Search Results for: student loan forgiveness

Student Loan Forgiveness for Nonprofit Workers

If you are employed by a nonprofit, you may be eligible for student loan forgiveness.

We hear time and again that employee recruitment and retention is a barrier faced by many nonprofits, and that student loan forgiveness would help attract a young, talented workforce, and keep them from leaving the sector in search of better benefits.

What many nonprofits and their employees don’t know if that student loan forgiveness does exist. In fact, the Massachusetts Nonprofit Network helped to pass the College Cost Reduction and Access Act of 2007 that led to the Public Service Loan Forgiveness (PSLF) Program, which you can use to have your student loans forgiven starting in 2017.

The CCRA will cover the remaining balance (principal and interest) on your student loans after you’ve made 120 payments if you have eligible loans, make qualifying payments, and work for a qualifying public service organization.

There are steps you need to take now to make sure that you are eligible come 2017.

  • Only certain loans will qualify for the forgiveness program, but you can move your federal student loans so that they are eligible. Only Ford/Federal Direct Stafford Loans, Direct PLUS loans, and Direct Consolidation Loans are eligible (to learn more go here), but you can move your current federal student loans into the Direct Loan program. Move them there by consolidating them at loanconsolidation.ed.gov. (You can do this even if you’ve already consolidated them in the FFEL program.) Choose the income-based repayment plan to get the maximum amount of loan forgiveness.
  • Another important thing to know is that before you are eligible for loan forgiveness you must make 120 payments (10 years’ worth) towards your loan while employed full-time in a qualifying nonprofit job. Your employment does not need to be continuous, but only payments you’ve made since 2007 will count.
  • Make sure to keep documentation of your nonprofit employment each year, in case it is necessary. For example, keep a copy of your W-2 statements and the last pay stub of each year in a file folder. Also have your employer complete an employment certification form (instructions). You should consider submitting the form annually and whenever you change employers to make sure that your time counts towards the loan forgiveness.
  • See a full list of resources to learn more about student loan forgiveness on MNN’s website.

Pass this news on! Many nonprofit employees aren’t aware that they may qualify for student loan forgiveness.

Webinar Materials: Public Service Loan Forgiveness: What You Need To Know

Thank you for attending the July 26, 2017 webinar Public Service Loan Forgiveness: What You Need To Know by American Student Assistance. See below for a recording of a similar webinar, oriented specifically towards nonprofit workers.

Webinar Recording

Leadership and Employee Resources

Employee College Repayment AssistanceLeadership-Employee-Resourc

Congress.gov: College Cost Reduction and Access Act (PDF)

Equal Justice Works: Student Debt Relief

Federal Student Aid

Financial Aid Calculator

Income-Based Repayment Info

MNN: Student Loan Forgiveness for Nonprofit Workers

 

Leadership Succession

Annie E. Casey Foundation: Nonprofit Executive Leadership and Transitions Survey

Free Management Librart: How to Do Succession Planning

MNN: But what if you get hit by that bus?

National Council of Nonprofits (NCN): Facing the Future

NCN: Succession Planning for Nonprofits

Raffa: Transition Guides

TSNE MissionWorks: Leadership New England Report

 

Leader Resources

Free Management Library: Free Basic Guide to Leadership and Supervision

MNN 411 Article: Creating a Great Place to Work – It’s All About Leaders

MNN 411 Article: Nonprofit Leaders Should Not Try to do Everything

MNN 411 Article: Sink, Swim or Soar – The Choice is Yours

MNN 411 Article: Zoning Basics for Nonprofit ED’s

TSNE MissionWorks: Be a Better, Adaptive Supervisor

 

Mission Statement

Free Management Library: Basics of Developing Mission, Vision and Values Statements

Foundation Center: Develop Vision and Mission Statements

Grant Space: Nonprofit Mission Statements Online Resources

Raise Funds: Don’t Make Your Organization’s Statement of Purpose A “Mission Impossible”

 

For more information regarding Organizational Development and Managing Employees, check out our Development Resources page.

Looking for professional advice and support? Check out our business directory. If you have a resource or tool you think might be a good fit for this or any of our resource pages, you can submit it here.

These Resource Pages contain external links. The Massachusetts Nonprofit Network is not responsible for the privacy policies or content of these links. MNN does not endorse the products or services provided by these links.

Candidate Questionnaire

candidate-slider-after-primary

With the 2014 gubernatorial election approaching, the Massachusetts Nonprofit Network distributed a questionnaire for the candidates that captures important opportunities and challenges impacting the state’s nonprofit sector. Central to the creation of the questionnaire are the five public policy themes that emerged from MNN’s statewide focus groups and are the core of our long-term legislative agenda. You can learn more about these five themes in Charting the Course, Establishing a Public Policy Agenda for an Effective, Efficient, and Essential Nonprofit Sector in Massachusetts.

All gubernatorial candidates were invited to participate in the survey (view the questions here). Candidate’s responses will be made available as soon as we receive them.

Get Involved!

Nonprofits are essential to Massachusetts residents and vital to the state’s economy, and we encourage you to help inform the election by sharing the candidates’ views on important nonprofit issues that impact all Massachusetts residents. Share the candidates’ responses or start an online conversation on Twitter or Facebook. Candidate twitter handles are included in their responses below.

      Charlie Baker (R)

@CharlieForGov

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I have spent a significant portion of my professional career working in the nonprofit sector. My first jobs out of college were with the New England Council and the Massachusetts High Technology Council. After graduating from business school and spending a couple of years in management consulting, I co-founded Pioneer Institute for Public Policy Research. From there I went into state government for almost eight years, after which I returned to the non-profit sector, first as CEO of Harvard-Vanguard Medical Associates and then as CEO of Harvard Pilgrim Health Care. Equally important, I have been an active volunteer, supporter and board member for numerous nonprofits over the years. Perhaps most notably in terms of my own personal engagement with the sector, I volunteered as a Big Brother when I was a freshman in college and ended up serving for almost 10 years on the board. I currently serve on the board of the Phoenix Network, which operates three college prep high schools in Chelsea, Lawrence and Springfield (starting in August 2014) for older, disconnected, and underserved students.

Through my work and my life, I am deeply aware and appreciative of the vital and varied contributions Massachusetts’ vibrant nonprofit sector makes in our Commonwealth. My campaign slogan is “Let’s be great, Massachusetts.” This aspiration can only be fulfilled if our state’s nonprofit sector remains strong.

 

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Massachusetts’ success, now and in the future, depends on our ability to develop, attract and keep the most talented people in the country. Thanks to our world-class colleges and universities, including our teaching hospitals, Massachusetts is a magnet for smart, entrepreneurial young people – literally from all over the globe. Our leading edge technology firms are perhaps the most obvious beneficiaries, but this inflow of human capital fuels our success across every facet of the economy, including the nonprofit sector. As much as a thriving nonprofit sector complements a successful commercial sector, the reverse is also true. Without a strong and growing economy, Massachusetts’ nonprofits will lose both talent and resources.

The greatest risk we face in the future is taking our unique competitive advantages for granted. We must continue to improve the quality of education at all levels, from pre-K through college and beyond, so that we are not just number one in the United States, but number one in the world. Equally important, we must make Massachusetts a place where people can afford to raise a family and build a business. Unfortunately, that’s just not the case today. From energy costs to business taxes, from housing prices to regulations, Massachusetts ranks as one of the most expensive, least business friendly states in the union. There is simply no reason why we can’t do much better and in a Baker administration we will.

