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GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation
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GuideStar Webinar (10/01/13) - Best Practices in Nonprofit Compensation

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Do you know what a “rebuttable presumption” is? Can you name the “disqualified persons” in your organization? Do you know why these things are important? If you answered, “No,” to any of these …

Do you know what a “rebuttable presumption” is? Can you name the “disqualified persons” in your organization? Do you know why these things are important? If you answered, “No,” to any of these questions, this free Webinar is for you. Join attorney (and former state charity official) Karl Emerson and GuideStar’s Chuck McLean to find out what are best practices in nonprofit compensation. The IRS, Congress, and donors are all taking hard looks at what nonprofits pay their leaders. Make sure you can justify your organization’s compensation practices to these important audiences.

Presenters: Karl E. Emerson, of counsel, Montgomery McCracken, and Chuck McLean, Vice President of Research, GuideStar USA

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  1. The Private Inurement Prohibition, Excess Compensation, Intermediate Sanctions, And The IRS’s Rebuttable Presumption ---- A Basic Primer For 501(c)(3) Public Charities Karl E. Emerson Montgomery, McCracken, Walker & Rhoads, LLP
  2. Disclaimer • This presentation is intended to provide only a general summary and overview of these topics as they pertain to public charities that have been granted tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
  3. Disclaimer • This presentation will not address the applicability of these topics to other types of tax-exempt organizations such as private foundations and those that have been granted tax-exempt status under other parts of Section 501(c)(3) of the Internal Revenue Code.
  4. Disclaimer • The information provided during this presentation is not to be considered legal advice applicable to any particular situation, and organizations needing specific advice and counsel on these matters should always consult with knowledgeable counsel.
  5. The Private Inurement Prohibition • The private inurement prohibition requires that a public charity that has been granted tax-exempt status under Section 501(c)(3) of the Internal Revenue Code (“charity”) operate so that none of its income or assets unreasonably benefits any of its board members, trustees, officers, or key employees. • These types of individuals are commonly referred to as “insiders”.
  6. The Private Inurement Prohibition • Thus, the prohibition precludes any of the income or assets of a charity from unfairly or unreasonably benefiting, either directly or indirectly, individuals who have close relationships with their organizations and the ability to exercise control over them. • The most common type of private inurement is excessive compensation paid to insiders and this topic will be covered in much greater detail later in the presentation.
  7. The Private Inurement Prohibition • There are, however, many other forms of private inurement that can also result in the revocation of a charity’s tax-exempt status and/or in the imposition of significant “intermediate sanctions” that will be discussed shortly. • These other forms of possible private inurement include, but are not limited to: • the sale of a charity’s asset to an insider;
  8. The Private Inurement Prohibition • the charity’s purchase of an asset from an insider; • the charity’s rental of property from, or to, an insider; • the charity’s lending of money to an insider; and • the use of facilities and/or other assets of the charity by an insider.
  9. The Private Inurement Prohibition • Just as with assessing the appropriateness of an insider’s compensation, the decisive factor in determining whether a transaction with an insider violates the private inurement prohibition is whether the transaction is fair and reasonable under the circumstances. • For example, it would not necessarily be improper to sell a charity’s asset to an insider at, or above, its fair market value.
  10. The Private Inurement Prohibition • It would, however, probably be improper to sell a charity’s asset to an insider for less than its fair market value. • Similarly, it would not necessarily be improper to rent a charity’s office facilities from an insider at, or below, fair market value, but it would be improper to do so for more than fair market value.
  11. The Private Inurement Prohibition • Likewise, it would not necessarily be improper for a charity to purchase assets and/or services from an insider, or from an entity with which the insider or a family member is affiliated, as long as the assets and/or services are purchased at, or below, their fair market value rather than for more than their fair market value.
  12. The Private Inurement Prohibition • The courts and the IRS have consistently ruled that any unreasonable benefit or inurement, however small, is impermissible and can result in the revocation of a charity’s tax-exempt status. • However, even if private inurement is clearly present in a particular fact situation, it can often be argued that the ultimate sanction of revoking a charity’s tax-exempt status should not be imposed if the unreasonable benefit is incidental or insignificant.
  13. The Private Inurement Prohibition • In such instances, a strong case can be made to only have the “intermediate sanctions” that will be discussed shortly imposed instead of revoking the charity’s tax-exempt status.
