28 minute read
What’s CO-ing On?
What’s CO-ing On? Investing in the Future
Associations North created a slogan for 2021 to remain “nimble yet impactful” and identified key areas of focus of execution. In a year where we pivoted from plan A or (even B), we are celebrating the successes and lessons learned this past year and look to 2022 as a year of transition, investment and value creation.
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As we near the end of 2021, we are proud to say we have kept a keen focus on organizational success this year and beyond by providing timely resources to meet the changing needs of members and creating opportunities for members to engage and connect. The past 18+ months have taught us that change is constant and our jobs continually evolve, but what remains is our passion to make a difference and dedication to Moving Professionals Forward.
In September, the Associations North leadership team and Board of Directors met for a strategic planning refresh with Mary Kay Delvo, INspiring SIGHT, to identify key priorities and direction for 2022.
We learned from stakeholder feedback that our members count on Associations North for connections, community and all things associations. Four priorities were identified to gain understanding and innovate for the future. Through the forethought of the board and leadership, Associations North will continue to show we are listening, transitioning and have a plan for relevancy.
2022 will be a year of transition, investment and value creation. The following strategic priorities were established with the best interest of Associations North and our members in mind:
Thought Leadership
Develop members into stronger leaders by transforming learning opportunities into knowledge sharing experiences. Expand our cohort model to support additional segments of Associations North membership, including small association CEOs, emerging leaders, meeting planners, membership and equity, diversity and inclusion (EDI) professionals. Continue to experiment and reimagine educational opportunities including NFusion Conference, Leadership Retreat and more.
Community + Purposeful Content
Increase value for members through consistent content and resources unique to the needs of association professionals. Curate meaningful connections and engagement via a new online community platform to connect, collaborate and provide meaningful content. Provide worthwhile social opportunities to reconnect, share and build relationships.
Research + Sustainability
Associations North is committed to listening and gaining further understanding of member needs, value creation and strengthening our partnership with allied members. In 2022, Associations North will take an environmental scan to dig deeper into member needs.
Board + Staff Development
Continuous board and staff development to continue to move steadfastly towards a strategy driven organization. Associations North leadership looks to expand key leadership skills, plan for future growth and practice behaviors to adopt EDI as a mindset.
We look forward to seeing you in 2022. Engage with us through new cohort models, connect via thought leadership opportunities, join a shared member online community experience, dive into content and reconnect with your peers at reimagined conferences and social events. We learned you can’t predict the future, but you sure can have fun creating it!
Thank you for your support, dedication, and commitment to the association community. We tell everyone, and we mean it - we have the best members! Thank you for being the lifeblood of our organization and lighting the passion within us each day.
Cheers to 2021 and well wishes for a prosperous 2022!
Building Connections Through Community
Through veteran Realtors® and new recruits, the Saint Paul Area Association of REALTORS® endeavors to serve its members and local neighborhoods.
As recent news headlines declared a seismic shift in the workforce caused by the pandemic, the Saint Paul Area Association of REALTORS® (SPAAR) has noticed a similar transition in its own membership. As displaced workers reevaluated their priorities and what they were looking for in a career, several have become fresh faces in the real estate industry and expressed interest in joining SPAAR.
“Covid-19 was a transitional period for many people who were laid off or voluntarily left their old jobs for something else,” explained Jennifer Kovacich, SPAAR’s communications director. “Real estate was appealing for those who like to work with people, and they were able to take their skills and use them in a new way.”
Founded in 1886, SPAAR recently exceeded 8,000 members around the Twin Cities. Their jurisdiction spans 12 counties surrounding the metro area, representing a wide range of urban, suburban, and rural areas.
To stay on the pulse of their evolving membership, SPAAR launched its biennial survey at the beginning of November. Containing 30 questions, the survey assesses if the association’s services align with what members need. Since communication is a crucial component of SPAAR’s functions, the survey solicits feedback to make sure members are receiving the right types of content in the medium and frequency that they prefer. There has also been increased demand for virtual and hybrid options, which SPAAR has integrated into its educational courses and meetings.
Following completion of the survey, SPAAR will conduct focus groups in early 2022 to discuss the results and incorporate them into the association’s strategic plan. It’s a process that SPAAR has undertaken regularly for at least a decade to ensure that members’ voices align with the association’s goals. “We partner with other non-profits and community groups, so the #ThanksGivingBack initiative was a great idea for us.”
