1. 2017 Chapter Leadership Training NOTES PAGES
Secretary & Treasurer
Dear Workshop Facilitator:
Welcome everyone to the workshop – Session is 1 hr and 30 min.
the real learning from this workshop will come from one another via discussion, questions, and maybe even some spirited debate.
Format – Write down any questions you have on your handout (if you have one, otherwise, use the paper provided by the hotel.
Feel free to ask any clarifying questions as we go through the presentation, but most of the learning will actually come after the presentation when we will have breakout sessions where your fellow attendees will help you brainstorm and share what has worked in their own chapter
Chapter Leadership Training
NMA...THE Leadership Development Organization

2. Definition: Secretary
An officer of the organization who deals with correspondence, facilitates new members, and organizes official meetings and events.
A SECRETARY has many administrative duties. In addition to serving as the “Office Manager” actions include:
Communication throughout the organization
Reporting actions
Distributing notices and agendas
Forwarding status reports
Recording minutes
Managing and maintaining membership records
Preparation of meeting documents
Coordinating with other Chapter Leaders
Realizing that all chapters are different and that some chapters have different responsibilities assigned to different offices, here are the standard duties and responsibilities for a Chapter Secretary (they may be different at your particular chapter):
Administrator
Perform administrative functions
record keeping
reporting
corresponding
keeping & maintaining membership records
preparing & distributing meeting notices/agendas
coordinating with other chapter leaders
Executive Committee Member
Serve as member of the Chapter’s Executive Committee and participate in decisions and actions
Committee Director
Directs committees as assigned
Directs the awards manager or perform these functions
Chapter Office Manager
Serve as office manager for the chapter

3. Administrative Responsibilities
Maintaining Chapter Records
Corresponding communication among prospective members, new members and Chapter Leaders
Reminding membership about upcoming events
Delegating to Chapter members for learning opportunities to emerging leaders
Keeping Informed of changes in Chapter, Chapter host organization and how they relate to the National organization
Compiling annual schedule of milestones and calendar of events
Coordinating with Treasurer to maintain accurate membership records and reporting between NMA National office and the Chapter host organization
Maintain all chapter records & keep up-to-date
Minutes of board and executive committee meetings
Maintain listing of committee personnel
Obtain & file detailed reports and activities from committee chairmen
Keep attendance records
Process membership applications
Keep record of expenditures for supplies, postage & equipment. This will be invaluable to your Treasurer!
Keep record of all chapter correspondence
Send all monthly membership reports to NMA headquarters
Keep NMA headquarters informed on changes in officers, committee chairmen, company executives, election & installation dates, etc. This can all be done electronically.
Report to president before each meeting, i.e., new members, chapter activities.
Make annual report of chapter activities to chapter board of directors
Maintain membership records, keep them up-to-date, and report any changes to NMA headquarters
Remind Officers and members of upcoming events
Send out notices of regular and special meetings
Schedule meetings for all events to avoid conflicts in dates
Compile and publish a calendar of these events
Delegate a reasonable share of detail work to others
Keep Informed - make an effort to keep informed about what's going on in the chapter

4. Communication Flow Chapter Other Chapters National Director
Headquarters
Area
Council
Chapter
Communicator
Establish communication links with other NMA entities
NMA Headquarters
National Director
Council
(if your chapter is a member of a council)
Other NMA Chapters

5. Agenda: order of business
Call the meeting
Include when, where and anticipated duration
Consider which stakeholders and participants are needed to achieve the meeting objective, and be careful not to invite more people than necessary. Perhaps smaller pre-meetings are beneficial?
The specific objective or purpose of the meeting
Composition
Detailed, in a logical sequence and allowing
the participants easy preparation. Attach
further information, phrases or references
that more participants otherwise will have
to research individually.
Content
Time the agenda to continuously verify you are on track, and prioritize it in case you cannot complete the full agenda within the meeting duration. Remember to include time to end with a quick summation (minutes) of the achieved meeting objectives, decisions made and the open tasks with responsible names attached – all parts of good meeting facilitation. Keeping within the time of the agenda will make you a trusted and popular meeting facilitator!
Advantages of an Agenda
Keeps everyone on task
Allows everyone to know the schedule
Assures that all the pieces get attended to
Reminds you to ask for the member input
Assigns tasks of the project or event to the stakeholders – everyone knows what they need to do
Agenda
1. Call to Order
2. Reports
3. Unfinished Business
4. New Business
5. Adjournment
Purpose
To bring logical order to a meeting
Composition
Most agendas consist of 5 parts:
1. Call to Order
2. Reports
3. Unfinished Business
4. New Business
5. Adjournment
Content
Agendas can be expanded as much as you please by simply inserting details, for example:
2. Roll Call
3. Reading of Minutes
4. Report of Secretary
5. Report of Treasurer
6. Report of Program Committee, etc.