  14. Excessive Compensation • As was noted earlier, the most common type of private inurement is the payment of excessive compensation to insiders. • The IRS has significantly increased its enforcement efforts in this area and recently assessed millions of dollars in penalties for these types of violations. In addition, the IRS has indicated that it will now include excessive compensation analyses in every future audit it conducts.
  15. Excessive Compensation • It is important to note, however, that individuals working for a charity are not required to donate their services and are allowed to be reasonably compensated. • In other words, they are not required to work for free or accept reduced compensation simply because they provide their services to a charity rather than to a taxable organization, although such individuals often do.
  16. Excessive Compensation • The private inurement prohibition simply requires that the total compensation paid by a charity to an insider be fair and reasonable. • Whether an insider’s total compensation is fair and reasonable is determined on a case- by-case basis using a process similar to that used to value anything: this process requires a charity to gather comparable data regarding what similarly situated individuals running similar organizations are paid.
  17. Excessive Compensation • There are numerous sources for obtaining this comparability information. For example, ERI Economic Research Institute, www.erieri.com and GuideStar, www.guidestar.org, are two excellent sources.
  18. Excessive Compensation • For an insider’s compensation to be fair and reasonable, there must be an approximately equal exchange of benefits between the charity and the insider so that the insider does not receive an unreasonable or unwarranted benefit from the charity. • Bruce Hopkins, a nonprofit law expert, notes that there are several factors commonly considered to evaluate the reasonableness of an insider’s compensation, including:
  19. Excessive Compensation • the compensation paid by similar organizations, both exempt and taxable, for equivalent positions in the same community or geographic area; • the charity’s need for the particular services of the person in question; • the uniqueness of the person’s background, education, training, experience, and responsibilities;
  20. Excessive Compensation • whether the compensation was approved by an independent board of directors; • the size and complexity of the charity’s income and assets and the number of employees the charity has; • the person’s prior compensation arrangements; • the person’s job performance;
  21. Excessive Compensation • the relationship of the person’s compensation to the compensation paid to the charity’s other employees; and • the number of hours the person spends performing his or her job.
  22. Excessive Compensation • It is important to note that “total compensation” paid by a charity to an insider includes more than just the insider’s salary or wages. It includes all other forms of compensation the insider receives, such as bonuses, commissions, royalties, fringe benefits, deferred compensation, severance payments, retirement and pension benefits, expense allowance, and insurance benefits.
  23. Excessive Compensation • The bottom line is that an unreasonably large or excessive salary paid by a charity to an insider can be considered private inurement ---- especially when the insider also receives other forms of compensation from the charity.
  24. Excessive Compensation • It is important to note, however, that very large salaries and non-cash benefits paid to certain key employees can often be reasonable when one considers the employee’s experience and expertise. • For example, highly-skilled and experienced physicians at a nonprofit hospital are sometimes paid significantly more than the hospital’s CEO and other executive-level staff.
  25. Excessive Compensation • According to nonprofit law expert Bruce Hopkins, a charity can avoid violating the private inurement prohibition for compensation it pays to an insider as long as it is able to: • describe fully and accurately all aspects of the insider’s total compensation package; • explain exactly how the charity determined the insider’s total compensation package;
  26. Excessive Compensation • describe adequately and accurately the insider’s duties and responsibilities; • provide adequate documentation, such as comparable salaries paid by similar organizations, that show the reasonableness of the insider’s compensation;
  27. Excessive Compensation • show through appropriate documentation that the charity’s governing body approved the amount of the insider’s compensation and that the insider or someone related to the insider did not participate in the process; • show that the amount of the insider’s total reportable compensation agrees with the amount reported on the insider’s Form W-2 or Form 1099 to avoid an automatic excess benefit transaction; and
  28. Excessive Compensation • show through appropriate documentation that the insider’s use of any of the charity’s assets, such as cars, real estate, credit cards, laptops, or cell phones, for other than fulfilling the charity’s exempt purposes, were properly included in his or her compensation and properly included in the insider’s Form W-2 or Form 1099, again, in order to avoid penalties for automatic excess benefit transactions.
  29. Intermediate Sanctions • As was noted earlier, not all findings of private inurement will result in revocation of a charity’s tax-exempt status. • Section 4958 of the Internal Revenue Code provides for “intermediate sanctions” that allow the IRS to impose significant taxes on insiders, whom the applicable regulations refer to as “disqualified persons”, when they engage in excess benefit transactions with a charity.
