someclients directly to see if they were satisfiedwith the implementation, the provider’sresponsiveness, and its follow-up support.

3. Ensure that the provider has worked withorganizations that are similar to your size andstructure. There’s a big difference betweenthe software needs of a small animal-rightsgroup, and those of a large foundation.

4. Does your organization have someone whocan work with the software provider? Doesthe person have the authority to make deci-sions? Does the rest of the organizationrecognize that “point person’s” role andleadership?

5. Develop a clear schedule of goals, spendinglimits and delivery dates. Hold the providerto them. – Martin Daks




on staff -- at 100 or more full-time staff.The decision to take on a VAR isn’t always

cut and dried, of course. Cervone, alongwith other experts, acknowledged thepotential for a conflict of interest -- a VAR’sties to a specific software package couldlead the person to recommend a productthat isn’t a perfect match for the nonprofit’sspecific circumstances.

He countered that concern with twoobservations: “First, we engage in our owndue diligence before accepting the recom-mendation of a VAR or other consultant.Second, keep in mind that you’re engagingthat consultant precisely because he or sheis familiar with the software.”

Most large nonprofits turn to VARs whenit comes to installing a new accountingpackage or implementing a major upgrade,said Jacqueline M. Tiso, CEO and founder ofPatterson, N.Y.-based JMT Consulting Group.

“Many nonprofit (managers) turn to con-sultants because of resource constraints,”she explained. “But, another major driver isprocess objectivity. An independent third-

party provider can objectively examine anonprofit’s needs and abilities in light ofbest practices and then recommend the bestsolution. Of course, this is only if they arenot tied to a single software themselves.”

The challenge, she noted, can be selectingthe correct provider. “Many consultants saythey service nonprofits, but you need todetermine the true extent of their reach,”according to Tiso. “First, find out how manysoftware applications they work with, andthen find out how many nonprofits they’veworked with. But don’t just accept the con-sultant’s word at face value. Ask to speakwith some clients.”

To get a good idea, she suggested askingfor a client that the consultant implementeda year or so back; one that the provider iscurrently working with, as well as a clientwho recently completed an implementation.Ask for clients that have implemented differ-ent software applications.

“You can call the in-process one and findout how the implementation is going,” shesaid. “Then, call the client that was complet-

ed a year or more ago and ask them how theinstall or upgrade went, and how the consul-tant’s ongoing support is. Finally, you canask the recent one if the consultant com-pleted the assignment on time and withinbudget. This gives you a holistic view oftheir ability.”

Tiso also said it’s a good idea to find outin which “verticals” or segments theprovider works.

The consultant might work with nonprof-its, “but there’s a big difference betweenworking, say with an animal-rights group,and working with a foundation,” explainedTiso. “Verify that the provider has workedwith nonprofits that are actually similar toyours, so the provider will be familiar withthe types of applications and associatedneeds.” E

Martin Daks is a freelance businesswriter based in Bethlehem Twp., Pa.,and a regular contributor to TheNonProfit Times.

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BY MATT J. BEEM, CFRE

How often has a board memberasked how the planned givingprogram is progressing? Or, ifyou’re that board member, howmany times have you asked the

question? Planned giving is still one of thegreat fundraising opportunities -- just overthe horizon but within reach -- that manynon profit leaders struggle to seize.

The question is never whether pursuingplanned gifts is a good idea. The challengeis finding a sure path toward concrete,measurable progress that sparks new com-mitments of future philanthropy.

The resources to jumpstart a planned givingprogram are almost always at a fundraiser’sfingertips. What some nonprofit managerslack is confidence to pursue planned gifts andexperience to secure new commitments.

Perhaps the following tips will help youand your organization as you seek to jump-start your planned giving program.

• Update your planned gift commitment file.Schedule appointments with each individual orcouple in your organization’s file of plannedgift expectancies to update your informationon their gift’s status and value. Such visits arenot the work of junior staff members. Theorganization’s chief executive officer (CEO), thedevelopment leader and, potentially, a boardmember, should conduct them.

• Begin each meeting by thanking thedonor for past support. The visit also allowsyou to learn about the donor’s current life sit-uation, update your file on the size and natureof the planned gift and reassure the donor ofyour interest and desire to stay connected.During the meeting, listen for opportunities tokeep the donor connected to the organization.

• Share an insider’s briefing. There are fewthings people like more than individual atten-tion. With that in mind, it makes sense to invitethose whose planned gift files were updatedduring the visits described above to participatein an insider’s briefing at your organizationoffice or another relevant location.

During the briefing, the board chair andCEO should share an update that gives confi-dence in the organization’s future to those

who have made estate pledges. Major giftdonors -- especially those who have madelegacy gifts -- want to support organizationsthat will last. Be sure to provide an opportuni-ty for questions and answers and ask atten-dees for their feedback on the event and areasabout which they would like to learn more.

