2024-11-11T20:22:16-07:00 2023-12-31 990 2023-01-01 475108167 NEW COMMUNITY LEADERSHIP FOUNDATION INC NEWC 4158571136 233 Eddy Street San Francisco CA 94102 Majeid Crawford Executive Director 4158571136 2024-11-01 1 2023 2024-10-15 13:58:12Z Majeid Crawford 233 Eddy Street San Francisco CA 94102 1142093 0 X www.nclfinc.org X nonprofit 2015 CA New Community Leadership Foundation is a non-profit organization that works to transform and empower black and other disenfranchised communities in San Francisco, California. 7 0 0 20 0 0 956008 1137093 0 5000 0 0 0 0 956008 1142093 127947 0 0 0 274528 364742 0 0 0 557517 733799 959992 1098541 -3984 43552 38256 81808 0 0 38256 81808 New Community Leadership Foundation is a nonprofit organization that works to transform and empower black and other disenfranchised communities in San Francisco, California 0 0 133600 133600 0 Last year, we were awarded a grant through the Office of Economic and Workforce Development office in SF through the Dreamkeepers Initiative of the Human Rights Commission. This work included showcasing local artists in the underserved populations of San Francisco. 370043 370043 0 Last year, we were awarded a grant through the Office of Employment and Workforce Development to provide business services with a focus on the Tenderloin Neighborhood of San Francisco but outreached to all city neighborhoods - to small business owners, entrepreneurs, and vendors in underserved populations. 75000 75000 0 This includes programs operating through grant awards from the Mayor's Office of Housing and Community Development. This included capacity building for the finances of the organization. 519898 519898 0 This was a compilation of grants from SF Human Rights Commission for Grant Writing Services, SFAC, OCII for Certificate of Preference applications and includes grants for our fiscally sponsored projects (Honey Art Studio, BCEG, and Mackey's Korner) and program donations. 519898 519898 0 1098541 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 571938 88 0 0 0 0 0 0 0 0 0 0 X 7 0 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X Books in Balance 4155596953 4040 Civic Center Dr San Rafael CA 94903 Majeid Crawford Executive Director 40 0 X X 100857 0 0 Katherine Campbell Director 2 0 X 0 0 0 Phyllis Bowie Director 2 0 X 0 0 0 Professor James Taylor Director 2 0 X 0 0 0 Saadi Hamlin Board Director 2 0 X 0 0 0 Lily Robinson-Trezvant President 2 0 X 0 0 0 Hugh Gregory Vice-President 2 0 X 0 0 0 Jada Curry Secretary 2 0 X 0 0 0 100857 0 0 1 0 0 0 0 0 0 0 0 1121301 15792 0 1137093 Nonprofit Grant Writing Services 561400 5000 5000 0 0 0 0 0 0 5000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1142093 5000 0 0 X 0 0 0 0 0 0 0 0 72185 72185 0 0 0 0 0 0 188506 188506 0 0 0 0 0 0 32560 32560 0 0 71491 71491 0 0 0 0 0 0 29745 29745 0 0 10963 10963 0 0 0 0 0 0 0 0 0 0 0 0 422362 422362 0 0 23988 23988 0 0 22613 22613 0 0 15367 15367 0 0 0 0 0 0 50550 50550 0 0 9775 9775 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Licenses and Permit Fees 4634 4634 0 0 Program Support Small Businesses & Vendors 12311 12311 0 0 Donations and Sponsorship 10702 10702 0 0 Program Expenses 120789 120789 0 0 0 0 0 0 1098541 1098541 0 0 38256 81808 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 38256 81808 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 X 38256 81808 0 0 38256 81808 38256 81808 43552 0 0 0 0 0 X 0 0 0 X 20572 212579 956008 1142093 2331252 0 20572 212579 956008 1142093 2331252 2331252 2331252 1 1 X Form 990, Part VI, Section B, Line 11b We review based on the following: 1. Governance NCLF's Form 990 requires a description of the organization's mission, which is critical information for donors. It also requires responses to questions about the governing body and management policies. These policies include Gift acceptance, Whistleblower, Document retention and destruction, Conflicts of interest, and Joint ventures with taxable entities. The absence of such policies does not immediately jeopardize the organization's tax-exempt status. However, it is clearly in the Board's best interest to adopt policies that cover these areas since they promote transparency and accountability to its donors. There are other items related to the Board's involvement with the organization's operations that are reported in Form 990 that should be considered during the review of the report. For example, there are questions as to how governing decisions are made and whether meetings of the governing body are documented in writing. Changes to the governing documents are also disclosed in Form 990, providing an opportunity for the Board to determine that any such revisions are properly reported. In addition, there is a disclosure for listing states with which a copy of Form 990 should be filed. The Board should ensure that if the organization conducts activities in multiple states, the organization is registered in those states and satisfies filing requirements. 2. Tax Compliance Certain questions in Form 990 are related to the nonprofit organization's compliance with tax laws and regulations. Some of those items are related to the proper classification of workers as employees or independent contractors, Filing of employment tax returns and timely deposits of payroll taxes, filing of receipts furnished to donors for contributions received by the organization, and Filing of tax returns for unrelated business income if required. Of course, every nonprofit should be able to attest to properly handling its transactions in accordance with the tax laws. Board members can also be held responsible for failures in this area, making a review of tax compliance a critical part of the Board's duties. 