Here's the second half of the article I posted a couple of weeks ago by Thomas A. Cohn and Jeffrey S. Tennenbaum at Venable, LLP. Assessing Associations Identity Theft Red Flags and Risks This would be a sample worksheet to help you assess your risk. It's probably be helpful to you to re-read the above article before beginning this one. We hear so much about identity theft these days and certainly no database is safe, but it is incumbent on nonprofits to do everything they can to keep people's most sensitive information safe. Bunnie
ASSESSMENT OF ASSOCIATION’S ACCOUNTS/SERVICES, METHODS FOR OPENING ACCOUNTS, METHODS FOR ACCESSING ACCOUNTS
[Association] allows customers to open and access accounts and conduct transactions in-person, by mail, by telephone, and online [modify and change accordingly, both here and on following charts, to eliminate any irrelevant charts or portions thereof]. The risk of identity theft relating to the type of account, and the means of opening and accessing accounts and conducting transactions, are assessed below:
IN-PERSON
Accounts Offered Interaction IDT Experience Risk
Large corporate accounts
Small corporate accounts
[insert any other distinct types of account]
Sole proprietorship/ individual accounts
The overall risk rating for account opening, accessing accounts, and conducting transactions in person is [low/medium/high].
BY MAIL
Accounts Offered Interaction IDT Experience Risk
Large corporate accounts
Small corporate accounts
[insert any other distinct types of account]
Sole proprietorship/ individual accounts
The overall risk rating for account opening, accessing accounts, and conducting transactions in person is [low/medium/high].
BY TELEPHONE
Accounts Offered Interaction IDT Experience Risk
Large corporate accounts
Small corporate accounts
[insert any other distinct types of account]
Sole proprietorship/ individual accounts
The overall risk rating for account opening, accessing accounts, and conducting transactions in person is [low/medium/high].
ONLINE
Accounts Offered Interaction IDT Experience Risk
Large corporate accounts
Small corporate accounts
[insert any other distinct types of account]
Sole proprietorship/ individual accounts
[Note: In determining the association's risk regarding accounts/services and methods for opening and accessing accounts/services, you should review all types of accounts/services offered to customers, and note any restrictions on accounts/service availability that might mitigate risk. Also, review all methods for opening and accessing accounts/services and any restrictions that might mitigate risk.]
ASSESSMENT OF ASSOCIATION'S PRIOR EXPERIENCES WITH INFORMATION SECURITY BREACHES AND/OR IDENTITY THEFT CONCERNING CUSTOMER ACCOUNTS
[Association] had [number] data security breach[es] in XXXX, 200X [if true, and modify number and response accordingly]. No customer account information was accessed, and no customer accounts were accessed. In response to this breach, [Association] ______________________ [e.g., monitored accounts for a period of X months and instituted additional identification checks for accessing customer accounts to conduct transactions].
To date, [Association] is aware of [number] occurrence[s] of identity theft, concerning unauthorized access to our customer accounts, either in account opening, account access, or transactions conducted. In response to these occurrences, [Association] ______________ [issued a full credit to each affected customer, and instituted additional identification checks for accessing customer accounts to conduct transactions]. [if true, and modify number and response accordingly].
[Association] maintains all regulatory alerts and business guidance on the Identity Theft Red Flags Rule (16 C.F.R. Part 681) (the “Rule”) issued by the Federal Trade Commission (“FTC”). Based on the above risk assessment and all applicable FTC alerts and business guidance, [Association] assesses the risk to its customer accounts from identity theft to be low. Because these are accounts for which there is not a foreseeable risk of identity theft, these accounts are not “covered accounts” within the meaning of the Rule.
[Note: In determining the association's risk regarding prior experiences with information security breaches and/or identity theft, you should include a description of any past experiences, including the steps taken by the association to prevent any further experiences. Also include other factors such as regulatory actions/findings; legal actions; insurance coverage; and/or independent analysis of any third-party vendors.]
CONCLUSION
While [Association] is a “creditor” within the meaning of the Rule, its customer accounts are not “covered accounts” under the Rule. Based on the above risk assessment, [Association] determines its overall risk regarding identity theft to be low. [but see Note below, if overall risk is medium or high] Because [Association] does not offer accounts for personal or household purposes, and because its customer accounts have experienced few occurrences of identity theft, when viewed in relation to either the total number of accounts or the total number of annual transactions, these accounts do not face a foreseeable risk of identity theft. Therefore, they are not “covered accounts” within the meaning of the Rule.
Because [Association]'s customer accounts do not fall within the scope of the Rule, [Association] is not required to establish any specific Policies or Procedures in order to comply with the Rule. [Association] will conduct a similar Risk Assessment annually, in order to determine whether any changes in identity theft threats have caused its accounts to be considered “covered accounts” under the Rule, and thus to require enactment of such Policies or Procedures.
[Note: The risk assessment should reach an overall conclusion as to the association's risk regarding identity theft. The above conclusion is drafted with a low overall risk assessment, and hence no Rule coverage. However, if the overall risk assessment is medium or high, then the association may conclude that such risk is in fact "reasonably foreseeable" and therefore proceed to develop and enact the Policies/Procedures required by the Rule.]
SIGNED:
NAME/TITLE:
DATED:
* * * * * *
For more information, please contact Thomas A. Cohn at 212.370.6256 or tacohn@Venable.com or Jeffrey S. Tenenbaum at 202.344.8138 or jstenenbaum@Venable.com.
This article is not intended to provide legal advice or opinion and should not be relied on as such. Legal advice can only be provided in response to a specific fact situation.
The goal of "Nonprofit Conversation" is to provide a forum for discussion of nonprofit success and challenges. Bunnie Riedel (host) provides advice, observations and solutions for the nonprofit community. Guest bloggers will be invited to share their ideas and interviews will be conducted with nonprofit executives, board members and other experts in an effort to create a "conversation."
Showing posts with label associations. Show all posts
Showing posts with label associations. Show all posts
Monday, August 9, 2010
Tuesday, July 27, 2010
Assessing Associations' Identity Theft Red Flags and Risks
I love getting articles from the attorneys at Venable. Many times the content is something I've never thought about, like this one...association identity theft red flags and risks. So many nonprofits have online options for paying dues or making donations, which leaves donors or members vunerable to identity theft. Or perhaps they have paper or electronic records of sensitive donor information such as credit card and bank account numbers, security codes, etc. Have you done a risk assessment of your nonprofit? Not just the possibility of your nonprofit accounts and identity being stolen but how safe is the identity and information of your donors? Bunnie
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The Identity Theft Red Flags Rule (the “Rule”), 16 C.F.R. Part 681.2, was developed by the Federal Trade Commission pursuant to the Fair and Accurate Credit Transactions Act of 2003. Under the Rule, financial institutions and creditors with covered accounts must have identity theft prevention programs to identify, detect and respond to patterns, practices or specific activities that could indicate identity theft.
While many associations meet the Rule’s definition of a “creditor” because they accept payments over time for good/services provided, such as membership dues, publications, events, etc., many of these associations will not meet the Rule's second prong for coverage, which is having a “covered account.”
An account is “covered” under the Rule if it is for personal/household use. If not, the account can still be “covered” if there is a reasonably foreseeable risk of identity theft to either the account holder or the association, based on past experience in the opening, accessing or transactional use associated with the account.
Therefore, it is crucial to first conduct a risk assessment to see whether or not the association’s risk of identity theft regarding customer accounts (including those of both members and non-members, whether corporate or individual) is reasonably foreseeable; if not, then the association does not have “covered accounts” and is not within the scope of the Rule. In that case, the association should keep a copy of this written risk assessment on file, and update the risk assessment at least annually, as evidence of Rule non-coverage.