• Schedule visits with those who haverequested additional information shortly afterthe event to continue nurturing their philan-thropic relationship with your organization.

• Create a special group for those who haveremembered your organization in their estateplans. Most generous philanthropists enjoy

being among others who have made similargifts to an organization. After you have updat-ed your planned gift files and hosted thosewho have included you in their estate plans atan insider’s briefing, create a special societyto recognize those who have pledged gifts toyour organization. Name it after an event ordate of significance in your organization's his-tory. Invite those who have already remem-bered you to become members of the soci-ety’s charter class.

• Invite members of the charter class toattend a dedication of the society. List thenames of your society’s charter class mem-bers on a permanent display or in a recogni-tion area commemorating them and theimportance of their planned gifts.

• Celebrate every year. After inductingyour planned gift society’s charter class,reach out to those in your constituency whoare likely to include your organization intheir estate plans in the coming year. Beginlaying the groundwork for the next year’splanned giving class induction. If you dedi-cate the charter class in 2014, induct a newclass of planned gift society members in2015 and each year thereafter.

Throw the special party at about the sametime each year -- potentially during a largeorganizational event or celebration -- to wel-come the current year's class of new plannedgift society members. Be sure to invite pastyears’ members to join you in welcomingtheir new peers, whose names you shouldadd to the permanent recognition area ded-icated the previous year.

• Remember the importance of ownershipas you seek to jumpstart your organization’splanned giving program. Staff and volunteerleaders alike must be committed to growingan organization’s planned giving program forthe steps outlined above to be successful.

It is important to set concrete objectivesand execute them successfully. Share the goalsand their attainment with board and staff lead-ers, and don’t be afraid to publish high-levelbenchmarks and successes in your organiza-tion’s newsletter and other publications.

• Finally, remember that it’s important totake time to celebrate. The nonprofit sectoris known for grinding along from high pointto high point without stopping to enjoy thefruits of its labor. Be different and celebrateyour successes along the way.

Beginning and growing a planned givingprogram can be difficult and time-consum-ing. It requires patience and perseverance.In the end, planned giving programs offeropportunities to connect donors to yourorganization in new ways as they make phil-anthropic commitments that represent themost important expressions of their lives’highest priorities. E

Matt J. Beem, MPA, CFRE, is presi-dent and chief executive officer ofHartsook Companies, headquarteredin Kansas City, Mo. He serves on theboard of the Centre for SustainablePhilanthropy at Plymouth University inthe U.K. and on the President’sCouncil of Central Methodist University,Fayette, Mo. He is also a doctoral can-didate in organizational behavior atUniversity of Missouri-Kansas City. Hisemail is [email protected]

Jumpstarting Your ProgramThe cables you need when the battery goes weak

PLANNED GIVING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


‘‘There are third-party creditcard processors specializingin providing services tononprofit organizationsthat offer a wide array ofservices which help supportfundraising efforts.


BY AMY WEST

Amerchant account is a type ofaccount that allows an entity toaccept payments by credit anddebit cards. Nonprofit financialmanagers might wish to avoid

the complexities associated with establishingtheir merchant accounts and decide to out-source the credit card processing function.

The advantages of outsourcing credit cardprocessing include ease of setup, simplicity offee structure, acceptance of all credit cards,robust fraud protection features and compli-ance with the Payment Card Industry DataSecurity Standards (PCI Compliance). Thereare third-party credit card processors special-izing in providing services to nonprofit organ-izations that offer a wide array of serviceswhich help support fundraising efforts.

OUTSOURCING PROCESSINGThe setup associated with outsourcing

credit card processing to a third-party ven-dor is relatively simple. Third-party creditcard processing contracts are straightfor-ward requiring a small amount of legalreview prior to signing. No credit card checkis required when outsourcing credit cardprocessing to a third party.

Outsourcing credit card processing mightbe a slightly more expensive option thanobtaining a merchant account. However, thefees associated with outsourcing credit cardprocessing are easily quantifiable and, for

the most part, based on a percentage of thepayment amount or a flat per transactionfee. Another advantage to outsourcing cred-it card processing is that all credit card typesare accepted.

SETTING ONE UPAn organization must undergo a credit

review when procuring its own merchantaccount since the entity issuing the mer-chant account is taking financial risk when a

cardholder disputes a transaction. The feesaffiliated with acquiring a merchant accountcan be very complicated and can add uprather quickly.

The terminology used by varying institu-tions issuing merchant accounts is inconsis-tent, making it difficult to compare pricing.Merchant account fees include start-up feesto establish the account, ongoing fees tokeep the account available, per item feesand transaction fees. There are also feesbased on the type of card used, the process-ing method (whether the card is keyed orswiped) and whether a transaction passes

certain fraud prevention tests. In contrast to outsourcing, when obtain-

ing a merchant account the issuing institu-tion may limit the types of credit cardsaccepted. Nonprofits accept credit cardsbecause donors appreciate the convenience.Convenience equates to more giving.

