August 6, 2014
Juggling priorities is a skill that many nonprofits have mastered. There are many stakeholders, from employees and board members to donors and those benefiting from projects. There is also the ever-present need to fundraise and generate awareness. Add in all of the responsibilities that come along with operating any business whether for-profit or a 501(c)(3) organization – such as financial management, performing payroll duties and managing the human resources aspects of operations – and running a non-profit can seem like an all-the-time job for managers and directors.
Top-level employees at a charitable organization need to make sure they're doing everything possible to eliminate unneeded expenses. Not only does this help create a more financially healthy nonprofit and cut down on liability, it leaves more money available to funnel directly into programs supporting the nonprofit's mission. Making sure that grant money is going toward the specific parts of the operation for which it was designated – a common stipulation for such contributions – is another unique concern. Nonprofit Quarterly recently highlighted the case of an Alaskan nonprofit group that had trouble successfully managing its grant and ran into problems with the provider.
One unnecessary financial obligation that can be avoided
An area that often causes consternation for nonprofits is the payment of state unemployment tax (SUTA). Although automatically exempt from the federal version of this tax, charitable groups have to actively take steps to free themselves from the state-level obligation. Nonprofits can declare themselves as reimbursing employers, which uses the alternative strategy of direct reimbursement of unemployment claims from former employees on a dollar-for-dollar basis instead of SUTA contributions. This strategy means that 501(c)(3) groups and governmental organizations don't simply lose the money contributed to SUTA funds if they don't experience any jobless claims during a financial year.
However, nonprofits may be unprepared to deal with a spike in unemployment, should they reimburse on their own. This is where alternative solutions such as an Unemployment Savings Program or Excess Loss Insurance become very useful. By paying into a system that provides more access to designated funds rather than simply giving it away to a SUTA trust fund, nonprofits have control and insight into this money that was not previously available.
NYCON members who use First Nonprofit’s programs enjoy enduring savings and improved efficiency. Our association knows that success, because from the beginning, we achieved the same great benefits. Great savings, seamless technology, and responsive service. NYCON highly recommends First Nonprofit’s remarkable unemployment solutions.
We were introduced to First Nonprofit through another housing authority. In our analysis and comparison to what we were paying the State, our first year savings was $5,800 plus. We have been with them since the end of 2008 and I am glad we have been. I consider them an arm of our HR department.
Because INCS advocates for the operating conditions that allow charter public schools to provide high quality public education, partnering with First Nonprofit was an easy decision. First Nonprofit’s unemployment programs provide our member schools two operating elements crucial to their ability to provide high quality public education: savings and budget certainty. Capable, committed teachers are the key to student success. By participating in the unemployment insurance savings plan, charter public schools gain peace of mind and are able to invest more money in their teachers.
Throughout our membership in the Unemployment Savings Program, First Nonprofit understood our demands, community dynamics, and the importance of seamless services; that allowed us to serve our constituents better.