HR Management
User Guide

1. About This Tool

Improve a document you already have: As well as generating documents, you can upload one you already wrote and have AI improve it. Open the AI Automations page and use the "Improve an existing document with AI" card: pick a file (Word, text, or a text-based PDF), and AI returns a cleaner version plus a summary of what changed, with your original kept.

HR Management are where nonprofits get into the most trouble. Misclassifying a worker, missing a state-mandated leave law, failing to provide a required notice, adopting a handbook with outdated provisions, mishandling a termination, any one of these can result in back wages, penalties, EEOC charges, state agency investigations, and lawsuits that can put a small organization out of business.

The challenge is that quality HR guidance traditionally costs thousands of dollars: outside counsel ($300+/hr), HR consultants ($150+/hr), enterprise HR software ($200+/mo), or hiring dedicated HR staff. Most nonprofits can't afford any of those, yet they're subject to the same federal employment laws as large corporations.

The Nonprofit HR Management Policy Generator walks your nonprofit through a five-step org profile, then produces ten customized policies, runs a worker classification analysis, calculates total compensation, and generates hiring and onboarding/offboarding documents, all tailored to your state, your size, and your operations.

2. Getting Started

Once your subscription is active, you'll sign in, go through a brief 5-step org profile wizard, then arrive at a dashboard of generator cards organized into four categories.

How the sidebar is organized

Under Dashboard and AI Automations, and below the shared platform links (Document Library, My Organization, Calendar, Notifications, Contact support), the app's own screens sit in three short groups. PEOPLE holds Employees, Positions, Time Off, Reviews, and Credentials & CEUs. PAY & CLERGY holds Payroll and, for churches, Clergy Compensation. POLICIES & COMPLIANCE holds Core Policies, Hiring & Onboarding, Separation & Volunteers, and Compliance Tools. Learn & Help and Account come last, as they do in every other app. The Dashboard page is headed HR Management Dashboard.

Suggested order for first-time users

1. Complete the org profile (5 minutes), name, state, employee count, applicability questions. This drives compliance thresholds in every policy.
2. Run the HR Compliance Checklist (10 min), find out what federal/state requirements actually apply to your org today.
3. Generate the Employee Handbook (20-30 min), the foundation document. References your other policies.
4. Generate the Anti-Harassment Policy (10 min), required by Title VII for 15+ employee orgs, and state law in many states regardless of size.
5. Run the Worker Classification Wizard for each contractor or worker whose status is unclear (15 min per worker).
6. Generate remaining policies as needed (PTO, FMLA, Whistleblower, Termination, Volunteer Agreement, Volunteer Handbook).
7. Engage contractors with the Independent Contractor Engagement Packet, never with a handbook, after the classification wizard says contractor.
8. Use the Total Compensation Calculator for board-required compensation documentation.
9. Use Onboarding/Offboarding Checklists for every new hire and departing staff member from now on.
10. Review with your attorney before board adoption of any major policy.

Account types

• Sign in: your standard access. Click Sign in, enter your email, and open the one-click link we send you (or use Google), no password to create. Your work saves between sessions and your sign-in is recognized across every All In One Nonprofit app.
• Administrator Access: password-only access to the admin panel (manage user accounts, reset all data). See the Administrator Access section below.

3. Onboarding Wizard

The wizard captures your organization's basics. Your answers directly drive what each generated policy says, particularly compliance thresholds (15+ employees triggers Title VII/ADA, 50+ triggers FMLA/ACA, etc.).

Step 1, Organization details

Legal name, EIN (optional), state of incorporation, principal office address, year founded. The generator weaves these into every policy as the org identifier.

Step 2, Workforce composition

Number of employees, FTEs, independent contractors, and active volunteers. These numbers are the critical driver of compliance, different laws activate at 1, 15, 20, 50, and 100 employees.

Step 3, Multi-state operations

If you have employees in multiple states, additional state laws apply, state-specific paid sick leave, paid family leave, mandatory harassment training, final-paycheck timing, and pay transparency requirements. List each state where you have employees.

Step 4, Operations characteristics

Your industry/program area and whether you serve vulnerable populations (children, seniors, disability community, domestic violence survivors). Serving vulnerable populations triggers enhanced background check requirements and additional compliance considerations.

Step 5, Current HR state

Whether you already have an employee handbook, use a PEO (Professional Employer Organization), and have dedicated HR staff. Tells the app where you're starting from.

4. Using the Policy Generators

Each policy generator produces a customized policy document tailored to your org profile. Each generator presents a form on the left and a live preview on the right, every input updates the preview in real time.

Improve with AI

The Job Description, Offer Letter, Volunteer Agreement, Volunteer Handbook and Independent Contractor Engagement Packet generators carry an Improve with AI button under each of their long fields. Write a rough version in your own words, fragments are fine, then click the button. A suggestion appears below the field with Accept and Discard, and your own text is not touched until you choose Accept, because an unasked-for rewrite of a document that carries legal weight is worse than no help at all.

It is deliberately narrow. It will not invent a fact, a name, a number, a date, a dollar amount or a credential you did not already write, and where something is clearly missing it leaves a bracketed placeholder rather than filling it in. It will not add or strengthen an obligation, a promise or a requirement. It will not rename the role: the position title, the department and the reporting line travel with the request as settled facts, so a summary written for a Development Director comes back describing a Development Director. On required qualifications it will never raise a bar or add a requirement you did not give, because a required qualification screens people out. On physical requirements it will never add a demand you did not give, because an invented one can screen out a disabled applicant who could do the job.

Improve with AI is available to the organization's owner and to admins rather than to every member, and each organization has a daily limit that resets at midnight UTC. Where it is not switched on, the button does not appear at all rather than failing when you press it.

Core Employment Policies (5)

Employee Handbook The foundation

A comprehensive 21-section handbook covering EEO, anti-harassment, conduct, compensation, benefits, leaves, performance management, discipline, technology use, social media, confidentiality, and acknowledgment. Conditional sections activate based on your employee count (15+, 20+, 50+). Customize at-will status, drug-free workplace, remote work, dress code, and more.

Anti-Harassment & Anti-Discrimination Policy

Required by Title VII for 15+ employee orgs and by state law in many states regardless of size. Auto-includes CA SB-1343 training requirements (if California) or NY annual training requirements (if New York). Defines prohibited conduct, complaint procedure (designated officer + alternate), investigation timeline, no-retaliation protection, and external reporting rights.

PTO & Leave Policy

Combined vs separate PTO, accrual methods, carryover policies, parental leave, bereavement, jury duty. Auto-detects whether you're in one of the 18 states with mandatory paid sick leave or 13 states with paid family leave programs, and includes appropriate state-specific sections.

