Wednesday, February 13, 2013
IdealWare: Getting Started with Data-Driven Decision Making
Getting Started With Data-Driven Decision Making: A Workbook
NTEN has published a new resource: Getting Started With Data-Driven Decision Making: A Workbook. Idealware was happy to provide the research and framework for this new workbook, the perfect accompaniment to the 2012 State of Nonprofit Data also published by NTEN with research conducted by Idealware.
The report showed that, although some organizations are relying heavily on data, a number were doing very little to actually measure their work or use that data to inform other decisions. Could your organization use more help thinking through how to use data to help your organization make decisions? This workbook prepared by Idealware is the perfect place to start.
What do you want to measure? Why do you want to measure it? What are your metrics? How do you communicate the results throughout your organization? How do you use data to plan?
This workbook will help you answer those questions and make your data work for you, and it's absolutely free.
Download the workbook from our website. >>>
Employer Notice of Health Insurance Exchange to Employees – Delayed
Employer Notice of Health Insurance Exchange to Employees – Delayed
The Departments of Labor, Health and Human Services, and U.S. Treasury issued new guidance on January 24, 2013 delaying the requirement that employers notify all employees about the existence of the new health insurance exchanges.
Originally scheduled to take effect by March 1 of this year, the notice requirement has been put on hold until late summer or early fall of 2013. A new effective date has not yet been determined. Once a new effective date is announced, it is expected that employers will be required to distribute the notice to all existing employees, as well as to new employees upon hire.
The Department of Labor may issue model language for employers to use in satisfying the notice requirement.
It is expected that the notice must include:
A description of what Exchanges are, what they provide, and where employees can go to find more information about them; Information regarding available tax credits if the employer doesn’t provide minimum essential coverage and the employee purchases health insurance on the Exchange; and A statement that employees who purchase coverage on the Exchange may lose any employer contributions and that these contributions may be excludable from employees’ income when they file their Federal income tax
We will keep you informed when new guidance becomes available.
Please visit our Health Reform page often for the latest information and updates
Sunday, February 10, 2013
Nonprofit Knowledge Matters | Fundraising Flu
Diagnosis: Serious Illness.
Rx: Manage Expectations and Change the Culture
A new report on fundraising has uncovered a serious issue regarding the health of charitable nonprofits. Like the flu, it’s contagious, spread by mismatched expectations. But, unlike the flu, no immunization shot is available. Instead, staff leaders and board members who are anxious to avoid this debilitating condition can take some basic precautionary measures to recognize the symptoms and commit to re-thinking the organization’s culture.
Like influenza, the diagnosis and consequences can be quite serious: Let’s call it, “the Fundraising Flu.” When it hits, nonprofits are so weakened and fatigued that they lack the basic elements necessary to successfully raise money. We’ve all seen it happen. It starts with the germ of mismatched expectations, which leads to disappointment and frustration that weaken relationships and prevent a positive culture surrounding fundraising at the nonprofit.
Symptoms of the Fundraising Flu include:
- Board members who expect executive directors to raise all the money.
- Executive directors often don’t have a background in fundraising and view it as geting in their way of doing the “real work” of the organization, and therefore expect their boards and development directors to raise all the money.
- Development directors who feel unsupported by executive directors and boards who are not engaged with fundraising activities.
Fortunately, we can now view the recent insightful report by CompassPoint, Underdeveloped: A National Study of Challenges Facing Nonprofit Fundraising, as a physician's desk reference on the health of nonprofits. The report's prognosis is that charitable nonprofits large and small can suffer from this affliction. While examining the reasons why there is such high turnover and so many vacancies in the development director position throughout the charitable nonprofit community, the report recognizes that it’s more than just the germ of mismatched expectations that leads to Fundraising Flu. It’s also the absence of technology or strategic thinking. Indeed, almost a third of smaller nonprofits who responded to the survey – those with budgets of less than $1 million – reported that they did not have sufficient tools in place, such as either a database to track donor information – or a fundraising plan. In their weakened conditions, without technology or key staff, fundraising, delivery of mission, and eventually sustainability, all suffer.
How can we all keep the Fundraising Flu at bay?