If, on the other hand, the risk assessment indicates a reasonably foreseeable risk of ID theft and hence Rule coverage, then the association's Identity Theft Prevention/Red Flag Program must also include a written Policy and Procedures. The following risk assessment tools are one possible way to weigh some of the various facts that might go into such an assessment. But each association must consider its own facts and experiences in dealing with customer account information, to arrive at its own particular assessment of the ID theft risks.
Finally, it is important to remember that there are numerous other laws and regulations, at both the federal and state levels, that may cover associations' privacy and information security practices, depending on the type of information obtained, used, sold/transferred, and retained and/or disposed. Associations, therefore, must consult legal counsel to determine their specific coverage and compliance issues with regard to privacy and information security practices.
* * * * * *
RISK ASSESSMENT
Number of Customers, during the period from 1/1/XX to date: ______________
Number of Customer Transactions, from 1/1/XX to date: __________________
[Appropriate time frame for risk assessment: past 3-5 years preferable, past 2 years minimum. Customers includes both members and non-members, whether corporate or individual]
Risk Assessment Key
O=Open
A=Access (view balance; change personal information; change payment method)
T=Can conduct transactions (make a payment; transfer funds; obtain products)
“Experience” indicates whether association has had previous experiences with identity theft with respect to each specific type of account.
Risk ratings* are “High” (H), “Moderate” (M), and “Low” (L).
*Explanation for risk ratings: Risk ratings are based on the association’s size in terms of customers and annual transactions, the number of individuals authorized to access each customer's account, and the association's existing policies and procedures (such as Internet security, account oversight, account agreements, etc.). The risk also depends on the types of products/services normally sold to each customer, the accessibility of the customer account, the association’s experience with identity theft, and how susceptible the offered products and services are to fraudulent activity.
Our next posting will be the second half of this article ASSESSMENT OF ASSOCIATION’S ACCOUNTS/SERVICES, METHODS FOR OPENING ACCOUNTS, METHODS FOR ACCESSING ACCOUNTS
Update: On May 28, 2010, at the request of several Members of Congress, the Federal Trade Commission announced it is further delaying enforcement of the “Red Flags” Rule through December 31, 2010, while Congress considers legislation that would affect the scope of entities covered by the Rule. If Congress passes legislation limiting the scope of the Red Flags Rule with an effective date earlier than December 31, 2010, the FTC indicated that it will begin enforcement as of that effective date.
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The Identity Theft Red Flags Rule (the “Rule”), 16 C.F.R. Part 681.2, was developed by the Federal Trade Commission pursuant to the Fair and Accurate Credit Transactions Act of 2003. Under the Rule, financial institutions and creditors with covered accounts must have identity theft prevention programs to identify, detect and respond to patterns, practices or specific activities that could indicate identity theft.
While many associations meet the Rule’s definition of a “creditor” because they accept payments over time for good/services provided, such as membership dues, publications, events, etc., many of these associations will not meet the Rule's second prong for coverage, which is having a “covered account.”
An account is “covered” under the Rule if it is for personal/household use. If not, the account can still be “covered” if there is a reasonably foreseeable risk of identity theft to either the account holder or the association, based on past experience in the opening, accessing or transactional use associated with the account.
Therefore, it is crucial to first conduct a risk assessment to see whether or not the association’s risk of identity theft regarding customer accounts (including those of both members and non-members, whether corporate or individual) is reasonably foreseeable; if not, then the association does not have “covered accounts” and is not within the scope of the Rule. In that case, the association should keep a copy of this written risk assessment on file, and update the risk assessment at least annually, as evidence of Rule non-coverage.
If, on the other hand, the risk assessment indicates a reasonably foreseeable risk of ID theft and hence Rule coverage, then the association's Identity Theft Prevention/Red Flag Program must also include a written Policy and Procedures. The following risk assessment tools are one possible way to weigh some of the various facts that might go into such an assessment. But each association must consider its own facts and experiences in dealing with customer account information, to arrive at its own particular assessment of the ID theft risks.
Finally, it is important to remember that there are numerous other laws and regulations, at both the federal and state levels, that may cover associations' privacy and information security practices, depending on the type of information obtained, used, sold/transferred, and retained and/or disposed. Associations, therefore, must consult legal counsel to determine their specific coverage and compliance issues with regard to privacy and information security practices.
* * * * * *
RISK ASSESSMENT
Number of Customers, during the period from 1/1/XX to date: ______________
Number of Customer Transactions, from 1/1/XX to date: __________________
[Appropriate time frame for risk assessment: past 3-5 years preferable, past 2 years minimum. Customers includes both members and non-members, whether corporate or individual]
Risk Assessment Key
O=Open
A=Access (view balance; change personal information; change payment method)
T=Can conduct transactions (make a payment; transfer funds; obtain products)
“Experience” indicates whether association has had previous experiences with identity theft with respect to each specific type of account.
Risk ratings* are “High” (H), “Moderate” (M), and “Low” (L).
*Explanation for risk ratings: Risk ratings are based on the association’s size in terms of customers and annual transactions, the number of individuals authorized to access each customer's account, and the association's existing policies and procedures (such as Internet security, account oversight, account agreements, etc.). The risk also depends on the types of products/services normally sold to each customer, the accessibility of the customer account, the association’s experience with identity theft, and how susceptible the offered products and services are to fraudulent activity.
Our next posting will be the second half of this article ASSESSMENT OF ASSOCIATION’S ACCOUNTS/SERVICES, METHODS FOR OPENING ACCOUNTS, METHODS FOR ACCESSING ACCOUNTS
Wednesday, June 30, 2010
How Do I Get Hired at an Association?
One of the things I love about being in business for myself is that I constantly can create my own opportunities. The job market is tough out there and I don't envy anyone looking for a job right now. However, the nonprofit or association sector is not always considered by job seekers and it should be. Even in a bad economy, nonprofits and associations can offer tremendous opportunties. Charlotte Weeks offers advice for job seekers for the nonprofit sectors, however, her advice can apply to all job seekers. Bunnie
How Do I Get Hired at an Association?
by Charlotte Weeks, Weeks Career Services Inc.
I am a HUGE fan of associations as employers. Generally they pay very competitive wages, treat their employees well, and drive social change. Plus, there’s a focus for just about every interest. So how do you go about getting a job at one of these amazing places?
One of the great things about associations is that they often have something for everyone. If you’re in IT, finance, marketing, management, or administrative work, chances are there’s a position for you. Of course it depends on the specific organization (obviously larger ones have more opportunities), but overall they offer many options.
Once you know the type of role you’d like to target, the next step is to put together a job search strategy. The specifics will vary depending on the person and their goals, but in general you’ll want to do a mix of the following:
1) Network: Most have heard by now that this is the #1 way to get a job. Unfortunately, it can also be one of the slowest, which is why it’s a good idea to work on keeping your network active at all times. Wherever you’re at in your search, targeted networking is the way to go. Spend the bulk of your job search time meeting people who are in a position to hire you, or who can influence those that can.
2) Targeted Company Campaign: Surprisingly, one of the most effective ways to find a job is to identify associations you’d like to work for and apply, WHETHER THEY ARE HIRING OR NOT. Many of my clients are shocked by this method, as it seems to be such a long shot. However, the results can be astounding, especially when this tactic is combined with networking.
3) Recruiters: Approximately 15-20% of positions are found through recruiters. Since they work for companies and not candidates, you may wonder how to get in touch with one. There are basically three ways:
a) First, a recruiter may contact you directly after finding you through contacts or online (LinkedIn specifically being a huge source of recruiter candidates).
b) Second, you can proactively find recruiters yourself through networking events or direct outreach.
c) Lastly, you can send your resume out through a reputable recruiter distribution service.
4) Applying to open positions: It shocks many people to find that this is the LEAST effective way to find a job-only about 10% of people are successful. While it should still be a part of your job search strategy, it’s recommended you spend no more than one hour a day on this method.