3. Financial Management Although Form 990 is a required tax return, it also contains information that shows how the nonprofit is managed and how well it accomplishes its tax-exempt purpose. This data can either directly or indirectly guide the reader in forming conclusions about the organization's financial management, so the Board should pay particular attention to information such as the relationship between the program service, administrative, and fundraising expenses compared to total expenses and organizational revenue. Does the organization hire independent auditors to audit its financial statements each year? Is the organization operating as a public charity or as a private foundation? Board members must be aware of and understand the IRS public support test. If the organization fails the public support test, the organization may be classified as a private foundation with potential tax consequences. The description of the process used in determining the compensation of top organization officials and the reasonableness of those salaries. Donors may perceive the organization as being too extravagant and financially abusive. Donors expect strict accountability for expense reimbursements to prevent abuse. Our Board's review of Form 990 for a nonprofit organization has long been a best practice for sound management and fulfilling their fiduciary responsibilities. With the requirement to report that process directly on the tax form, the review has stepped to the forefront of the Board's fiduciary duties. More than just properly answering a question on a checklist, the Board's view of the nonprofit's operations reported in Form 990 provides insight into how well the organization's mission is being accomplished. And ultimately, that is one of the Board's most important responsibilities. Form 990, Part VI, Section B, Line 12c Policy and practices Full disclosure, by notice in writing, shall be made by the interested parties to the full Board of Directors in all conflicts of interest, including but not limited to the following: * A board member is related to another board member or staff member by blood, marriage, or domestic partnership. * A board member or their organization stands to benefit from an NCLF transaction or staff member of such organization receives payment from NCLF for any subcontract, goods, or services other than as part of her/his regular job responsibilities or as reimbursement for reasonable expenses incurred as provided in the bylaws and board policy. * A board member's organization receives grant funding from NCLF. * A board member is a member of the governing body of a contributor to NCLF. Following full disclosure of a possible conflict of interest or any condition listed above, the Board of Directors shall determine whether a conflict of interest exists and, if so the Board shall vote to authorize or reject the transaction or take any other action deemed necessary to address the conflict and protect NCLF's best interests. Both votes shall be by a majority vote without counting the vote of any interested director. A Board member who is formally considering salaried employment with NCLF must take a temporary leave of absence until the position is filled. Such leave will be taken within the Board member's elected term and will not be extended because of the leave. A Board member who is formally considering employment with NCLF must submit a written request for a temporary leave of absence to the Secretary of the NCLF Board, c/o the NCLF's office, indicating the time of the leave. The Secretary of NCLF will inform the Chair of the Board of such a request. The Chair will bring the request to the Board for action. The request and any action taken shall be reflected in the official minutes of NCLF. An interested Board member shall not participate in any discussion or debate of the Board of Directors, or of any committee or subcommittee thereof in which the subject of discussion is a contract, transaction, or situation in which there may be a perceived or actual conflict of interest. However, they may be present to provide clarifying information in such a discussion or debate unless objected to by any present board member. Anyone in a position to make decisions about spending NCLF's resources (i.e., transactions such as purchases, grants, contracts) - who also stands to benefit from that decision - has a duty to disclose that conflict as soon as it arises (or becomes apparent); s/he should not participate in any final decisions. Form 990, Part VI, Section B, Line 15 The Board of Directors evaluates the Executive Directors annually to determine wage increases and to ensure they are providing proper services and supervision of all staff members and private contractors. We developed an evaluation process including performance standards that should be met each year, determined who should conduct the evaluation, gathered information for the annual review, including the ED's completed personal assessment, discussed the findings, tabulated and reviewed all responses, and presented the evaluation findings to the ED. Once this is all completed, the Board approves and documents in the board minutes. Form 990, Part VI, Section C, Line 19 At the end of 2023, we hired a CPA who requested all of our operating and financial documents to ensure we were current with all organization documentation. This was also used as part of our financial audit for our city funders. Form 990, Part IX, Line 11g This figure includes program contractors used for the purpose of fulfilling various grant and program requirements. We did not have the funds to pay for a tax preparer to submit the taxes on-time.