By Jack B. Siegel
The way to preserve any nonprofit out of difficulty, working easily, and reaching its mission"Jack Siegel--lawyer, accountant, administration advisor, and desktop whiz--takes the putative director or officer of a nonprofit association on an invaluable and sometimes interesting voyage during the realm of the tax-exempt businesses universe, stating its quirks, foibles, and criminal liabilities alongside the best way. His instruction manual will make mandatory--and arresting--reading in case you are already serving as trustees, administrators, officials, and key staff of exempt companies, quite charitable ones. Siegel's aim, during which he succeeds, is to aid administrators and officials of nonprofit businesses 'make greater decisions.' The e-book is stuffed with huge coverage analyses and paragraphs at the info, resembling board dimension, board committees, board assembly codecs, the contents of mins, and the tasks of officers.Salted with a few very good real-life examples, what additionally units this ebook except so much in its style is the tone: the writing variety, the brusqueness, the bluntness. He complains that too many administrators 'check their logic on the boardroom door.' He advises people who 'desire contract and insist adulation' to stick off forums; he insists on 'commitment' and 'institutional stress' with the administrative director. He warns potential administrators that a few firms wish, as well as time and judgment, 'either your funds or your skill to elevate money.' To my pride, he extols the virtues of 'some point of bills' for certified legal professionals and accountants.Please subscribe to me in including this so much necessary guide for your nonprofit library."--Bruce R. Hopkins, legal professional at legislation, writer of The legislations of Tax-Exempt organisations, 8th variation and beginning and dealing with a Nonprofit association: A criminal consultant, Fourth version
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Extra info for A Desktop Guide for Nonprofit Directors, Officers, and Advisors: Avoiding Trouble While Doing Good
SENTINEL, Jan. 22, 2004. 1 The Need for Action 9 some of the other members were too passive, apparently failing to provide the tension that was clearly required under the circumstances. The explanations for lackluster board performance should not be taken as excuses or justifications. Put plainly, if you are a member of a board, it is your duty to either actively involve yourself in the governance of the organization or submit your resignation. Not only are you opening yourself up to embarrassment and potential liability if you do not take your position seriously, but more importantly, you are wasting resources that others have entrusted you to protect, and you are diminishing the value of the independent sector in the eyes of the public.
That is fine. All would benefit, however, by reading the first five chapters. Those chapters contain the core content, which apply to all nonprofits. Chapters 6 and 7 pertain to tax matters. Those chapters are must reading for those who serve organizations that do not have a tax advisor—although the need for a tax advisor will be clear after completing those chapters! The first half of Chapter 13 contains a 250-question survey that is designed as a summary of all the information presented in the Guide.
13 The article reports that the improper accounting that the company admitted to had occurred over the last decade, presumably including the period covered by the two certifications made. Mr. 15 In short, 9. 10. 11. Pub. L. 107-204, 116 Stat. 745 (2002). K. Y. TIMES, Jan. 14, 2005. C. Y. TIMES (Jan. 23, 2005); and M. Y. TIMES, June 3, 2004. 12. Securities and Exchange Act of 1934—Rules 13a-14 and 15d-14. The SEC amended Form 10-K and Form 10-Q to incorporate the certifications. 13. I. McDonald, T.