As targeted job searches are most effective, remember to keep the end goal in mind at all times. When you network, go to where association employees will be; find recruiters who have clients at these places; and go to industry niche boards instead of those that post for everything.
Though there are always exceptions, these methods have been proven over and over again, and WILL lead you to your next association position.
Charlotte Weeks, CCMC, NCRW, and CPRW helps mission-driven executives find their passion and land at the top! Her association background includes working in human resources at the American Medical Association and leading The National Resume Writers’ Association as president. Charlotte provides comprehensive career coaching and resume services for association managers and executives, and is currently developing an information product line to further help them in their careers. She has been featured in the media multiple times, including in CEO Update, WGN-TV, Yahoo! HotJobs, and Men’s Health Magazine. To receive the free report "The 5 Most Difficult Interview Questions and How to Answer Them!" sign up here: http://tinyurl.com/knq947
http://www.weekscareerservices.com/
How Do I Get Hired at an Association?
by Charlotte Weeks, Weeks Career Services Inc.
I am a HUGE fan of associations as employers. Generally they pay very competitive wages, treat their employees well, and drive social change. Plus, there’s a focus for just about every interest. So how do you go about getting a job at one of these amazing places?
One of the great things about associations is that they often have something for everyone. If you’re in IT, finance, marketing, management, or administrative work, chances are there’s a position for you. Of course it depends on the specific organization (obviously larger ones have more opportunities), but overall they offer many options.
Once you know the type of role you’d like to target, the next step is to put together a job search strategy. The specifics will vary depending on the person and their goals, but in general you’ll want to do a mix of the following:
1) Network: Most have heard by now that this is the #1 way to get a job. Unfortunately, it can also be one of the slowest, which is why it’s a good idea to work on keeping your network active at all times. Wherever you’re at in your search, targeted networking is the way to go. Spend the bulk of your job search time meeting people who are in a position to hire you, or who can influence those that can.
2) Targeted Company Campaign: Surprisingly, one of the most effective ways to find a job is to identify associations you’d like to work for and apply, WHETHER THEY ARE HIRING OR NOT. Many of my clients are shocked by this method, as it seems to be such a long shot. However, the results can be astounding, especially when this tactic is combined with networking.
3) Recruiters: Approximately 15-20% of positions are found through recruiters. Since they work for companies and not candidates, you may wonder how to get in touch with one. There are basically three ways:
a) First, a recruiter may contact you directly after finding you through contacts or online (LinkedIn specifically being a huge source of recruiter candidates).
b) Second, you can proactively find recruiters yourself through networking events or direct outreach.
c) Lastly, you can send your resume out through a reputable recruiter distribution service.
4) Applying to open positions: It shocks many people to find that this is the LEAST effective way to find a job-only about 10% of people are successful. While it should still be a part of your job search strategy, it’s recommended you spend no more than one hour a day on this method.
As targeted job searches are most effective, remember to keep the end goal in mind at all times. When you network, go to where association employees will be; find recruiters who have clients at these places; and go to industry niche boards instead of those that post for everything.
Though there are always exceptions, these methods have been proven over and over again, and WILL lead you to your next association position.
Charlotte Weeks, CCMC, NCRW, and CPRW helps mission-driven executives find their passion and land at the top! Her association background includes working in human resources at the American Medical Association and leading The National Resume Writers’ Association as president. Charlotte provides comprehensive career coaching and resume services for association managers and executives, and is currently developing an information product line to further help them in their careers. She has been featured in the media multiple times, including in CEO Update, WGN-TV, Yahoo! HotJobs, and Men’s Health Magazine. To receive the free report "The 5 Most Difficult Interview Questions and How to Answer Them!" sign up here: http://tinyurl.com/knq947
http://www.weekscareerservices.com/
Tuesday, March 9, 2010
Supreme Court Decision Opens New Doors for Associations
As long as I can remember it has been forbidden for nonprofit associations to support any candidates for public office. However with the historic Citizens United decision, nonprofit associations (other than 501 (c) 3's) can now endorse, promote and even put their favored candidates on the websites, literature, etc. This is a HUGE sea change. When Citizens United was first announced there was much discussion about corporate America taking over political campaigns. My personal opinion, with which you may not agree, is that the chest pounding was a bit silly. If you have lived for more than five minutes on this planet, you would know that "corporate America" has influenced our political landscape and there is no politician or legislator that is independent of its reach.
So what makes Citizens United important for nonprofit associations? I believe it finally levels the playing field for nonprofits when it comes to the electoral soap box. No longer will nonprofits (again, other than 501 (c) 3's) have to sit idly by or form separate PAC's in order to put their support behind a candidate that cares about their agenda. And while corporations will give money to associations to conduct candidate endorsements, less endowed associations will finally be able to say to their members "Support Mr. or Ms. X because they support us" in their newsletters, on their websites, in their blogs, etc. And frankly, for a lot of associations, I think that's a good thing (again, my humble opinion). Bunnie
Supreme Court Decision Opens New Doors for Associations
by Ronald M. Jacobs, Esq. and Alexandra Megaris, Esq., Venable LLP, Washington, DC
The U.S. Supreme Court has issued its long-awaited decision in Citizens United v. FEC. The Court struck down a federal ban on “independent expenditures” and “electioneering communications” made by nonprofit and for-profit corporations. A number of states have similar bans, and those too will likely fall under the reasoning of Citizens United. A related question is whether a similar ban on expenditures by labor unions will fall.
The decision did not impact direct giving to candidates, political action committees (“PACs”), or parties. Thus, corporations, including associations, may not use their general funds to make contributions to candidates. Accordingly, individuals and PACs will have to continue to make direct contributions.
Although for-profits and nonprofits alike are now free to engage political speech, given the perception that for-profit entities may not be willing to engage in public candidate-advocacy directly, it is likely that much of the work will be done by associations on behalf of their members. This article explains the Citizens United decision and how it may benefit associations.
Brief Legal Background
The laws at issue in Citizens United prohibited two types of corporate expenditures:
(1) Independent Expenditures: any expenditure—at any time, through any medium—that expressly advocated the election or defeat of a clearly identified candidate for federal office. Examples include television advertisements, newspaper advertisements, and postings on corporate blogs, which contain phrases such as “Reelect Congressman Jones” or “Vote Against Smith.”
(2) Electioneering Communications: expenditures by corporations made within 60 days of a general election or 30 days of a primary election if the expenditure is used to fund a communication that is made by broadcast, cable, or satellite, and refers to a clearly identified candidate for federal office. Prior to Citizens United, the Supreme Court had already narrowed this definition to include communications that are the “functional equivalent” of express advocacy and the FEC has adopted a complicated 11-factor test to make such a determination.
Before Citizens United, associations could make these two types of communications only through their PACs. In reality, this was a major limit on funding such expenditures, given the rules restricting how associations solicit for their PACs and the relatively low limits on contributions to a PAC ($5,000 per year). Now, however, associations will be able to fund these expenditures from their general treasury funds.
Conduct Permitted by the Decision
One direct impact of this decision is that for-profits may engage directly in independent expenditures. More important for associations, however, is that for-profit companies may now donate to associations for the specific purpose of having those nonprofits make independent expenditures. In addition, nonprofit corporations—other than 501(c)(3) organizations—may use their general funds, even if those include payments from corporations, to make independent expenditures.
As a result of the Citizens United decision, there are a number of specific activities now permitted, some obvious, some not so obvious:
1.) Paying for print, internet, radio, television, satellite, and cable advertising;
2.) Placing endorsements on association web sites;
3.) Placing advertisements on association web sites;
4.) Using association email lists to support candidates; and
5.) Using association blogs to post messages of support for candidates.