6. Taking meeting minutes
Content for the meeting minutes:
The heading emphasizes the purpose of the gathering
Information relating to the location of the meeting
List of those who attended (included those via voice or video conference)
The official time of the meeting dictates how management makes decisions and whether the quorum was met in the time frame
Notes related to the meeting are essential for the minutes documentation, as these notes help verify the discussions and conclusions that took place
Secretaries should document motions and vote counts for any polls conducted during the meeting, and the notes section should mention any consensus on critical topics
It is important to mention the concerns of any parties opposed to specific actions
A statement relating to the meeting officially adjourned represents the closing portion of the meeting minutes
Content
Date, place, and type of meeting
For all board meetings, list names of all persons attending
For general meeting, indicate only the number present or state that a quorum was present
Every primary motion should be noted - BE SURE TO LIST THE NAME OF THE PERSON MAKING THE MOTION
Debate on motions is usually not included; however, on key issues, it may be helpful to summarize pros and cons
Indicate whether or not motion carried
Include names of persons considered for membership
Include names of persons appointed to committees, committee chairmen, representatives, delegates, & elected officers
Include committee reports if they can be condensed into a paragraph; otherwise, ask report maker to submit a copy of the report and attach it to minutes
Record results of voting
Skeletonized Form
Lists only major items, usually numbered
Narrative Form
Usually in paragraph form and contains more detail

7. REPORTING & RECORDING Important -
Reference guide for reporting information:
New Members:
Never belonged and must pay one time registration fee
Reinstated Members:
Registration fee is waived for returning members
Renewals:
Current members renew their fees as the previous year
Retired Members:
Retirees staying with NMA pay no dues
Spousal Members:
Membership extended to spouses at $25 per year; discounts on conference attendance
Dues:
Fee schedule set up by monthly or yearly rates. Verify charter date to determine rates
Registration Fees:
Applies to new members – both chapter and individual
Substitutions:
Annual chapters may substitute for those dropped
Registration fees still apply
New Members
New members who have never belonged to NMA--must pay one-time registration fee of $20
Reinstated Members
Those individuals who have previously been a member of NMA and for some reason were dropped from the chapter roles--do not pay registration fee
Renewals
Current chapter members who are renewing their membership/ monthly or yearly
Retired Members
Those retiring from their company who wish to maintain a membership with NMA. Retired members pay NO dues
Spousal Members
Spousal membership dues are $25/year or $2.09/month; no $20 registration fee is required. Spousal members receive a 20% discount on conference registration fees when attending a conference with their spouse.
Dues
Association dues are $35 per member per year (for Payroll Chapters $2.92 per month); Chapters chartering after January 2009 pay dues of $48 per member per year (Payroll Chapter pay $4.00 per month).
Registration Fees
For those who have never been a member of NMA, there is a one-time registration fee of $20.
Substitutions (Annual Chapters)
New members may be substituted for any members dropped by the local chapter because of reasons making him/her no longer eligible to be an active member of the local chapter. Substitutions must be submitted at the same time as notification of the ineligible member’s cancellation. Only applicable to Annual Chapters that pay dues in advance. NOTE: If a substitution is a New Member, he/she must pay the one-time registration fee of $20.
Important -
Regularly report membership and send dues to NMA headquarters. You must work closely with your Treasurer to submit dues and your membership reports on time. REMEMBER: Late dues can make your chapter ineligible to give or receive awards
Membership Listing
Sent to chapter electronically prior to end of chapter’s fiscal year
Update & back to headquarters for membership reconciliation
Membership Cards
Upon request, will be sent to chapters upon receipt of their updated membership roster
Will be sent to all new members if requested
Membership Reports
Two types - annual & payroll