Most donors have their own reasons forusing a particular type of credit card,whether it is the rewards program, their onlycard or they prefer not to carry a monthlybalance. Given the increase in credit card andonline giving, it is beneficial to provide asmany credit card options as possible.Limiting the type of credit cards acceptedmight be an inconvenience for donors result-ing in the loss of donations. Outsourcingcould be advantageous in this area.

CREDIT CARD FRAUDCredit card fraud is widespread and can

result in financial loss, reputational damageand can be a major disturbance for donors. Itis critical that strong anti-fraud processes areembedded in an organization’s credit accept-ance process. Third-party credit card process-ing vendors offer a wide range of fraud pre-vention features to help mitigate the threatsof credit card fraud. Given limited in-houseresources, outsourcing credit card processingmakes it simpler for nonprofits to ensure thatanti-fraud procedures are in place.

PCI Security Standards are designed toprevent consumer credit card data from

Cash In, Cash OutDeciding if you need a merchant account

FINANCE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .



being compromised. PCI compliancerequires, among other things, that organiza-tions maintain a secure network to protectcredit card information, protect cardholderinformation, implement strong access con-trol measures and regularly monitor and testnetworks. Failure to meet PCI requirementscan result in fines and penalties.

Outsourcing credit card processing to athird party does not exclude an organizationfrom PCI compliance. However, PCI compli-ance can be complex and technical in naturerequiring sophisticated information technol-ogy skills to implement and maintain. Third-party credit card processors have a thoroughknowledge and understanding of PCI com-pliance. Nonprofit managers can shift someof the risk and burden by outsourcing to aknowledgeable third party, thereby makingit considerably easier for a nonprofit to becompliant.

WHEN THERE’S A PROBLEMIn addition to offering powerful fraud

protection features and helping to ensurePCI compliance, third-party credit card pro-cessing vendors perform such tasks asresolving credit card disputes, authorizingonline payments and processing charge-backs. As previously noted, there are third-party credit card processors that specializein supporting nonprofits and offer suchservices as credit card readers for specialevents, special event registrations, web-page development and virtual terminals.Outsourcing allows an organization to takeadvantage of these services without having

in-house expertise.Before outsourcing credit card processing

there are certain items a nonprofit financialmanager should consider. Donations areparamount to an organization’s ability tocarry out mission. By outsourcing creditcard processing an organization relinquishessome oversight and control over a processthat involves its donors.

Managers who decide to outsource creditcard processing must ensure that the third-party processor thoroughly understands itsbusiness, has considerable experience provid-ing services to similar organizations and real-izes that the customer service provided todonors is vital to the success of a nonprofit.

Another item to consider before out-sourcing includes cash flow and limitationson customization. A third-party processortypically remits proceeds to an entity one tofour times each month.

Cash will be automatically deposited intoa nonprofit’s bank account within a few dayswhen it has a merchant account. An organi-zation requiring customized reporting, com-plex workflows and direct data integrationinto its own database are likely to find thefunctionality provided by third party creditcard processor limiting.

Not all nonprofits need a merchantaccount. A large complex nonprofit organiza-tion with many different types and sources ofrevenue requiring complicated interfaces andreporting should most likely have its ownmerchant account. However, for many non-profits the outsourcing of credit card process-ing is an affordable and viable option.

Credit card donations are a significantsource of funding for many nonprofits and itis critical that managers select a third-partycredit card processing vendor that meets itsneeds. Before selecting a vendor, managersshould:

• Obtain a thorough understanding ofhow donations will be processed;

• Consult with other financial managerswithin the nonprofit community that use theservice of third-party credit card processor;and,

• Choose a vendor that is known for itsgood customer service.

The effective fraud protection and PCIcompliance features afforded by third-partycredit card processor protects donor creditcard information and provides a level ofexpertise in these areas that eliminates theneed to have in-house technical knowledgeto support these capabilities. This allowsstaff to focus more time on value added mis-sion-related activities.

There are both advantages and disadvan-tages to setting up a merchant account andto outsourcing the credit card processingfunction. It is up to financial managers toexamine the issues noted above and makethe decision for their particular nonprofit.Nonprofit managers should be able to deter-mine through this examination whether thebenefits of having their own merchantaccount exceed the costs. E

Amy West is chief financial officer of the non -profit AHRC New York City, in Manhattan.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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BY MARK HRYWNA

Unemployment insurance isn’texactly top-of-the-pile material.But with un em ployment claimsreaching record highs after theGreat Re cession, some new

rules -- and potential changes -- it should beon your radar.

The federal Unemployment Insurance In teg -rity Act was spawned from incorrect paymentsmade through unemployment insurance of asmuch as $4.5 billion during 2013, roughly 11percent of payments. It wasn’t always a resultof fraud but some was because of basic errorsand some because employers were not alwaysreporting information on a timely basis.