Coordination Not Permitted
Any such activity, however, may not be coordinated with a candidate; coordinating such activity would change the independent expenditure into an in-kind contribution, which is still prohibited. The FEC is currently working on regulations defining what it means to coordinate with a candidate. The definitions are broader and much more complex than what many might consider to be “coordinating” with another entity. The regulatory framework is complicated by the fact that the Court of Appeals for the District of Columbia Circuit has struck down the FEC’s two previous attempts to create such regulations in Shays v. FEC, 414 F.3d 76 (D.C. Cir. 2005) (“Shays I”) and Shays v. FEC, 528 F.3d 914 (D.C. Cir. 2008) (“Shays III”).
Under the original and revised rules, promulgated in 2002 and 2006, respectively, a public communication is coordinated (and thus is a contribution) if:
(1) someone other than the candidate, party, or official campaign pays for it;
(2) the communication itself meets specified “content standards”; and
(3) the payer’s interaction with the candidate/party satisfies specified “conduct standards.”
The FEC has proposed a number of ways to satisfy the content and conduct prongs, several of which have been the subject of court challenges over the years. In October 2009, the FEC issued a Notice of Proposed Rulemaking to revise the content and conduct standards in accordance with Shays III.
Content Standards: The content prong is satisfied if the communication either:
(1) is an electioneering communication;
(2) distributes or republishes campaign materials prepared by a candidate or his authorized committee;
(3) expressly advocates the election or defeat of a clearly identified candidate for federal office; or
(4) if it refers to a political party or clearly identified federal candidate, is publicly distributed 120 or 90 days or fewer before an election (depending on whether the coordination is with a Presidential candidate, congressional candidate, or political party), and is directed to certain voters.
The fourth standard was successfully challenged in Shays I and Shays III. In Shays III, the Court of Appeals expressed concern that more than 90/120 days before an election, candidates may ask wealthy supporters to fund ads on their behalf, so long as those ads contain no “magic words” (such as “vote for” or “vote against” which would qualify them as express advocacy communications).
To address the court’s concerns, the FEC proposes to retain the existing four content standards and adopt one or more of the following: (1) a standard to cover communications that promote, attack, support, or oppose a political party or a clearly identified federal candidate (the “PASO standard”); (2) a standard to cover communications that are the “functional equivalent of express advocacy”; (3) clarification that the existing express advocacy standard includes communications containing more than just “magic words”, such as certain campaign slogans; and (4) a standard that expressly prohibits explicit agreements to establish coordination.
Prior to Citizens United, a corporation’s ability to fund the types of communications covered by the content prong was significantly limited. Because corporations can now make such expenditures from their general treasury funds, it is likely that the use of such communications will increase. As such, corporations and associations will have to be especially mindful that their communications do not meet any of the conduct standards, described below.
Conduct Standards: The conduct prong of the FEC’s test for determining whether a communication is coordinated is comprised of five standards. The first three conduct standards are be satisfied if a communication was created or distributed (1) at the request or suggestion of, (2) after material involvement by, or (3) after substantial discussion with, a candidate, a candidate’s authorized committee, or a political party committee. The remaining two standards are satisfied if a candidate’s former vendor or employee created or distributed a communication using material information about campaign plans, activities, or needs, or shared such information with the person funding the communication, for 120 days.
The FEC proposals presently under consideration retain the five conduct standards, but offer three alternatives for the time periods in the former vendor and employee standards. The FEC aims to tailor the time periods to “the realistic ‘shelf life’ of the types of information that a campaign vendor or former employee is likely to possess.”
Even after Citizens United, associations, in particular those whose members are, or even formerly were, active in federal political campaigns, must ensure that any advertisements that they fund do not fall within one of the five conduct standards. Under both the current or proposed rules, the range of interaction between the candidate/party and the association that may establish impermissible coordination is wide. For example, under the former vendor or employee standards, an association may be “coordinating” with a candidate without ever communicating with that candidate or his campaign.
Disclosures and Disclaimers
While it overturned a number of restrictions, the Supreme Court did, however, uphold certain disclosure obligations that apply to electioneering communications. “Disclaimer and disclosure requirements may burden the ability to speak,” the Court reasoned, “but they ‘impose no ceiling on campaign-related activities,’ . . . and ‘do not prevent anyone from speaking.’”
Therefore, to the extent a corporation spends over $10,000 during any calendar year to fund communications through broadcast, radio, satellite, or cable that refer to clearly identified candidates within 30 days of a primary election or 60 days of a general election, it will have to file disclosures with the FEC revealing the corporation making the communication, the amount spent, and certain contributors.
In addition, each electioneering communication must include certain specified disclaimers. Communications not authorized by the candidate, as would almost certainly be the case for an independent expenditure or electioneering communication not coordinated with the candidate, must provide a name and address (or web address) for the entity making the communication, state that the communication is not authorized by any candidate, and include the following audio statement: “___ is responsible for the content of this advertising.” If transmitted through television, this statement must also appear on screen in accordance with specifications set forth in FEC regulations.
Expenditures for express advocacy must be reported to the FEC when they aggregate more than $250 for an election. This includes information about the amount of the expenditures and information about contributors who gave more then $200 if the contribution “was made for the purpose of furthering the reported independent expenditure.” If the independent expenditures exceed $10,000, then reports must be filed with the FEC within two days of the expenditure (one day for expenditures that exceed $1,000 made within 20 say of the election).
Independent expenditures must include disclaimers that are similar to those required for electioneering communications.
The Broad Impact of the Decision
Although the specific legal impact of the decision is clear, it is not clear exactly how corporations will make use of their new right to make independent expenditures. Consider:
• Will a for-profit corporation be willing to spend money on a television advertisement for or against a candidate and risk alienating customers or employees?
• Will highly-regulated industries (e.g., banks, car manufacturers, government contractors, etc.) be willing to alienate an incumbent office holder?
• Will those highly-regulated companies feel compelled to support an incumbent office-holder, given the influence the government has over their business?
• Will for-profit corporations—in tough economic times—be willing to give larger sums to nonprofits that will then make independent expenditures?
• Will shareholders allow companies to make independent expenditures or give to groups that will do so? Several shareholder’s rights groups have force companies to disclose their political activities in an effort to limit such activities. Indeed, some companies specifically prohibit their trade associations from using their dues payments for political expenditures.
• Will PACs become a less-favored approach to participation in the political process?
The Court’s Reasoning
In 1990, the Court upheld a state ban on independent expenditures by corporations in Austin v. Michigan Chamber of Commerce, 494 U.S. 652 (1990). The Court has never directly considered the federal ban on corporate expenditures before Citizens United. Following the Bipartisan Campaign Reform Act in 2002, the Court upheld the ban on electioneering communications in McConnell v. FEC, 540 U.S. 93 (2003). That decision relied on Austin.
The majority opinion—authored by Justice Kennedy, and joined by Chief Justice Roberts, and Justices Scalia, Thomas, and Alito—takes the First Amendment at face value: Congress shall make no law . . . abridging the freedom of speech.” The Court succinctly explains that “[t]he Government may regulate corporate political speech through disclaimer and disclosure requirements, but it may not suppress speech altogether.”
One of the key themes in the decision is that the campaign finance laws have become overly convoluted and complicated. “The First Amendment does not permit laws that force speakers to retain a campaign finance attorney, conduct demographic marketing research, or seek declaratory rulings before discussing most salient political issues of our day.” As a result, such laws silence permissible speech because they are so complicated. Unlike prior decisions in this area upholding additional rules and limits to avoid circumventing the rules already in place, the Court decided “informative voices should not have to circumvent onerous restrictions to exercise their First Amendment rights.”
The Court explained that any restriction on speech—including corporate speech—must survive strict scrutiny, which requires a compelling governmental interest. The government advanced three such interests and the Court rejected them all.