FMLA Policy

Federal Family and Medical Leave Act compliance for orgs with 50+ employees within 75-mile radius. 14-section policy covering eligibility (12 months + 1,250 hours), 6 qualifying reasons, 12 vs 26-week distinctions (military caregiver), paid leave coordination, medical certification, premium handling, reinstatement (with key-employee exception), and required notices. Includes a warning callout if your profile shows under 50 employees.

Whistleblower Policy

Required by Sarbanes-Oxley for all nonprofits regardless of size. Form 990 Part VI Line 13 asks if you have this policy, answer "yes" matters for governance ratings (Charity Navigator, GuideStar). Configurable primary contact (board chair / audit committee / independent director / external hotline), 10 categories of reportable concerns, anonymous reporting handling, board oversight section.

Compliance & Classification Tools (3)

Worker Classification Wizard Interactive

The single most expensive HR mistake nonprofits make is misclassifying employees as independent contractors. This 18-question interactive wizard applies the IRS 20-factor test and the DOL "economic reality" test to a specific worker, then outputs a classification recommendation (Employee / Contractor / Unclear) with a documentation memo you can keep in personnel files. See "Worker Classification Deep Dive" later in this guide.

Total Compensation Calculator Interactive

Calculates total cost of compensation (base salary + employer benefits + employer payroll taxes) for IRS reasonable compensation documentation. Includes a board sign-off section for Form 990 governance documentation. See "Compensation & Reasonable Comp" later in this guide.

HR Compliance Checklist Interactive

Federal and state HR compliance requirements filtered by your org size. Federal requirements are tiered (1+, 15+, 20+, 50+, 100+ employees) with each tier marked "applies to you" or "for growth planning." State-specific sections for CA, NY, TX, FL plus generic for other states. Toggleable "show only applicable" filter.

Hiring & Onboarding (4)

Job Description Generator

Required components: classification (FLSA, employment type), duties, qualifications, physical requirements, EEO statement. Detects whether you're in one of the 10 states requiring salary ranges in postings (CA, CO, CT, HI, IL, MD, NV, NY, RI, WA) and includes appropriate language.

Offer Letter Generator

Full legal offer letter format with at-will language (state-aware, Montana exception handled), 4 pre-employment contingency options, compensation, benefits summary, start conditions, contingencies, and signature blocks for both parties.

Onboarding/Offboarding Checklists

Three worker-type variants (W-2 employee, 1099 contractor, volunteer). Onboarding flow: Pre-Start → Day 1 → Week 1 → Month 1 → Month 3 (90-day review). Offboarding flow: When Resignation Received → Final Week → Last Day → Post-Departure. Standardized checklists ensure no I-9 missed, no account left enabled, no benefit notice forgotten.

Independent Contractor Engagement Packet

Three parts in one document: an Independent Contractor Agreement, the Statement of Work it refers to, and a W-9 and Form 1099 checklist for your files. Page one says in plain words that the packet is not a handbook and does not create employment, and records whether the Worker Classification Wizard was run. It is deliberately not a contractor handbook. A handbook sets out how work is done, who supervises it, and what hours are kept, which are the behavioral-control facts the classification wizard treats as pointing to employee status; handing one to a contractor is evidence against the classification you are claiming, and evidence you created yourself. The packet covers the same practical ground (what is delivered, by when, for how much, on what terms) without asserting control over method. Choose the fee structure, payment terms, who owns the deliverables, the notice period, and any insurance requirement; the checklist carries the current federal 1099-NEC threshold and the January 31 deadline.

Separation & Volunteers (3)

Termination & Separation Policy

Covers voluntary resignation, involuntary termination, layoffs, WARN Act compliance (100+ employees), final paycheck (state-specific text for CA/MA/CT/CO/MI/TX/FL/GA), COBRA notification (auto-activated at 20+ employees), severance options, exit interviews, references, and benefits continuation.

Volunteer Agreement

Establishes the volunteer relationship clearly as non-employment under FLSA. References the Volunteer Protection Act of 1997. Customizable background check, expense reimbursement, photo release, and supervisor designation. Signature blocks for both volunteer and Organization representative.

Volunteer Handbook

The orientation document a new volunteer reads, where the Volunteer Agreement is the one they sign. Welcome, mission and who you serve, how volunteers help, getting started (screening and orientation), signing up and staying in touch, shared standards of conduct, safety, confidentiality, an optional section for volunteers under 18, expenses, how you say thank you, photos, and who to ask, ending with an acknowledgment of receipt. It is written to stay clear of the FLSA volunteer-employee trap: no required hours, no discipline, and nothing of value given in exchange for time, because a volunteer document that contains those things is evidence that the person is really an unpaid employee. If you find yourself wanting to add one of them, the person you have in mind may be an employee, and the classification wizard is the place to check.

5. Using the Interactive Tools

Worker Classification Wizard

Type the worker's name and role at the top, then answer 18 questions across three categories: Behavioral Control (6 questions), Financial Control (5 questions), and Type of Relationship (7 questions). Each question has three options: "More like an employee," "More like a contractor," "Could go either way / not applicable."

The preview pane shows results in real time: percentage weighing toward employee vs contractor, an overall recommendation (Employee / Contractor / Unclear), and a documentation memo that includes the factor-by-factor breakdown and risk analysis.

Tip: Use the wizard separately for each contractor relationship you're unsure about. Download a fresh analysis for each. Misclassification penalties accrue per worker.

Total Compensation Calculator

Enter the employee's annual base salary, then the employer's annual cost for each benefit (health, dental, vision, retirement match, life insurance, disability, other). Enter your state's SUTA rate (varies; check with your state agency) and your Workers Compensation rate (varies dramatically by state and industry).

The calculator outputs: total benefits, total employer payroll taxes (FICA 7.65%, FUTA 0.6%, SUTA, WC), total annual cost, and a Cost Loading Factor (how many times the base salary the total cost is). Includes a board sign-off section for Form 990 documentation.

FUTA follows your tax classification automatically. If your organization's IRS classification on the My Organization page is 501(c)(3), public charity or private foundation, the calculator shows FUTA as $0, because 501(c)(3) organizations are exempt from federal unemployment tax under IRC 3306(c)(8) (state unemployment still applies, and many states let 501(c)(3)s elect reimbursable status instead of paying the SUTA tax). Churches also show $0 with their own explanation, and a church running the analysis on a minister is pointed to the Clergy Compensation section instead, since ministers have no employer FICA either. A 501(c)(4), (6), or (7), a section 528 HOA, or an organization not yet exempt keeps the 0.6% estimate because those genuinely owe it.

Tip: Run this annually for your Executive Director, IRS reasonable compensation rules effectively require board documentation of the analysis.