In some cases, claims that were awardedwere overturned when an employer offeredinformation that was not provided in thestate’s initial request.

Employers historically have been inclinedto respond to or protest only claims thatwere considered inaccurate, according toglobal credit rating agency Equifax. Now they

will be required to “respond to all claims,regardless of perceived legitimacy, to remaincompliant with emerging state regulationsand minimize their financial exposure.”

As part of the Trade Adjustment AssistanceExtension Act of 2011, the UnemploymentIntegrity Act went into effect Oct. 1, 2013,re quiring employers to provide informationfor all unemployment claims in response to astate’s initial request.

Nonprofits can opt out of paying stateunemployment taxes and instead reimburseactual unemployment claims through a trust.The two largest trusts for nonprofits are theUnemployment Services Trust (UST) and501(c) Services Trust, but there are others.

For organizations with stable employ-ment and 10 to 15 employees, a trust can bea good option, said Donna Groh, UST’s exec-utive director. If an organization has lessthan 10 full-time equivalent positions(FTEs), it probably should stay in the safetynet of the state tax system. “One bad claimcould wipe out their reserves,” she said.

“When you leave the state tax system, youbecome completely liable for all claims,” shesaid. If an organization recently has gonethrough layoffs, they will have very highclaims, Groh said, which could be a goodtime to leave the state system.

Organizations where there are high claimson an ongoing basis because of the businessmodel – maybe there is seasonality or a highchurn rate – probably are being subsidizedby other employers in a state’s risk pool andwould not be a good fit to be in a trust, shesaid. On the other hand, nonprofits wherethere are fewer claims are subsidizing otheremployers and could save money by leavingthe state system, Groh said.

Unemployment reimbursement has beena “mixed bag” since the economy improved,according to Groh. “There’s certainly a high-er level of awareness of being a direct reim-burser,” she said, noting market research byUST a few years ago that fully one quarter ofnonprofits didn’t even know the option was

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weeks that individuals can receive benefits.Others have imposed surcharges and/orchanged rate schedules. Those are things toconsider for charities considering movingout of the state tax pool, Groh said.

There’s been talk of doubling the federalminimum taxable wage base to $14,000.That would double the amount of moneypaid into the unemployment pool.

Darren Bowman, president and CEO of501(c) Services Trust, has been expectingthe federal minimum taxable wage to beincreased since 2010, so it remains to beseen whether it will occur this year.

If it finally is acted upon and raised, he

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available to them. “Now that’s more theexception. Most organizations do know it’san option, they just have to figure out if it’sright for them,” she said.

The federal government sets certain basicrules for how states need to run their pro-grams and states have a fair bit of leeway,Groh said. In California and Min ne sota, oncean organization is out of the system, it muststay out for two years.

California is among the few states thatuses the federal minimum taxable wagebase of $7,000, meaning employers mustpay 1.5 percent tax on the first $7,000 ofwages for each employee they have. InMinnesota, the state applies rates on a min-imum wage base of almost $30,000. Fewerthan 20 states have a base of less than$10,000, according to Equifax.

Most other states that went into debt dur-ing the recession imposed surcharges orraised rates or done something to addressit, Groh said. Some states have not reallyaddressed their deficits from the recessionand are still trying to rebuild their funds,with as many as 14 currently maintaininginsolvent trust funds, according to Equifax.“It’s scary when you look at how muchmoney some states are in the hole,” Grohsaid, adding that projections for some statesindicate they won’t be able to rebuild theirfunds in time for the next recession.

Doug Sauer, CEO of the New York Councilof Nonprofits (NYCON), expects unemploy-ment insurance costs to increase about 20percent this year for his organization but he

expects the biggest impact in aggregate dol-lars would be in California where the statehas been running about a $10 billion negativebalance with the federal government. “Manystates made good progress repaying unem-ployment debt,” Bowman said, adding thatsome state legislatures take that minimumtaxable wage base and index it up automati-cally. “The bottom line is, tax rates have beengoing up and will continue to go up --whether the federal government is going toplay a role, that’s tough to predict,” he said.

Generally, it’s a good time to considertrusts because tax rates are high and theeconomy improved, Bowman said. “I’m notgoing to say it’s great but OK,” he said,adding that most nonprofits feel financiallystable and have built up a rainy day fund.

“When you become a reimbursingemployer, you’re taking a bit of a gamblethat over the long run, you’ll pay less reim-bursing the cost than participating in statesystem,” Bowman said.

An unemployment insurance fund goinginto a recession has rather low tax rates, thengets hit by payments, then raises those taxrates to recoup those funds over the next sev-eral years. “If you’re a reimbursing employer,the payments look similar,” Bowman said.