 

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

As a general principle, I do not believe state government should use taxpayer resources to pick winners and losers, whether in business or the nonprofit sector. Instead of providing subsidies or direct investments in private enterprises, the state should stay focused on creating the conditions for success that enable promising ventures to start, grow and thrive. That means a top-notch education and workforce development system, well-maintained and efficient infrastructure, streamlined regulation and permitting, and competitive costs of living and doing business. At the same time, there are some unique challenges that nonprofit organizations face in gaining access to the investment resources they need to fund innovation and growth. For example, MassDevelopment provides capital financing support for charter school operators and arts organizations. I am open to exploring similar approaches to facilitating investment in other segments of the nonprofit sector, including the use of social impact bonds as a vehicle for leveraging private investment capital to enable outcome-based public-private partnerships.

 

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

One of the most powerful tools a Governor has is the bully pulpit, to rally public opinion and spur action on behalf of the common good. My own personal experience as a volunteer and charitable fundraiser provides me with a credible platform to encourage all of our citizens to get more involved in their communities and to shine a light on those nonprofit organizations that contribute so much to the well-being of the Commonwealth – especially on behalf of those among us who are suffering or in need. As Governor, I would continue the state’s support of public-private volunteer initiatives like the Massachusetts Service Alliance, the Commonwealth Corps, and the Mass Mentoring Partnership.

 

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

I am committed to not raising taxes. That commitment certainly holds true for the nonprofit sector. I will veto any bill that reaches my desk that undermines the state’s nonprofit tax exemption. Equally important, as a former town selectman, I am firmly committed to protecting local aid from further cuts, which have decimated municipal budgets and put pressure on towns and cities to seek additional revenue from nonprofit organizations through payments in lieu of taxes. As Governor, I will further ensure that towns and cities receive their fair share of any increase in state revenue.

 

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Across a wide range of public services there are numerous opportunities for public-private partnerships, especially involving the nonprofit sector. Massachusetts is a hot-bed of social entrepreneurship, including nationally recognized nonprofit ventures like City Year, Citizen Schools, Jumpstart and Year Up. Massachusetts is also home to some of the highest performing charter school operators in the county, many of which are now taking their successful school models to scale by creating networks of independently managed public schools. State government must concentrate more of its resources on scaling up what works by leveraging the talent and capacity of entrepreneurial nonprofits, rather than continuing to fund a service delivery system that too often mitigates, rather than solves our most challenging problems.

 

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

As someone who has spent a major portion of his adult life working and volunteering in the nonprofit sector, I will personally ensure that the interests of nonprofits are well represented within the executive branch of a Baker administration. Effective governing requires a streamlined structure, which encourages cross-agency communication, coordination and collaboration. Moreover, government works best when senior policy makers are able to place the people’s interest above the agendas of their own constituencies. As a result, I do not favor creating narrowly focused positions that can too easily lead to organizational siloes and unproductive inter-agency conflict.

 

      Martha Coakley (D)

@marthacoakley

Martha_Coakley_69061. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I understand the critical role that non‐profit organizations play in our Commonwealth, often filling the gaps created by government and the private sector to provide critical services, preservation, and enrichment. I am proud to have been a member of, and worked closely with, a number of different organizations that continue to tackle important challenges here in Massachusetts.

As the former President of the Women’s Bar Association, I worked to enhance the role of women in the legal profession; as member of the Board of Directors of the Dana Farber Cancer Institute, I sought to improve care for individuals and families living with cancer; and, as Chair of the Board of Middlesex Partnerships for Youth, I worked closely with leaders throughout Middlesex County to improve prevention and intervention strategies for young people.

In addition to these first hand experiences, it is my role as Attorney General to oversee all of the non-profits and public charities in Massachusetts. Through both my first‐hand experience and my administrative role, I have gained an appreciation for the enormous variety of non-profits in Massachusetts, the critical roles they play, and the complexity of challenges they often face. As Governor, I am committed to being a partner with non-profits and working diligently to increase their impact here in the Commonwealth.

 

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

I believe the priorities for maintaining a strong and stable nonprofit workforce are increasing access to grants and other sources of funding for nonprofit organizations, and bringing down the cost of living for workers.

Massachusetts’ workforce has always been one of our greatest strengths; our public education system and private colleges and universities routinely turn out some of the brightest, most innovative young minds in the world. I believe, also, that many of these young people not only want to do well financially, but have a fervent desire to “do good.” The challenge is reducing the financial burden on these young people so that they are empowered to pursue a career in the nonprofit sector, which often pays less than the private sector.

One important piece of this effort is to ease access to grants and other sources of funding, especially for smaller nonprofits, so that they are able to offer their workers greater compensation. I believe we should explore opportunities to develop a one-stop resource, or introduce a statewide ombudsman, to give nonprofits a single point of entry into the various funding opportunities available and decrease complexity for organizations that, often, are already operating with limited resources.

In addition, it is important to decrease the financial burden on young workers and their families. I have proposed a system of full-need financial aid at Massachusetts’ community colleges, so that prospective workers can get critical post-secondary education without accruing crushing debt. I also believe we need to make adequate investments in public transportation and promote dense housing development, in order to create more options for individuals and families and drive down the cost of market-rate housing across the state.

Together, I believe these strategies will help us to grow and maintain a robust nonprofit workforce here in Massachusetts.

 

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

As I discussed earlier, I think one critical component of this effort is streamlining access to grants and other sources of funding, to make it easier for nonprofits to proactively expand their own resources.

I believe another key piece is increasing collaboration between the nonprofit sector and our education system, particularly our institutions of higher learning, both public and private. Some of our most innovative thinking is currently taking place at colleges and universities and, at the same time, it is vitally important that college students get experience working in the “real world.” We need to fully capitalize on the potential for our nonprofit sector to leverage the human and intellectual capital that exists in our colleges and universities to enhance its impact.

As Governor, I would look for opportunities to build on models like the Northeastern University co-op program, to give nonprofits the affordable infusion of talent and energy that will help them create innovative solutions and/or expand existing programs to scale.

 

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

From my career in public service, I recognize the tremendous mutual benefits of philanthropy and volunteerism. Not only does this type of engagement support the mission of our thousands of nonprofits; it can also be enormously beneficial to the individuals who choose to volunteer.

One key effort is to get young people involved in service early on, because this will set the stage for a lifetime of engagement. As Governor, I will work with our federal partners to renew funding for service-learning grants, in order to support the expansion of these programs in our public schools. I will also remain committed to supporting programs like YouthBuild, which combines academic instruction with service, helping to both empower young people and expand affordable housing in our communities.

I also believe it is important for us to make the connection between voluntarism and employment, especially for those who are unemployed or underemployed. Volunteering can support the development of valuable skills, including teamwork, communication, and leadership, which can help expand an individual’s employment opportunities. Incorporating volunteerism into our workforce development framework has the potential to engage individuals who otherwise would have been unlikely to volunteer, thereby expanding support for nonprofits that rely heavily on volunteers.

 

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

As Attorney General, my role has been to oversee nonprofits and public charities in order to protect the public interest. I believe it is critical to hold those organizations that violate the public’s trust accountable, because robust oversight helps ensure public confidence in the vast majority of nonprofits, which are genuinely committed to advancing the common good.

I also believe we need to acknowledge the tremendous contributions nonprofits make to our communities, whether or not they are monetary. Some nonprofits, like hospitals and institutions of higher learning, do give back monetarily – either through community benefits programs (which the AG’s Office plays a critical role in) or PILOT payments. For other, often smaller, nonprofits the contributions can range from providing food and shelter to preserving a community landmark to providing music and art education.

As Governor, I will work closely with the next Attorney General to continue to hold bad actors accountable, and I will use the platform of the Governor’s office to continually promote the critical role that nonprofits play in every community across Massachusetts.

 

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

My tenure as Attorney General has shown me the importance of building a team that has various areas of expertise, and which represents diverse interests, but is able to work collaboratively to reach shared objectives. As Governor, it would be my goal, in any policy discussion, to create dialogue between state government, non‐profits, private sector businesses, and community leaders, with the goal of creating the most mutually beneficial solutions.