8. REPORTING & RECORDING Important -
Reference guide for reporting information:
Membership listing:
Forward listing to NMA National office prior to end of fiscal year
Forward slate of incoming Chapter Officers to NMA National office prior to fiscal year end
Membership cards:
Upon request NMA National staff will send organizational membership card to all new members
Membership reports:
Both annual and payroll Chapter types.
Work closely with President and Treasurer on these.
Typically the Secretary has responsibility for the reporting and Treasurer responsibility is for the payment and its recording
Tiered membership:
Special category of membership above and beyond the Chapter member or Individual member class
Senior member - Good standing 5 years or more with special leadership experience
NMA Fellow - After 3 years of standing as a Senior member
Fellow Emeritus – Fellow in good standing after retirement with continuing leadership contributions
CAR-1 reports:
Update CAR-1 forms recording Chapter activity. Submit updates monthly to the NMA National office
New Members
New members who have never belonged to NMA--must pay one-time registration fee of $20
Reinstated Members
Those individuals who have previously been a member of NMA and for some reason were dropped from the chapter roles--do not pay registration fee
Renewals
Current chapter members who are renewing their membership/ monthly or yearly
Retired Members
Those retiring from their company who wish to maintain a membership with NMA. Retired members pay NO dues
Spousal Members
Spousal membership dues are $25/year or $2.09/month; no $20 registration fee is required. Spousal members receive a 20% discount on conference registration fees when attending a conference with their spouse.
Dues
Association dues are $35 per member per year (for Payroll Chapters $2.92 per month); Chapters chartering after January 2009 pay dues of $48 per member per year (Payroll Chapter pay $4.00 per month).
Registration Fees
For those who have never been a member of NMA, there is a one-time registration fee of $20.
Substitutions (Annual Chapters)
New members may be substituted for any members dropped by the local chapter because of reasons making him/her no longer eligible to be an active member of the local chapter. Substitutions must be submitted at the same time as notification of the ineligible member’s cancellation. Only applicable to Annual Chapters that pay dues in advance. NOTE: If a substitution is a New Member, he/she must pay the one-time registration fee of $20.
Important -
Regularly report membership and send dues to NMA headquarters. You must work closely with your Treasurer to submit dues and your membership reports on time. REMEMBER: Late dues can make your chapter ineligible to give or receive awards
Membership Listing
Sent to chapter electronically prior to end of chapter’s fiscal year
Update & back to headquarters for membership reconciliation
Membership Cards
Upon request, will be sent to chapters upon receipt of their updated membership roster
Will be sent to all new members if requested
Membership Reports
Two types - annual & payroll

9. Membership worksheet
This chart is to be submitted to the NMA National Office.
Its purpose to list the actual current Chapter monthly membership totals
List contact information so members may be included in the value added benefits of the organization.
Submit with the NMA Payroll Dues form.
On this chart is a copy of the “Membership Worksheet.” Simply click on the second tab on both the Annual Chapter Dues Worksheet and the Payroll Chapter Dues Worksheets and list the actual changes in your membership (2nd page of handout)
The next chart shows when payroll dues must be paid.

10. Annual chapter dues schedule
This schedule is intended to be a reference for the Chapter leaders for submission of the Annual NMA dues to the National Office
There is a three month window for final submission, but there may be follow up from NMA National Staff or National Directors to Chapter leaders prior to or just after this time period
IF YOUR FISCAL YEAR ENDS ON LAST DAY OF:
YOUR NEW FISCAL YEAR BEGINS 1st DAY OF:
DUES ARE PAYABLE TO NMA BY THE END OF:
DUES ARE DELINQUENT IF NOT PAID BY:
June
July
September 30
August
October 31
September
November 30
October
December 31
November
January 31
December
February 28
January
March 31
February
April 30
March
May 31
April
June 30
May
July 31
August 31
On this chart, you can quickly determine when your Annual dues must be paid and the date your chapter becomes delinquent if not paid on time. These dues are paid on a yearly basis. Usually, the secretary is responsible for completing the Membership Reporting Form and the Treasurer is responsible for writing the check and making sure the dues are received at NMA on time.

11. annual chapter dues worksheet
This worksheet is invoiced by the NMA National office and to be returned electronically when complete
It is a reporting form for number of members, registration fees and the annual fee for each member
A check or electronic payment to be forwarded annually only to the NMA National office as noted on the annual chapter dues schedule
On this chart is a copy of the “Annual Chapter Dues Worksheet”. The next page in your handout is a full page copy so you can read it easier.
Chapters that chartered prior to January 2009 pay Annual Dues of $35 per member; chapter’s chartering after 2009 pay Annual Dues of $48 per member. All chapters are required to pay the $20 Registration Fee for new members.