This past spring, SPAAR also hosted a four-part book discussion on The Color of Law by Richard Rothstein. The book offered a chance for the association to examine how segregation and redlining over several decades has shaped the neighborhoods they work in today. Members participated in Zoom calls to talk about the book and how segregation has affected their personal and professional lives.
The book discussion aligned with SPAAR’s partnership with Mapping Prejudice, which is based at the University of Minnesota and aims to expose how structural racism in the last century restricted where different races could live both in and around the Twin Cities. With a better understanding of how discrimination influenced the make-up of their neighborhoods in the past, SPAAR members can advocate for fair and equitable housing for all clients in the future.
In addition to supporting ongoing campaigns like the member survey, SPAAR has launched a new initiative known as #ThanksGivingBack. Through the month of November, SPAAR has been highlighting opportunities for community involvement on a calendar for members.
Examples include collecting new or gently used winter coats, donating to a local food shelf, recognizing veterans or SPAAR award winners, participating in the annual Dresser Build, sharing a photo or video on social media, and donating to Toys for Joy. There are also challenges to invite others to give back to the community and a simple reminder to complete the member survey, which means there are #ThanksGivingBack opportunities at any level.
“Community service is important to our members, with 72% of Realtors® nationwide volunteering in their local neighborhoods,” Kovacich said. In addition to being popular with new and veteran members alike, SPAAR’s initiatives have caught the attention of prospective Realtors® interested in learning more about the industry and how to get involved.
In a video created by SPAAR a few months ago, four members discussed their unique experiences as Realtors®. From the association’s current president, who received her license in 1986, to a new Realtor® who was licensed in 2021 and transitioned to the profession after earning degrees in healthcare and biology, there are exciting stories to share.
“We’re always seeking new members, and it’s fascinating to hear how these individuals are maneuvering in this era,” said Kovacich.
Conquer VUCA with New Approaches to Age-Old Strategic Planning
Mary Kay Delvo, INspiring Insight
VUCA -- Volatility, Uncertainty, Complexity, and Ambiguity, coined by leadership development theorists, Warren Bennis, and Burt Nanus, was first used in 1987 as a frame for the U.S. Army War College response to the collapse of the USSR in the early 1990s. Fast forward to 2018, where a Forbes Magazine article outlined how VUCA is now reshaping the business environment, and just a few years later in 2021, where VUCA appears to be the blueprint for the future. But what does that really mean?
VUCA age requires new approaches to age-old processes, growth and open mindsets, broader perspectives and thinking on your feet.
Regardless of sector, things are changing at the speed of light and by change, I don’t mean what, I mean how. Some basic guidelines can help your organization shift its approach & stay relevant.
Basic guidelines:
• Empower employees to make decisions by ensuring they clearly understand how what they do aligns with your strategic plan. Decisions can’t wait for committees or hierarchical processes.
• Speed matters more than perfection in the VUCA-age. If you wait to perfect, the circumstances may have changed already.
• Simple rules for making quick decisions rather than perfect analysis. Change doesn’t wait for perfection.
A New Approach
For the past two years, organizations have been seeking help creating oneyear goals to tie them over until more certainty arrives and/or until they are ready to update their strategic plans. When strategic planning is utilized as a living, breathing document, organizations would already be assessing and adapting as a part of routine and have no need for a reactive response. What tends to happen instead, is a disconnect between the strategic plan and the day-to-day. The plan is created and then people go back to work, often doing activities & programs just because they are in the plan and until the strategic plan is next updated without understanding if their actions are moving the organization in alignment with their strategic plan.
Strategic planning has a history and reputation for being a one-day event with a one-time cost every 3-5 years instead of an interactive map. I liken a strategic plan to a travel plan. While traveling, the unexpected almost always occurs and forces travelers to adapt and change routes in order to reach their destination. To new-age your strategic planning approach in an age of VUCA, increase your organizations’ resiliency in the face of change and level-up your ability to adapt strategy in real time, incorporate these guidelines into your strategic planning processes.
1. Strategic Plan as the Map
Teach all employees how to utilize the strategic plan as the litmus test for all organizational decision-making.
2. Incorporate Vision Metrics
The board sets the vision metric and staff implement activities that help them achieve it. A vision metric answers the question, “If you implement all the activities under each of your strategic directions, what will you see happen as a result of your work?”
3. Design measurements with built-in feedback loops
Assess how useful your data is midway through the first year toward understanding if what you are doing will help you achieve your vision metrics. Ask questions, assess, and adjust. Set next years goals based on what you’ve learned. Rinse and repeat.