In addition, nonprofits have numerous points of interaction with state government, and I am committed to having the nonprofit community at the table as we determine who should assume leadership positions in the various agencies and departments that must work closely with the nonprofit community.

Furthermore, I understand that state government and nonprofits can exponentially increase our impact if we work together; my office will have an open door policy for members of the community, and I will be committed to finding state level solutions to the shared challenges faced by nonprofits across Massachusetts, as well as recognizing the fact that a one-size‐fits‐all solution may not be appropriate for the wide range of nonprofits in the Commonwealth.

 

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

I have a deep appreciation for the role that nonprofits play and will be committed to ensuring that they have a seat at the table. Additionally, I think the most important effort is expanding the notion that state government and nonprofits can support the effort of one another by working collaboratively, not just in the form a single person, but throughout state government.

Massachusetts is home to so many different nonprofits of different sizes, working on different issues, and facing different challenges that, while umbrella solutions may be appropriate for certain challenges, I believe many important policy decisions will be made at the individual organization level. To make state government responsive to these smaller‐scale challenges, it is important that leaders and employees in every agency understand what can be gained from effective collaboration.

 

      Evan Falchuk (I)

@efalchuk

1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

I’ve had the opportunity to work with an organization called Interise in Lawrence, Massachusetts. Interise works to stimulate economic revitalization in lower-income communities by educating small business owners on a lot of the valuable work and life skills people need to pair with their own elbow grease to make their businesses grow. They call it their “Streetwide MBA.” The work being done at Interise is like so much of what I’ve seen at many other nonprofits in Massachusetts I’ve had the privilege to visit over the course of my campaign in that it is innovative, smart and – maybe most importantly – greatly needed.

Understanding, valuing and supporting nonprofit organizations of all kinds is critically important in the 21st century, perhaps more so as each year passes. I’ve seen this whenever I meet with nonprofit organizations, whether it be Homes for Families, United Teen Equality Center, MASSCreative or the Citizen’s Housing and Planning Association. And it’s why when I meet with nonprofit staff and groups on the campaign trail it’s without a camera crew or trail of reporters. That isn’t and shouldn’t be the point. At least for me, it’s about learning and understanding the remarkable and needed connections between the work of nonprofits and state policy.

Finally, nonprofits serve the public good and are often the first ones to address needs in the community. In this sense, nonprofits should be seen as a kind of “first responders” to social challenges. Where they are successful they should be seen as models of programs that inform public policy, and drive innovation in our approaches to addressing these issues.

 

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Much of my work on this front would mirror the work I did during my 13 years on the executive team at Best Doctors Inc., a Boston-based global health company dedicated to providing patients worldwide with the right diagnosis and treatment. Here, it was critical to find staff who understood the value of the organizations’ core mission, and who weren’t just willing, but were passionate about carrying out the day-to-day tasks and objectives needed to meet critical goals.

Similarly, as Governor I would apply this same mindset, focusing on not only attracting and continually training the most skilled, dedicated workforce, but providing everything from ongoing research related to focus areas and roles, to measurable plans and surveys, not just on results, but on nonprofit workers’ feedback and impressions of their work and their valuable organizations. Without such an approach we dramatically undervalue not only these vital organizations, but the immeasurable potential each has to deliver real results, outcomes and change every single day.

 

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

Such investment must be a top priority for the benefit, not only of so many nonprofits throughout the Commonwealth, but for the countless people whom they serve. Massachusetts, as we know, has earned its “leadership label” when it comes to social innovation. However, when we decide to place greater emphasis and dollars on truly promising nonprofit ideas and solutions we raise that “leadership label” to an entirely new – and better – level. It sounds good to generically say, “Yes, we should talk about increasing funding for that project.” But where is the actual plan when it comes to targeted, strategic investment in these important areas, to be made on an ongoing basis?

What will be required is more than just good-sounding platitudes. What is required is a governor who truly wants to learn and understand the nonprofit resources already in existence, but which, too often do not get the funding that should be made available by the state. This is particularly striking at a time when the government is willing to spend billions of dollars on projects like expanding the Boston Convention Center, tax breaks to large companies, government office renovations and other less impactful priorities. I pledge that in my first 100 days as governor, I would deliver a top-to-bottom review of all current funding for nonprofit organizations, and then take that data into clear account when working on our upcoming budget and legislative priorities. Nonprofits should never be considered a “luxury” or “add-on.” They must be a visible, valuable piece of our entire funding strategy and priority.

Another obvious first step must be to establish a permanent Interagency Coordinating Group, which failed to move this legislative session. In all honesty, I was surprised to discover that this had not been delivered by lawmakers sooner.

 

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

One of the first practical steps we can and should take to encourage volunteerism and philanthropy is a prominent public education and awareness campaign. This campaign could do everything from shedding light on the impressive number of residents who already volunteer, to making a persuasive case that non-volunteers, by choosing to do so with nonprofits, have much to gain. I believe one of the fundamental pieces missing, when it comes to growing and supporting our nonprofits and countless related places for volunteers, is an organized cohesive communication vehicle to quickly learn about the many different types of volunteer positions which exist, and for current volunteers and organizations to share their experiences, insights, and volunteer “job leads.”

In addition, I propose that in tandem with the Interagency Coordinating Group, we launch the inaugural Massachusetts Volunteer Superstars awards. The point of the awards is more than just a keepsake trophy or newspaper article. The point of these high-profile awards is to spotlight the amazingly wide diversity of volunteers and opportunities available through so many nonprofit organizations. In the process, we will be able to shine a spotlight on the very heartfelt, human stories that lure people to team with nonprofits in the first place. This awards program should include, where applicable, a slate of scholarships to contributing state universities which recognize award-winning volunteers’ valued efforts, and more importantly helps to keep them in the world of Massachusetts nonprofits during their future work years.

 

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

On this front the governor must collaborate with lawmakers on both sides of the aisle. That said, however, I pledge to do all in my power to protect this current tax exempt status, recognizing the importance of nonprofits being able to keep their organization running without interrupt or uncertainty, and understanding the financial struggles that accompany so many dedicated nonprofit organizations, their staff and volunteers. When it comes to preserving the public trust, a segment of our nonprofit public awareness campaign should be devoted to highlighting the incredible value that nonprofits and the work they provide our communities actually means for so many people throughout Massachusetts. People of all ages, all backgrounds, all income levels. I want people to understand, should the tax exemption issue be raised, how by preserving this status for nonprofits we actually are helping ourselves. The stronger and better equipped our communities and neighborhoods are the better for all of us every day.

 

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Here, I see tremendous opportunity to strengthen and expand nonprofit-government collaboration. Working in tandem with the Interagency Coordinating Group we would take an almost surgical approach to researching and assembling collaboration data on what has worked the best, what ideas or opportunities have such promise but are overlooked, and what projects – while well intended –perhaps should not have been a focus above others. Similar to ideas like the nonprofits public education campaign (mentioned earlier), it is data analysis and clear communication of results and best practices which I and many people believe are sorely lacking today. While I’m aware that much research already has been done on this front, we strengthen our hand when we build an arguable case about what has worked in the past, why there is such value in true nonprofit-government collaboration, and why such collaboration is worthy of needed time, resources, strategic advance planning, and of course related funding. Without effectively making the case to the sometimes skeptical public or legislation body, how can we expect to not just protect current resources, but develop and deliver bold new nonprofit-government efforts?

 

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

When you consider the number of nonprofits in Massachusetts coupled with the number of communities which rely so deeply on their services and skills it defies logic that too often nonprofit funding and expansion strategy seems to be considered an “add-on.” Add to this our (still iffy) economy and gaping need for a cohesive, strategic plan where governments work with the nonprofit sector over the next decade and you realize what would help make a great difference is a Cabinet-level individual responsible for leading – in league with the Interagency Coordinating Group – efforts to redraw the nonprofit map in Massachusetts. By this I mean looking at the current nonprofit landscape and related funding as a whole, measuring priority needs, and laying out a ten-year plan for what additional amounts are needed and for planned, measurable outcomes.

