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Reported on Monday, November 23, 2009 5:24 AM

• Evaluation Conclusions
• Purpose
• Programs
• Fund Raising Methods
• Financial Summary

• Charity Contact and Profile
• Additional Locations and Phone Numbers
• BBB Standards for Charitable Accountability
• Ten Tips for Better Giving

Tax Status 501(c)(3)

The mission of the Mississippi Technology Alliance (MTA) is to drive innovation and technology-based economic development in the state of Mississippi.

To accomplish this effort MTA manages three primary centers and multiple programs related to research commercialization, entrepreneurship, capital formation and local community innovation capacity.

Center for Entrepreneurship and Innovation: The Center for Entrepreneurship and Innovation consists of 6 programs using a set of proprietary web-based commercialization applications devoted to prospecting for commercially business ventures, and recruiting qualified business executive talent. These programs include:
1.) The Entrepreneuer Services Program
2.) The Service Provider Network Program
3.) The MTA Innovation Center
4.) The Mississippi Executive Talent Exchange
5.) The Manufacturing Extension Partnership of Mississippi
6.) The Strategic Biomass Initiative

Center for Capital Formation: The Center for Capital Formation manages a statewide angel network and is currently engaged in establishing local angel groups associated iwth each Technology Council. It manages a $4 million seed fund for first round investments in new technology-based enterprises and R & D awards to small businesses engaged in collaborative research with universities.

Center for Innovation Led Economic Development: The primary purpose of the Center for Innovation Led Economic Development is assisting regional areas in developing Innovation Councils.

The design of the Innovation Council consists of economic developers and regional stakeholders with a common interest in innovation-based economic development such as private sector economic development partnerships, research universities, community colleges, incubators, busines service providers, industry sector representatives, investors, and entrepreneurs. The purpose of the council is to 1) identify and marshal resources to support and entrepreneurial environment, 2) identify, recruit and engage emerging technology industry representatives, 3) implement regionally specific ILED strategies, 4) develop and promote and environment for transactional relationships, and 5) continuously focus on "asking" and "responding" to the answer of emerging technology companies: "what can we do to assist you in improving your bottom line?".

The Center for Innovation-Led Economic Development acts to facilitate, train, coordinate and support the Innovation Councils. Facilitation involves orchestrating a process for forming the Innovation Council and developing an ILED program of work. Training is offered to infdividuals who 1) want to learn or enhance their skills or train others in providing assistance to innovation and technology-based entrepreneurs, 2) become knowledgeable about the dynamics of private equity investment, and/or 3) expand their exposure and capabilities in implementing ILED strategies.

Entrepreneurial training is offered through the Kauffman "FastTrac" train the trainer program. The private equity investment training is provided through MTA webinars, and the ILED training is offered through a "first of its kind" curriculum jointly designed and delivered by MTA and the University of Southern Mississippi's Department of Economic and Workforce Development program. This constitutes the MTA Mississippi Innovation Network Ally Training Institute for individuals committed to playing instrumental roles in advancing Mississippi's ILED objectives.

The long-range goal of the MTA is to empower a sustainable statewide Mississippi Innovation Network (MIN) composed of multiple Innovation Councils capable of effectively leveraging MTA resources, know how and contacts to promote and support entrepreneurship and assist entrepreneurs in accelerating and reducing the risk of commercialization. The Mississippi Innovation Network is MTA's model for accomplishing that goal.

Mississippi Technology Alliance does not have fundraisers such as direct mail solicitation or special events. MTA receives contributions and funds from governmental grants and other sources.

According to the IRS Form 990 for the Fiscal Year ended 6/30/2008:

(601) 960-3605 (FAX)

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ID: 165942565
Report as of: 11/23/2009

© 2009  The Better Business Bureau of Mississippi, Inc.