Anti-Distortion: Under the Court’s 1990 Austin v. Michigan decision, the Court had found that because corporations have perpetual existence and can amass great wealth, there is a compelling governmental interest in restricting their influence on elections. This theory ran counter to earlier precedents that had held that campaign finance laws cannot be used to balance the scales between the wealthy and less wealthy. In Citizens United, the Court held that “[t]he rule that political speech cannot be limited based on a speaker’s wealth is a necessary consequence of the premise that the First Amendment generally prohibits the suppression of political speech based on the speaker’s identity.”
The Court went even further, recognizing that “[a]ll speakers, including individuals and the media, use money amassed from the economic marketplace to fund their speech. The first Amendment protects the resulting speech, even if it was enabled by economic transactions with persons or entities who disagree with the speaker’s ideas.”
Finally, the Court reasoned that the idea of leveling the playing field actually hurt smaller corporations. For example, when big business communicates with the government directly, “the result is that smaller or nonprofit corporations cannot raise a voice to object when other corporations, including those with vast wealth, are cooperating with Government.”
Anti-Corruption: The Court had previously held that campaign finance laws can legitimately be used to prevent both actual corruption (i.e., quid pro quo bribery) and the more nebulous “appearance of corruption.” The Court made clear, however, that because it was addressing only independent expenditures, there was no threat of actual or perceived corruption. “[I]ndependent expenditures do not lead to, or create the appearance of, quid pro quo corruption. In fact, there is only scant evidence that independent expenditures even ingratiate. Ingratiation and access, in any event, are not corruption.”
Dissenting Shareholders: Finally, the Court considered whether the law was a valid way to protect a shareholder who does not want the corporation to spend money on an election. It found this argument failed for three reasons. First, it would allow a law to limit the speech of any corporation, including a media corporation, solely to protect the shareholders who disagree with the editorial position of the company. Second, because the electioneering communications ban applied only during certain time periods, it was not an effective way to protect shareholders. Third, it applied to all corporations, including nonprofits and for-profits with a single shareholder.
* * * *
Mr. Jacobs is a Washington-based partner in Venable’s regulatory group. He heads the political law practice at Venable and counsels numerous associations on campaign finance, tax, lobbying disclosure, and ethics issues.
Ms. Megaris is an associate in Venable’s regulatory group, where she focuses on transactional, regulatory, and policy matters in a broad range of industries, including nonprofit organizations and trade and professional associations.
This article is not intended to provide legal advice or opinion and should not be relied on as such. Legal advice can only be provided in response to specific fact situations.
So what makes Citizens United important for nonprofit associations? I believe it finally levels the playing field for nonprofits when it comes to the electoral soap box. No longer will nonprofits (again, other than 501 (c) 3's) have to sit idly by or form separate PAC's in order to put their support behind a candidate that cares about their agenda. And while corporations will give money to associations to conduct candidate endorsements, less endowed associations will finally be able to say to their members "Support Mr. or Ms. X because they support us" in their newsletters, on their websites, in their blogs, etc. And frankly, for a lot of associations, I think that's a good thing (again, my humble opinion). Bunnie
Supreme Court Decision Opens New Doors for Associations
by Ronald M. Jacobs, Esq. and Alexandra Megaris, Esq., Venable LLP, Washington, DC
The U.S. Supreme Court has issued its long-awaited decision in Citizens United v. FEC. The Court struck down a federal ban on “independent expenditures” and “electioneering communications” made by nonprofit and for-profit corporations. A number of states have similar bans, and those too will likely fall under the reasoning of Citizens United. A related question is whether a similar ban on expenditures by labor unions will fall.
The decision did not impact direct giving to candidates, political action committees (“PACs”), or parties. Thus, corporations, including associations, may not use their general funds to make contributions to candidates. Accordingly, individuals and PACs will have to continue to make direct contributions.
Although for-profits and nonprofits alike are now free to engage political speech, given the perception that for-profit entities may not be willing to engage in public candidate-advocacy directly, it is likely that much of the work will be done by associations on behalf of their members. This article explains the Citizens United decision and how it may benefit associations.
Brief Legal Background
The laws at issue in Citizens United prohibited two types of corporate expenditures:
(1) Independent Expenditures: any expenditure—at any time, through any medium—that expressly advocated the election or defeat of a clearly identified candidate for federal office. Examples include television advertisements, newspaper advertisements, and postings on corporate blogs, which contain phrases such as “Reelect Congressman Jones” or “Vote Against Smith.”
(2) Electioneering Communications: expenditures by corporations made within 60 days of a general election or 30 days of a primary election if the expenditure is used to fund a communication that is made by broadcast, cable, or satellite, and refers to a clearly identified candidate for federal office. Prior to Citizens United, the Supreme Court had already narrowed this definition to include communications that are the “functional equivalent” of express advocacy and the FEC has adopted a complicated 11-factor test to make such a determination.
Before Citizens United, associations could make these two types of communications only through their PACs. In reality, this was a major limit on funding such expenditures, given the rules restricting how associations solicit for their PACs and the relatively low limits on contributions to a PAC ($5,000 per year). Now, however, associations will be able to fund these expenditures from their general treasury funds.
Conduct Permitted by the Decision
One direct impact of this decision is that for-profits may engage directly in independent expenditures. More important for associations, however, is that for-profit companies may now donate to associations for the specific purpose of having those nonprofits make independent expenditures. In addition, nonprofit corporations—other than 501(c)(3) organizations—may use their general funds, even if those include payments from corporations, to make independent expenditures.
As a result of the Citizens United decision, there are a number of specific activities now permitted, some obvious, some not so obvious:
1.) Paying for print, internet, radio, television, satellite, and cable advertising;
2.) Placing endorsements on association web sites;
3.) Placing advertisements on association web sites;
4.) Using association email lists to support candidates; and
5.) Using association blogs to post messages of support for candidates.
Coordination Not Permitted
Any such activity, however, may not be coordinated with a candidate; coordinating such activity would change the independent expenditure into an in-kind contribution, which is still prohibited. The FEC is currently working on regulations defining what it means to coordinate with a candidate. The definitions are broader and much more complex than what many might consider to be “coordinating” with another entity. The regulatory framework is complicated by the fact that the Court of Appeals for the District of Columbia Circuit has struck down the FEC’s two previous attempts to create such regulations in Shays v. FEC, 414 F.3d 76 (D.C. Cir. 2005) (“Shays I”) and Shays v. FEC, 528 F.3d 914 (D.C. Cir. 2008) (“Shays III”).
Under the original and revised rules, promulgated in 2002 and 2006, respectively, a public communication is coordinated (and thus is a contribution) if:
(1) someone other than the candidate, party, or official campaign pays for it;
(2) the communication itself meets specified “content standards”; and
(3) the payer’s interaction with the candidate/party satisfies specified “conduct standards.”
The FEC has proposed a number of ways to satisfy the content and conduct prongs, several of which have been the subject of court challenges over the years. In October 2009, the FEC issued a Notice of Proposed Rulemaking to revise the content and conduct standards in accordance with Shays III.
Content Standards: The content prong is satisfied if the communication either:
(1) is an electioneering communication;
(2) distributes or republishes campaign materials prepared by a candidate or his authorized committee;
(3) expressly advocates the election or defeat of a clearly identified candidate for federal office; or
(4) if it refers to a political party or clearly identified federal candidate, is publicly distributed 120 or 90 days or fewer before an election (depending on whether the coordination is with a Presidential candidate, congressional candidate, or political party), and is directed to certain voters.
The fourth standard was successfully challenged in Shays I and Shays III. In Shays III, the Court of Appeals expressed concern that more than 90/120 days before an election, candidates may ask wealthy supporters to fund ads on their behalf, so long as those ads contain no “magic words” (such as “vote for” or “vote against” which would qualify them as express advocacy communications).
To address the court’s concerns, the FEC proposes to retain the existing four content standards and adopt one or more of the following: (1) a standard to cover communications that promote, attack, support, or oppose a political party or a clearly identified federal candidate (the “PASO standard”); (2) a standard to cover communications that are the “functional equivalent of express advocacy”; (3) clarification that the existing express advocacy standard includes communications containing more than just “magic words”, such as certain campaign slogans; and (4) a standard that expressly prohibits explicit agreements to establish coordination.