12. Payroll chapter dues schedule
This schedule is to be used as reference in determining when the dues are to be submitted to NMA National in order to make certain the Chapter stays in good standing
There is a three month grace period, but communication may come from NMA National staff or National Directors to verify status prior to or shortly after the grace period
IF YOUR DUES ARE PAID THROUGH THE MONTH OF:
DUES ARE PAYABLE TO NMA BY THE END OF:
DUES ARE DELINQUENT IF NOT PAID BY:
June
July
September 30
August
October 31
September
November 30
October
December 31
November
January 31
December
February 28
January
March 31
February
April 30
March
May 31
April
June 30
May
July 31
August 31
On this chart, you can quickly determine when your Payroll dues must be paid and when your chapter becomes delinquent if not paid on time.
These dues are usually payroll deducted and are paid to NMA on a monthly basis. The chapter secretary customarily prepares the Payroll Chapter Dues Worksheet while the treasurer is responsible for writing the check and making sure the dues are received at NMA on time.

13. Payroll chapter dues worksheet
This worksheet is invoiced by the NMA National office and to be electronically submitted when complete
A check with a copy of the form is to be forwarded to the NMA National Office, or send electronic payment on a monthly basis
Its purpose to list the actual current Chapter monthly dues corresponding to the membership totals
Submit with the NMA Membership worksheet form.
On this chart is a copy of the “Payroll Chapter Dues Worksheet.” (distribute copies of Payroll Dues Worksheet handout) Payroll Chapters chartering after January 2009 pay $4.00 per member all other chapters pay $2.92 per member; again all new member are required to pay the $20 Registration Fee.

14. Definition: Treasurer
The Chief Financial Officer of the organization who is entrusted with the receipt, care and disbursement of funds: charged with keeping, receiving and disbursing revenues
A TREASURER has many administrative duties. In addition to serving as the “Fiscal Manager” actions include:
Preparation of a well rounded budget
Reporting balance of income and expenses
Distributing financial reports
Forwarding status reports
Recording receipts on a timely basis
Paying bills on a timely basis
Managing and maintaining membership dues records
Preparation of meeting documents
Coordinating with other Chapter Leaders
You don't have to have a degree in Finance to be the Chapter Treasurer but you do need to understand your responsibilities.
You should be able to prepare a well-rounded budget.
You must control the fiscal well-being of the chapter by keeping an eye on expenditures and making sure that people aren't going over budget.
Prepare financial reports on a regular basis for your members (income & expenses).
As Treasurer, you are responsible for both collections and payments. Your policies must be clear and public in nature.
Remember, members (and often the company) has "invested" monies in the chapter organization. All the officers are responsible for making sure that the members (and the company if applicable) get a healthy return on that investment.
Keep good records. Anyone can be audited so be prepared.
Perception of how the office holder is viewed by the members is critical. Always make sure good business ethics are followed.

15. Transitioning
Fully brief incoming Treasurer providing orientation to reporting format
Provide organized information
Analyze previous budget performance
Learn from past mistakes
Explain bookkeeping rationale
Participate in all planning sessions as a mentor
Keep goals front and center during the process
Leave good records & instructions behind!!!
Your chapter would be well served by having an Assistant Treasurer to groom for the following year.
Fully brief incoming Treasurer
Learn from past mistakes
Explain bookkeeping and rationale
Look at performance of prior budget
Participate in all planning sessions
Leave good records & instructions behind!!!
Meet with Outgoing Treasurer and Gather Data
Review and gather financial information from the current and previous budget AND income and expense statements. You need to find out where the money came from and where it was spent. Also, you need to ask yourself, who should be involved in preparing the budget?
Schedule preliminary meetings with officers
You should meet early with the previous officers and any company financial people if appropriate. Afterward, meet with current officers to determine the financial needs for the year.
Make sure your budget supports the written chapter objectives.
As you go through your budget process, you must ensure that your company goals are supported by your chapter goals and that your chapter goals are supported by the budget.