4. Accountability coaching
Shorten the gap between where you are and where you want to be, maximizing your return on investment for strategic planning by ensuring your plan gets implemented. A trained coach is unbiased and asks meaningful questions for teaching you how to evaluate your data and decision-making processes. Your organization will be more alive, awake and engaged and will uncover issues before they are problems. Accountability coaching is especially important for organizations who struggle moving from strategy to action and implementation.
These new approaches will support your organization’s resilience toward volatility, uncertainty, complexity, and ambiguity and prepare you for whatever comes your way.
Unlocking Active Member Engagement
Peggy Hoffman, FASAE, CAE
We consistently note that our active members renew. But what constitutes active? While we knew the definitions were changing before COVID, belief backed by several of the ASAE Foundation drivers of change, the last 18-months have been a siren call for change.
Fortunately, we have reams of research, including the Community Brands Association Trends 2020 which sheds light on a working definition. “Member engagement at the American Nurses Association (ANA) is the investment of time, money, attention, and participation, by both the association and its members, in order to provide meaningful, longterm, mutually beneficial experiences and relationships that advance the profession.” - ANA’s definition highlights the idea that engagement is built on the personal relationship one has with the association. Stickiness through emotional connection beyond transactions. To put this definition in a framework, consider an engagement continuum which offers a view that acknowledges the transactional relationship as an entry point and links that to the various categories which range from micro or ad-hoc engagement through formal volunteering. This provides a possible hierarchy of engagement. As you move to the right, the level of involvement increases. It is not necessarily sequential. Engagement changes frequently and certainly in significant ways along an individual’s life and career stages – and the continuum recognizes this.
The bulk of member engagement activity occurs in the Consuming-Promoting-Creating stages. By recognizing and building those opportunities, we can drive deep engagement and move members along the path. If this sounds familiar, yes it echoes the purpose and value of a robust member onboarding strategy. We are essentially setting up a pathway for moving members from a bystander mode to being an active player, i.e., from reading and responding to surveys or grassroots alerts to attending events to serving on advisory councils, and perhaps participating in governance.
At the start, consuming has an important role as it means the member is participating and supporting the association’s work. As they actively share what is consumed, they are adding value to the association’s work much like brand ambassadors validating our content or mission or organization. Viewing this and the creating stages as informal volunteering opens up doors for us. Is this really volunteering? Yes. It drives value for the membership through knowledge development and connectivity. And if an association wants to increase the diversity and number of members in the governance of the organization, the door to this growth opens at the creating level. The continuum concept allows us to see through the members’ eyes. They find engagement that is right for them at the most opportune and appropriate time and allows them to shift engagement with career and life changes without interrupting a volunteer career progression.
It is also a catalyst for expanding the engagement opportunities with micro and ad-hoc touchpoints that are a key to unlocking deeper engagement. Beyond the connection to a preference for non-term volunteering, this expansion is particularly important for engaging next gen professionals (which should not be construed as a placeholder for millennials but rather referencing all incoming generations). The Next Generation Professional Foresight Driver calls for restructuring contributing roles and volunteer opportunities to offer flexible and ad-hoc assignments which reflect and fulfill those values and at the same time accelerate the path to top leadership positions.
Associations can expect to continue to see significant shifts in how, why and when members engage. Trends captured in the ASAE drivers of change such as the sharing economy, socializing reshaped and re-working career pathways have potential to both put greater demand on associations for meaningful engagement that supports these preferences and needs as well as usher in a member that looks and uses associations quite differently. Setting up your continuum offers the greatest variety and flexibility for engagement.
Transform Strangers into Friends: Results from the Virtual Networking Incubator
Amanda Kaiser, Member Engagement Specialist
During the recent Virtual Networking Incubator, a 12-week event co-founded by Matchbox Virtual Media and me; we spent some time exploring the emotions that come forward while networking. When attendees have a great networking experience, they may feel joyful, excited, accomplished, and perhaps more open to possibilities. But all too often, networking events leave participants, especially those who are alone, feeling rejected, awkward, exhausted, stressed, embarrassed, lonely, and vulnerable. 58% of the over 150 Incubator participants reported feeling anxiety/concern at traditional networking events.