Prior to Citizens United, a corporation’s ability to fund the types of communications covered by the content prong was significantly limited. Because corporations can now make such expenditures from their general treasury funds, it is likely that the use of such communications will increase. As such, corporations and associations will have to be especially mindful that their communications do not meet any of the conduct standards, described below.
Conduct Standards: The conduct prong of the FEC’s test for determining whether a communication is coordinated is comprised of five standards. The first three conduct standards are be satisfied if a communication was created or distributed (1) at the request or suggestion of, (2) after material involvement by, or (3) after substantial discussion with, a candidate, a candidate’s authorized committee, or a political party committee. The remaining two standards are satisfied if a candidate’s former vendor or employee created or distributed a communication using material information about campaign plans, activities, or needs, or shared such information with the person funding the communication, for 120 days.
The FEC proposals presently under consideration retain the five conduct standards, but offer three alternatives for the time periods in the former vendor and employee standards. The FEC aims to tailor the time periods to “the realistic ‘shelf life’ of the types of information that a campaign vendor or former employee is likely to possess.”
Even after Citizens United, associations, in particular those whose members are, or even formerly were, active in federal political campaigns, must ensure that any advertisements that they fund do not fall within one of the five conduct standards. Under both the current or proposed rules, the range of interaction between the candidate/party and the association that may establish impermissible coordination is wide. For example, under the former vendor or employee standards, an association may be “coordinating” with a candidate without ever communicating with that candidate or his campaign.
Disclosures and Disclaimers
While it overturned a number of restrictions, the Supreme Court did, however, uphold certain disclosure obligations that apply to electioneering communications. “Disclaimer and disclosure requirements may burden the ability to speak,” the Court reasoned, “but they ‘impose no ceiling on campaign-related activities,’ . . . and ‘do not prevent anyone from speaking.’”
Therefore, to the extent a corporation spends over $10,000 during any calendar year to fund communications through broadcast, radio, satellite, or cable that refer to clearly identified candidates within 30 days of a primary election or 60 days of a general election, it will have to file disclosures with the FEC revealing the corporation making the communication, the amount spent, and certain contributors.
In addition, each electioneering communication must include certain specified disclaimers. Communications not authorized by the candidate, as would almost certainly be the case for an independent expenditure or electioneering communication not coordinated with the candidate, must provide a name and address (or web address) for the entity making the communication, state that the communication is not authorized by any candidate, and include the following audio statement: “___ is responsible for the content of this advertising.” If transmitted through television, this statement must also appear on screen in accordance with specifications set forth in FEC regulations.
Expenditures for express advocacy must be reported to the FEC when they aggregate more than $250 for an election. This includes information about the amount of the expenditures and information about contributors who gave more then $200 if the contribution “was made for the purpose of furthering the reported independent expenditure.” If the independent expenditures exceed $10,000, then reports must be filed with the FEC within two days of the expenditure (one day for expenditures that exceed $1,000 made within 20 say of the election).
Independent expenditures must include disclaimers that are similar to those required for electioneering communications.
The Broad Impact of the Decision
Although the specific legal impact of the decision is clear, it is not clear exactly how corporations will make use of their new right to make independent expenditures. Consider:
• Will a for-profit corporation be willing to spend money on a television advertisement for or against a candidate and risk alienating customers or employees?
• Will highly-regulated industries (e.g., banks, car manufacturers, government contractors, etc.) be willing to alienate an incumbent office holder?
• Will those highly-regulated companies feel compelled to support an incumbent office-holder, given the influence the government has over their business?
• Will for-profit corporations—in tough economic times—be willing to give larger sums to nonprofits that will then make independent expenditures?
• Will shareholders allow companies to make independent expenditures or give to groups that will do so? Several shareholder’s rights groups have force companies to disclose their political activities in an effort to limit such activities. Indeed, some companies specifically prohibit their trade associations from using their dues payments for political expenditures.
• Will PACs become a less-favored approach to participation in the political process?
The Court’s Reasoning
In 1990, the Court upheld a state ban on independent expenditures by corporations in Austin v. Michigan Chamber of Commerce, 494 U.S. 652 (1990). The Court has never directly considered the federal ban on corporate expenditures before Citizens United. Following the Bipartisan Campaign Reform Act in 2002, the Court upheld the ban on electioneering communications in McConnell v. FEC, 540 U.S. 93 (2003). That decision relied on Austin.
The majority opinion—authored by Justice Kennedy, and joined by Chief Justice Roberts, and Justices Scalia, Thomas, and Alito—takes the First Amendment at face value: Congress shall make no law . . . abridging the freedom of speech.” The Court succinctly explains that “[t]he Government may regulate corporate political speech through disclaimer and disclosure requirements, but it may not suppress speech altogether.”
One of the key themes in the decision is that the campaign finance laws have become overly convoluted and complicated. “The First Amendment does not permit laws that force speakers to retain a campaign finance attorney, conduct demographic marketing research, or seek declaratory rulings before discussing most salient political issues of our day.” As a result, such laws silence permissible speech because they are so complicated. Unlike prior decisions in this area upholding additional rules and limits to avoid circumventing the rules already in place, the Court decided “informative voices should not have to circumvent onerous restrictions to exercise their First Amendment rights.”
The Court explained that any restriction on speech—including corporate speech—must survive strict scrutiny, which requires a compelling governmental interest. The government advanced three such interests and the Court rejected them all.
Anti-Distortion: Under the Court’s 1990 Austin v. Michigan decision, the Court had found that because corporations have perpetual existence and can amass great wealth, there is a compelling governmental interest in restricting their influence on elections. This theory ran counter to earlier precedents that had held that campaign finance laws cannot be used to balance the scales between the wealthy and less wealthy. In Citizens United, the Court held that “[t]he rule that political speech cannot be limited based on a speaker’s wealth is a necessary consequence of the premise that the First Amendment generally prohibits the suppression of political speech based on the speaker’s identity.”
The Court went even further, recognizing that “[a]ll speakers, including individuals and the media, use money amassed from the economic marketplace to fund their speech. The first Amendment protects the resulting speech, even if it was enabled by economic transactions with persons or entities who disagree with the speaker’s ideas.”
Finally, the Court reasoned that the idea of leveling the playing field actually hurt smaller corporations. For example, when big business communicates with the government directly, “the result is that smaller or nonprofit corporations cannot raise a voice to object when other corporations, including those with vast wealth, are cooperating with Government.”
Anti-Corruption: The Court had previously held that campaign finance laws can legitimately be used to prevent both actual corruption (i.e., quid pro quo bribery) and the more nebulous “appearance of corruption.” The Court made clear, however, that because it was addressing only independent expenditures, there was no threat of actual or perceived corruption. “[I]ndependent expenditures do not lead to, or create the appearance of, quid pro quo corruption. In fact, there is only scant evidence that independent expenditures even ingratiate. Ingratiation and access, in any event, are not corruption.”
Dissenting Shareholders: Finally, the Court considered whether the law was a valid way to protect a shareholder who does not want the corporation to spend money on an election. It found this argument failed for three reasons. First, it would allow a law to limit the speech of any corporation, including a media corporation, solely to protect the shareholders who disagree with the editorial position of the company. Second, because the electioneering communications ban applied only during certain time periods, it was not an effective way to protect shareholders. Third, it applied to all corporations, including nonprofits and for-profits with a single shareholder.
* * * *
Mr. Jacobs is a Washington-based partner in Venable’s regulatory group. He heads the political law practice at Venable and counsels numerous associations on campaign finance, tax, lobbying disclosure, and ethics issues.
Ms. Megaris is an associate in Venable’s regulatory group, where she focuses on transactional, regulatory, and policy matters in a broad range of industries, including nonprofit organizations and trade and professional associations.
