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		<title>McGladrey: Muse</title>
		<description><![CDATA[A monthly publication dedicated to providing ideas and education to tax exempt organizations.]]></description>
		<link>http://mcgladrey.com/</link>
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			<title>State of the grant: 2011 Federal Grants Management Webcast</title>
			<link>http://mcgladrey.com/Muse/State-of-the-grant-2011-Federal-Grants-Management-Webcast</link>
			<guid>http://mcgladrey.com/Muse/State-of-the-grant-2011-Federal-Grants-Management-Webcast</guid>
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		<dc:creator>McGladrey</dc:creator>
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			<title>New York initiates review of not-for-profit executive compensation, could your state be next?</title>
			<link>http://mcgladrey.com/Muse/New-York-initiates-review-of-notforprofit-executive-compensation-could-your-state-be-next</link>
			<guid>http://mcgladrey.com/Muse/New-York-initiates-review-of-notforprofit-executive-compensation-could-your-state-be-next</guid>
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		<dc:creator>McGladrey</dc:creator>
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			<title>Fair value measurements help for not-for-profit organizations</title>
			<link>http://mcgladrey.com/Muse/Fair-value-measurements-help-for-notforprofit-organizations</link>
			<guid>http://mcgladrey.com/Muse/Fair-value-measurements-help-for-notforprofit-organizations</guid>
			<description></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>Discover technology issues and opportunities with proper IT due diligence</title>
			<link>http://mcgladrey.com/Muse/Discover-technology-issues-and-opportunities-with-proper-IT-due-diligence</link>
			<guid>http://mcgladrey.com/Muse/Discover-technology-issues-and-opportunities-with-proper-IT-due-diligence</guid>
			<description></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>403(b) Boot Camp</title>
			<link>http://mcgladrey.com/Muse/403b-Boot-Camp</link>
			<guid>http://mcgladrey.com/Muse/403b-Boot-Camp</guid>
			<description><![CDATA[(October/November 2011) Since new regulations and reporting requirements for 403(b) plans went into effect in 2009, not-for-profit employers have grappled with rule changes they do not fully understand. Many employers have expressed uncertainty about modifications made to the design and operational details of 403(b) plans. It was not uncommon to find that the new rules did not match the rules the organization had been applying to their plans. It was also not uncommon to find that in-house staff was either unaware of certain provisions, interpreting some plan provisions incorrectly, or applying plan provisions differently tosome employees.]]></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>Using COSO in a not-for-profit enterprise</title>
			<link>http://mcgladrey.com/Muse/Using-COSO-in-a-notforprofit-enterprise</link>
			<guid>http://mcgladrey.com/Muse/Using-COSO-in-a-notforprofit-enterprise</guid>
			<description><![CDATA[(October/November 2011) It has been almost 20 years since the Committee of Sponsoring Organizations of the Treadway Commission (COSO) released its groundbreaking report, Internal Control - Integrated Framework (the Framework). Yet despite its long history, many financial managers at not-for-profit organizations and non-public companies have never heard of the report, or if they have, they have not integrated it into their control systems.]]></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>IRS provides guidance on cell phone use</title>
			<link>http://mcgladrey.com/Muse/IRS-provides-guidance-on-cell-phone-use</link>
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			<description><![CDATA[(October/November 2011) Section 2043 of the Small Business Jobs Act of 2010 (SBJA) removed cell phones from the definition of listed property for taxable years beginning after Dec. 31, 2009. The SBJA did not otherwise alter the requirement that an employer-provided cell phone is a fringe benefit, the value of which must be included in the employee's gross income, unless an exclusion applies, or the potential treatment of a cell phone as an excludible fringe benefit exists. Questions regarding tax treatment left exempt organizations in a state of flux waiting to hear how the IRS would respond to the SBJA changes so that management could implement necessary documentation procedures.]]></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>Secure your organization's future with PCI DSS</title>
			<link>http://mcgladrey.com/Muse/Secure-your-organizations-future-with-PCI-DSS</link>
			<guid>http://mcgladrey.com/Muse/Secure-your-organizations-future-with-PCI-DSS</guid>
			<description><![CDATA[(October/November 2011) Today's not-for-profit organization has many different ways to capture donation funds from the public. In addition to online fundraising, there are traditional methods like phone solicitation, direct mail, auctions and fundraising events. Subscription-based donation is another increasingly popular method. Regardless of how funds are solicited, anytime a fundraiser accepts a credit card number from a donor, it must take steps to insure its security. Protection of cardholder data is mandatory, pursuant to the contract the not-for-profit has with the bank that processes the transactions. These contracts require that organizations adhere to a set of security standards collectively known as Payment Card Industry Data Security Standard (PCI DSS).]]></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>Alternative investment strategies for not-for-profit organizations</title>
			<link>http://mcgladrey.com/Muse/Alternative-investment-strategies-for-notforprofit-organizations</link>
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			<description><![CDATA[(August/September 2011) Many not-for-profit organizations are looking for ways to diversify their investment portfolios and improve returns on their investments. Organizations have sought to offset the effects of the financial markets over the past few years and have attempted to compensate for the reduction in revenues from other sources. This has led to an increased interest in the area of alternative investments, which include hedge funds, fund of funds, private equity funds and venture capital funds. Investors in these vehicles need to make sure they fully understand these investments, including the specific investment strategies of the entity as well as the unique accounting and tax reporting requirements. The following article intends to discuss the basic structure of these investments as well as some of the basic accounting and tax issues relating to investing in them.]]></description>
		<dc:creator>McGladrey</dc:creator>
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			<title>Merger strategies for not for profit organizations</title>
			<link>http://mcgladrey.com/Muse/Merger-strategies-for-not-for-profit-organizations</link>
			<guid>http://mcgladrey.com/Muse/Merger-strategies-for-not-for-profit-organizations</guid>
			<description><![CDATA[(August/September 2011) Most contribution-based not-for-profit organizations are seeing increased pressure on their revenue stream, but are charged with doing the same amount as in previous years (if not more) with less. To avoid having to cut key programs, many organizations have turned to formal mergers, affiliations or shared service agreements to help alleviate the struggles that come with a reduced budget.]]></description>
		<dc:creator>McGladrey</dc:creator>
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