William, a new member, decides to attend his first chapter event. The speaker is quite good, so he decides to stay for the one-hour networking event following the presentation. As the speaker wraps up, people quickly rush to their friends, and soon everyone is talking to someone, it seems, except for William. He spends a few minutes scanning the room, trying to figure out if he can insert himself into a conversation. None of the tight huddles look inviting, so he heads toward the snack table. While William deliberates between popcorn (hulls in teeth) or a granola bar (bad breath), another attendee comes to the table. William says hello and tries to start some small talk. They awkwardly exchange a few pleasantries until the attendee excuses himself to talk to a friend. William slowly walks a loop around the perimeter of the room. Seeing no opportunities for conversation, he heads for his car, feeling a little deflated because these were not his people after all.
Networking events tend to be super awkward because outsiders often have no easy way to become insiders. The more hurdles attendees experience, the more they feel like an outsider. The amygdala awakens, and our primitive survival response starts sounding the alarm bells. No matter the value attendees receive, the feeling of otherness is enough to stop engagement in its tracks.
Networking events are more than an opportunity to connect; these events create experiences that drive or degrade engagement. One of the significant learnings from the Virtual Networking Incubator was that we don’t have to leave these experiences to chance. In the host role, we can create gatherings that make friends out of strangers.
Develop a topic or theme for the event
Each Incubator session had an overarching theme, and we created a long list of questions, some easy and some very deep, for participants to play with. Facilitating a guided discussion helps everyone participate, including new, quiet, or young attendees. Developing a theme has other benefits because the topic will attract like-minds facilitating interactions between people who would benefit from meeting each other. mode which is very different from an active, participant mode. Little nudges coupled with social proof can help attendees rapidly transition.
Prime for participation by asking a question that requires a one-word answer (or in-person, a nod, or a show of hands). Make sure the question has no wrong answer (and tell attendees there is no wrong answer) to make answering safe. As responses collect in the chat or attendees see their peers raise their hands, they will see that participating is all right.
Think about how participants should feel
When the networking event concludes, do you hope participants feel curious, exhilarated, connected, or [insert your own emotion here]? As you design your event, keep that emotion in mind and include that positive takeaway in your event’s goal, messaging tone, and moderator materials.
In-person and virtual networking events don’t need to be awkward. Instead, networking events can promote adventure, belonging, and happiness. With a few nudges here and there, we can help members who are strangers become friends!
Get tips for hosting your next in-person or virtual networking event from the Virtual Networking Incubator Final Roundup Report. https://bit.ly/3pHBB47
Amanda is a Member Engagement Specialist, professional speaker, and co-founder of the Incubator Series. Find more articles like this on the popular SmoothThePath.net blog.
Everyone’s Work is Everyone’s Reward
Donnie Brown, Impactful Partners LLC
The Minneapolis-St Paul metro area is at the critical moment where the need to change and resistance to change has intersected. When practical operations are rooted in traditions or exclusionary policies. Our goal is for associations and organizations to create workplace environments that fosters a sense of belonging for all volunteers and employees.
Last year, many Minnesota associations and corporations created statements to pledge their commitments against racial injustice. As a person of color, BIPOC (Black, Indigenous, People of Color), diversity, equity and informative work means more than words placed on white paper or charitable efforts. Have we measured the outcomes of our good intentions? Potential recruits will conduct research on your association before their interview.
• Does your online presence reflect an inviting workplace? I encourage Association Executives to conduct a visual audit of your digital footprint.
• Is diversity reflected on your website, such as a DEI or antiracism statement, positive portrayals in online publications, social media channels and photo galleries, icons, emojis and graphics?
• Do you have a formal nominating process to include timelines and position descriptions, and is the information accessible online for members?
As a woman of color, I ponder does Minnesota value diversity? Are our contributions just as valuable as our counterparts?
I have worked in association management and volunteered with community organizations for nearly 20 years. I have yet to serve under a volunteer president who identified as African American, Latina/Hispanic, Asian or Indigenous, or an Association Executive (AE) representing a diverse community.
Employees are resigning from organizations in record numbers, especially employees of color. These resignations may present associations with the opportunity to cast our nets further to recruit diverse talent. Associations that illustrate diversity is valued, embedded in their core competencies, and organizational beliefs on their digital platforms may yield great returns of hiring diverse talent.
As employees of color invest in organizations, we want the organization’s words, work and actions to be reciprocated. Investments include mentoring candidates of color with potential to become the next AE or CEO, offering competitive salaries to reduce the wage gap, and partnering with culturally-specific firms and vendors. • Are you partnering with firms that have connections to a diverse talent pool of applicants? Think about hiring diverse talent for business subject matters, such as instructors, keynote speakers, videographers, marketing/communications consultants and other vendors.