HR Compliance Checklist

The generated checklist starts with federal requirements that apply to all employers (FLSA, OSHA, FUTA, workers comp, I-9, payroll tax filings, mandatory posters, W-2/1099 issuance). It then tiers up: 15+, 20+, 50+, 100+ employees. Finally, state-specific sections for CA, NY, TX, FL (specific items) or other states (generic items requiring verification).

Tip: Even if you're a small org today, set the filter to show "all items" once. It's a roadmap for what activates as you grow, many nonprofits cross the 15-employee threshold without realizing Title VII now applies.

6. Exporting Documents

Every generator and tool offers three export options:

• Download as Word (.docx): recommended. Opens in Microsoft Word, LibreOffice, Google Docs, or Pages. Fully editable.
• Download as HTML: standalone HTML file. Print to PDF from your browser.
• Copy to Clipboard: plain text, useful for email or pasting elsewhere.
• Mark Complete: flags the policy as finished. Tracked on the dashboard for your own progress.

What to do with the exported file

1. Review with your attorney before adopting, especially for major policies (handbook, anti-harassment, FMLA).
2. Customize anything bracketed like "[Board adoption date]" with actual values.
3. Present to the board for formal adoption, a board resolution is recommended for foundational policies.
4. Distribute to staff and require signed acknowledgment forms.
5. Store the adopted policy as a permanent record in your governance file (per your Document Retention Policy).
6. Schedule annual review: employment law changes frequently.

7. Employee Directory, Time Off & Staff Chat

The Employees screen (first item in the PEOPLE group of the sidebar) is a simple, secure roster of the people on your team. It is saved to your organization's account, not just your browser, so it stays in sync across devices and is available to your organization's owner and any admins you designate.

Building your roster

• Add or edit a person: record name, email, job title, department, employment type (full time, part time, contractor, seasonal, or volunteer staff), manager, start date, a PTO balance, and notes.
• Track status: each person is marked Active, Onboarding, On leave, Offboarding, or Separated. The status chips at the top of the screen act as filters and show a live count for each.
• Import a CSV: bring an existing list in at once. Your file does not have to use our column names: after you choose it, a mapping screen lists every column in your file with a sample of its values and lets you point each one at the right employee field, so nothing is silently dropped. It also warns you if no column is mapped to Email, shows how many rows are new versus matched, and names the CSV line numbers of any rows that did not save. A Download a sample CSV link on the same screen shows the columns it understands. Rows are matched by email, so re-importing updates people already on the roster instead of duplicating them.
• Reorder: drag any row by its handle (in the All view) to set the order your team appears in.
• Archive instead of delete: archiving keeps the record but removes the person from your active roster and from portal, staff chat, training, and signature access. You can restore an archived person at any time. Delete remains available for a permanent removal.

Positions

Positions records the seats in your organization, which is a different question from the people sitting in them. A seat can exist with nobody in it, which is how an open role is tracked, and a seat can be retired while somebody is still in it, which is worth knowing before a reorganization. Each position carries a title, a department, its seat status, its classification, FTE, the funding source if it is restricted, the position it reports to (a position, not a person), and the date it opened.

Build positions from existing job titles creates one position for each distinct job title already on your employee list and assigns those people to them. It skips any title that already has a position, so it is safe to run twice.

Because reporting lines point at positions rather than people, the structure survives a departure instead of having to be rebuilt around whoever is left.

When somebody leaves

An employee or contractor can be set Inactive with the separation captured on the record: the date, the type, and whether the person is eligible for rehire. Nothing is deleted. The record stays available for an audit, an unemployment claim, or a reference request years later, and the person drops off the active roster, the member portal, staff chat and the signature list the same way archiving already worked.

Screenings

Screenings records background checks for employees and contractors, alongside the volunteer screenings already tracked here. Record the check type, the date it was completed, the result, and the date it has to be run again, so an expiring check surfaces before it lapses rather than after. Funders and licensing bodies often require checks for particular roles, so a missing one can put a grant at risk as well as a person.

Ordering a check through a vendor

Below the screening records on a person's panel, the owner or an admin can order a check through a connected vendor instead of recording one obtained elsewhere. Manage vendor connections is where the organization adds its own vendor account once: pick the vendor, paste the API key from that vendor's dashboard, choose live or sandbox, and click Add and verify. The key is stored encrypted and never shown again; verifying confirms it with the vendor and registers the webhook that reports results back. Checkr is connected through its API; a vendor without an API can be added as "another vendor" so its orders are recorded here and the result entered by hand when it arrives.

To order, pick the connection, the package, and the state where the person works, then send the invitation. The vendor emails the person its disclosure and takes their written authorization directly; nothing runs until they consent, and the vendor bills your vendor account. The order's status updates from the vendor (Refresh asks on demand; the webhook does it automatically), and a completed order writes the screening record above so everything else in the app sees it. This app keeps the order, its status, the result word and a link to the report at the vendor. It never stores the report itself, which keeps consumer report data at the vendor.

A result that needs review starts the adverse action sequence under the Fair Credit Reporting Act: the pre-adverse notice with a copy of the report and the summary of rights, a waiting period (five business days is the common practice), then the adverse notice. Run those steps at the vendor, and record the two dates on the order here so the file shows the sequence was followed. State rules, including ban-the-box laws, sit on top of the federal ones; the compliance checklist is the place to check yours. Educational, not legal advice.

The Headcount tile

Your dashboard shows a live Headcount tile drawn from this directory, with the number of active team members and a short breakdown (for example, how many are onboarding or on leave). Click the tile to jump straight to the Employees screen.

Time off

When a team member signs in to their member portal, they can see their PTO balance and submit a time-off request (dates, hours, and type). Requests arrive on your Time Off screen, where you approve or deny them. Approving a request automatically subtracts the hours from that person's PTO balance. This is a light request-and-approve flow for visibility and record keeping, not a payroll or accrual system.

Time-off requests also notify leadership instantly: alongside the email, a push notification reaches owner and admin devices that have notifications enabled the moment a request is submitted. And when you approve or deny a request, the employee gets a push through the Member Portal the moment it is decided (if they enabled notifications there).

Who can see it

Employee records and time-off requests are available to the organization's owner and to staff you have granted admin access. They are not visible to regular members. This feature is for managing your own team's information and is general guidance, not legal advice; confirm any required recordkeeping for your state.

Staff chat

The floating Staff chat button opens a private, real-time room for your staff. Access follows this Employee directory: people listed as employees can join, and independent contractors are excluded by default (a specific contractor can be included on request). The organization owner and admins always have access. Employees who do not have app logins can join the same room from the Member Portal. For context, each of the platform's chat rooms has its own audience: Team chat is the general room for everyone with app access, the Board channel is for the board roster, Staff chat is for employees, and Committee chat is for each committee's members.