The best time as a nonprofit employer tolook at becoming reimbursing employer isright after a recession. “That’s when you’repaying the highest taxes but running prettylean, having made cuts that need to bemade, funding sources are stable for themoment and you’re not looking at imminentlayoffs,” he said. E

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‘‘The bottom line is, tax rateshave been going up and willcontinue to go up – whetherthe federal government isgoing to pay a role, that’stough to predict. --Darren Bowman

fears others might face increases of as muchas 100 percent. To address structural prob-lems in its unemployment system, New Yorkstate boosted the minimum taxable wagebase from $8,500 to $10,300 – and about$250 annually for the next decade – on topof an increase in the tax rate. NYCON hasbeen out of the state unemployment systemfor at least a decade, Sauer said, usingChicago-based First Nonprofit Group.

Florida and North Carolina made whatGroh described as some interesting changesto address their deficits, including limitingthe amount of benefits or the number of




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Munich Reinsurance America, Inc.Specialty Markets

555 College Road East, P.O. Box 5241, Princeton, NJ 08543-5241(609) 243-4200

Judy Downey, SVP, Head of Client Group, Specialty [email protected]

www.munichreamerica.com

Munich Reinsurance America, Inc. Specialty Markets Division provides multi-line coverage solutions to be delivered through a single point of contact for non-profits. Through meaningful partnerships and consultative services, we developcustomized risk transfer, risk sharing and risk management solutions with a fullrange of property and casualty insurance and reinsurance capabilities.

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www.insurancefornonprofits.org

Keep Nonprofit Dollars in the Nonprofits Sector!

A Head for Insurance. A Heart for Nonprofits.Liability insurance BY and FOR 501(c)(3) nonprofit organizations.

Currently insuring more than 13,500 nonprofits nationwide!

EXEMPT RISK MANAGEMENT GUIDE




Local connections

Public services

#CommunityMR

NOT IF, BUT HOW

Nonprofits, schools, public entities and religious organizations support the communities we live in–the true social network. Munich Re has worked with public and nonprofit organizations to create innovative insurance solutions and risk management strategies for over 25 years. Our resources, creativity and expertise help to secure a financially stable and safe future for single risks and group risks. Let us be a part of your social network – #CommunityMR.

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Connect your community to the source for innovative risk solutions.

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Nonprofit Insurance Services ...................................................(717) 630-1030195 Stock Street, Suite 118A, Hanover, PA 17331Nonprofit Specialty Insurance Agency ...................................(800) 466-5041P.O. Box 400, 25070 Royalton Road, Columbia Station, OH 44028Nonprofits Insurance Alliance Group .....................................(800) 359-6422P.O. Box 8507, Santa Cruz, CA 95061NonProfits' United .......................................................................(916) 868-6227610 Fulton Avenue, Suite 200, Sacramento, CA 95825Northern Trust ..............................................................................(312) 630-600050 South LaSalle Street, Chicago, IL 60603Novick Group ...............................................................................(301) 795-66001 Church Street, Suite 400, Rockville, MD 20850Philadelphia Insurance Companies ........................................(800) 873-4552One Bala Plaza, Suite 100, Bala Cynwyd, PA 19004Preferred Mutual Insurance Company ....................................(800) 333-7642One Preferred Way, New Berlin, NY 13411Prudential Financial, Inc. ..........................................................(973) 802-6000751 Broad Street, Newark, NJ 071021PSA Insurance & Financial Services ......................................(410) 821-776611311 McCormick Road, 5th Floor, Hunt Valley, MD 21031-8622RCM&D ..........................................................................................(800) 346-4075555 Fairmount Avenue, Baltimore, MD 21286Risk Placement Services, Inc. (RPS NIPC) ............................(800) 275-64721040 NE Hostmark Street, Suite 200, Poulsbo, WA 98370Riverport Insurance Company ..................................................(888) 762-3083222 South 9th Street, Suite 1300, Minneapolis, MN 55402-3332RMG Insurance ............................................................................(610) 867-6869731 W. Broad Street, Bethlehem, PA 18018Rockwood Programs, Inc. .........................................................(888) 327-53674001 Miller Road, Wilmington, DE 19802

Safe-Wise Consulting ................................................................(207) 288-3545P.O. Box 975, Bar Harbor, ME 04609