This article is not intended to provide legal advice or opinion and should not be relied on as such. Legal advice can only be provided in response to specific fact situations.
Thursday, February 11, 2010
The Building Blocks for a Successful Nonprofit Merger
Greetings from the snow covered tundra of Maryland! Just as we have found ourselves in a deep freeze with snow totals over 40 inches, some nonprofits are finding themselves freezing for lack of membership and funds. This situation can offer opportunities to nonprofits and associations if they resist the temptation to sit back and do nothing or just conduct business as usual. Brock R. Landry and Lisa M. Hix, of Venable LLP in Washington, DC, give us a glimpse into what it might take to bring two struggling organizations together to create a single but stronger nonprofit. No doubt it's not an easy thing to merge two organizations who may have similar goals but very different cultures, however, in today's climate, we must all be ready to explore every option. Bunnie
The Building Blocks for a Successful Nonprofit Merger
by Brock R. Landry, Esq. and Lisa M. Hix, Esq.
Venable LLP, Washington, DC
Financial imperatives, contractions in membership bases, and consolidation in industries have led to an unprecedented period of growth in interest in nonprofit mergers. As a result, many nonprofits are eyeing current competitors as potential partners. However, mergers can easily fail when organizations mistake a central fact: mergers occur between people, not organizations. Mergers can fall apart for a variety of reasons: unexpected discoveries in the due diligence process, intractable issues that have been ignored, and differences in organizational cultures, among others. The following is a list of "lessons learned" from two association attorneys who have handled a broad range of association mergers.
Establish a Core Group of Merger Stewards. Establishing a group of volunteer and staff leaders to act as stewards of the merger is critical to success. The merger stewards will have two roles: 1) to come to an understanding of the merger plan, and to communicate this plan to the association's stakeholders, including the boards, staff and membership; and 2) to work through the inevitable issues that will arise in the due diligence process and/or as the groups integrate.
Ask the Hard Question Early: Which Organization Survives? Strength of negotiation posture can be measured by financial assets, membership base, industry contacts, and depth of operational expertise. Deciding how, and whether, to acknowledge this power disparity can be key to success in the long run. Early on, the organizations should agree on whether one organization should be viewed as the "surviving" entity, or whether both organizations will combine as equals. Although most mergers are described as the marriage of equals, rarely is this, in fact, the case.
Jointly Develop a Merger Plan. The merger stewards from each organization should jointly develop a merger plan. This plan should include an outline of the combined governance structure, mission, core activities, membership categories and dues, and a broad staffing plan. A critical component of this plan is identifying board appointment procedures and the key leaders of the combined organization. The merger plan should include sufficient detail on the hard issues, but should be broad enough to allow for revision and elaboration based on stakeholder input.
Understand Approval Requirements and Dynamics. Once the core elements of the merger plan are in place, each organization should undertake a careful analysis of its respective board and member approval requirements. These requirements will be outlined in the state corporate code provisions of the organization's state of incorporation, as well as each organization's governing documents, such as bylaws. Where high approval requirements exist, early and active communication to the board and members is essential, as is a thorough understanding of permissible voting mechanisms.
Coordinate Internal and External Communication. In organizations with overlapping membership, having a coordinated "sell" document for the staff, board and members of each organization is critical. Release of information should be carefully coordinated between the organizations and each party should agree to give the other notice before making any announcements to the public. Nothing kills a merger faster than being blindsided by an unauthorized communication.
Agree on Coordinated Due Diligence. Merger timelines must allow for thorough due diligence. Associations considering mergers face a multitude of legal, governance, financial, and administrative issues that must be carefully explored and coordinated. To facilitate this process, the parties should agree upon a scope of due diligence and a due diligence timeframe.
Culture Matters. Finally, while it may make good business sense to merge, key stakeholders – including members, staff, and volunteer leaders – will not shift allegiances if the combined organization fails to bridge the cultures of both entities. Mergers work only when associations take the necessary steps to build teamwork and a shared vision of the future.
Brock Landry and Lisa Hix have handled a variety of mergers, including the American Bankers Association/America's Community Bankers merger and the American Electronics Association/Information Technology Association of America merger. For more information, please contact or Mr. Landry at brlandry@venable.com or Ms. Hix at lmhix@venable.com.
This article is not intended to provide legal advice or opinion and should not be relied on as such. Legal advice can only be provided in response to specific fact situations.
The Building Blocks for a Successful Nonprofit Merger
by Brock R. Landry, Esq. and Lisa M. Hix, Esq.
Venable LLP, Washington, DC
Financial imperatives, contractions in membership bases, and consolidation in industries have led to an unprecedented period of growth in interest in nonprofit mergers. As a result, many nonprofits are eyeing current competitors as potential partners. However, mergers can easily fail when organizations mistake a central fact: mergers occur between people, not organizations. Mergers can fall apart for a variety of reasons: unexpected discoveries in the due diligence process, intractable issues that have been ignored, and differences in organizational cultures, among others. The following is a list of "lessons learned" from two association attorneys who have handled a broad range of association mergers.
Establish a Core Group of Merger Stewards. Establishing a group of volunteer and staff leaders to act as stewards of the merger is critical to success. The merger stewards will have two roles: 1) to come to an understanding of the merger plan, and to communicate this plan to the association's stakeholders, including the boards, staff and membership; and 2) to work through the inevitable issues that will arise in the due diligence process and/or as the groups integrate.
Ask the Hard Question Early: Which Organization Survives? Strength of negotiation posture can be measured by financial assets, membership base, industry contacts, and depth of operational expertise. Deciding how, and whether, to acknowledge this power disparity can be key to success in the long run. Early on, the organizations should agree on whether one organization should be viewed as the "surviving" entity, or whether both organizations will combine as equals. Although most mergers are described as the marriage of equals, rarely is this, in fact, the case. Ask the Harder Question: What Are the Roles of the Respective Staff and Officers? A clear understanding of future roles and authority is central to a successful integration.
Jointly Develop a Merger Plan. The merger stewards from each organization should jointly develop a merger plan. This plan should include an outline of the combined governance structure, mission, core activities, membership categories and dues, and a broad staffing plan. A critical component of this plan is identifying board appointment procedures and the key leaders of the combined organization. The merger plan should include sufficient detail on the hard issues, but should be broad enough to allow for revision and elaboration based on stakeholder input.
Understand Approval Requirements and Dynamics. Once the core elements of the merger plan are in place, each organization should undertake a careful analysis of its respective board and member approval requirements. These requirements will be outlined in the state corporate code provisions of the organization's state of incorporation, as well as each organization's governing documents, such as bylaws. Where high approval requirements exist, early and active communication to the board and members is essential, as is a thorough understanding of permissible voting mechanisms.
Coordinate Internal and External Communication. In organizations with overlapping membership, having a coordinated "sell" document for the staff, board and members of each organization is critical. Release of information should be carefully coordinated between the organizations and each party should agree to give the other notice before making any announcements to the public. Nothing kills a merger faster than being blindsided by an unauthorized communication.
Agree on Coordinated Due Diligence. Merger timelines must allow for thorough due diligence. Associations considering mergers face a multitude of legal, governance, financial, and administrative issues that must be carefully explored and coordinated. To facilitate this process, the parties should agree upon a scope of due diligence and a due diligence timeframe.
Culture Matters. Finally, while it may make good business sense to merge, key stakeholders – including members, staff, and volunteer leaders – will not shift allegiances if the combined organization fails to bridge the cultures of both entities. Mergers work only when associations take the necessary steps to build teamwork and a shared vision of the future.
Brock Landry and Lisa Hix have handled a variety of mergers, including the American Bankers Association/America's Community Bankers merger and the American Electronics Association/Information Technology Association of America merger. For more information, please contact or Mr. Landry at brlandry@venable.com or Ms. Hix at lmhix@venable.com.