8. Employee Reviews

The Reviews screen (in the PEOPLE group of the sidebar, after Time Off) runs your annual performance reviews for both employees and contractors. Every row on the Employees directory also has a Review mini-button that jumps straight to that person's reviews. Review records are stored on your organization's account server-side, and the Executive Director app has an identical Employee Reviews view that works from the same records, so an ED and an HR lead always see the same thing.

Who can run reviews

The organization owner and any staff you have granted admin access. Regular members cannot see anyone else's reviews; an employee only ever sees their own self-review, never the manager's worksheet or summary.

Employees and Contractors tabs

The screen splits into two tabs. A person appears under Contractors when their Employment type in the directory contains "Contractor"; everyone else appears under Employees. Each tab shows your people with the status of their latest review, and each person keeps a record per review year.

The employee review loop

1. Start the review: pick the person and the review year, then click Start / open review.
2. Request the self-review: one click emails the employee and sends an instant push to their member portal. From the portal they answer five questions (accomplishments, challenges, performance against goals, proposed goals, and support needed). Their answers autosave as drafts; when they submit, the self-review locks and the owner and org admins are notified.
3. Complete the manager worksheet: what went well, areas to grow, goals for the next period, an overall rating, and internal compensation or role notes. Fields autosave when you leave them. The worksheet and your summary are never shown to the employee.
4. Build the review document: assembles the formal review onto your letterhead with the standard document toolbar (Copy, Text, Print, Word, Save to Library, Email).
5. Mark complete: closes the review and automatically moves the person's next review date out one year. The directory's "Next review date" field now connects to this workflow.

The contractor evaluation loop

Contractor evaluations are manager-only (there is no self-review). Build a contract requirements checklist: add requirements by hand, or upload or paste the contract itself (.docx, .pdf, or .txt, up to 15MB) and let AI propose the checklist, with per-item approval before anything is added. Then score each requirement Met, Partially met, or Not met, assess quality, timeliness, budget adherence, and communication, and record a recommendation (renew, renegotiate, rebid, or end). Export the evaluation the same way as an employee review. The scored checklist stays on the record year over year, so next year's evaluation starts from the same requirements.

Notifications

Requesting a self-review emails the employee and pushes their member portal instantly. When the employee submits, the owner and org admins are notified. AI can also help at three points in this workflow (compiling the self-review into the worksheet, drafting the review summary, and extracting contract requirements); see the AI Automations Guide for how each one works.

9. Credentials & CEUs

The Credentials & CEUs screen (last item in the PEOPLE group of the sidebar) tracks the professional development your people have earned outside the platform: continuing education units, certifications, professional licenses, and courses completed anywhere. It is separate from the internal course modules the platform already tracks, and it is available to the organization's owner and to staff you have granted admin access.

Logging a credential

Pick a person from your staff roster, or type a name for someone who is not on the roster (a board member or a volunteer). Choose a type (CEU, certification, license, online course, workshop, or internal training), then add the credential name, the issuer, the completed date, the hours or units, an optional expiration or renewal date, and any notes such as a license number. Edit or remove any entry later.

Attaching the certificate

You can paste a link to the certificate, or upload the certificate file directly with Upload to Library. Uploading stores the file in your Document Library and attaches a link to the credential, so the actual certificate is one click away from the record. A paperclip appears next to any credential that has a certificate on file.

Seeing the whole picture

The top of the screen totals your records, your CEU hours, and how many credentials are expiring or already expired. The table lists every credential and flags anything within 60 days of its renewal date in amber and anything past due in red, and an "expiring or expired only" filter narrows to just those. A search box filters by person, credential, issuer, or type.

Annual CEU goals and progress

Open the Annual CEU goals & progress panel to set a default annual continuing-education target for everyone (for example 12 hours), and a custom target for any individual that overrides the default. Each person then shows a progress bar of hours completed this year against their target, so you can see at a glance who has met their goal and who still needs hours before year end.

Reporting

Export everything to CSV for a grant report, an audit, or an accreditation review, or use Draft report (AI) to turn your records into a written professional-development and credentials report (totals, what is current, what is expiring or lapsed, and recommended next steps) that you can copy, save to your Document Library, or email. This is exactly the kind of proof funders ask for, that your staff, board, or volunteers hold the required training and licenses.

For clubs and youth-serving groups, the same screen is the simplest way to track volunteer and coach compliance, background checks, SafeSport, first aid and CPR, concussion training, and coaching certifications, with the renewal dates in one place.

Where board and volunteer credentials show up

Credentials you log here for board members and volunteers also surface where those people are managed. The Volunteer Management app has a Credentials view that matches these records to your volunteers (great for coach and background-check compliance), and the Board Management app has a Credentials view matched to your board roster. Both are read-only and link back here to add or edit, so there is one source of truth.

Self-service and renewal reminders

People can log their own credentials from their member portal, in the "My credentials" card. Anything they add arrives marked "Self-reported" so you can confirm it with a one-click Verify in this screen. Any credential that has a renewal or expiration date also flows into your organization's calendar feed and weekly digest, so no certification quietly lapses.

10. Payroll & Labor Allocation

The Payroll screen (in the PAY & CLERGY group of the sidebar) answers the question funders and auditors always ask: how much of your payroll went to each program, grant, or fund? To be clear about what it is not: it does not run payroll, file taxes, or move money. You keep running payroll in the system you already use; this screen allocates and reports on it. It is available to the organization's owner and to staff you have granted admin access, and it has four tabs.

Programs & splits

• List your buckets: add the programs, grants, and funds you allocate labor to, or pull your program list from the Impact & Outcomes app with one click.
• Set each person's splits: every employee and contractor gets percentage splits across those buckets. A 100% badge confirms the person is fully allocated; anything unassigned shows honestly as "Unallocated" in reports rather than being hidden.
• Splits persist: allocations carry across pay periods until you change them, so a stable team needs almost no upkeep.

Pay periods

Two ways to get pay data in:

• Import a CSV: upload the payroll register or payroll journal CSV that every payroll system exports (Gusto, ADP, Paychex, QuickBooks, and the rest). Map the columns (they are auto-guessed, and every mapping is correctable), and the app matches people to your staff roster by email or name and sums multiple rows per person.
• Enter a period by hand: a manual grid seeded from your roster (gross pay, employer taxes, and hours per person) that autosaves as you type.

Pay data stays on your organization's account and never goes to a third party.