16. Budget Process
A good budgeting process engages those who are responsible for adhering to the budget and implementing the organization's objectives in creating the budget.  Both the Executive Committee and Treasurer are built into the process and a timeline is established leaving adequate time for research, review, feedback, revisions, etc. before the budget is ready for presentation to the full board.
The annual budgeting process should be documented, with tasks, responsibility assignments and deadlines clearly stated.  A good budgeting process also incorporates strategic planning initiatives and stipulates that income is budgeted before expenses.  Fixed costs are identified and related to reliable revenue.  Budgeting decisions are driven both by mission priorities and fiscal accountability.
Decide who should be involved and when: The Executive team and others who have responsibility for adhering to budgets
Write it down: Create a checklist to ensure thoroughness in the process and monitor progress
Establish an annualized timeline: Have the budget approved by the Board at least two months before the new fiscal year begins 
List specific tasks with specific responsibility assignments. List tasks specifically in the timeline.  If the responsible person knows he or she will be held personally accountable to have completed the assigned task by the deadline, it is more likely to get done
List all sources of income - List all your sources of income including but not limited to member dues, fundraisers, registration fees, etc. Be conservative in projecting income.
List all expenses expected for the year and make sure officers explain each expense - List all expense items you and your team feel will be necessary for the upcoming year and those involved are prepared to explain in detail each expense for which they are requesting $. Get a commitment from those responsible for their portion of the budget.
List assumptions for upcoming year - You must prepare for those “unexpected” expenses which may happen during the year. Plan for contingencies/reserves to take care of those expenses that just “came out of the blue!” Also, you must plan for a shortfall in income.
Present budget for approval - Present you budget to whomever is responsible for approving it.
(A sample budget is in the Treasurer’s Guide.)

17. Banking
All businesses need to deposit their money for safekeeping, to earn interest and to increase through investment
To open a bank account, the non-profit organization must first obtain a Taxpayer Identification Number, or TIN. To apply, fill out the TIN application on the IRS website
The bank account for the Chapter must be a separate account from the accounts of members
Clear records should be kept of all funds deposited into the account. Financial Accounting Standard No. 116 and Financial Accounting Standard No mandate that nonprofits maintain a balance statement, a statement of cash flow and a statement of functional expenses
All contributions to the account must be recorded before being deposited
All authorized signers must be listed on the bank account. These signers must provide their names and social security numbers and they must put their signatures on file with the bank. Typically there are 3 signatures on file: President, Treasurer and senior leader. Keep these current annually.
The bank will usually require a written description of the non-profit's check cashing procedures upon opening the account
Never pay bills with cash. Remember to get receipt for any transactions
Consider collecting Chapter dues via payroll deduction
Your chapter may be better off banking with your company’s credit union or, if you are a community chapters, with a bank who has affiliated members; however, that is not always the case.
You may want to shop around to see if you can find a bank with lower charges elsewhere. You must do whatever is best for your chapter.
NMA headquarters has at least 3 signatures on signature cards filed at the bank . Suggestion: Perhaps the Treasurer and the Chapter President should be 2 of those signatures. If someone is out of town or if someone becomes ill, business must go on. This will ensure that your chapter’s income and financial obligations will continue to be taken care of in a timely manner.
ALSO: Make sure all previous signatures on the chapter’s bank account are cancelled. If not, this can cause serious problems, delays in processing, etc.
It is a good policy to require 2 signatures on checks or online payment approvals. It’s the policy of NMA headquarters that all checks and/or online payment approvals require 2 signatures.
This helps avoid some costly mistakes and provides good “checks and balances” for the chapter.
NEVER pay bills with cash. Always use a check OR online payments. Both methods provide sufficient proof of payment if needed.
If your chapter does not currently collect dues via payroll deduction, perhaps you may consider doing so.