In recent years, new Association Executives have transformed our industry and made bold moves to dismantle systemic racial practices. Collectively, these contributions are proof that a diverse perspective can transform associations. Let’s measure our progress to ensure that the association management industry is inclusive, sustainable, and relevant over the next 20 years.
Associations North offers a Diversity + Inclusion (D+I) Committee, Meetup Group, D+I Toolkit, diversity programs and coming soon – a new Equity, Diversity + Inclusion Toolkit. The association continues to make strides in D+I efforts and encourages your support by utilizing these tools and services to connect.
Associations North is actively working on being a model for members. As we continue growing on our journey we will share resources, information and access to opportunities for your organizations.
Accelerate Your Association’s Vision for Online Learning
According to a new McKinsey Global Survey of executives, the pandemic has accelerated digitization efforts by seven years. Digitizing learning programs is no longer a luxury for associations. It’s now necessary to survive and thrive in the future.
Engage Members in New, Innovative Ways Your members want relevant content tailored to their needs and collaborative spaces where they can learn from experts.
Foster these interactions by creating an online community where members can connect with others in their field. Create virtual mentorship programs to support members in their professional development.
Optimize Content Creation A digital transformation strategy can offer opportunities to simplify administrative tasks.
Use HTML templates to create beautiful, functional content quickly. Make sure members can find the newest, most relevant courses through Discover. You can even distribute them almost anywhere with Course Publisher, which lets you share courses with external learning management systems while managing them from within D2L Brightspace.
“Associations also sometimes struggle with members enrolling in courses then they get busy in their professional lives and don’t complete their courses. Automated ‘nudges’ can be used to remind members of the learning opportunities available to them and encourage them to continue working through the content.” - Kiara Graham, Learning Strategy Consultant, D2L Leverage Data and Analytics to Asses the Impact of your Program Having a learning platform with robust data and reporting capabilities can give your association incredible insights into your program’s impact.
Leverage dashboards and reports to understand what content your members are gravitating toward and where they tend to struggle. Gather feedback to help you deliver more targeted, compelling content.
How to Set Up Your Association to Adapt and Thrive Associations that genuinely understand what their members want can consistently deliver value that helps support growth. The right solution will help you adapt to provide your members with flexible training and professional development opportunities aligned with their needs.
Driving Growth for Your Association
A few years ago, online learning was on the roadmap for many associations. Now, it’s a necessity—helping to generate revenue and equip associations to adapt to disruptions.
To make online learning and digital transformations a success, associations need the right technology, the right strategy, and the right partner.
Read our eBook to see how you can drive growth for your association.
Get the eBook
Social Media That’s ‘Snackable’
Christine Nelson, Ingenuity Marketing
We don’t know how your schedule looks lately, but it feels like there is even less time and attention given to social posts and emails that aren’t directly tied to our work or families. That’s why it’s the perfect time to reinvent your association’s social media marketing strategy. Grab the attention of potential members and strategic partners by making your social media ‘snackable.’
What is ‘Snackable’ Social Content?
When online, people want quick content that is easily consumed and shared. It’s snackable! We’re talking about inspiring quotes with cool images. Posts that include animation. Short video clips that take seconds to view. Make it worth sharing. To build this social media strategy for your association, here are a few tips:
Tip #1: Use animation. Maximize your images in a free design app like Canva, and then make use of their free library of animated gifs to add movement to your post.
Example: Add animated confetti to a gif image over a stock image to make it rain confetti in the image. Movement catches the eye as people scroll through their social feeds.
Any post that is surprising in its visual presentation will be engaging and snackable. Include a short message within the image to make it more powerful and shareable.
Tip #2: Add mini video clips. Social media users don’t want to leave the site to view your videos. Take your longer videos and cut them down to a minute or even less. Choose the best pieces of the video in your mini video clips that you think will intrigue the viewer.
Example: Take a longer video and focus on just one portion. The shorter clip can play live over and over on social channels. It promotes your services in a new way, and it re-uses great content you have already created. Even without link clicks, you got their attention among the millions of other social posters competing for it. If you make videos on your own or if you outsource it, make sure that you capture short, snackable video clips for social posting. Make this part of your marketing strategy going forward.
#3. Use inspiring quotes. Example: “We like question that speak to core strengths.” You can take any core value of your association and use it to build interest and loyalty among members and your followers.