Reports & dashboard

Pick one pay period or all periods combined, then use three outputs:

1. Labor Cost Allocation report: for each program, grant, or fund, every allocated person's gross pay, employer taxes, and hours, with subtotals, an Unallocated section, and grand totals. This is the report funders and auditors ask for.
2. Personnel-cost table: the same figures formatted for board packets and funder reports. Both reports export through the standard document toolbar (Copy, Text, Print, Word on letterhead, Save to Library, Email).
3. On-screen dashboard: people paid, gross pay, employer taxes, fully loaded cost, cost per program with bars, and labor cost by period.

AI can also turn the computed figures into the personnel-costs narrative section of a grant or board report; see the AI Automations Guide.

Compliance checklist

A 12-item educational payroll compliance checklist for nonprofit employers, with saved progress: worker classification, new-hire paperwork (including the I-9 three-day rule), federal deposit schedules, quarterly Form 941, the 501(c)(3) FUTA exemption and the state unemployment reimbursable option, the January 31 W-2 and 1099-NEC deadlines, annual rate and limit refreshes, retirement contribution limits, minimum wage and the FLSA exempt threshold, minister and clergy payroll handling (including the housing allowance), four-year record retention, and multi-state registration for remote staff. It is grounded in the 2026 federal payroll rules and is educational, not legal, tax, or accounting advice; confirm specifics with your payroll provider or accountant.

⛪ 11. Clergy Compensation (churches)

When your organization type is set to Church or faith based on the My Organization page, a Clergy Compensation item appears in the PAY & CLERGY group of the sidebar, directly under Payroll. It exists because minister pay follows different rules than any other employee, and getting them wrong costs the pastor real money. Everything here structures, calculates, and documents; your CPA or tax counsel confirms the numbers before payroll runs or a W-2 is filed.

Why ministers are different

Ministers are dual-status: treated as employees for income tax, but self-employed for Social Security and Medicare. That means no FICA is withheld or matched on ministerial wages; the minister pays SECA instead, unless they hold a timely approved Form 4361 exemption. Income tax withholding is voluntary for ministers (they can elect it, but it is not required). And a church owes no FUTA on any employee, minister or not, which is why the payroll checklist and the compensation calculator read differently for churches (IRS Publications 517 and 1828).

The housing allowance worksheet

The excludable housing allowance is the least of three amounts: what was officially designated, what was actually spent providing the home, and the fair rental value of the home (furnished, plus utilities). The worksheet applies that rule and then shows the two bases it produces: the housing exclusion applies for income tax only; the full amount stays in the SECA base. Two different numbers from one designation, and this split is the single most commonly botched calculation in church payroll.

The designation record, and why the date is the feature

A housing allowance only works if the board designates it in advance, by official action, before the payments it covers (Treasury Regulation 1.107-1(b)). It can never be applied retroactively: a designation missed in December cannot be backdated in January, it can only start from the day it is adopted. The designation record here stores the amount, the effective date, and the board action that authorized it, and it will not accept an effective date earlier than the approval date; that block is deliberate. Pair it with the annual resolution: the Board Management app’s Resolutions page shows churches a housing-allowance band that prefills the formal designation resolution and routes it for e-signature, and the Compliance Tracker carries the annual deadline so the renewal is never missed. Adopt it before 1 January every year.

Minister payroll flags, Form 4361, and the W-2

Mark a minister on their employee record and the app tracks the flags that change payroll: minister status, FICA exempt, whether voluntary withholding was elected, and Form 4361 status. Form 4361 (the SECA exemption for those conscientiously opposed) has a hard, unforgiving deadline: the due date of the tax return for the second year with at least $400 of net ministerial self-employment earnings, and once approved it is irrevocable. The W-2 guidance walks through the boxes that differ for a minister, no Social Security or Medicare wages on ministerial pay, the housing allowance reported outside the wage boxes, so the year-end filing matches the rules above.

Love offerings and personal gifts

Offerings and fees the congregation directs to the minister personally, love offerings, wedding and funeral fees, appreciation gifts, are taxable income to the minister, not charitable gifts. The Donor Management app warns at the point of gift entry when a gift looks person-directed, and the right handling is either to run it through payroll as compensation or, if the gift is genuinely to the church, to word it for the ministry rather than the person. Reference: IRS Publication 517.

12. Federal Employment Law Frameworks

Federal employment law is a patchwork of statutes administered by different agencies. Each has its own employee-count threshold for applicability. Knowing which apply to YOUR org at YOUR current size is the starting point of compliance.

Fair Labor Standards Act (FLSA), All Employers

Administered by the U.S. Department of Labor. Sets federal minimum wage ($7.25/hour, but state minimums often higher), overtime requirements (1.5x regular rate for non-exempt employees working 40+ hours/week), child labor restrictions, and recordkeeping.

The exempt/non-exempt distinction matters more than nonprofit founders realize. Exempt employees are paid a fixed salary regardless of hours worked, but to qualify as exempt they must meet TWO tests: (1) salary basis (paid a minimum salary, federal threshold is $684/week or $35,568/year as of 2024, going up to $1,128/week or $58,656/year on Jan 1, 2025), AND (2) duties test (executive, administrative, professional, computer, or outside sales duties). Misclassifying non-exempt workers as exempt creates back-overtime liability, often plus penalties and attorney fees.

Occupational Safety and Health Act (OSHA), All Employers with Employees

Administered by OSHA. Requires safe and healthful workplace, OSHA-required posters, injury and illness recordkeeping (for orgs with 11+ employees in most industries), and accommodation of workplace inspections.

Title VII of the Civil Rights Act, 15+ Employees

Administered by the EEOC. Prohibits discrimination based on race, color, religion, sex (including pregnancy, sexual orientation, gender identity), and national origin. Applies to hiring, firing, promotion, compensation, and all employment terms. State anti-discrimination laws often apply at lower thresholds (some at 1+ employee).

Americans with Disabilities Act (ADA), 15+ Employees

Administered by the EEOC. Prohibits discrimination against qualified individuals with disabilities and requires reasonable accommodations unless they create undue hardship. The interactive accommodation process is critical, many ADA claims arise from employers failing to engage with the process even if the accommodation isn't required.

Genetic Information Nondiscrimination Act (GINA), 15+ Employees

Prohibits discrimination based on genetic information and restricts employers from requesting or using genetic information.

Pregnancy Discrimination Act (PDA), 15+ Employees

Amendment to Title VII. Prohibits discrimination based on pregnancy, childbirth, or related medical conditions.

Pregnant Workers Fairness Act (PWFA), 15+ Employees

Effective June 2023. Requires reasonable accommodations for pregnancy and related conditions, similar to ADA accommodation framework but for pregnancy specifically.

Age Discrimination in Employment Act (ADEA), 20+ Employees

Administered by the EEOC. Protects workers 40 and older from age discrimination. State laws often apply at lower thresholds.