 

 

      Scott Lively (I)


scott_lively1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits.

Nonprofit organizations are indeed the cornerstone of our communities. They have been a major part of my life, both personally and professionally. As the Managing Partner of Lively, Ackerman and Cowles Law Firm in Southern California, a substantial part of my practice was organizing and advising nonprofit entities. I presently manage two nonprofits here in Massachusetts which I founded: a church and a religious advocacy group.

 

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce?

Massachusetts appears to have a good and mutually beneficial relationship with its nonprofit sector. If elected governor I would solicit advice on how to improve upon this relationship.

 

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader?

I believe in creative solutions and the power of innovation by people who can “think outside the box.”  I will be looking for the answers to our many challenges from the innovators in our society, many of whom work in the nonprofit sector.  If an idea is truly good it will sell itself, and I will work to make government a facilitator of every truly good idea.

 

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism?

As Governor I would  create new tax incentives for charitable giving and promote volunteerism through public service advertising.  I would also solicit ideas for helping high school and college students earn academic credit for volunteer activities.

 

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible?

Unfortunately, there is a rising tide of hostility in certain parts of the American public toward the policy of providing tax exempt status for nonprofit entities. I believe government has an affirmative duty to educate the public on the tremendous value and benefit that nonprofits provide to our society.  I would vigorously oppose any encroachment on tax exemptions for nonprofits.  I would also work to add protections in the zoning laws to prevent misguided local governments from discriminating against tax-exempt entities in real property matters.

 

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration?

Frankly, I think government is often more of a hindrance than a help in the work of nonprofits.  I think the role of government is to provide funding with appropriate oversight for projects and services which nonprofits can offer the public in lieu of government agencies.  I will be working to streamline Massachusetts government, and will be looking to the nonprofit sector for more efficient delivery of services that are presently managed by government entities.

For example, I will be working to create a private nonprofit risk-pools as an alternative to both socialized government healthcare and the for-profit insurance industry in order to return consumers to stakeholders in the cost-management of health care, and to reduce waste, fraud and bureaucratic red-tape.

 

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table?

I myself will be the voice at table for nonprofits.  My door will always be open to representatives of the nonprofit sector who will know me as a friend and advocate.

 

      Jeff McCormick (I)

@JMacForGov

jeff_mccormick1. Nonprofits are the cornerstones of our communities and the lifeblood of the Commonwealth. They enrich the culture and beauty of our state, provide essential services for those at risk, and impact the quality of life of every single resident. Describe your personal experience with nonprofits. 

I believe strongly that non-profits play a critical role in ensuring that communities have a strong safety net. However, with funding always an issue, it is important that non-profits, the private sector and individual citizens work together to meet the funding needs. This is why my wife Christine and I have given to and volunteered for a variety of non-profits in Massachusetts and beyond. For example, I’ve served as the co-chair of Bostonians for Youth  and was a founding board member and lead sponsor of the Sean McDonough Charity for Children; both serving the needs of at-risk youth. I also am currently a Vice-Chair of the CitiCenter for Performing Arts and a four-time Dana-Farber marathoner.

 

2. The nonprofit sector is a significant economic and social engine in Massachusetts, with more than 35,000 nonprofit organizations employing almost 17% of the state’s workforce. What would you do as Governor to support efforts to recruit, retain, and train a strong and stable nonprofit workforce? 

Given the importance of the non-profit community in our commonwealth, you can’t start too early exposing children to options and careers available in the non-profit sector.  One barrier to our best and brightest joining non-profits is the low pay scale. I am focused on reducing the cost of health care for everyone in the commonwealth so that citizens have more resources to cover day-to-day life allowing them to choose a career in the field of their choice. I would also advocate for a student loan forgiveness or at least deferment at the federal level for those graduates who enter into the non-profit sector. Furthermore, I would work with one of our greatest resources, local colleges and universities, to encourage them to create stipend programs for graduates who join the non-profit sector, similar to the fellowship program that has succeeded at William and Mary Law School; which has resulted in higher employment numbers and greater participation in and introduction to the non-profit world.1
1 http://www.npr.org/templates/transcript/transcript.php?storyId=294887683

 

3. New approaches and tools for tackling historically persistent challenges are emerging, or are already in practice, across the country. As Governor, how would you invest in promising nonprofit ideas, resources, and proven solutions that can strengthen the sector and solidify its position as a social innovation leader? 

As I have travelled across the state it has become clear that one of the biggest barriers in the delivery of quality services is a lack of communication, coordination and transparency across departments. As Governor, a key priority of my administration will be to hold all departments accountable to ensure higher quality outcomes. Holding departments accountable will be aided by utilizing tracking data on trends of measurable results. Through this process we can also discover best practices that should be promoted and shared. As Governor, I will look to the non-profit sector for solutions to some of our most difficult issues as well as explore and expand pay for success models such as ROCA Inc. from Chelsea/Springfield.

 

4. Civic engagement is the backbone of the nonprofit sector, with more than 1.3 million Massachusetts residents volunteering each year. What would you do as Governor to encourage citizen philanthropy and volunteerism? 

As Governor, I will use the bully pulpit to be a strong advocate and supporter of non-profits and volunteerism. I will encourage volunteerism for all state employees. In addition, many of our school systems currently require a minimum number of community service hours to be completed by each student as a graduation requirement. I would encourage this practice to be expanded statewide for all of our high schools.

 

5. Nonprofits exist to serve the public interest and advance the common good and have been granted tax exempt status to further these efforts. As Governor, how would you protect this exemption for nonprofits and preserve the public trust that makes it possible? 

As Governor, I will allocate a certain portion of the budget to promote volunteerism and personally lead by example. I will oppose efforts that are designed to impact the tax-exempt status of non-profits.

 

6. Nonprofits provide critical social safety net and quality of life services, often in close partnership with government. As Governor, how would your administration strengthen nonprofit and government collaboration? 

I believe strongly that organizations cannot succeed if they do not have predictable and stable funding. I will work on long-term planning for state priorities that ensures our non-profit contracts are adequately funded, paid on time and have a predictable funding stream that extends beyond one year. I will also work to streamline reporting and procedures for grants and contracts so that non-profits can focus on the important work of delivering services instead of being burdened by unnecessary bureaucracy. In addition, in our first hundred days in office we will initiate an audit of all technology to ensure compatibility across systems to reduce duplication and redundancy.

 

7. The leadership structure put in place in the beginning of a Governor’s tenure is an indication of their priorities. Given the importance of nonprofits in Massachusetts, and their many and strong partnerships with the Commonwealth, where within your administration would you place a high level position responsible for ensuring the nonprofit sector as a whole has a voice at the table? 

I plan to have a member of the non-profit community as a member of my transition team to help ensure strong collaboration between the non-profit sector and state government. I also plan to appoint a liaison between my office and the non-profit community to ensure continued quality outcomes and the advancement of the industry as a whole.

 

411-Staff Resources

The following information is for nonprofit employees.

College Cost Reduction Act

The CCRA helps professionals in the nonprofit sector by offering a loan forgiveness program for those who apply and qualify. Read an overview of student loan forgiveness here.

If you meet three criteria, the CCRA will cover the remaining balance (principal and interest) on your student loans after you’ve made 120 payments.  The three key parts of the program require that you have eligible loans, make qualifying payments and work for a qualifying public service organization.

Equal Justice Works has some great webinars, worksheets and presentations which offer both a broad overview and some specific information about the CCRA:

http://www.equaljusticeworks.org/resources/student-debt-relief/student-debt-relief-webinar-series

Here are some more helpful resources:

Coronavirus and Massachusetts Nonprofits

Last updated Thursday, June 4, 2020.