  30. Intermediate Sanctions • Therefore, Section 4958 gives the IRS the authority to impose a sanction short of revocation when revocation would be inappropriate and/or unnecessarily harsh.
  31. Intermediate Sanctions • In an excessive compensation case, the “excess benefit” is the amount by which the total compensation paid by the charity to an insider exceeds the reasonable value of the services provided by the insider to the charity.
  32. Intermediate Sanctions • So, for example, if a comparison of relevant salaries shows that an insider is being paid $100,000 more than comparable individuals performing similar functions at similar organizations and that there is no legitimate reason for doing so, the amount of the “excess benefit” received by the insider would be $100,000.
  33. Intermediate Sanctions • Section 4958(a)(1) of the Internal Revenue Code imposes an initial tax equal to 25 percent of the excess benefit. The insider in this example would have to pay a $25,000 penalty to the IRS as well as make the charity whole by repaying the $100,000, plus interest.
  34. Intermediate Sanctions • If the insider does not make the charity whole within the time frame set by the IRS, Section 4958(b) of the Internal Revenue Code imposes an additional tax equal to 200 percent of the excess benefit on the insider – an additional $200,000 penalty in the current example.
  35. Intermediate Sanctions • Section 4958(a)(2) of the Internal Revenue Code also imposes a tax equal to 10 percent of the excess benefit on any charity manager, typically a board member, who knowingly approved the excess benefit transaction, unless his or her participation was not willful. Again, in the above example, the tax on any board member who knowingly approved the unreasonable or excessive salary would be $10,000.
  36. Intermediate Sanctions • It is important to note that participation includes a board member’s silence or inaction where he or she is under a duty to speak or act as well as any affirmative action by the board member. A board member is not considered to have participated in an excess benefit transaction, however, if he or she opposed the transaction by, for example, having his or her objection to the transaction noted in the charity’s board meeting minutes.
  37. Intermediate Sanctions • In addition, a board member’s participation will not normally be considered to have been knowing within the meaning of Section 4958(a)(2) if there was full disclosure of all relevant facts to an appropriately qualified professional and the board member relied on a reasoned written opinion of that professional that the transaction in question was reasonable.
  38. The IRS’s Rebuttable Presumption • To help charities comply with this sometimes complex area of the law, the IRS has established a “rebuttable presumption” that payments to insiders are presumed to be reasonable and not excessive if the following steps were taken: • the charity’s board obtained and relied on appropriate comparability data prior to making its determination;
  39. The IRS’s Rebuttable Presumption • the total compensation package was approved in advance by the charity’s board, and no individuals who had an actual or potential conflict of interest with respect to the compensation arrangement participated in the deliberations; and • the charity’s board adequately and contemporaneously documented the basis for its determination.
  40. The IRS’s Rebuttable Presumption • If the above three steps were taken, the IRS may only rebut the presumption of reasonableness if it can show that the comparability data relied on by the charity’s board was inappropriate. • For charities with annual gross receipts of less than $1 million, a board is considered to have had appropriate comparability data if it had data on compensation paid by three comparable organizations in the same or similar communities for similar services.
  41. Conclusion • In this age of significantly heightened scrutiny of the charitable sector by state and federal regulators, Congress, the media, and donors, it is especially critical that a charity take all necessary steps to ensure that it doesn’t violate the private inurement prohibition by paying one or more of its officers or employees excessive compensation.
  42. Conclusion • Not to do so can jeopardize the charity’s tax- exempt status and/or result in the imposition of significant financial penalties against those determined to have been excessively compensated as well as against those who knowingly approved the excessive compensation.
  43. Conclusion • Given the fact that the IRS has significantly increased its enforcement efforts in this area and recently assessed millions of dollars in penalties for these types of violations – and has indicated that it will be routinely including excess compensation analyses in every future audit it conducts – a charity that fails to follow the basic steps suggested by the IRS to ensure that the compensation it pays insiders is reasonable and not excessive is acting irresponsibly, and its directors may
  44. Conclusion • not be properly exercising their fiduciary responsibilities. • In addition, a charity’s failure to follow these basic steps for determining compensation for insiders will now be public information because, starting in 2008, a charity must indicate on its annual IRS Form 990 return whether it followed these steps in determining the compensation of its insiders and other employees.