Consolidated Omnibus Budget Reconciliation Act (COBRA), 20+ Employees

Requires offering continuation of health insurance coverage to employees and dependents after qualifying events (termination, reduction in hours, etc.). Generally 18 months of continuation; 36 months in certain circumstances. State "mini-COBRA" laws apply to smaller employers in many states.

Family and Medical Leave Act (FMLA), 50+ Employees in 75-Mile Radius

Administered by the U.S. DOL. Provides eligible employees up to 12 weeks of unpaid, job-protected leave per 12-month period for qualifying family/medical reasons. Up to 26 weeks for military caregiver leave. Employees must have worked 12 months AND 1,250 hours to be eligible.

Affordable Care Act (ACA) Employer Mandate, 50+ FTEs

Administered by the IRS. Employers with 50+ Full-Time Equivalents must offer minimum essential coverage to full-time employees or face Employer Shared Responsibility penalties. Annual Forms 1094-C and 1095-C required.

EEO-1 Reporting, 100+ Employees

Administered by the EEOC. Annual demographic reporting (race, ethnicity, sex, job category). Federal contractors with 50+ employees and $50K+ contracts also file.

Worker Adjustment and Retraining Notification Act (WARN), 100+ Employees

Administered by the U.S. DOL. Requires 60 days advance notice for mass layoffs (50+ employees at single location) or plant closings. Several states have "mini-WARN" laws with lower thresholds.

Other federal employment laws of note

• Equal Pay Act (EPA): all employers; prohibits sex-based wage discrimination for substantially equal work
• Immigration Reform and Control Act (IRCA): all employers; I-9 verification required
• Uniformed Services Employment and Reemployment Rights Act (USERRA): all employers; protects military service members
• National Labor Relations Act (NLRA): protects employees' rights to collective action, even in non-union workplaces
• Sarbanes-Oxley Act (SOX): whistleblower protections apply to all nonprofits (some financial provisions only to specific entities)
• Drug-Free Workplace Act: federal contractors and grant recipients

13. State-Specific Considerations

State employment laws often provide protections beyond federal law, sometimes at much lower employee thresholds. The major categories where state law typically differs:

State minimum wage

30+ states have minimum wages above the federal $7.25. Highest as of 2024: California ($16.00), Washington ($16.28), New York ($16.00+ in NYC/LI/Westchester), Connecticut ($15.69). Some cities have higher local minimums (Seattle $19.97, San Francisco $18.67). Verify your specific location.

State paid sick leave (18 states + DC)

Mandatory paid sick leave laws in: AZ, CA, CO, CT, IL, MA, MD, ME, MI, MN, NJ, NM, NV, NY, OR, RI, VT, WA. Amounts vary (typical: 1 hour earned per 30-40 hours worked; cap 40-56 hours/year). Employers can comply via combined PTO policy if minimum hours are available for qualifying uses.

State paid family leave (13 states + DC)

State-funded or employer-funded paid family/medical leave: CA, CO, CT, DE, MA, MD, MN, NJ, NY, OR, RI, WA, ME. Most are funded by employee or shared payroll deductions; benefits typically 6-12 weeks at 60-90% wage replacement. These coordinate with (not replace) FMLA.

Mandatory sexual harassment training

Required by state law: California (5+ employees, every 2 years), New York (annual, all employers), Connecticut (2+ employees, every 10 years), Maine (15+ employees), Illinois (annual, all employers), Delaware (50+ employees). Other states encourage but don't mandate.

Pay transparency in job postings (10 states + DC)

Job postings must include salary ranges: California, Colorado, Connecticut, Hawaii, Illinois (effective 2025), Maryland, Nevada, New York, Rhode Island, Washington. Penalties for non-compliance range from warnings to fines per violation.

Final paycheck timing

Varies dramatically by state. California: immediately upon termination, within 72 hours upon resignation. Massachusetts: immediately upon involuntary termination. Texas/Florida: by next regular payday. Many states require accrued PTO payout at termination (CA, MA, NE, ND mandatory).

"Ban the Box" laws (most states have some version)

Restrict when employers can ask about criminal history. Common requirement: no criminal history questions on initial application; can ask after conditional offer.

State family leave laws (broader than FMLA)

California: CFRA (5+ employees, 12 weeks). New Jersey: NJ Family Leave Act (30+ employees). Rhode Island: TCI (1+ employees). Many state laws cover smaller employers and broader relationships than FMLA.

State workers compensation

Required in nearly all states. Texas is unusual, workers comp is optional but employers without it must notify employees of non-subscriber status. Florida requires for 4+ employees (lower for construction). Other states vary 1-5 employee thresholds.

Right to work laws (27 states)

States that prohibit requiring union membership as employment condition. Doesn't affect most nonprofits but worth knowing.

14. Worker Classification Deep Dive

The IRS, the DOL, state tax agencies, and state labor commissioners all care about worker classification because employee vs contractor status affects taxes, overtime obligations, workers comp, unemployment insurance, benefits eligibility, and discrimination protections.

The three frameworks that matter

IRS 20-Factor Test (now grouped into 3 categories)

The IRS evaluates worker status using factors in three categories:

• Behavioral Control: Does the business have the right to direct and control how the work is done? Training, instructions, methods, evaluation system, etc.
• Financial Control: Are the business aspects of the worker's job controlled by the payer? Investment, expenses, opportunity for profit/loss, payment method, etc.
• Type of Relationship: Written contracts, employee-type benefits, permanence, services as a key activity of the business.

No single factor is determinative. The Worker Classification Wizard in this app applies all 18 factors and produces a recommendation.

DOL Economic Reality Test (FLSA)

The U.S. Department of Labor uses an "economic realities" test for FLSA purposes: is the worker economically dependent on the employer, or in business for themselves? Six factors include opportunity for profit/loss, investment, permanence, control, integral to the business, and skill/initiative.

State ABC Tests (Several States)

California (AB 5), Massachusetts, New Jersey, and a handful of others apply the "ABC test" which is MORE restrictive than the federal tests. Under the ABC test, a worker is presumed an employee UNLESS the hiring entity can prove ALL THREE:

• A. The worker is free from control and direction in performing the work
• B. The work is outside the usual course of the hiring entity's business
• C. The worker is customarily engaged in an independently established trade, occupation, or business

The "B" prong is the killer for many nonprofits, if a contractor's work is what your nonprofit does (e.g., tutoring services for a tutoring nonprofit), they're likely an employee under ABC.