SECURA Insurance ......................................................................(800) 236-87002401 South Memorial Drive, Appleton, WI 54915SEI ..................................................................................................(610) 676-10001 Freedom Valley Drive, Oaks, PA 19456Starkweather & Shepley Insurance Brokerage, Inc. ...........(401) 435-360060 Catamore Boulevard, East Providence, RI 02914Suhr Risk Services ......................................................................(800) 788-11705300 Stevens Creek Boulevard, Third Floor, San Jose, CA 95129Tangram Insurance Services ................................................... (800) 676-2213140 2nd Street, Suite 320, Petaluma, CA 94952Thomas & Associates Insurance .............................................(800) 227-58469715 271st Street NW, Starwood, WA 98292Triplet Advisory Services ..........................................................(508) 878-5570Boston, MATrust Risk Management Services ........................................... (877) 637-9700111 Rockville Pike, Suite 900, Rockville, MD 20850United States Liability Insurance Group ................................(888) 523-55451190 Devon Park Drive, Wayne, PA 19087USI Insurance Services, LLC .....................................................(914) 749-8500200 Summit Lake Drive, Suite 350, Valhalla, NY 10595Victor O. Schinnerer & Company, Inc. ....................................(301) 961-9800Two Wisconsin Circle, Chevy Chase, MD 20815Waldorf Risk Solutions ..............................................................(631) 423-9500P.O. Box 590, Huntington, NY 11743The Wallace Insurance Agency ...............................................(714) 935-11001820 W. Orangewood Avenue, Suite 210, Orange, CA 92868Wallace Welch & Willingham, Inc. ........................................(800) 783-5085300 1st Avenue South, Suite 500, St. Pete, FL 33701Zurich North America ................................................................(800) 382-21501400 American Lane, Tower 2, Floor 5, Schaumburg, IL 60196


Rockwood Programs, Inc.4001 Miller Road, Wilmington, DE 19802

(888) 327-5367

Cheryl [email protected]

www.rockwoodinsurance.com

For over a decade, Rockwood Programs, Inc. has provided Management andProfessional Liability insurance to Not-For-Profit organizations. New add-oncoverage options are available for International Liability and Cyber RiskLiability. Our staff has access to multiple highly-rated insurance carriers inorder to provide affordable, tailored coverage for your D&O clients.

To post an ad in future Guides, call 973-401-0202 ext. 206or contact [email protected]

NPT Publishing GroupStands Out!

The NonProfit Times™

NPT Weekly eNewsletter

NPT Instant Fundraising eNewsletter

NPT TechnoBuzz eNewsletter

www.thenonprofittimes.com

NPT Jobs eNewsletter

www.nonprofitjobseeker.com

Exempt Magazine

Exempt eNewsletter

www.ExemptMagazine.com

201 Littleton Road

Morris Plains, NJ 07950

973-401-0202

fax: 973-401-0404

www.thenonprofittimes.com




BY PAUL CLOLERY

Auctions at galas can be a snore.They can also interrupt a meal,however rubberry the chicken.Whether it’s a traditional bid-ding auction, a silent auction

where bids are written down or mobile bid-ding, if you don’t have great items, you’renot going to get premium dollars.

According to Katherine Sheane, market-ing manager at 501 Auctions, sports memo-rabilia is hot, as are fine dining and fashion.According to Stuart Paskow of Mitch Stuart,Inc., experiential items such as travel andspecial events such as the Super Bowl alsobring way more than fair market value.

Mobile bidding is boosting returns as muchas 30 percent, they both said. Instead of rac-ing back and forth between the dinner andthe auction tables, a mobile app can allowinterested bidders to wrestle for those itemswithout tripping. They also cause pricing togo higher be cause of one-on-one, quiet com-petition, said Paskow.

Using data gathered from its 2013 auctionevents, Sheane said signed music or sportsmemorabilia, including autographed footballs,baseball jerseys or other equipment from aregion’s favorite team is guaranteed to attracttop bidders, raising between 370 percent and630 percent of fair market value. You’ll alwaysfind a couple of fans willing to bid high.

Fine dining, such as steakhouses orcelebrity establishments, brought in be -tween 330 percent and 460 percent of theirfair market value during 2013. “Happily,restaurant certificates are generally easy tocome by, as restaurant owners enjoy thepromotion they receive by being included ina charity auction,” said Sheane.

Fashion is always a good category toinclude, she said. High-end items from de -signer favorites like Tory Burch, Diane vonFurstenburg, Michael Kors or Ralph Lauren,do very well, especially during fall events.

Whether its airline tickets or a weekend inNew Orleans, travel and destinations alwaysgenerate excitement, according to Paskow.“It is also important to add exotic trips togive it that wow factor,” said Paskow. E

EXEMPT EXECUTIVE POSITIONS

To place an ad in this

section, contact Mary Ford

at 973-401-0202 x206 or

[email protected]

Director ofIndividual GivingAmerican Kidney Fund

In coordination with the VP of Development andField Operations, this position plans and implementsa national individual giving, workplace giving andplanned giving effort at AKF.