MNN acknowledges the impacts of the coronavirus (COVID-19) outbreak on Massachusetts nonprofits as employers, conveners, and service providers. Click the links below to be directed to:

Go to Flash Poll Results (poll duration: 3/11-3/18)

MNN and Philanthropy Massachusetts are conducting a survey on the economic impacts of COVID-19 on Massachusetts nonprofits. The 5-minute survey is intended to collect real-time data on the virus’s economic impacts and will be open for the next few weeks. Click here to take the survey.


PHILANTHROPIC AND GOVERNMENT RELIEF

Philanthropic and governments across Massachusetts are setting up funds to support organizations and communities that have been impacted by the coronavirus. See below for a list of funds. MNN is updating this list as often as possible.

*To see this list as an interactive Google map, click here. For a complete listing of COVID-19 grants for Massachusetts nonprofits, click here.

Additional philanthropic funds can be found on Philanthropy Massachusetts’s website here.


REOPENING RESOURCES


PPP LOAN APPLICATION RESOURCES

  • Congress passed the Paycheck Protection Program Flexibility Act. The Act will give nonprofits more time and flexibility in using PPP loans. Most notably, the Act extends the rehiring deadline and forgiveness period from June 30 to December 31, 2020. It will also reduce the 75 percent payroll ratio requirement to 60 percent. The bill passed the Senate on June 3, 2020 and awaits the President’s signature. Click here for an analysis.
  • On Friday, May 22, the Small Business Administration (SBA) issued interim final guidance on PPP loan forgiveness. Our national partners at the National Council of Nonprofits have conducted a thorough analysis of this guidance. Click here.
  • On Friday, May 15, the Small Business Administration (SBA) issued the application form and instructions for Paycheck Protection Program (PPP) loan forgiveness. The application allows borrowers to calculate payroll costs using an “alternative payroll covered period,” provides options for including eligible payroll and non-payroll expenses paid or incurred during the eight-week loan period, and explains statutory and regulatory exemptions from loan forgiveness reduction based on rehiring by June 30. When releasing the application, the SBA acknowledged more loan forgiveness information is needed.
    • AAFCPAs has additional information–including step-by-step loan forgiveness calculation instructions–here.
  • New FAQs on the PPP Loan Program were published by the SBA and Treasury Department on May 13 and are accessible here. Notably, the SBA extended the safe harbor deadline for returning PPP loan funds from May 14 to May 18.
  • The Federal Reserve Bank of Boston published these resources for nonprofits, including a list of organizations able to provide technical assistance.
  • TSNE MissionWorks published this step-by-step application guide to help nonprofits prepare an application for a PPP loan. In addition, they are providing up to six hours of 1-on-1 virtual application assistance: sign ups are here.
  • The CARES Act Support Team, supported by the Fish Family Foundation, has put together a free playbook of application resources and assistance for nonprofits: click here.
  • FMA has additional resources and free virtual application workshops for nonprofits interested in applying for the Paycheck Protection Program: click here.
  • PPP Loan Forgiveness Calculator: click here.

FEDERAL AND STATE POLICY UPDATES

Federal and state government policy relief efforts are underway, and MNN is engaged in communication and advocacy at all levels to ensure that nonprofits are included in any appropriations and other relief policies. Read our full initial list of policy recommendations here, and about MNN’s policy response here

MNN will be making regular updates to the COVID-19 Policy Response section of its blog here.

Below is a list of state and federal policy developments to date.

Federal Policy Updates

Congress Passes Paycheck Protection Program (PPP) Extension

Congress passed the Paycheck Protection Program Flexibility Act. The Act will give nonprofits more time and flexibility in using PPP loans. Most notably, the Act extends the rehiring deadline and forgiveness period from June 30 to December 31, 2020. It will also reduce the 75 percent payroll ratio requirement to 60 percent. The bill passed the Senate on June 3, 2020 and awaits the President’s signature. Click here for an analysis.

National Survey of Self-Insured Nonprofits

Does your nonprofit elect to self-insure under the state’s unemployment insurance system? The National Council of Nonprofits is advocating for federal relief for self-insured nonprofits facing untenable UI insurance costs related to COVID-19. The survey collects input from organizations across the country to inform the Council’s advocacy. Take their short, entirely confidential survey here.

Save Organizations that Serve (SOS) America Act

On March 27, Representatives Seth Moulton (D-MA) and Brian Fitzpatrick (R-PA) introduced the Save Organizations that Serve (SOS) America Act. The legislation would provide emergency funding for nonprofits and create a universal charitable deduction. The representatives are also advocating for nonprofits of any size to qualify for newly-expanded Small Business Administration (SBA) loans. Read our blog here for more detailed information.

The SOS America Act would:

  • Expressly provide charitable nonprofits with $60B for any emergency funding proposals. The bill provides for $60 billion in emergency support for charitable nonprofits and a mechanism to rapidly infuse cash to those organizations serving immediate needs in communities facing lost and declining revenue due to the pandemic.
  • Create a robust universal charitable deduction. Improve the proposed above-the-line charitable deduction of the CARES Act (which set a $300 cap) by significantly raising the cap and allowing all taxpayers to immediately claim the deduction on their 2019 taxes and beyond.

The Coronavirus Aid, Relief, and Economic Security Act (CARES Act)

On Thursday, April 23, the U.S. House passed the $484 billion interim spending bill that replenishes the Paycheck Protection Program (PPP). The Paycheck Protection Program and Health Care Enhancement Act, H. R. 266, provides $310 billion in additional funding for PPP, including $60 billion earmarked for lending by smaller financial institutions; $60 billion for SBA’s Economic Injury Disaster Loan (EIDL) program; $75 billion in additional funding for hospitals; and $25 billion for increased testing for COVID-19. The President has expressed support for the bill and is expected to sign it.

Applications for Round 2 of the PPP loan program open Monday, April 27 at 10:30 am; the application process will be done on a first-come, first-served basis. It is recommended that nonprofits prepare their applications as much as possible to be able to submit once the date is announced. 

On March 27, the President signed into law the CARES Act. Below are three significant pieces of this bill that impact nonprofits. For a full analysis on the implications of this Act on nonprofits, read the National Council of Nonprofits’ analysis on the MNN’s COVID-19 Policy Response blog here.

  • Paycheck Protection Program Loans: Provides funding for special emergency loans of up to $10 million for eligible nonprofits and small businesses, permitting them to cover costs of payroll, operations, and debt service, and provides that the loans be forgiven in whole or in part under certain circumstances. Note: These are in addition to the SBA Economic Injury Disaster Loans (EIDL), which are available to nonprofits of any size.
    • The CARES Act Support Team, supported by the Fish Family Foundation, has put together a free playbook of application resources and assistance for nonprofits: click here.
    • FMA has additional resources and free virtual application workshops for nonprofits interested in applying for the Paycheck Protection Program: click here.
    • SBA announced interim final rules for loans as part of the Paycheck Protection Program. Click here for the rules.
  • Main Street Business Lending Program: On April 9, the Treasury Department announced the initial details about its progress in implementing Section 4003 of the CARES Act, which called on the Treasury to create a loan program for nonprofit and for-profit employers with between 500 and 10,000 employees. In response, the Treasury said that it is setting up a Main Street Business Lending Program that will apply to employers with up to 10,000 employees or annual revenues of less than $2.5 billion. Notably, the Department is removing the 500-employee floor so that smaller organizations can also apply. It’s setting up two programs: the Main Street New Loan Facility and the Main Street Expanded Loan Facility. The Federal Reserve would oversee loans of at least $1 million and a maximum of $25 million (New) or $150 million (Expanded). Loans would have a four-year maturity and would not be forgivable. Details of the program are still in process; nonprofits can provide direct input until April 16 at this website.
    • On Wednesday, April 15, MNN submitted comments to the Federal Reserve urging the Treasury and the Fed to ensure that the forthcoming mid-size loan program extends both eligibility and desirable loan terms to the nonprofit sector. To date, nonprofits with 500 employees or more have not been eligible for the Small Business Administration Loan Programs. See MNN’s comments here.
  • Unemployment and Self Insured Nonprofits: Reimburses self-funded nonprofits for one half of the costs of benefits provided to their laid-off employees. This is explained in a recent blog article.
    • MNN is leading a coalition of associations to advocate for additional state relief/hold harmless for self-insured nonprofits, and a 120-day deferment of payments owed by organizations that self-insure for unemployment. MNN has been working with Senate leaders on S.2618 which proposes the deferment as an initial step. Click here for a letter we sent to the Baker-Polito Administration and legislative leaders.
  • Federal Charitable Giving IncentiveThe CARES Act contains a one-time, above-the-line deduction for cash contributions of up to $300 made to certain qualifying charities. All taxpayers would be eligible to take the deduction, even people who use the standard deduction. The incentive applies to contributions made in 2020 and would be claimed on tax forms next year. The new deduction would not apply to non-cash gifts or to gifts contributed to donor advised funds. For those who itemize their deductions, the bill would suspend for 2020 the normal limit on deductions for contributions, ordinarily 50 percent of adjusted gross income (AGI) or 60 percent for cash. For corporations, the limit on deductions for contributions, ordinarily 10 percent of AGI, is elevated to 25 percent for 2020. Food donations from corporations would be available to 25 percent, up from the current 15 percent cap.