18. Fiscal reporting
A fiscal report is written to document the Chapter’s honest financial status at any given time
Example of key reports are:
A Balance sheet, also referred to as a Statement of financial position, reports on a company's assets, liabilities, and owners equity at a given point in time
An Income statement, also known as a Statement of revenue & expense, reports on a company's income, expenses, and profits over a period of time. A profit and loss statement provides information on the operation of the enterprise including the contributions and expenses
A Statement of retained earning, reports on the changes in equity of the company during the stated period
A Cash flow statement reports on a company's cash flow activities, particularly its operating and investing
Compare monthly and year-to-date income and expenses actual vs. budgeted
Distribute reports monthly to President and Executive Committee; Annually to membership
Hold periodic reviews with the President and/ or Executive Committee (Discuss risks/issues/concerns)
Coordinate with Chapter Secretary for reporting
Practice “squeaky clean” ethics
Financial reports should be shared with your chapter officers and board. To keep your members informed of the financial condition of the chapter, you can present a quarterly financial "update" at a general meeting or publish it in your newsletter. If you feel this is too frequent, you may present an Annual Report to the general membership.
Information provided should be an income and expense statement as well as the end of month bank balance. Discuss any financial issues or concerns you may have with the board.
As Treasurer, if you see something awry, GET ON IT before it becomes a real problem.
Don't leave the president in the dark…don't wait until the end of the year to review chapter finances with him or her, either. Review finances with him/her on a regular basis.
Also, Consider briefing the company management, so that you get their buy-in. It helps to have company support, especially if they are financing your chapter.
Always practice “squeaky clean” ethics when dealing in your chapter’s finances.

19. taxes
NMA has been assigned the 501(c)6 tax exempt status . All Chapters under the National umbrella have the same status
Non-profits, charities, and other tax-exempt organizations are generally required to file Form 990 or Form 990-EZ or Form 990N along with Schedule A and Form 1099-misc with the Internal Revenue Service each year to maintain their tax-exempt status
Form 990 is an "information return" and is required to be filed under the provisions of the Internal Revenue Code Section 6033
For more information go to
Each subordinate organization (chapter) must authorize (in writing) the parent organization to include it in the group exemption letter
Each subordinate organization (chapter) must have an organizing document covering the nature and purpose of the organization
Each subordinate organization (chapter) must agree to be subject to the general supervision or control by the parent organization
Each subordinate (chapter) should be in the same fiscal year as the parent organization; not “must” but “should”
The NMA was assigned the 501(c)6 tax exemption status in shortly after the name of the Association was changed from the National Association of Foremen to the present National Management Association.
The local chapters of the NMA cannot be granted any other form of federal tax exemption except 501(c)6 since the law directs that the Federal Tax Code designation of the parent organization automatically establishes the Federal Tax Code designation of any affiliated body.
Listed on the slide are the principle requirements for an organization to become affiliated under a group determination letter:
Each subordinate organization must authorize (in writing) the parent organization to include it in the group exemption letter.
Each subordinate organization must have an organizing document covering the nature and purpose of the organization.
Each subordinate organization must agree to be subject to the general supervision or control by the parent organization.
Each subordinate should be in the same fiscal year as the parent organization; not “must” but “should”. It’s only required if a chapter and “a central organization” are doing a group tax return. NMA’s fiscal year is January – December.

20. Tax forms to file
Non-profits that are exempt from tax under the provisions of Internal Revenue Code Section 501(a) generally must file either Form 990 or the shorter Form 990-EZ or Form 990 N (postcard) each year.
The non-profit can file the shorter Form 990-EZ if the organization has less than $50,000 in gross receipts. Gross receipts include all income from all sources during the tax year without subtracting any expenses. See:IRS Instructions for Form 990
Schedule A is used to report information that is not open for public disclosure. This includes information about the compensation of officers, employees, and independent contractors
Form 990 / 990-EZ and Schedule A must be filed by 15th day of the fifth month following the end of the organization's tax year
Form misc is provided by a Chapter or entity when the individual or entity provides services and receives greater than $600 in compensation. Non-profit organizations are not exempt from filing Form 1099-misc
The tax year for most non-profits ends on December 31st, so the normal
filing deadline is May 15th. If the deadline falls on a Saturday, Sunday or
legal holiday, the returns are due on the next business day
Non-profits can request an automatic three-month
extension of time to file all information returns by
submitting Form 8868, Application for Extension of Time
To File an Exempt Organization Return
Form 990 N
Income less than $50,000
Cannot file an extension
No penalties for e-filing late
Annual Electronic Filing Requirement for Small Exempt Organizations — Form 990-N (e-Postcard)
Small tax-exempt organizations whose annual gross receipts are normally $25,000 or less ($50,000 for tax years ending on or after December 31, 2010) may be required to electronically submit Form 990-N, also known as the e-Postcard, unless they choose to file a complete Form 990 or Form 990-EZ.
If you do not file your e-Postcard on time, the IRS will send you a reminder notice but you will not be assessed a penalty for late filing the e-Postcard. However, an organization that fails to file required e-Postcards (or information returns – Forms 990 or 990-EZ) for three consecutive years will automatically lose its tax-exempt status. The revocation of the organization’s tax-exempt status will not take place until the filing due date of the third year.
Due Date of the e-Postcard
The e-Postcard is due every year by the 15th day of the 5th month after the close of your tax year. For example, if your tax year ended on December 31, the e-Postcard is due May 15 of the following year.  If the due date falls on a Saturday, Sunday, or legal holiday, the due date is the next business day.  You cannot file the e-Postcard until after your tax year ends.
Some general information you’ll need for completing form 990 (OR 990‐EZ, OR 990‐N (e‐Postcard).:
Date of exemption letter‐February 28, 1945
Exemption status is 501(C) 6
This information is also found in the Treasurer’s Guide.
In addition to the e-postcard, a form 1099 has to be completed when payments made to an individual exceed $600 in a calendar year. Remember this when you hire speakers, instructors, etc. Get their social security number (or Federal ID number), address, and phone numbers or you'll want to shoot yourself come January 31, the due date!
Due on 15th day of 5th month after year end
Loss of tax exempt status if no filing for 3 years
Form 990 EZ
Gross Receipts less
than $200,000
Total assets of less
than $500,000
File Form 8868
Penalty for filing late