ESSENTIAL FUNCTIONS: • Proactively plans andimplements individual plan for all current contribu-tors using a targeted system developed in conjunc-tion with the VP of Development • Ensures cultiva-tion activities of major and mid-contributors includ-ing but not limited to contributor giving society;planned giving society; special communications andevents • Networks through current major contribu-tors, Board members, and highly-engaged volun-teers to find new prospects outside established con-tributor relationships • Builds and maintains a port-folio of contributor relationships • Maintains currentknowledge about charitable giving techniques andcan adequately articulate planned giving options tointerested individuals • Ensures current plannedgiving contributors are managed and cultivated fur-ther • Ensures a wealth overlay of current donorrecords to identify appropriate major gifts andplanned giving prospects. Trains employees in useof wealth overlay software components and in con-junction with Director of Constituent Relations, pro-vides for data integrity and enterprise system tosupport contributor relationships • Travels up to40% of the time to build relations with contributorsin person • Oversees the development and imple-mentation of a comprehensive stewardship programfor individual giving recapturing past mid-leveldonors and retaining and upgrading mid-leveldonors • Capitalizes on existing workplace givingprogram ensuring that we are compliant with allrules and are engaging with appropriate govern-ment agencies and companies to maximize givingopportunities • Undertakes other duties as assigned

EDUCATION AND EXPERIENCE: Bachelor’s Degreeor equivalent experience. 5 to 7 years of progressivefund-raising experience, including demonstratedsuccess in managing individual giving program con-centrated on renewing and upgrading donors, aswell as reaching new donors through multiple chan-nels. Experience in fundraising and cultivation ofcontributors. Understanding of complex, complicatedorganization structures. Knowledge of charitable giftplanning techniques. Raisers Edge and PG Calcexperience a plus. Excellent written and oral com-munication skills. Ability to prioritize and handle anumber of projects simultaneously and completework in a timely manner. Ability to handle confiden-tial matters with a high level of integrity. Some expe-rience in voluntary health preferred. Travel required.

Send cover letter, resume and salary requirementsto [email protected] for consideration.

Please visit www.kidneyfund.org for further details.

No phone calls please.

Executive DirectorHeart of the Valley Animal Shelter

Heart of the Valley, a non-profit animal shelterlocated in Bozeman, Montana, seeks a leaderwith exceptional managerial and leadershipskills to direct overall operations, finance andstakeholder relations under policies set by itsBoard of Directors and Strategic Plan. Foundedin 1973, Heart of the Valley is an open door shel-ter that serves homeless cats and dogs in theBozeman region and enhances the lives of ourcitizens through pet adoption and education.

Bozeman, Montana, is an extended communi-ty of about 70,000 residents located in theGallatin Valley, 90 miles north of YellowstonePark. The community is renowned for year-round recreational and cultural opportunities.Bozeman boasts acclaimed public and privateschools, a symphony orchestra and choir, andaccess to top health care. Bizjournals.comranked Bozeman #2 on the list of AmericanDream Towns - small towns that offer the bestquality of life without metropolitan problems.

Heart of the Valley is a flagship organization inthe community and a major employer with astaff of 30 employees (full and part-time), 115active volunteers and a $1.3 million annualoperating budget.

The ideal candidate will have: minimum of 10years prior professional management experi-ence, budget and financial expertise, fundrais-ing and donor development experience, excel-lent verbal and written communication skills,staff development experience along with strongsupervisory skills, and be a team player with anentrepreneurial and motivational spirit.Knowledge of state and federal regulationsrelated to non-profits and experience in com-passionate animal care and welfare preferred.Bachelor’s or graduate degree required. A com-petitive compensation and benefits package isoffered. This is a full-time, salaried position.

Please e-mail a letter of interest, resume andsalary requirements to

[email protected] and [email protected]

Stoking BidsApps, exotics hike prices

AUCTIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .



Re-Mission 2Have you ever wanted to literally fight cancer?HopeLab’s “Re-Mission 2” will give you that oppor-tunity. The sequel to the nonprofit’s 2006 “Re-Mission,” this game lets you battle cancer in actiongames based on actual treatment methods usedtoday. “Re-Mission 2” contains six games, five ofwhich are instantly available online. The sixth gamecan be accessed after five levels are completed ineach of the other games.

www.gamesforchange.org/play/re-mission-2

Half The Sky Movement“Half The Sky Movement” is not just a game; it’s also a way to raise awarenessand, in turn donations, for an important cause. Developed by Frima Studio, thisFacebook game introduces direct virtual-to-real-life translation, achieved byinviting players to move through a series of quests and stories related to real-world challenges that women and girls face, with issue-specific solutions pro-vided by seven nonprofit organizations: The Fistula Foundation, GEMS, HeiferInternational, ONE, Room to Read, United Nations Foundation, and World Vision.

www.gamesforchange.org/play/half-the-sky-movement-the-game

SimCity EDU – Pollution Challenge!Fans of the popular “SimCity” games during the early-90s will quickly recog-nize the title of this game. Despite its similarity, “SimCity EDU: PollutionChallenge!” has nothing to do with those games, though it shares the sameconcept. In this game, developed by GlassLab, you assume the role of themayor of a fictional city. Your mission? Keep your citizens employed by creat-ing new jobs while also keeping the pollution level down. Progressing throughsix missions, players engage in activities that assess their ability to solve prob-lems, understand complex systems and read and interpret data from diagrams.

www.gamesforchange.org/play/simcityedu-pollution-challenge

You’ve got nothing better to do, right?Here are three socially-responsible web diversionsfor you to waste a little time on.