An inspiring, snackable post like this engages people beyond business. It reaches their emotions, which makes it more memorable and shareable! You can also choose a funny or silly quote if it fits your association’s culture.
Other Hungry Thoughts
1. Your social posts are only helpful for branding and marketing if people actually see them! Focus on growing your followers by tracking how often they like or comment on your posts and if they share them. This will help you plan more of those popular posts.
2. Encourage your own staff and members to like and share your firm’s content. This expands your social media reach and can represent thousands of new possible connections and followers on your social pages. Your staff and loyal members probably have connections that would love to know about your association.
3. Increase social media engagement by mentioning or “tagging” a member, a referral source or your professional affiliates. Create a strategy to “tag” everyone fairly throughout the year as a member spotlight, to highlight an anniversary, or just for general appreciation.
Increased likes, follows and comments will help your association rank higher on social channels. That way, when busy potential members flip through their social media, they’ll bite on your content!
Dear Nonprofits – The IRS is Making Use of an LLC Easier
Heidi Christanson, Nilan Johnson Lewis PA
For nonprofits and the lawyers who love them, 2020 and 2021 have been full of frustrating interactions with the IRS. Getting the IRS to acknowledge and respond to basic communications has seemed more difficult than in the past. That is why we were pleasantly surprised to see new IRS guidance this month making the use of an LLC by a nonprofit clearer and easier.
How do Nonprofits use LLCs?
Nonprofits use LLC subsidiaries to “house” activities they want to control but do not want to carry out within the nonprofit corporate entity itself.
• The most common reason for a nonprofit to use an LLC is to house an activity that needs a liability shield to protect the rest of the nonprofit’s assets from the activities of the LLC. The nonprofit is the sole member of the LLC. The LLC can be disregarded for tax purposes, meaning that the income and expenses of the LLC can “roll up” to the nonprofit’s IRS form 990. No additional federal tax filing is created or required, and Minnesota law provides that the LLC has the status of its parent for property tax exemption purposes.
• Nonprofits also use LLCs to create clear separation (a unique and distinct brand identity) of a charitable activity or program from the rest of the nonprofit’s activities and programs. The nonprofit is the sole member. The LLC is disregarded for tax purposes. When the unrelated business activities become too large in the context of the rest of the nonprofit’s activities, the LLC can elect to be taxed as a corporation. When the LLC elects to be taxed as a corporation, the tax exemption of the nonprofit is protected. The LLC can pay dividends “up” to the nonprofit member.
An LLC works well because it is simple to form and administer. The nonprofit member can take action as the member of the LLC without the need for the LLC to have its own board of directors. The tax treatment of an LLC can be chosen to “fit the need,” and an LLC is pretty easily converted to a corporation or merged into its sole member parent, if necessary.
What’s New About Nonprofits and LLCs?
On October 21, 2021, the Internal Revenue Service (IRS) issued a notice explaining the requirements an LLC must meet to obtain an IRS determination letter that the LLC qualifies as an organization described in IRC Section 501(c)(3). Previously, the IRS guidance on this topic listed 11 or 12 factors the IRS would consider in determining if an LLC could qualify as an exempt organization described in IRC Section 501(c)(3).
The 2021 notice provides that there are four requirements for an LLC to qualify as an exempt organization described in IRC Section 501(c)(3).
They include: 1. All members of the LLC must be charitable organizations or governmental units.
2. The LLC’s governing documents must provide for the suspension of membership if any member of the LLC ceases to be a charitable organization.
3. The LLC’s governing documents must include language restricting the LLC’s activities to charitable purposes and providing that any assets left upon the LLC’s dissolution will be distributed for charitable purposes.
4. If the LLC is a private foundation, the governing documents must assure compliance with the various private foundation excise tax rules.
The 2021 notice also clarifies that all provisions in the LLC’s articles of organization and operating agreement must be consistent with the applicable state LLC law.
Take away:
As a result of new IRS guidance, nonprofits can use an LLC as a disregarded entity with more confidence that it will be treated as tax-exempt as described in Internal Revenue Code Section 501(c)(3). The IRS has provided easy-to-follow guidance for an LLC to obtain an IRS determination letter to show its exemption. 16
MEETINGS
Over 50 attendees came together to meet, connect, share and learn at Moving Meetings Forward. Highlights included the humorous emcee Jack Stahlman, contract experts sharing their best tips to negotiate and collaborate, a variety of seating options to meet safely and interactive solutions to plan meetings in this new era.