What "independent contractor" actually requires

For a true IC relationship, the worker should:

• Have their own business presence (separate phone, website, business cards, EIN, etc.)
• Have other clients (or actively seek them)
• Provide their own tools and workspace
• Set their own hours and methods
• Have a written Independent Contractor Agreement
• Receive 1099-NEC for payments of $600+
• NOT receive employee benefits, training as employees would, or supervision of methods

Consequences of misclassification

If you misclassify an employee as an independent contractor, you face:

• IRS: back taxes (employer and employee FICA, you owe BOTH halves), back income tax withholding, FUTA, plus interest and penalties
• DOL (FLSA): back overtime for hours worked over 40/week, plus liquidated damages (double the back wages), plus attorney fees
• State tax agency: state income tax withholding, SUTA, plus penalties
• State labor commissioner: wage-and-hour penalties (often higher than federal)
• Unemployment insurance: back unemployment premiums plus claims
• Workers compensation: back premiums plus retroactive coverage for injuries
• Benefits: retroactive benefit eligibility claims (health insurance, retirement)
• Class actions: "you misclassified me; you probably misclassified others", significant attorney-fee exposure

15. Compensation & Reasonable Comp

Exempt vs Non-Exempt (FLSA)

To be classified as exempt from overtime, an employee must meet BOTH the salary basis test (paid a minimum salary not subject to reduction based on quality/quantity of work) AND a duties test:

• Executive exemption: manages 2+ employees; authority to hire/fire; primary duty is management
• Administrative exemption: office work directly related to management; exercises independent judgment on significant matters
• Professional exemption: advanced knowledge work (law, medicine, accounting) OR creative/artistic work
• Computer employee exemption: systems analysis, programming, software engineering
• Outside sales exemption: sales away from employer's place of business

Federal salary threshold (2024): $684/week ($35,568/year). Rising to $1,128/week ($58,656/year) on January 1, 2025. Many states have higher thresholds.

IRS "Reasonable Compensation" for Nonprofits

The IRS prohibits "excess benefit transactions" between a 501(c)(3) and "disqualified persons" (typically the Executive Director, board members, key employees, and their family members). Compensation that's excessive can be considered an excess benefit, triggering intermediate sanctions (excise taxes) on the recipient AND board members who approved it.

The IRS provides a "rebuttable presumption" of reasonableness if THREE conditions are met:

1. Independent body approves the compensation: a board or compensation committee where no member receives compensation from the org (other than for board service)
2. Approval is based on comparable data: actual comparable compensation data for similar positions at similar nonprofits in similar geographic areas (sources: Form 990 data via Candid/GuideStar, state nonprofit association salary surveys, BLS data)
3. Adequate documentation: written record contemporaneous with the decision showing what comparable data was reviewed and the decision basis

If you don't meet the rebuttable presumption, the IRS can challenge the compensation as excessive. If you DO meet it, the burden shifts to the IRS to prove it's unreasonable.

Form 990 Schedule J specifically asks about the rebuttable presumption process for the highest-paid employees and board members. Use the Total Compensation Calculator in this app to document the analysis.

Pay equity considerations

Federal Equal Pay Act (1963) prohibits sex-based wage discrimination for "substantially equal work." Several states have stricter equal pay laws, California, New York, Massachusetts, and others prohibit pay disparities for "substantially similar" work (broader than "equal") and limit defenses to bona fide factors other than sex.

Conduct an annual pay equity audit, especially before adjusting salaries or making promotions. Document the legitimate factors driving pay differences (experience, education, performance, market data).

Pay transparency

10 states + DC now require salary ranges in job postings. The Job Description Generator in this app flags this requirement based on your state.

16. Hiring Best Practices

Job description first

Before posting, write a compliant job description (use the Job Description Generator). The job description anchors the entire hiring process: it tells candidates what to expect, defines what you'll evaluate against, supports the ADA accommodation analysis, and serves as evidence of legitimate hiring criteria if challenged.

Job postings

• Include salary range if your state requires (CA, CO, CT, HI, IL, MD, NV, NY, RI, WA)
• Include EEO statement
• Avoid age-coded language ("digital native," "recent grad," "young and energetic")
• Don't require unnecessary experience, "5+ years required" eliminates candidates protected by ADEA
• Post in places that reach diverse candidate pools (avoids disparate impact claims)

Interviewing, questions to AVOID

Generally illegal or risky to ask in interviews:

• Age or date of birth (ADEA)
• Marital status, children, family planning (Title VII)
• National origin, citizenship status (other than work eligibility) (IRCA, Title VII)
• Religion or religious observances (Title VII)
• Disability or medical history (ADA), can ask about ability to perform essential functions
• Pregnancy or potential pregnancy (PDA, PWFA)
• Genetic information (GINA)
• Prior salary (banned in 20+ states/cities)
• Criminal history (ban-the-box laws, varies by state)
• Sexual orientation, gender identity (Title VII)
• Military status (USERRA)

Reference checks

Get written candidate consent before conducting reference checks. Use a standardized list of questions tied to the job description. Document responses. Avoid asking former employers about protected characteristics.

Background checks

If conducting criminal background checks, comply with the Fair Credit Reporting Act (FCRA): provide disclosure, get authorization, follow adverse action procedures if disqualifying based on results. Many states limit how far back you can look (typically 7 years) and what convictions can be considered.

Offer letters

Use the Offer Letter Generator. Include: position, start date, classification (FLSA, employment type), compensation, benefits summary, work location, at-will language, contingencies, acceptance deadline. Avoid promises that could create implied contracts ("you'll have a job here for 5 years" creates problems).

Onboarding

Use the Onboarding Checklist Generator. Critical items: Form I-9 (within 3 business days), W-4, direct deposit, employee handbook with signed acknowledgment, anti-harassment policy acknowledgment, mandatory new-hire training (state-specific).

17. Volunteer Management

Volunteers are a critical resource for most nonprofits and a frequent source of HR exposure. The line between volunteer and employee is more important than nonprofit founders realize.

When a volunteer becomes an employee under FLSA

Under FLSA, a "volunteer" is someone who freely donates services for civic, charitable, or humanitarian reasons, without expectation of compensation. The DOL looks at:

• Type of work: Is the work normally done by paid employees? If yes, volunteer status is harder to maintain.
• Expectation of compensation: Does the volunteer expect any form of payment or benefit?
• Type of organization: Volunteering for a public agency or nonprofit is favored; volunteering for a private business is not.
• Hours and conditions: Excessive hours, regular schedules, and employee-like working conditions suggest employment.
• Receipt of benefits: Cash payments are problematic. Reasonable expense reimbursement and incidental benefits (meals at events, training) are usually OK.

"Volunteer" employees

Employees of an organization generally CANNOT volunteer for the same organization to perform the same type of work they do as an employee, this would be unpaid overtime under FLSA. Employees CAN volunteer for entirely different work (e.g., an accountant employed by the org can volunteer to help at a fundraising event).

