Federal Tax Law 2005 – Exclusively For Nonprofit Organizations

Abhishek Agarwal asked:

Federal tax law allows tax exempt status to nonprofit organizations. The status has many advantages but it is important that those setting up nonprofit organizations understand federal tax law if they are to get the most out of this status and avoid running into trouble. Getting to know the ins and outs of the law will pay off in the long run.

It is something to consider at the very outset because only certain kinds of organizations qualify for tax exempt status under the Federal Tax Law of 2005. First of all it is necessary to understand what kind of organizations can be classified as nonprofit.

Non profit organizations include a wide range of organizations such as schools, hospitals, public charities, volunteer agencies, legal aid organizations, political organizations, churches, labor unions and professional bodies, research institutions and some government bodies. Under the federal tax law of 2005 these organizations do not have to pay tax. But those who run them still need to understand how the federal tax law applies to them if they are to protect their tax exempt status.

The Federal Tax Law of 2005 defines a nonprofit organization as “group organized for purposes other than generating profit and in which no part of the organization’s income is distributed to its members,directors, or officers.” They can also be called “non stock organizations.”

A nonprofit organization must be declared a nonprofit organization when it is set up in order to qualify for tax exempt status under the Federal Tax Law of 2005. A nonprofit organization must be established for a religious, charitable, scientific, public safety, literary, or educational, purposes, to prevent cruelty to children or animals, or to develop sport, whether on a national or international level. The statutes of the organization must clearly state that it is for no other purpose than those that are allowed for tax exempt status.

Nonprofit organizations are also exempt from social security tax. For an organization that is run entirely by volunteers this may be a useful factor. Volunteers will benefit from social security contributions made through their regular employment. But organizations that employ salaried staff usually opt to pay social security taxes because their employees would be disadvantaged otherwise. About 80% of nonprofit bodies pay social security tax despite the exemption.This is something to consider when setting up a nonprofit organization.

When a nonprofit organization is set up it must apply to the IRS for 501c3 status. This is the technical term that means it has tax exempt status under the 2005 Federal Tax Law. This special tax status allows the organization to receive tax deductible donations. Donors to the organization can then deduct their donation from their own tax return. Tax exemption is therefore a major benefit for any nonprofit organization since it provides an incentive to donors and maintains the organization’s income stream.

Tax exempt status does not mean that a nonprofit organization does not have to keep financial records. Effectively, a nonprofit organization has to keep the same records as though it were going to submit a tax return. In order to maintain its 501c3 status a nonprofit organization must keep a record of all its revenue from donations, grants, sponsorships and so on. The IRS can demand that a nonprofit organization files information about its income.

Understanding how the federal tax law applies to nonprofit organizations will help you to run a successful organization.

Locate the Most Efficient Path to Provide 20 Times More Benefits to Nonprofit Beneficiaries

Donald Mitchell asked:

From outer space many places on Earth look pretty flat. From the ground more obstacles become apparent: Granite mountains loom in places where chasms divide neighboring areas. Both perspectives tell you something you need to know. The space view shows you the most direct route as the proverbial crow flies, while the close-up view shows you obstacles that are well worth avoiding where that’s possible. In this article, the broadest perspective, like that from space, is emphasized. That perspective encompasses expanding your business model (the who, what, when, why, where, how, and how much of your offerings) in volume-improving ways for your nonprofit organization.

In evaluating how to expand your business model’s delivery of offerings and benefits, you should be guided by what will be easily understandable and desirable by your stakeholders (those who are affected by what you offer) . . . and where the adjustments will provide more effectiveness for nonprofit organizations. Business model innovation is something that many organizations find to be difficult. In this article, I’ve broken out the elements and added an example to make innovative business model thinking and analysis easier to do. This article’s material will, however, be clearest to those who have already read about continuing business model innovation.

Expand What You Do Now

Unless you are providing a very small percentage of the needs of each customer or beneficiary, growing by 21-fold requires adding beneficiaries. Because so many organizations can expand to provide 21 times the number of beneficiaries, that’s a great place to begin. You should start by considering who you will serve as these added beneficiaries and where those benefits will be delivered to make the expansion more practical.

Who Is Served and Where

Let’s begin considering volume-expanding business models by looking at “who” is served. The lesson is to keep it simple. Change as little as possible while becoming more efficient and effective as an organization for your customers and beneficiaries. The simplest way to do this is to put more volume of the same kind through an existing organizational structure without adding fixed costs or increasing the ratio of variable costs to benefits delivered.

In nonprofit organizations there’s a savings incentive to provide more of the same offerings to the same recipients. Let’s consider an organization that ships donated food by truck to distribution centers serving needy families. Most such distribution centers provide a small portion of a family’s total weekly needs — perhaps as little as one meal a week. The families may be visiting 10 to 30 different distribution centers weekly to fulfill all their needs. The trucks carrying the goods to a given distribution center are often owned and operated by that center, may be in use for only a few hours a week, and could be operated much more often.

Let’s assume that more volunteers can be found to load the food, and drive and unload the trucks. Both the nonprofit organization and the needy families will benefit economically if 21 meals weekly are delivered and distributed at one time to a distribution center.

See Example 1 for a quantification of this point.

Example 1: Adding Trip Volume for an Underutilized Truck to Increase Food Available to Needy Families for Each Pick Up

When a truck isn’t driven very much, its capital costs (depreciation of its value from the purchase price) exceed the operating costs. Put that truck into use more often and you are able to divide the capital costs over more miles. As a result, your cost per trip of the same distance will become much smaller.

Truck Beginning Point — 1 Truck Trip per Week: Annual truck capital costs $52,000 for 5,200 miles per year

Capital cost per trip $1,000

20 Times Truck Volume Increase — 21 Truck Trips per Week: Annual truck capital costs $109,200 for 109,200 miles per year

Capital cost per trip $100

Note: Annual capital cost is higher because service life is reduced by driving more miles a year.

Recipients’ vehicle operating costs, by comparison, vary directly with use. Driving 21 times as much results in spending 21 times as much. If they can reduce their driving, however, their operating costs per week go down.

Automobile Operating Costs Beginning Point for Recipients — 21 Pickups per Week

Weekly gas, oil, and maintenance $21.00

Cost per pickup $1.00

Automobile Operating Cost — 1 Trip per Week

Weekly gas, oil, and maintenance $1.00

Cost per pickup $1.00

Copyright 2007 Donald W. Mitchell, All Rights Reserved