The Rx: Recalibrate expectations and change the culture. The report explores the causes of high vacancies that exist for the position of development director: survey data show that a significant number of development directors are being asked to leave because they are not raising enough money or are judged as not well suited for the job. These findings point to mismatched expectations that we see over and over again. Do these scenarios sound familiar to you? Executive directors wish that board members would be more active in raising money; the board expects the executive director to pull millions out of a hat. Meanwhile, the development director is pulling out his/her hair trying to get the executive director to pick up the phone to call a donor, while the board is skeptical whether the development director’s high salary is a worthwhile investment. Obviously there is a disastrous mismatch of expectations going on (everyone thinking that it is everyone else’s fault that the nonprofit is not bringing in more contributions). It’s unfair to expect a development director to succeed at fundraising without the support of the board or executive director (21% of the development directors surveyed characterized their relationship with the executive director as “weak or nonexistent,” and three out of four executive directors characterized their board’s engagement as “insufficient”). It’s also unfair to hire someone who is not experienced or skilled at fundraising and expect money to flow in the door (one in four executive directors reported that their development directors were “novices” in various basic fundraising activities). Executive directors who don’t like to pick up the phone to speak with a donor should not expect their board members or development directors to pick up their slack. And board members who think the reason why the development director was hired is to pick up their slack should step off the board! What jumps out from the report is that development directors are not sticking around when they don’t have the resources to succeed, and those resources includeengaged leadership. The report points out that fundamentally, in order to avoid Fundraising Flu, charitable nonprofits need inspired and engaged leadership around financial sustainability.
The report’s experienced authors note that we need a “’fundamental shift in thinking and action across the nonprofit sector” in order to embrace a culture that supports fundraising and is more donor centered. We think that what’s also needed is a dose of better managed expectations. With fundraising, the devil is in the details: not the details of a grant proposal, but the details that keep a nonprofit on track with follow-up, thank you notes, deadlines, and putting all those business cards that are stacked up on your desk into a database. These administrative details are not necessarily most efficiently accomplished by a high level development director. Before hiring a development director, consider whether a development assistant is more appropriate. As played out in this Blue Avocado article, the lack of a development director may not be fatal if what really is needed is a detail-oriented staff member who can keep the fundraising activities on track. But success will only be achieved when there is an overall strategy in place that supports fund development, championed by an executive director and board both willing to provide leadership for the organization’s fund development activities.
At its essence the report’s cry for charitable nonprofits to embrace a “culture of philanthropy” (we prefer “culture of sustainability”) is the recognition that charitable nonprofits can’t be successful in fundraising –even if they are fortunate enough to hire a dynamite development director – unless there is fundraising leadership in place (a triad of engagement between the executive director/development director/board of directors) as well as a supportive culture for fundraising. To read more about how to combat the Fundraising Flu, we refer you to CompassPoint's full report, especially the Call to Action that identifies 10 steps for charitable nonprofits to take to immunize themselves from what the authors characterize as the “passive, apologetic, and siloed” nature of fundraising today.
And, for training and peer learning about leadership and fund development, don’t forget to check the calendar of events of your state association of nonprofits. Engagement in fund development is too important not to make it one of the highest priorities for the leadership of your organization.
New York Non Profit Press: The Upstate Difference
The Upstate Difference
Written by Fred Scaglione
Everyone here at the New York Council of Nonprofits (NYCON) was extremely pleased when NYNP announced that they were expanding coverage to include the Greater Capital Region. It is a natural progression from NYNP’s previous expansion to covering the Hudson Valley.
As fans and supporters of NYNP for many years, we have advocated for and worked to help the NYNP find ways to broaden its geographic scope and to also expand sector-wide.
Linking and bridging the information and “news” interests of downstate nonprofits with those upstate certainly has it challenges as they are often perceived as different worlds. As a statewide association where our membership of over 3,400 nonprofits is evenly split between downstate and upstate, NYCON understands the importance of promoting and unifying the common characteristics, interests, and voice of our state’s charitable community. NYNP’s expanded geographic reach will undoubtedly be an important contribution to narrowing the so-called “upstate-downstate divide”.