Volunteer protections

The federal Volunteer Protection Act of 1997 protects volunteers acting in good faith within the scope of their duties from personal liability for ordinary negligence, but NOT gross negligence, willful misconduct, or criminal acts. States have varying additional volunteer protection laws.

Background checks for volunteers

Required (or strongly recommended) for volunteers in certain roles:

• Working with children or vulnerable adults
• Handling funds or financial information
• Working in homes (e.g., Meals on Wheels)
• Driving for the organization

Use the Volunteer Agreement generator to document the volunteer relationship clearly and to authorize background checks where appropriate, and the Volunteer Handbook generator for the orientation guide that goes with it.

Volunteer recordkeeping

Maintain records similar to (but lighter than) employee records:

• Volunteer application + signed Volunteer Agreement
• Background check completion and results (or "passed" notation, not detailed results)
• Training completion records
• Hours volunteered (helpful for grant reporting and recognition)
• Emergency contact information
• Photo/video release if applicable

Retain volunteer records for 3 years after the volunteer's last activity (longer if the work involved vulnerable populations or if any incidents occurred during service).

18. Termination Best Practices

Document before you terminate

The single most important thing in defending termination decisions is documentation. Before any involuntary termination (except for gross misconduct), the personnel file should reflect:

• Performance evaluations showing the issues
• Written warnings or coaching memos addressing specific problems
• A Performance Improvement Plan (PIP) with measurable goals and a clear timeline
• Documentation of the employee's failure to meet PIP requirements
• Consistent treatment of similar issues with other employees (avoid the "but you didn't fire her when she did the same thing" defense)

For at-will employment in states where it applies, you don't legally need a reason. But having one, and documenting it, is your best defense against wrongful termination claims based on alleged discrimination, retaliation, or breach of public policy.

Progressive discipline

Typical progression: verbal counseling → written warning → final written warning → termination. Not legally required, but it demonstrates fairness and gives the employee chances to improve. Skip progressive discipline only for serious misconduct (violence, theft, harassment, falsification, gross insubordination).

The termination meeting

• Two managers present (supervisor + HR or Executive Director)
• Brief and direct, explain the decision, don't debate it
• Have prepared documents: termination letter, final paycheck (where required), COBRA notice (20+ employee orgs), benefits summary, return-of-property checklist
• Allow the employee dignity, let them pack personal items, escort them out professionally (not paraded)
• Document the meeting promptly

Final paycheck timing

VERY state-specific. The Termination Policy generator includes state-specific text for CA, MA, CT, CO, MI, TX, FL, GA, but verify your specific state. Key states:

• California: immediately at termination; within 72 hours of resignation
• Massachusetts: immediately at involuntary termination
• Connecticut: next business day for involuntary; next payday for voluntary
• Most other states: by next regular payday

Most states require accrued PTO payout at termination if your policy or practice treats it as wages.

References

The legally safest reference policy is neutral: confirm only dates of employment, position held, and (with written consent) eligibility for rehire. Avoid subjective performance evaluations in references unless your state has a "good faith" reference protection law (many do, but verify yours).

Severance

Not legally required (with rare exceptions like WARN Act). Most nonprofits offer severance only with a signed release of claims agreement. Typical formula: 1 week per year of service, with a minimum (often 2 weeks) and maximum (often 8-16 weeks). Include outplacement assistance for senior roles when feasible.

Common mistakes that lead to lawsuits

• Inconsistent treatment: disciplining one employee but not another for the same conduct
• Termination right after a protected activity: pregnancy announcement, complaint of harassment, FMLA request, return from leave
• Inadequate documentation: no warnings before termination for performance
• "You don't need a reason because you're at-will": true legally, but a HUGE red flag for retaliation claims
• Verbal-only feedback: if it's not written, it didn't happen for legal purposes
• Termination via email or phone: exposes you procedurally; do in person where possible

🎨 Document Branding

Brand the documents this tool generates. Your organization identity, branding (letterhead, footer, and signature), language, and connections are all set once on the My Organization page and carry across every app. You can even customize your organization's language there, renaming platform terms like donation or donor to the words your organization uses. What you can set:

Your organization can save more than one signature on My Organization (for example the executive director and the board chair), each with a name and title and one marked as the Default. Every Word export in this app offers a Signature pull-down listing them, with the Default preselected, plus No signature; the signer's name and title print under the signature image.

• Letterhead: upload your organization's letterhead image; it appears at the top of every Word document.
• Footer: your org name, address, and EIN (from your profile) print at the bottom, along with any phone, email, and website you add here, plus optional page numbers.

Set it up once and it's applied automatically to your exports.

Signature details. Beyond the signature image, you can also save a default closing (for example, "Sincerely,"), your name, and your title. These are added with your signature when you export a document, so letters sign off correctly without retyping them each time.

Snippets and stats. Your settings also include a Stats & Snippets panel. Save reusable blocks of text you use often (your mission statement, standard boilerplate, a recurring call to action) and copy any of them into a document you are drafting, so you never rewrite the same wording twice.

Signing In and Administrator Access

You sign in to this app with your All In One Nonprofit account, at https://app.allinonenonprofit.com/signin. There is no separate password for this app, and no administrator password to set up in your browser. The older Administrator Access link and its per-browser password have been retired.

What you can see and change here follows your access level in your organization. The owner and Admins set each member's access level on the My Organization page, at https://www.allinonenonprofit.com/team/.

When you sign out, this app clears its copy of your organization's records from the browser, so a shared or borrowed computer does not keep them. Nothing is lost: your organization's records stay in your account and come back the next time you sign in.

AI Automations

The dashboard's ✨ AI Automations button opens drafting tools for the HR documents the policy generators don't cover: an HR Compliance Snapshot (drafted from your workforce profile and which policies you have completed), an Offer Letter Drafter (Word export carries your letterhead and signature), a Job Description Drafter, an Interview Question Builder with a do-not-ask list, a Performance Improvement Plan Drafter, Difficult Conversation Prep, and a Separation Checklist & Script with a pre-action risk check.

Every draft opens in an editable preview with Copy, Text, Print, Word, and Email. Everything is general HR education, never legal advice; drafts never invent laws or thresholds, and the sensitive ones (PIPs, separations) tell you plainly when to call an employment attorney first. See the AI Automations Guide.

Contact & Support

For questions, feedback, or feature requests, contact the All In One Nonprofit team at [email protected]. We update these tools regularly, check back for new features.

Looking for help beyond the platform? See our Helpful Resources page for vetted external resources on legal and tax filing, funder research, governance training, insurance, technology discounts, and more.