Independent Sector has a helpful website on the implications of the CARES Act for small and large nonprofits – click here.

Families First Coronavirus Response Act

On March 24, the U.S. Department of Labor (DOL) announced the release of initial guidance on the new paid leave law.

On March 19, the President signed into law, H.R. 6201, the Families First Coronavirus Response Act. The bill includes a complex set of temporary paid leave mandates and employer reimbursement provisions, as well as funding for free coronavirus testing, food nutrition security, and unemployment extension. For a full analysis on the implications of this Act on nonprofits, read the National Council of Nonprofit’s analysis on the MNN’s COVID-19 Policy Response blog here.

For more information, read these PowerPoint slides from the National Federation of Independent Businesses.

U.S. Small Business Administration Federal Disaster Loans

The U.S. Small Business Administration (SBA) will offer low-interest federal disaster loans for working capital to Massachusetts small businesses and nonprofits of any size suffering substantial economic injury as a result of the Coronavirus (COVID-19). Apply here.

Loan details:

  • Small businesses, including nonprofit organizations, that have been financially impacted as a direct result of the Coronavirus (COVID-19) since Jan. 31, 2020, may qualify for Economic Injury Disaster Loans of up to $2 million to help meet financial obligations and operating expenses which could have been met had the disaster not occurred. The interest rate for private non-profit organizations is 2.75 percent. SBA offers loans with long-term repayments in order to keep payments affordable, up to a maximum of 30 years and are available to entities without the financial ability to offset the adverse impact without hardship.
  • Applicants may apply online, receive additional disaster assistance information and download applications at https://disasterloan.sba.gov/ela. Applicants may also call SBA’s Customer Service Center at (800) 659-2955 or email disastercustomerservice@sba.gov for more information on SBA disaster assistance. Individuals who are deaf or hard‑of‑hearing may call (800) 877-8339. Completed applications should be mailed to U.S. Small Business Administration, Processing and Disbursement Center, 14925 Kingsport Road, Fort Worth, TX  76155.

The deadline to apply for an Economic Injury Disaster Loan is Dec. 18, 2020

Form 990 Due Date Extension

On April 9, the IRS announced that it will extend relief to all taxpayers and entities that have a filing deadline between April 1-July 15th. For nonprofits, this applies to the IRS Form 990. The 990 is typically due on the 15th day of the 5th month following the end of the organization’s taxable year. For organizations that operate on a fiscal year ending December 31st, that means that the Form 990 is due on May 15th of the following year. Following this announcement, organizations will now have until July 15th to file their 990, without having to request an extension.

Federal Grants Flexibility

The federal Office of Management and Budget (OMB) has posted instructions allowing federal agencies to issue exceptions to the grants rules in the OMB Uniform Guidance to remove administrative impediments on services necessary to carry out the emergency response related to COVID-19. The Memo (M-20-11) encourages flexibility in processing renewals of grants, allows looser reimbursement and purchasing standards, and more.

State Policy Updates

Governor Baker Releases State Reopening Plan

On Monday, May 18, Governor Charlie Baker released the four-phase reopening plan for Massachusetts. The plan, which was developed by the Reopening Advisory Board, provides guidance on the phased reopening of the economy and the gradual easing of social restrictions while minimizing the health impacts of the COVID-19 pandemic. The four phases of the plan, which are named “Start,” “Cautious,” “Vigilant,” and “New Normal,” will last at least three weeks each. Progression between phases will be determined by state officials and will be based on health metrics such as decrease of new COVID-19 cases, the decrease of hospitalization rates, and the increase of testing capacity. 

For more information, read MNN’s May 18 edition of the COVID-19 Nonprofit Update here. For resources and tools to help your nonprofit prepare at the appropriate time, click here.

Empowerment Grants for Small Businesses in Gateway Cities from State Treasurer’s Office of Economic Empowerment

The State Treasurer’s Office of Economic Empowerment (OEE) is now accepting applications for Empowerment Grants for Small Businesses as an acknowledgement of the devastating economic impact that the COVID -19 pandemic has had on the Massachusetts small business community. Grants of up to $2,500 are being offered to small businesses–including eligible nonprofits–serving Massachusetts Gateway Cities. The State Treasurer’s Office of Economic Empowerment encourages minority-owned, women-owned, veteran-owned, and/or immigrant-owned small businesses located in Gateway communities to apply. Applications are due by Friday, May 29. Click here for a program summary and here to submit an application.

State Form PC Filing Deadline Extended 6 Months

Due to the widespread disruptions caused by the COVID-19 pandemic, the Non-Profit Organizations/Public Charities Division of the Office of the Massachusetts Attorney General has announced that it is extending by six months the deadline for all nonprofit filings for fiscal year 2019. This extension is in addition to the automatic six-month extension that many charities are granted. Click here for more information on how to submit Form PC.

Economic Injury Disaster Loans

On March 19, the Massachusetts Growth Capital Corporation had announced that it was no longer accept applications to the Economic Injury Disaster Loan Funds “due to the availability” of funds. Applications are currently being reviewed. The fund was originally given a $10 million infusion. Check Massachusetts Growth Capital Corporation’s website here for updates.

Unemployment Insurance

If your nonprofit is facing difficult decisions regarding its workforce, consult MNN’s document, “Three Steps for Nonprofit Leaders Faced with Difficult Workforce Decisions.”

Unemployment Insurance: 120-Day Deadline Extension for Nonprofits

Governor Baker signed into law S.2618, which provides additional unemployment insurance flexibilities to those affected by COVID-19. The law includes a provision that MNN and a coalition of nonprofits advocated for: a 120-day delay in claim payments owed by nonprofits to the Commonwealth’s Unemployment Insurance trust. The law also exempts employers’ experience rating (which determines the amount of quarterly taxes that contributory organizations pay) from being impacted by the surge in COVID-19 related claims. MNN continues to advocate at the federal-level to simplify UI payment for self-insured nonprofits, and is in communication with the Department of Unemployment Assistance to secure additional guidance on the timeline for unemployment insurance billing for self-insured employers.

On April 9, 2020, the Department of Unemployment Assistance announced its implementation of three new public benefit programs that will a) expand unemployment eligibility; b) temporarily increase weekly benefits for all claimants; and c) allow additional categories of people to claim unemployment benefits. This new guidance follows unemployment expansions included in the federal CARES Act. See the updates here.

To assist individuals who cannot work due to the impact of COVID-19, on March 18, 2020, the Baker administration signed into law emergency legislation that allows new claims to be paid more quickly by waiving the one week waiting period for unemployment benefits.

