By JoAnn Senger

JoAnn Senger has long past out of the field to handle basic repayment concerns too-often missed within the public and not-for-profit sectors. She peels away the 'second-class citizen' label and offers potent repayment constructions that gift best performers. --Jonathan Fraser mild Senior associate, Nordman, Cormany, Hair & Compton A step by step plan to layout and deal with a repayment process for not-for-profit firms Written by means of well-known not-for-profit human source expert JoAnn Senger, Designing a Not-For-Profit repayment process presents a step by step solution to support human source pros layout and deal with a winning reimbursement procedure for any public or not-for-profit association. in terms of reimbursement structures, the not-for-profit zone is rife with complexities, together with legislative approval requisites and the board of administrators' direct involvement in repayment issues. Addressing those and different specified stumbling blocks, Designing a Not-For-Profit reimbursement method: * Defines numerous different types of not-for-profit and public organisations * Identifies present different types of reimbursement constructions * Identifies organizational features influencing the usefulness of every constitution, together with the organization's budgeting and accounting procedures and timetables * Covers upkeep for all reimbursement buildings and the interplay between organizational devices * info the usefulness of every reimbursement constitution, together with midpoint calculations, price changes, variable pay, and industry surveys

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That evaluation will designate some jobs as exempt (exempt from FLSA overtime provisions) and 27 28 chapter 4 Workforce others as nonexempt (eligible for overtime). Spreadsheet 4, the WRKFRC spreadsheet, displays some additional suggested employee groups further subdividing these two broad exempt and nonexempt groupings. Your organization’s employee groups may differ greatly from those shown on Spreadsheet 4, although the exempt/nonexempt categories will almost certainly apply. A compensation manager should display sensitivity to the terminology used to name these employee groups.

The compensation manager will want to know if: • Fundraising is a routine activity. • Fundraising is (also) done on an ad hoc basis. • The compensation manager is expected to be involved in fundraising. • Some of the funds are constrained and cannot—or must—be used for compensation-related matters. The compensation manager will want to know how the budget for the coming year addresses donations. Is the budget for the coming year built on the assumption that future donations will be at least as much as the current year, the average of the previous five years, or an amount determined by some other algorithm?

This chapter looks at the role of the organization’s governing body and how its workings might impact a compensation manager trying to establish or make substantial major changes to the organization’s compensation structure. Information about your organization may be recorded on the second spreadsheet, GOV. If other characteristics occur to you, then the spreadsheet can be expanded with respect to both rows and columns to accommodate the unique aspects of your organization. For example, a religious organization might require that at least half of the board of directors be ordained, and that all ordained board members must be present for a quorum.

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