The divide is a matter of both reality and perception and is a product of deep historical, demographic, socio-economic, political, and cultural roots. There is no question that nonprofits in the Greater Capital Region – and throughout “upstate” New York – face many of the same challenges as do their colleagues downstate whether they be seeking financial sustainability and unrestricted resources; struggling to do business with a state government that is wanting “more and better for less” while choking nonprofits with late contracts and payments and piling on unfunded regulatory and administrative mandates; and weakened private giving.
Of course the first question that emerges is where does upstate begin? Most will say downstate is NYC and Long Island. The most liberal perspective would say that downstate starts with Poughkeepsie because of the Metro North commuter train; then there is the question about what if any part of the west side of the Hudson is included, such as Rockland. A middle ground definition says that downstate is all that is south of the Tappan Zee, thereby dividing Westchester.
The real differences that exist are very much matters of scale, scope and socio-economic patterns. A medium size nonprofit downstate for example would be considered a large nonprofit upstate. For nonprofits, a major “felt” difference is the pocketbook issue. The further down the Hudson Valley you go, the more expensive it is to operate and, on the other side of the coin, the greater access there is to donor wealth and organized philanthropy.
During much of the post-World War II period, mills and manufacturers dotted the landscape’s waterways and rail, providing a sound base for the economies of small cities and even far-flung towns and villages. The broad transformation and deterioration of upstate New York’s economy over the past several decades have created a challenging philanthropic environment.
Philanthropy is very much a local phenomenon upstate. You can count on just a couple of fingers the number of foundations whose grant eligibility is restricted to nonprofits located anywhere in New York State or to nonprofits in any region upstate. Given the high number and small size of cities, towns and villages, it is a complicated maze.
Historically, philanthropy in the Greater Capital Region and across upstate New York generally has been driven by several factors:
• Locally-owned major businesses and banking – and the families who owned them – with strong, well-established and long-lasting roots in the community. These business leaders and their families were the traditional community philanthropists and often founded the long standing charities. The lineage of an often multi-generational, family connection to the local community remains some but is being lost with time as their businesses have declined, been sold or closed. Banking is a good example as it seemed like every community had an independently-owned bank that was named after their town, city or county. These banks typically played a leading role in local civic life with the Community Chest or now the United Way. Some of these banks still exist, but by and large they have been acquired by those whose corporate headquarters and major charitable decision-making are elsewhere.
• National or global corporations – Some communities were and still are in some ways are dominated by a particular national or global company – IBM in the Hudson Valley and GE in Schenectady, Waterford and Ft. Edward, for example. These companies were extremely engaged in volunteerism and charitable giving and in many ways defined their local community. They saw and very much valued the connection between a strong, vibrant local community and a healthy, productive work force. Globalization, significant downsizing, the shift of corporate donations having a marketing value, and a greater focus on securing property and other tax breaks from the local community, have dramatically changed the character of their relationship to the communities and the nonprofits in them. In the recent years, some of these companies have been economically on the upswing. It is important to note the Capital Region is branded as “Tech Valley” and has become a national and international center for Nano-Science research and micro-chip production. The impact of all this on charitable engagement has yet to be determined but these plants seem strangely removed and remote from both the communities where they are located -- and the charities that serve them.
• State government – In the Capital Region, the State Employees Federated Campaign (SEFA), was for many years a dominant philanthropic force, raising millions annually in a region that was dependent on the economic engine of the State. The significant decline in the state workforce and the trend to toward designated giving has dramatically affected the scope and impact of SEFA.
• Foundations – Unlike downstate, there are few foundations of significant size. Community Foundations are growing in size and number and are becoming a significant leadership force in bringing together the traditional as well as the emerging philanthropists. They are challenged however to secure unrestricted funds to support their own operations and to provide discretionary grants.
Upstate cities are declining in population as urban flight has continued for a generation. As wealth in terms of people and businesses moves to the suburbs, people take their volunteer time and charitable contributions with them, preferring to invest in organizations within their own home school districts and communities. It is increasingly difficult for urban-based nonprofits to attract charitable gifts especially those that are considered “major”.
This situation stands in stark contrast to New York City, where the large numbers of poor and low-income individuals and families are balanced in part by whole communities of high-income and wealthy residents who willingly support and serve on the boards of local nonprofits.