The MA Executive Office of Labor and Workforce Development is also filing emergency regulations that will allow people impacted by COVID-19 to collect unemployment if their workplace is shut down and expects to reopen in four or fewer weeks. The following conditions apply:

  • Workers must remain in contact with their employer during the shutdown.
  • Workers must be available for any work their employer may have for them that they are able to do.
  • An employer may request to extend the period of the covered shut-down to eight weeks, and workers will remain eligible for the longer period under the same conditions described above.
  • If necessary, DUA may extend these time periods for workers and employers.

See more information on unemployment and other employment issues here.

Notes:

  • Pending federal legislation proposes further relief, including additional money for unemployment benefits, and relief to employers for charges related to unemployment benefits paid due to COVID-19.
  • For assistance with unemployment claims, check the MA Department of Unemployment Assistance (DUA) COVID-19 website.

Relief for Nonprofit Boards

On April 3rd, Governor Baker signed into law emergency provisions that will permit nonprofits to relax their governance practices in light of public meeting limitations presented by COVID-19. The provisions at Section 16 of Chapter 53 of the Acts of 2020 will temporarily allow members to meet remotely and vote by proxy.

Hemenway and Barnes has a helpful guide explaining what these emergency provisions mean for remote members meetings and governance: click here.

Governor Baker Issues Shelter-in-Place Advisory, Closes Non-Essential Businesses Until May 18

On Monday, March 23, Governor Charlie Baker issued a shelter-in-place advisory, closed all non-essential businesses, and issued other important updates. The advisory was later extended until May 18, 2020. For more information, click here.


ACTIONS AND RESOURCES FOR NONPROFITS

How might the outbreak affect nonprofits?
As key service providers and organizations in frequent contact with the community, nonprofits may potentially face these and other impacts:

  • increased and sustained staff and volunteer absences;
  • disruption of services to your clients and communities;
  • disruption of supplies or services provided by your partners;
  • cancellation of programs or events (and corresponding reduced revenue);
  • increased demand for services/support from your clients and communities; and
  • budgetary implications related to strains on the economy.

What can nonprofits in Massachusetts do to respond?
Nonprofits should consider rescheduling or canceling programs or events, revisiting their work from home and sick leave policies, and thinking through ways to effectively communicate COVID-related updates with employees and other stakeholders. Nonprofits should also stay informed throughout the duration of the outbreak from reputable sources like the Centers for Disease Control (CDC) and the Massachusetts Department of Public Health.

Rescheduling or cancelling programs or events
Effective Sunday, March 15, the Commonwealth of Massachusetts has banned gatherings of over 25 people. The order also banned in-house consumption in restaurants and bars, and closed public schools for the next three weeks (until April 5). Nonprofits should familiarize themselves with the full language of the ban here and stay up to date with news reports.

Additional considerations for rescheduling or cancelling programs and events include:

Revisit work from home and sick leave policies
Nonprofits may be considering adjustments to or implementations of a work from home policy out of concern for their employees’ health. Nonprofits should:

Communicate
Nonprofits play an important role in educating and reassuring employees, volunteers, and other stakeholders.

  • Talk with your team. Reassure your team that you care about their health and safety.
  • Make telecommuting options available for as many employees as possible. For businesses in which telecommuting is not an option or for particular duties that cannot be performed remotely, follow poper steps above to limit close contact, and prevent the spread of disease.
  • Urge employees to stay home if sick.
  • Promote good hygiene (washing hands frequently, covering coughs, cleaning frequently-touched surfaces, etc.).
  • Remind employees of your organization’s policies related to illness and sick leave, and be flexible with sick leave benefits for those who are ill or who are recommended to stay home because they are high risk.
  • Place posters that encourage staying home when sickcough and sneeze etiquette, and hand hygiene at the entrance to your workplace and in other workplace areas where they are likely to be seen.
  • Be mindful that different members of your team may perceive the threat differently or have special concerns based on their life circumstances. For example, persons with elderly family members may be especially concerned, and Asian Americans are likely facing increased racism. Leaders should be prepared to recognize, respond to and prevent stigma and discrimination in the workplace. Do not make determinations of risk based on race or country of origin, and be sure to maintain confidentiality regarding the health of specific employees. Speak out if you see this happening. (Seattle & King County Public Health developed a great infographic.)
  • Read the Communications Network’s free “Coronavirus Crisis Communications Triage Kit” for how to communicate about the disease clearly, accurately, and effectively.

Travel
As of Friday, March 13, the CDC has issued a Level 3 travel notice (avoid all non-essential travel) for China, Iran, South Korea, and European countries, and a Level 2 notice (older or chronically ill individuals should consider postponing) for Japan. The Trump Administration instituted additional restrictions on travel from China, Iran, and Europe. Nonprofits should:

  • Postpone or cancel business-related travel to countries with travel notices or restrictions and seek alternative means of achieving the purpose of the trip.
  • Continue to monitor the CDC and other health organizations for updates on and exercise reasonable judgment in determining the best course of action for employee work travel. There are no current domestic travel restrictions.
  • Note that employers may not prohibit employees from personal travel. However, they may impose restrictions on employees returning from affected areas or potentially exposed to the virus, such as a two-week work-from-home or leave arrangement.

Stay informed

Financial planning

Other resources

Resources for individuals needing assistance

  • Mass211 – free hotline available 24/7 that connects Massachusetts residents with assistance programs. Dial “2-1-1”
  • Massachusetts Health Connector – if you need health insurance, you may qualify for coverage through the Health Connector if you’ve lost coverage from a job: an extended enrollment period is available through May 25, 2020 in response to the COVID-19 outbreak.
  • FoodSource Hotline – free hotline available through Project Bread that provides referrals to food banks and pantries across Massachusetts. Dial “1-800-377-1292”
  • MassLegalHelp – resources from Massachusetts legal aid programs to help residents with legal matters.
  • The Phoenix – offering live-streamed classes for people looking for addiction recovery services.

Special Education Teachers – Special Education in Institutional Settings (SEIS) – Worcester MA

The Collaborative for Educational Services (CES) is currently seeking a a MA licensed secondary level Special Education Teacher to work in an adolescent Department of Mental Health program site in Worcester, MA for the remainder of the school year (2019-2020). Massachusetts license, secondary level, required. Appropriate teacher license in Special Education desirable.

Teachers in SEIS schools are part of the Massachusetts Teachers’ Retirement System. Successful candidates may be eligible for the teacher loan forgiveness program.

Who We Are: Dedicated and collaborative teams of educators committed to supporting teaching excellence through coaching, professional development and excellent administrative support. CES prides itself on providing robust and engaging learning opportunities to all its teachers.

We value: Quality and excellence, innovation, creativity and vision, inclusiveness, equity and diversity and collaboration with others. Creating a community of care is foundational to the work we do… together!

Social Justice and Equity work is central to our mission, especially in these times. We understand that all forms of oppression are damaging. We engage in this work pro-actively and purposefully, with the intent of positive outcomes, and because we need to.

We hope that you will join us in this work!

This is you:
You have a passion for teaching all students, especially those who have been marginalized.
You value professionalism and culturally responsive teaching.
You love to learn! You strive to understand emerging trends in education, seek to thoughtfully employ best practices, support diversity, equity and inclusion (DEI).
You recognize that addressing societal oppression and inequities requires ongoing education and a commitment to allyship.
Highlights of What You Will Do:
Develop and implement curriculum lessons and mini-units, assessing and modifying as designated in student IEPs.
Provide content area instruction, integrating students’ IEP goals and objectives, learning style information, accommodations and modifications as appropriate.
Implement effective instructional strategies and research based on curriculum, in accordance with the Standards and Indicators of Effective Teaching and with host facilities’ policies and procedures.
We are especially excited about candidates with experience working in institutional settings.
Review of resumes will begin immediately and continue until the position is filled.