  45. Conclusion • Consequently, a charity will want to consider carefully how it answers these questions.
  46. #npocomp How the GuideStar Compensation Report Can Help You To Determine Appropriate Executive Compensation Chuck McLean GuideStar Vice President of Research
  47. #npocomp GuideStar Nonprofit Compensation Report • Uses IRS Form 990 compensation data exclusively. • Reports on both total compensation and annual percentage increases for incumbents. • 2013 report includes 135,055 positions drawn from 94,785 Form 990 filings of 501(c) organizations for fiscal year 2011 (other than private foundations).
  48. #npocomp Positions Reported On • CEO/Executive Director (86,772) • Top Administrative Position (6,527) • Top Business Position (2,983) • Top Development Position (2,498) • Top Education/Training Position (743) • Top Facilities Position (650) • Top Financial Position (20,454) • Top Human Resources Position (1,594) • Top Legal Position (1,197) • Top Marketing Position (914) • Top Operations Position (6,575) • Top Program Position (1,880) • Top Public Relations/Communications Position (570) • Top Technology Position (1,698)
  49. #npocomp Breakdown of Data • Geography (National, State and MSA) • Annual Expenses • Gender • Organization Type (NTEE Codes)
  50. #npocomp Statistics Reported • Number of organizations in the category • The average compensation for the position across the category • The 10th, 25th, 50th (median), 75th, and 90th percentiles of compensation for the position across the category
  51. #npocomp Understanding the Statistics • 10th percentile – 10 percent of the people reported upon in the category made less than this amount, and 90 percent made more. • 25th percentile - 25 percent of the people reported upon in the category made less than this amount, and 75 percent made more. • 50th percentile (median) - half of the people reported upon in the category made less than this amount, and half made more. • 75th percentile - 75 percent of the people reported upon in the category made less than this amount, and 25 percent made more. • 90th percentile - 90 percent of the people reported upon in the category made less than this amount, and 10 percent made more.
  52. #npocomp Understanding the Statistics • The larger the number of organizations in the category, the more reliable the data. The average compensation is especially susceptible to being skewed when there are few organizations in the category. • The closer together the average compensation and the median compensation, the more reliable the data.
  53. #npocomp
  54. #npocomp
  55. #npocomp
  56. #npocomp
  57. #npocomp
  58. #npocomp In cases where a executive compensation package is complicated and anticipated total compensation is well above the norm, The GuideStar Nonprofit Compensation Report probably does not provide sufficient information to satisfy the requirements of a rebuttable presumption. However, in most routine cases, the report provides an adequate “reality check” for setting executive compensation.
  59. #npocomp For example, suppose that your organization: • Provides various human services • Has an annual budget of $5.3 million • Is located in Boston, MA • Is seeking an experienced executive director Looking in the GuideStar report, you find 93 similar organizations in Detroit, where executive director pay was $121,967 at the 25th percentile, $151.725 at the median, and $227,287 at the 75th percentile. It seems reasonable, then, that target compensation would be somewhere between the median and the 75th percentile. If compensation is to be set significantly higher than that, however, a more rigorous process is likely required.
  60. #npocomp Rules to Live By • The best source of compensation data that the IRS has is Form 990 data. • The more the compensation of executives strays above Form 990 norms, the more likely the IRS is to question it, thus • The more rigorous the organization needs to be in following proper procedures and documenting the reasons for what might appear to excessively high compensation.
  61. #npocomp Q & A • What kind of compensation practices can a for-profit engage in that a nonprofit can’t?
  62. #npocomp Q & A • How has the economic downturn affected compensation practices at nonprofits?
  63. #npocomp Q & A • We are in a rural area and there are not other nonprofits like us nearby. How can we choose comparable organizations for the purposes of benchmarking compensation?
  64. #npocomp Q & A • Is it OK to pay bonuses, and what kinds of limitations are there?
  65. #npocomp Q & A • How should compensation of board members be determined?
  66. #npocomp Q & A • What are the advantages and disadvantages of using Form 990 data for comparable compensation information?
  67. #npocomp To download Karl Emerson’s White Paper: http://bit.ly/neu91Y
  68. #npocomp If you have questions • Karl Emerson, Montgomery McCracken KEmerson@mmwr.com • Chuck McLean, GuideStar cmclean@guidestar.org

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