21. Audit the books
An ACCOUNTING AUDIT is the process of examining the NMA Chapter’s entire fiscal situation, with an emphasis on compliance with relevant reporting & handling standards, and promoting adequate cash handling policies
The purpose of a financial statement audit is to add credibility to the reported financial position and performance of the chapter
Financial audits make sure all legal and tax rules are being complied with, which can prevent an audit from the IRS, or different legal issues that can arise when fraudulent or incorrect information is presented
Have company fiscal representative or a certified professional accountant audit the books annually. Make sure this is an objective third party.
All financial information is to be stored reliably, securely, and in an organized manner. All relevant information, such as bank statements, cancelled checks, invoices, and receipts should be stored at least through the end of each reporting period. Having this information readily accessible will help to resolve any issues or discrepancies that arise.
Review audit report and work with incoming Treasurer for implementation of suggested changes
If an audit hasn't been done, make it your first order of business! This is a good business practice to have an audit or at least a review every year. This is also where good recordkeeping will have paid off!

22. Questions and answers
What is the formal process in your chapter for preparing the membership reports?
Do you have a checklist for the Secretary?
Have you planned for the unexpected? How do you handle emergencies or last minute meeting/event changes?
What can be pluses and minuses of a single point of contact?
What is your transition process for the incoming Secretary?
Any “tricks of the trade” that you wish to share for Secretary?
Now, does anyone have any questions??
We are now going to break into discussion groups at the tables in back of the room. Please go to the table for the number you were assigned when you entered the room.
This is the time to get your questions answered and learn from each other’s best practices. Each table should appoint an individual to keep track of the best practices on the notepad provided at the table.
After approximately minutes, we will ask each table to report out on their best practices.
Some questions for discussion:
How is most of communication handled within your chapter?
How does your chapter report its membership? Is it helpful receiving invoices for your dues?
How do you take minutes for your board meetings?
How have you handled non-budgeted expenses or other surprises??
Do you feel you should provide monthly income and expense statements to the general membership each month??
After reviewing the items listed above, ask the question to the group:
Have any of you been audited by the company OR IRS??
What is the formal process in your chapter for preparing a budget?
Do you have a checklist for the Treasurer?
Have you planned for the unexpected? Do you have a Reserve Fund?
Does your chapter budget support the written chapter objectives?

23. Questions and answers
What is the formal process in your chapter for preparing a budget?
Do you have a checklist for the Treasurer?
Have you planned for the unexpected? Do you have a Reserve Fund?
What can be pluses and minuses of payroll deduction?
What is the format of your Chapter fiscal monthly reporting?
Have any of you been audited by the IRS?
What is your transition process for the incoming Treasurer?
Any “tricks of the trade” that you wish to share for Treasurer?
What do you do if a check bounces?
(You could also add that this would be expensive and with proper procedures and accounting…this shouldn’t happen.)
How are checks to be made out? What kinds of receipts do you give?
Any “tricks of the trade” that you wish to share?
How or where do most of your group do their NMA banking?
What types of "approvals" are needed for what kinds of expenditures?
What can be pluses and minuses of payroll deduction?