Although much can be said about the urban-suburban demographic shifts, what is often neglected in this discussion is the truly rural areas of upstate. Rural communities have little tax base and employment opportunities, there is serious a lack of public transportation, and rural communities are extremely challenging and expensive for nonprofits to serve. In these times where funders want more production and more efficiencies, rural services are often the first to be cut by nonprofit providers. And, quite frankly, their political influence is minimal.
Change in the upstate nonprofit landscape is afoot however. In the Greater Capital Region, and all across upstate New York, nonprofits have begun consolidating with other similar, like-minded and complementary organizations in an effort to expand their programmatic and geographic reach while reducing administrative expenses by gaining economies of scale. Regionalization is becoming more and more of a reality as it is increasingly clear it is no longer sustainable to have duplicative or otherwise competitive organizations in the same county or within neighboring counties. The Governors Regional Economic Councils is having a huge impact on changing the parochial culture of upstate. All of a sudden, that Hudson River is not the dividing force it once was.
Nonprofits everywhere are facing difficult and challenging times. However, the environment with which many Greater Capital Region and other upstate charities are attempting to cope is more difficult and challenging than many leaders of government and the downstate philanthropic community appreciate. The expansion of the NYNP will help promote greater understanding and respect for the challenging work being done by upstate nonprofits.
Doug Sauer is Chief Executive Officer of the New York Council of Nonprofits, Inc.
Linking and bridging the information and “news” interests of downstate nonprofits with those upstate certainly has it challenges as they are often perceived as different worlds. As a statewide association where our membership of over 3,400 nonprofits is evenly split between downstate and upstate, NYCON understands the importance of promoting and unifying the common characteristics, interests, and voice of our state’s charitable community. NYNP’s expanded geographic reach will undoubtedly be an important contribution to narrowing the so-called “upstate-downstate divide”.
The divide is a matter of both reality and perception and is a product of deep historical, demographic, socio-economic, political, and cultural roots. There is no question that nonprofits in the Greater Capital Region – and throughout “upstate” New York – face many of the same challenges as do their colleagues downstate whether they be seeking financial sustainability and unrestricted resources; struggling to do business with a state government that is wanting “more and better for less” while choking nonprofits with late contracts and payments and piling on unfunded regulatory and administrative mandates; and weakened private giving.
Of course the first question that emerges is where does upstate begin? Most will say downstate is NYC and Long Island. The most liberal perspective would say that downstate starts with Poughkeepsie because of the Metro North commuter train; then there is the question about what if any part of the west side of the Hudson is included, such as Rockland. A middle ground definition says that downstate is all that is south of the Tappan Zee, thereby dividing Westchester.
The real differences that exist are very much matters of scale, scope and socio-economic patterns. A medium size nonprofit downstate for example would be considered a large nonprofit upstate. For nonprofits, a major “felt” difference is the pocketbook issue. The further down the Hudson Valley you go, the more expensive it is to operate and, on the other side of the coin, the greater access there is to donor wealth and organized philanthropy.
During much of the post-World War II period, mills and manufacturers dotted the landscape’s waterways and rail, providing a sound base for the economies of small cities and even far-flung towns and villages. The broad transformation and deterioration of upstate New York’s economy over the past several decades have created a challenging philanthropic environment.
Philanthropy is very much a local phenomenon upstate. You can count on just a couple of fingers the number of foundations whose grant eligibility is restricted to nonprofits located anywhere in New York State or to nonprofits in any region upstate. Given the high number and small size of cities, towns and villages, it is a complicated maze.
Historically, philanthropy in the Greater Capital Region and across upstate New York generally has been driven by several factors:
• Locally-owned major businesses and banking – and the families who owned them – with strong, well-established and long-lasting roots in the community. These business leaders and their families were the traditional community philanthropists and often founded the long standing charities. The lineage of an often multi-generational, family connection to the local community remains some but is being lost with time as their businesses have declined, been sold or closed. Banking is a good example as it seemed like every community had an independently-owned bank that was named after their town, city or county. These banks typically played a leading role in local civic life with the Community Chest or now the United Way. Some of these banks still exist, but by and large they have been acquired by those whose corporate headquarters and major charitable decision-making are elsewhere.