This article is not intended to provide legal advice or opinion and should not be relied on as such. Legal advice can only be provided in response to specific fact situations.
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Monday, March 16, 2009
How Can Smaller Non-profits Better Use Technology?
20 years ago I founded a small nonprofit. It wasn't easy. I used the computer at my church since I didn't own one. I enlisted my children to stuff envelopes. I created the newsletter on a Brother electronic typewriter. And I spent $80 of my own money to get a Post Office box. There was that incident where I accidentally erased the Wordperfect file that had all the members and donors information on it and I went home, sat at my kitchen table and cried. Luckily I had the hard copy record but it took me hours and hours to re-create the file. I certainly could have used something like ClubExpress back in the day. Dan Ehrmann, President of ClubExpress, saw the need of small nonprofits without sophisticated IT departments to manage their information, renew members and maintain their data and he figured out a way to meet it. Bunnie
Dan Ehrmann
President, ClubExpress
In the US alone, there are more than 500,000 smaller membership-based organizations with fewer than 5000 members. Every one of us belongs to three or four such groups, whether it’s a running club, a mother’s playgroup, a local chamber of commerce,
a fraternity or alumni club, your homeowner’s association, a professional or trade group, or your community Rotary club.
Most of these clubs and associations are run by volunteers who work within limited budgets, sometimes only a couple of thousand dollars per year. They face continual challenges managing memberships and renewals, organizing events, communicating with members and raising funds to support programming. Very few clubs spend time growing the organization because they spent all the available time running the organization. A small group of officers face problems attracting other volunteers to take time from a busy schedule to work on club activities which are often boring and mundane (for example, stuffing envelopes). Expertise is always a problem; not every group has an experienced web designer or accountant on the membership roster, and few have the resources to hire professionals.
The typical club has a membership database in Excel, mailing labels in Word, a static web site, and a printed newsletter. Few have an interactive web site although almost everybody wants one. They charge between $25 and $100 per year for membership, with few other sources of funds. When the group’s board members change, the new team often struggles to ensure continuity as data and files are transferred from one person/computer to another. And what happens when the membership director is on vacation and others need to get access to this data, or his computer dies and the club discovers that there is no current backup?
ClubExpress was designed to solve these problems. ClubExpress is an Internet-based platform for club and association management which was designed specifically for smaller clubs with a limited budget and where the people who run the club are not professional web designers.
ClubExpress starts with your club website and the tools to build and maintain the site. If you know how to use a word-processor, you can pick up ClubExpress very quickly; no programming experience is required. ClubExpress includes all of the tools needed to build web pages, upload photos and documents, and configure an event calendar, committees, interest groups, surveys, discussion forums and a storefront to sell club merchandise through the site.
Your association’s membership database is securely built into the website and every member has their own username and password to login and update their own information in the database. New members can sign up through the website and the system automatically handles renewals and expirations. The website includes areas for the public, for members-only and for adminstrators. ClubExpress supports family and business memberships with multiple people under one account, and the platform also supports chapters, districts and regions for larger clubs with multiple locations.
ClubExpress includes credit-card processing for memberships, event registrations (for both members and non-members), donations, and storefront purchases, with the funds deposited directly into your bank account. Or an administrator can record check or cash payments. ClubExpress includes multiple levels of security and we automatically handle backups, web hosting, email accounts and Internet access. So now your data is securely and reliably available at any time to any authorized user, which also really helps with continuity.
The platform includes a full suite of administration tools to run the organization. More than 120 reports and 20 data exports are built in, most with extensive filtering capabilities. Most importantly, there is no advertising and clubs own their data at all times.
ClubExpress charges a one-time setup fee and a low monthly fee based on the number of members in your organization. There is no long-term contract so you can cancel at any time. And this fee includes unlimited support for admins and members! If your members have a problem logging in, renewing their memberships, registering for an event, updating their profile or making a payment, they can call us.
ClubExpress has been in business for more than 5 years. Hundreds of clubs and associations use the system to manage their complete front-office and back-office, allowing the board to focus their energies on the three things that every membership-based non-profit cares about: 1) how to reduce the time you spend managing the group so you can spend more time focused on the mission; 2) how to create a richer experience for current members to increase retention; and 3) how to attract new people, building membership and strengthening the vitality of the association.
For more information, visit http://www.clubexpress.com/
Or call (866) 457-2582
How Can Smaller Non-profits Better Use Technology?
Dan Ehrmann
President, ClubExpress
In the US alone, there are more than 500,000 smaller membership-based organizations with fewer than 5000 members. Every one of us belongs to three or four such groups, whether it’s a running club, a mother’s playgroup, a local chamber of commerce,
Most of these clubs and associations are run by volunteers who work within limited budgets, sometimes only a couple of thousand dollars per year. They face continual challenges managing memberships and renewals, organizing events, communicating with members and raising funds to support programming. Very few clubs spend time growing the organization because they spent all the available time running the organization. A small group of officers face problems attracting other volunteers to take time from a busy schedule to work on club activities which are often boring and mundane (for example, stuffing envelopes). Expertise is always a problem; not every group has an experienced web designer or accountant on the membership roster, and few have the resources to hire professionals.
The typical club has a membership database in Excel, mailing labels in Word, a static web site, and a printed newsletter. Few have an interactive web site although almost everybody wants one. They charge between $25 and $100 per year for membership, with few other sources of funds. When the group’s board members change, the new team often struggles to ensure continuity as data and files are transferred from one person/computer to another. And what happens when the membership director is on vacation and others need to get access to this data, or his computer dies and the club discovers that there is no current backup?
ClubExpress was designed to solve these problems. ClubExpress is an Internet-based platform for club and association management which was designed specifically for smaller clubs with a limited budget and where the people who run the club are not professional web designers.
ClubExpress starts with your club website and the tools to build and maintain the site. If you know how to use a word-processor, you can pick up ClubExpress very quickly; no programming experience is required. ClubExpress includes all of the tools needed to build web pages, upload photos and documents, and configure an event calendar, committees, interest groups, surveys, discussion forums and a storefront to sell club merchandise through the site.
Your association’s membership database is securely built into the website and every member has their own username and password to login and update their own information in the database. New members can sign up through the website and the system automatically handles renewals and expirations. The website includes areas for the public, for members-only and for adminstrators. ClubExpress supports family and business memberships with multiple people under one account, and the platform also supports chapters, districts and regions for larger clubs with multiple locations.
ClubExpress includes credit-card processing for memberships, event registrations (for both members and non-members), donations, and storefront purchases, with the funds deposited directly into your bank account. Or an administrator can record check or cash payments. ClubExpress includes multiple levels of security and we automatically handle backups, web hosting, email accounts and Internet access. So now your data is securely and reliably available at any time to any authorized user, which also really helps with continuity.
The platform includes a full suite of administration tools to run the organization. More than 120 reports and 20 data exports are built in, most with extensive filtering capabilities. Most importantly, there is no advertising and clubs own their data at all times.
ClubExpress charges a one-time setup fee and a low monthly fee based on the number of members in your organization. There is no long-term contract so you can cancel at any time. And this fee includes unlimited support for admins and members! If your members have a problem logging in, renewing their memberships, registering for an event, updating their profile or making a payment, they can call us.
ClubExpress has been in business for more than 5 years. Hundreds of clubs and associations use the system to manage their complete front-office and back-office, allowing the board to focus their energies on the three things that every membership-based non-profit cares about: 1) how to reduce the time you spend managing the group so you can spend more time focused on the mission; 2) how to create a richer experience for current members to increase retention; and 3) how to attract new people, building membership and strengthening the vitality of the association.
For more information, visit http://www.clubexpress.com/
Or call (866) 457-2582
Labels:
associations,
ClubExpress,
data,
membership renewal,
nonprofit,
technology
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