Interested candidates must apply through the CES web-site. Click on the link below to apply today!
https://www.collaborative.org/employment/special-education-teachers-special-education-institutional-settings-seis-worcester-ma

ELA Teacher – Special Education in Institutional Settings (SEIS) – DMH Worcester, MA

The Collaborative for Educational Services (CES) is currently seeking a dedicated ELA Teacher to work in adolescent Department of Mental Health program site in Worcester, MA for the remainder of the school year (2019-2020). Massachusetts license, secondary level, required. Appropriate teacher license in Special Education desirable.

Teachers in SEIS schools are part of the Massachusetts Teachers’ Retirement System. Successful candidates may be eligible for the teacher loan forgiveness program.

Who We Are: Dedicated and collaborative teams of educators committed to supporting teaching excellence through coaching, professional development and excellent administrative support. CES prides itself on providing robust and engaging learning opportunities to all its teachers.

We value: Quality and excellence, innovation, creativity and vision, inclusiveness, equity and diversity and collaboration with others. Creating a community of care is foundational to the work we do… together!

Social Justice and Equity work is central to our mission, especially in these times. We understand that all forms of oppression are damaging. We engage in this work pro-actively and purposefully, with the intent of positive outcomes, and because we need to.

We hope that you will join us in this work!

This is you:
You have a passion for teaching all students, especially those who have been marginalized.
You value professionalism and culturally responsive teaching.
You love to learn! You strive to understand emerging trends in education, seek to thoughtfully employ best practices, support diversity, equity and inclusion (DEI).
You recognize that addressing societal oppression and inequities requires ongoing education and a commitment to allyship.
Highlights of What You Will Do:
Develop and implement curriculum lessons and mini-units, assessing and modifying as designated in student IEPs.
Provide content area instruction, integrating students’ IEP goals and objectives, learning style information, accommodations and modifications as appropriate.
Implement effective instructional strategies and research based on curriculum, in accordance with the Standards and Indicators of Effective Teaching and with host facilities’ policies and procedures.
We are especially excited about candidates with experience working in institutional settings.
Review of resumes will begin immediately and continue until the position is filled.

Interested candidates must apply through the CES web-site. Click on the link below to apply today!
https://www.collaborative.org/employment/ela-teacher-special-education-institutional-settings-seis-dmh-worcester-ma

Middle School Math Teacher – Special Education in Institutional Settings (SEIS) – Tewksbury, MA

The Collaborative for Educational Services (CES) is seeking a MA Licensed secondary level Math Teacher to work at an adolescent Department of Mental Health program in Tewksbury, MA for the remainder of the 2019-2020 school year. Experience working in institutional settings a plus. Appropriate teacher license in special education is also desirable.

We may also consider unlicensed applicants – if you feel this is the right job for you, please apply! CES has a Licensure Program to help you get your teaching career off to a great start. Our convenient locations and hybrid-online format can help you easily make the transition to licensed teaching.

This is a union contract position; salary is based on union scale which includes paid personal and sick time. If you need it, sick leave may be advanced; 4.5 days for new hires; prorated based on start date. Teachers are part of the teachers’ state retirement system (MTRS) or the State Retirement System. Qualified staff may receive loan forgiveness – up to $17,500!

Who We Are: Dedicated and collaborative teams of educators committed to supporting teaching excellence thru coaching, professional development and excellent administrative support. CES prides itself on providing robust and engaging learning opportunities to all its teachers.

We value: Quality and excellence, innovation, creativity and vision, inclusiveness, equity and diversity and collaboration with others. Creating a community of care is a foundational to the work we do… together!

Social Justice and Equity work is central to our mission, especially in these times. We understand that all forms of oppression are damaging. We engage in this work pro-actively and purposefully, with the intent of positive outcomes, and because we need to.

We hope that you will join us in this work!

This is you:

You are an innovative, creative and collaborative secondary level Math Teacher; or an educator willing to secure an 8-12 level license at renewal, or within 2 years of renewal which occurs in the 19-20 academic year.
You have a passion for teaching, especially youth who have been placed at risk.
You welcome the opportunity to teach small classes which are personalized that focus on academic and behavioral success.
You value professionalism, positive youth development, and culturally responsive teaching.
You love to learn! You strive to understand emerging trends in education, seek to thoughtfully employ best practices, support diversity, equity and inclusion (DEI).
You recognize that addressing societal oppression and inequities requires ongoing education and a commitment to allyship.
Highlights of What You Will Do:

Provide effective, high quality, direct educational instruction to youth assigned to DMH.
Participate and implement effective instructional strategies and research based curriculum.
Develop and implement curriculum lessons and mini-units, assessing and modifying as designated in student IEPs.
Provide content area instruction, integrating students’ IEP goals and objectives, learning style information, accommodations and modifications as appropriate.
Review of resumes will begin immediately and continue until the position is filled.

Interested candidates must apply through the CES web-site. Click on the link below to apply today!
https://www.collaborative.org/employment/middle-school-math-teacher-special-education-institutional-settings-seis-tewksbury-ma

Math Teacher – Special Education in Institutional Settings (SEIS) – Tewksbury, MA

The Collaborative for Educational Services (CES) is seeking a MA Licensed secondary level Math Teacher to work at an adolescent Department of Mental Health program in Tewksbury, MA for the remainder of the 2019-2020 school year.  Experience working in institutional settings a plus.

We may also consider unlicensed applicants – if you feel this is the right job for you, please apply!  CES has a Licensure Program to help you get your teaching career off to a great start.  Our convenient locations and hybrid-online format can help you easily make the transition to licensed teaching. 

This is a union contract position; salary is based on union scale which includes paid personal and sick time.  If you need it, sick leave may be advanced; 4.5 days for new hires; prorated based on start date. Teachers are part of the teachers’ state retirement system (MTRS) or the State Retirement System. Qualified staff may receive loan forgiveness – up to $17,500!

<b>Who We Are:</b> 
Dedicated and collaborative teams of educators committed to supporting teaching excellence thru coaching, professional development and excellent administrative support.  CES prides itself on providing robust and engaging learning opportunities to all its teachers.

<b>We value:</b>
Quality and excellence, innovation, creativity and vision, inclusiveness, equity and diversity and collaboration with others. Creating a community of care is a foundational to the work we do… together!

Social Justice and Equity work is central to our mission, especially in these times. We understand that all forms of oppression are damaging. We engage in this work pro-actively and purposefully, with the intent of positive outcomes, and because we need to. 

We hope that you will join us in this work!
 
<b>This is you:</b>

You are an innovative, creative and collaborative secondary level Math Teacher; or an educator willing to secure an 8-12 level license at renewal, or within 2 years of renewal which occurs in the 19-20 academic year.

You have a passion for teaching, especially youth who have been placed at risk.

The opportunity to teach small classes which are personalized that focus on academic and behavioral success.

You value professionalism, positive youth development, and culturally responsive teaching.

You love to learn! You strive to understand emerging trends in education, seek to thoughtfully employ best practices, support diversity, equity and inclusion (DEI). 

You recognize that addressing societal oppression and inequities requires ongoing education and a commitment to allyship. 

<b> Highlights of What You Will Do:</b>  

Provide effective, high quality, direct educational instruction to youth assigned to DYS.

Participate and implement effective instructional strategies and research based curriculum.

Support the development and implementation of multiple pathways for learning, including, as appropriate, GED preparation, diploma, post-secondary coursework, career exploration, and vocational opportunities.

Integrate individual student’s education background information to design instruction, including IEP goals and objectives, EYF education and career goals, learning style information, and accommodations as needed.

Review of resumes will begin immediately and continue until the position is filled. 

To Apply, access the application here: https://www.collaborative.org/employment/math-teacher-special-education-institutional-settings-seis-tewksbury-ma