• National or global corporations – Some communities were and still are in some ways are dominated by a particular national or global company – IBM in the Hudson Valley and GE in Schenectady, Waterford and Ft. Edward, for example. These companies were extremely engaged in volunteerism and charitable giving and in many ways defined their local community. They saw and very much valued the connection between a strong, vibrant local community and a healthy, productive work force. Globalization, significant downsizing, the shift of corporate donations having a marketing value, and a greater focus on securing property and other tax breaks from the local community, have dramatically changed the character of their relationship to the communities and the nonprofits in them. In the recent years, some of these companies have been economically on the upswing. It is important to note the Capital Region is branded as “Tech Valley” and has become a national and international center for Nano-Science research and micro-chip production. The impact of all this on charitable engagement has yet to be determined but these plants seem strangely removed and remote from both the communities where they are located -- and the charities that serve them.
• State government – In the Capital Region, the State Employees Federated Campaign (SEFA), was for many years a dominant philanthropic force, raising millions annually in a region that was dependent on the economic engine of the State. The significant decline in the state workforce and the trend to toward designated giving has dramatically affected the scope and impact of SEFA.
• Foundations – Unlike downstate, there are few foundations of significant size. Community Foundations are growing in size and number and are becoming a significant leadership force in bringing together the traditional as well as the emerging philanthropists. They are challenged however to secure unrestricted funds to support their own operations and to provide discretionary grants.
Upstate cities are declining in population as urban flight has continued for a generation. As wealth in terms of people and businesses moves to the suburbs, people take their volunteer time and charitable contributions with them, preferring to invest in organizations within their own home school districts and communities. It is increasingly difficult for urban-based nonprofits to attract charitable gifts especially those that are considered “major”.
This situation stands in stark contrast to New York City, where the large numbers of poor and low-income individuals and families are balanced in part by whole communities of high-income and wealthy residents who willingly support and serve on the boards of local nonprofits.
Although much can be said about the urban-suburban demographic shifts, what is often neglected in this discussion is the truly rural areas of upstate. Rural communities have little tax base and employment opportunities, there is serious a lack of public transportation, and rural communities are extremely challenging and expensive for nonprofits to serve. In these times where funders want more production and more efficiencies, rural services are often the first to be cut by nonprofit providers. And, quite frankly, their political influence is minimal.
Change in the upstate nonprofit landscape is afoot however. In the Greater Capital Region, and all across upstate New York, nonprofits have begun consolidating with other similar, like-minded and complementary organizations in an effort to expand their programmatic and geographic reach while reducing administrative expenses by gaining economies of scale. Regionalization is becoming more and more of a reality as it is increasingly clear it is no longer sustainable to have duplicative or otherwise competitive organizations in the same county or within neighboring counties. The Governors Regional Economic Councils is having a huge impact on changing the parochial culture of upstate. All of a sudden, that Hudson River is not the dividing force it once was.
Nonprofits everywhere are facing difficult and challenging times. However, the environment with which many Greater Capital Region and other upstate charities are attempting to cope is more difficult and challenging than many leaders of government and the downstate philanthropic community appreciate. The expansion of the NYNP will help promote greater understanding and respect for the challenging work being done by upstate nonprofits.
Doug Sauer is Chief Executive Officer of the New York Council of Nonprofits, Inc.
For the online article click here
How Are You and Your Clients Impacted by Health Care Reform?
How Are YOU and Your Clients Impacted by Health Care Reform?
Health care reform is intended to overhaul the health care system, expand affordable coverage, change insurance rules and create an online marketplace (exchange) in each state for the individual and small group markets.
Health care reform will affect individuals, families, businesses, physicians, hospitals and health insurance carriers.
Some aspects of the law are already effective and others will be phased in over the next few years. Regulations will continue to be issued as implementation of the health care reform law is not yet complete. To help you understand the law, the most important provisions and dates are outlined in a new brochure (PDF), "How are YOU Impacted? An Employer's Guide to Health Care Reform."
To request printed copies of the brochure, please contact your Account Consultant and reference form number B-4280.