Take A BreatherOnline amusements that take the stress away

TIME OUT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .



EXEMPT RESOURCE MARKETPL ACE

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The Future is Bright

Contact one of our Integrated Marketing Specialists to learn how you can increase your online presence and keep your future bright.

800.858.9154CrescendoInteractive.com

For Planned Giving.

To post an ad in our Resource Marketplacecall 973-401-0202 ext. 206

or contact [email protected]

To post an ad in our Exempt Jobs

call 973-401-0202 ext. 206 or

[email protected]



DIRECT MAIL CONSULTING

FUNDRAISING LISTS

INSURANCE

EXEMPT RESOURCE MARKETPL ACE

HISPANIC MARKETINGLISTEN UP ESPANOL . . . . . . . . . . . . . . . . . . . . . . . .1-207-774-1425

A call center specializing solely in Spanish language helping majorglobal nonprofits. Please contact Randall Anderson.www.listenupespanol.com.......Email: [email protected]

The best thing about teamwork is that our team works.At Philadelphia Insurance Companies, we’ve raised money and pledged time for Ronald McDonald House Charities, the American Red Cross, The Children’s Hospital of Philadelphia, Face to Face, and the Challenged Athletes Foundation. We’ve shown these organizations and the nonprofits we insure every day that teamwork works. Because our team works. Learn more. Call 855.411.0797 or visit PHLY.com/socialservice.

DATABASE MANAGEMENT/DIRECT MAIL

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WORKFLOW & COMPLIANCE 866-367-3467

COMPUTERIZED FUNDRAISING SYSTEMS



MANAGEMENT CONSULTING

LEGAL SERVICESPERLMAN & PERLMAN, LLP...........................212-889-0575

41 Madison Avenue, Suite 4000, New York, NY 10010Fax: 212-743-8120................................www.perlmanandperlman.com

UNEMPLOYMENT

SEPTEMBER3-6 NTEN (Nonprofit Technology EnterpriseNetwork) will hold its first Leading ChangeSummit at the Hilton San Francisco UnionSquare.Info: http://mylcs.nten.org/14lcs/home/

9-10 The Association of FundraisingProfessionals and the Stanford SocialInnovation Review will hold the 9thNonprofit Management Institute atStanford University in Stanford, Calif. Info: www.afpnet.org

15-19 The Grantsmanship Training Program,of the Grantsmanship Center in Los Angeles,will be held in Tucson, Ariz., at theCommunity Food Bank of Southern Arizona. Info: www.tgci.com

17-19 The Alliance for NonprofitManagement will hold its nationalconference, Capacity Building for CollectiveAction, in Austin, Texas.Info: http://theallianceconference.org

29 – October 3 The GrantsmanshipTraining Program, of the GrantsmanshipCenter in Los Angeles, will be held inAlbuquerque, N.M., at the University ofNew Mexico. Info: www.tgci.com

OCTOBER5-8 The National Catholic DevelopmentConference (NCDC) will hold its annualconference at the Marriott ChicagoDowntown in Chicago, Ill.Info: www.ncdc.org

6 The National Association of AttorneysGeneral and National Association of StateCharity Officials conference will be held atthe Regency Washington Capitol Hill,Washington, D.C.Info: www.nasconet.org

6-8 Blackbaud will hold bbcon2014, itsannual conference for nonprofits, at theGaylord Opryland Resort and ConventionCenter in Nashville, Tenn. Info: http://bbconference.com/

6-10 The Competing for Federal Grantsseminar will be held in Los Angeles, Calif.,at The Grantsmanship Center. Info: www.tgci.com

14-17 The International FundraisingCongress will hold its annual event at TheNH Leeuwenhorst Hotel in Noordwijkerhout,

The Netherlands.Info: www.resource-alliance.org

15-18 Grant Professionals Association willhold its annual conference in Portland, Ore.Info: http://grantprofessionals.org

16-17 Grant Management Essentials, aseminar of the Grantsmanship Center inLos Angeles, will be held in Charleston,W.V., at the Charleston Area MedicalCenter. Info: www.tgci.com

20-22 The Council on Foundations will holdthe annual Fall Conference For CommunityFoundations in Cleveland, Ohio.Info: www.cof.org

20-24 The Grantsmanship TrainingProgram, of the Grantsmanship Centerin Los Angeles, will be held in New York,N.Y. Info: www.tgci.com

22-25 The Association for HealthcarePhilanthropy will hold its annual internationalconference in Palm Desert, Calif.Info: www.ahp.org

25-30 The Direct Marketing Association willhold its annual conference and exposition,DMA2014, at the San Diego ConventionCenter, San Diego, Calif.Info: www.the-dma.org

EXEMPT C ALENDAR

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