1. A board of directors that provides adequate oversight of the charity's operations and its staff.
2. A board of directors with a minimum of five voting members.
3. A minimum of three evenly spaced meetings per year of the full governing body with a majority in attendance, with face-to-face participation.
4. Not more than one or 10% (whichever is greater) directly or indirectly compensated person(s) serving as voting member(s) of the board. Compensated members shall not serve as the board's chair or treasurer.
5. No transaction(s) in which any board or staff members have material conflicting interests with the charity resulting from any relationship or business affiliation.
6. Have a board policy of assessing, no less than every two years, the organization's performance and effectiveness and of determining future actions required to achieve its mission.
7. Submit to the organization's governing body, for its approval, a written report that outlines the results of the aforementioned performance and effectiveness assessment and recommendations for future actions.
8. Spend at least 65% of its total expenses on program activities.
9. Spend no more than 35% of related contributions on fund raising. Related contributions include donations, legacies and other gifts received as a result of fund raising efforts.
10. Avoid accumulating funds that could be used for current program activities. To meet this standard, the charity's unrestricted net assets available for use should not be more than three times the size of the past year's expenses or three times the size of the current year's budget, whichever is higher.
11. Make available to all, on request, complete annual financial statements prepared in accordance with generally accepted accounting principles.
12. Include in the financial statements a breakdown of expenses (e.g., salaries, travel, postage, etc.) that shows what portion of these expenses was allocated to program, fund raising, and administrative activities.
13. Accurately report the charity's expenses, including any joint cost allocations, in its financial statements.
14. Have a board-approved annual budget for its current fiscal year, outlining projected expenses for major program activities, fund raising, and administration.
15. Have solicitations and informational materials, distributed by any means, that are accurate, truthful and not misleading, both in whole and in part.
16. Have an annual report available to all, on request, that includes: (a) the organization's mission statement, (b) a summary of the past year's program service accomplishments, (c) a roster of the officers and members of the board of directors, (d) financial information that includes (i) total income in the past fiscal year, (ii) expenses in the same program, fund raising and administrative categories as in the financial statements, and (iii) ending net assets.
17. Include on any charity websites that solicit contributions, the same information that is recommended for annual reports, as well as the mailing address of the charity and electronic access to its most recent IRS Form 990.
18. Address privacy concerns of donors by (a) providing in written appeals, at least annually, a means (e.g., such as a check off box) for both new and continuing donors to inform the charity if they do not want their name and address shared outside the organization, and
    (b) providing a clear, prominent and easily accessible privacy policy on any of its websites that tells visitors (i) what information, if any, is being collected about them by the charity and how this information will be used, (ii) how to contact the charity to review personal information collected and request corrections, (iii) how to inform the charity (e.g., a check off box) that the visitor does not wish his/her personal information to be shared outside the organization, and (iv) what security measures the charity has in place to protect personal information.
19. Clearly disclose how the charity benefits from the sale of products or services (i.e., cause-related marketing) that state or imply that a charity will benefit from a consumer sale or transaction. Such promotions should disclose, at the point of solicitation: (a) the actual or anticipated portion of the purchase price that will benefit the charity (e.g., 5 cents will be contributed to abc charity for every xyz company product sold), (b) the duration of the campaign (e.g., the month of October), (c) any maximum or guaranteed minimum contribution amount (e.g., up to a maximum of $200,000).
20. Respond promptly to and act on complaints brought to its attention by the BBB Wise Giving Alliance and/or local Better Business Bureaus about fund raising practices, privacy policy violations and/or other issues.

Most charities are honest and ethical, but questionable solicitors are counting on the fact that you won't bother to check out the charity before you give. Here is some basic wise giving advice:

1. Watch out for similar names.
   As there are many charities raising funds for similar causes, some charity names sound the same. Be sure to look at the name carefully, because the charity soliciting you may not be the one you have in mind.
2. Do not be pressured to make an immediate gift.
   Be wary of solicitors that demand an 'on the spot' donation. Charities should welcome your gift whenever you want to send it.
3. Question vague appeals.
   Appeals should clearly identify the charity's programs. Watch out for appeals that are strong on identifying a problem, but weak on describing what specifically the charity intends to do about it.
4. Do not give out personal information to phone solicitors.
   Don't give out credit card numbers, checking account numbers or any other personal information to unknown telephone solicitors.
5. Do not give cash.
   Write a check out to the charity's full official name, not to an individual or third party that may be collecting the donation.
6. Keep records of your donations (receipts, canceled checks and bank statements) so you can document your charitable giving at tax time. (Note: The IRS requires donations of $250 or more to be substantiated through a written receipt from the charity.)
7. If you want a deduction, make sure the organization is a charity.
   There are many different types of soliciting nonprofit organizations. Most appeals will indicate if the organization is eligible to receive gifts deductible as charitable contributions. (To be sure, review the list of organizations in IRS Publication 78 or ask the charity for a copy of its tax exempt status determination letter.)
8. Don't hesitate to ask the charity for written information on its programs and finances.
   This tip can be particularly helpful in responding to phone appeals from charities that interest you.
9. To verify if a charity is registered to solicit, contact your state government.
   In most cases, this will be the state's office of the attorney general. Remember that the state registration does not mean 'approval', it means the group has filed the appropriate forms.
10. Report bad practices.
    Contact your Better Business Bureau and your state's Attorney General office about solicitation problems.