View Brochure (PDF) >>
Wednesday, February 6, 2013
Grantseeking & Grantwriting Resource for NYCON Members
[New Benefit] Take A Free Tour of GrantStation.com
Thursday, February 28th 10:00am to 11:00am
You can learn more about Grantstation.com by joining Ellen Mowrer, GrantStation's Business Development Advisor, for a free webinar that offers a short tour of the GrantStation website. This tour will provide tips on the most effective way to use all of the valuable resources the website offers; including the extensive funder databases that can help you identify the right grantmaker for any program or project. During this webinar we will also introduce GrantStation's new interactive Grants2020 visioning tool! There will be plenty of time for questions.
As a new benefit for NYCON Members, we can now offer you a huge discount onGrantstation.com Membership - which gets you full access to GS.com - for only $75 - the lowest price you'll find anywhere.
GrantStation provides access to a searchable database of private grantmakers that accept inquiries and proposals from a variety of organizations; federal deadlines; links to state funding agencies; and a growing database of international grantmakers.
You can learn more about Grantstation.com by joining Ellen Mowrer, GrantStation's Business Development Advisor, for a free webinar that offers a short tour of the GrantStation website. This tour will provide tips on the most effective way to use all of the valuable resources the website offers; including the extensive funder databases that can help you identify the right grantmaker for any program or project. During this webinar we will also introduce GrantStation's new interactive Grants2020 visioning tool! There will be plenty of time for questions.
Pros and Cons of Restructuring a Nonprofit: What it Means for your Staff and Board
A Webinar Presented by Doug Sauer CEO of NYCON
February 13th, 2013 10:00am to 12:00pm
RegisterThis thought provoking, insightful event will provide you with knowledge gleaned from decades of Doug's work with hundreds of nonprofits in various stages of formal restructuring, shared service models and, certainly, merger. Doug, perhaps more than anyone on the national nonprofit "scene," knows first-hand that merger (or any type of structural "re-engineering" of your organization) is a serious solution to the very complex issues facing today's nonprofits.
February 13th, 2013 10:00am to 12:00pm
RegisterThis thought provoking, insightful event will provide you with knowledge gleaned from decades of Doug's work with hundreds of nonprofits in various stages of formal restructuring, shared service models and, certainly, merger. Doug, perhaps more than anyone on the national nonprofit "scene," knows first-hand that merger (or any type of structural "re-engineering" of your organization) is a serious solution to the very complex issues facing today's nonprofits.
Dollars through the Door: Who Does What in Nonprofit Fundraising & Revenue Generation
A Webinar Presented by NYCON
March 13th, 2013 10:00am to 12:00pm
March 13th, 2013 10:00am to 12:00pm
This session provides an introduction to the diverse strategies nonprofits can use to generate revenue for their organizations with an emphasis on planning, sustainability and the role of Executive Staff and Board Members in fundraising efforts. We will be covering four key topics that typically arise when discussions of "fundraising" occur.
[Limited Quantity Still Available]
Free Membership to NTEN Offered to NYCON Members!
Click here early & grab your NTEN Membership for FREE this year
NTEN: Nonprofit Technology Network, NTEN is a 501(c)3 nonprofit membership organization for nonprofit and technology professionals who put technology to use for the nonprofit sector. NTEN connects their members to each other, provides professional development opportunities, educates their constituency on issues of technology use in nonprofits, and spearheads groundbreaking research, advocacy, and education on technology issues affecting our entire community. NYCON is pleased to provide 100 of our members with NTEN membership for the calendar year.
To get the "Members Only" link to activate your NTEN membershipplease email the NYCON Membership Office today.
Tioga Boys & Girls director charged $11K in personal expenses
Documents: Tioga Boys & Girls director charged $11K in personal expenses
VILLAGE OF OWEGO — Court documents show the former executive director of the Tioga County Boys & Girls Club used the nonprofit organization’s credit card to pay for at least $10,828 in personal purchases.
Valerie M. Demkovich, 43, of Endicott, faces a felony grand larceny charge and has pleaded not guilty in Owego Village Court. Her next court appearance is scheduled for Feb. 12.
Credit card charges totaled $16,891, with slightly more than 64 percent of that total referenced as personal purchases, court documents show. The records do not identify which charges were flagged as unauthorized, saying Demkovich “stole money in excess of $10,828.”
The charges listed in the documents span from January 2011 to October 2012. They include $3,897 in purchases at various airlines. Other charges include hundreds of dollars spent across the Southern Tier on hotels, auto repairs, groceries and gasoline, court documents show.
Although some of the listed purchases simply identify airlines, others include a city and list Demkovich by name. These cities are Mankato, Minn., in 2011, and Norwalk, Conn., twice in 2012, the documents show.
The credit card charges that list Mankato also identify another person, Ronald Demkovich, court documents show. Broome County property records list a Ronald and Gloria Demkovich as owners of 422 Payne Road in Endicott, where Tioga County sheriff’s deputies said Valerie Demkovich lives.
There are several purchases listed in Phoenix, Ariz., spanning two days in July 2012. These include $399 indicated as “airport rent a car,” along with another $184 that included various restaurants, as well as “Wild Horse Pass Hotel” and “airport parking pass,” court documents show.
Local purchases include $250 spent at the Owego Treadway Inn, and $237 at Vestal Motel charged on two separate dates. There are also seven dates in May 2011 that list hotel charges for an unidentified Kings Inn.
Another $106 was charged to “Turning Stone Online.” There is a Turning Stone Resort and Casino in Oneida County.
Syracuse Airport Inn also is listed for a $133 bill, the same date in 2011 as a $7.29 charge identified as “Continental in flight.” Three days later, there is a $464 charge for “National Car Rental.”
The court documents also list a $143 charge at Hot Cuts, an Oakdale Mall Salon, on Dec. 23, 2011. The purchase is among a handful singled out in court document “notes” written by Charles Barrett, CPA, who performed an audit used to support the charges against Demkovich.
The Tioga County Sheriff’s Office arrested Valerie Demkovich on Jan. 8, with court documents showing the charge was based on the “forensic audit,” along with a statement from Luke Henson, an employee at the Boys & Girls Club at 201 Erie St. in Owego.
Henson, 25, declined to comment for this report, referring questions to the club’s board of directors, which did not return calls.
Previously, Henson said Demkovich was fired in November by the club’s board after a monthly financial review discovered “unexplained variances.” Henson is the current executive director of the club, where he previously served as athletic director.
Calls seeking further comment about the court documents were not returned by the Tioga County Sheriff’s Office.
Demkovich, who remains free on her own recognizance, is declining to comment about the court documents, according to her attorney, Thomas Jackson, of Jackson & Bergman in Binghamton.
The attorney responded to a call seeking comment from Demkovich, who served as a board member for the Tioga County Chamber of Commerce in 2012, according to this newspaper’s archives.
Syracuse Airport Inn also is listed for a $133 bill, the same date in 2011 as a $7.29 charge identified as “Continental in flight.” Three days later, there is a $464 charge for “National Car Rental.”
The court documents also list a $143 charge at Hot Cuts, an Oakdale Mall Salon, on Dec. 23, 2011. The purchase is among a handful singled out in court document “notes” written by Charles Barrett, CPA, who performed an audit used to support the charges against Demkovich.
The Tioga County Sheriff’s Office arrested Valerie Demkovich on Jan. 8, with court documents showing the charge was based on the “forensic audit,” along with a statement from Luke Henson, an employee at the Boys & Girls Club at 201 Erie St. in Owego.
Henson, 25, declined to comment for this report, referring questions to the club’s board of directors, which did not return calls.
Previously, Henson said Demkovich was fired in November by the club’s board after a monthly financial review discovered “unexplained variances.” Henson is the current executive director of the club, where he previously served as athletic director.
Calls seeking further comment about the court documents were not returned by the Tioga County Sheriff’s Office.
Demkovich, who remains free on her own recognizance, is declining to comment about the court documents, according to her attorney, Thomas Jackson, of Jackson & Bergman in Binghamton.
The attorney responded to a call seeking comment from Demkovich, who served as a board member for the Tioga County Chamber of Commerce in 2012, according to this newspaper’s archives.
For the online article click here
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