Yes, the CEO or Executive Director of a non-profit organization can absolutely take a salary. Non-profit status refers to the tax status of the entity—meaning no profits are distributed to owners—not that the people doing the work are volunteers. Salaries must be "reasonable" and not excessive, based on market rates for similar roles.
The IRS differentiates between a benefit and fair compensation for work that is done. A non-profit founder may pay themselves a fair salary for the work they do running the organization. Likewise, they can compensate full-time and part-time employees for the work they do.
A nonprofit CEO gets paid a salary and benefits determined by the Board of Directors, which must ensure the compensation is "reasonable" and not excessive, using market data for similar roles to justify it to the IRS, with payment coming from the organization's revenues, not profits, often via a documented, annual review process. Compensation includes base pay, bonuses, health insurance, and retirement, but varies widely based on organization size, budget, and location, with high earners needing strong documentation.
The "33 rule" for nonprofits usually refers to the IRS Public Support Test, requiring 501(c)(3) public charities to show they receive at least one-third (33 1/3%) of their support from the general public or other public charities over a five-year rolling period, distinguishing them from private foundations by ensuring broad community reliance. This is crucial for maintaining public charity status, involves reporting on Form 990 Schedule A, and can be passed through meeting the 10% "facts and circumstances" test if the main test is missed.
Yes, founders, board members, and nonprofit employees can earn a salary. But the IRS has strict rules on how much you can be paid, how the salary must be approved, and how to avoid private inurement or loss of tax-exempt status. This guide explains: IRS rules for founder/employee compensation.
The 80/20 rule (Pareto Principle) for nonprofits suggests that roughly 80% of results come from 20% of causes, most commonly meaning 20% of donors provide 80% of donations, but it also applies to programs, volunteers, and marketing efforts, guiding organizations to focus resources on high-impact areas like major donors or effective programs for greater efficiency and fundraising success. It emphasizes donor stewardship, program evaluation, and targeted communications to maximize impact, though some argue for diversifying away from over-reliance on a small donor base.
Sometimes people think the term "nonprofit" means that the organization or the people doing the work can't make any money. But this isn't the case--nonprofits should make money and employees can be paid a salary.
A nonprofit treasurer is a team member who provides financial oversight for an organization. In most cases (although not all), the treasurer is a member of the board of directors and serves as the financial liaison between the nonprofit's board and staff.
The "33 rule" for nonprofits usually refers to the IRS Public Support Test, requiring 501(c)(3) public charities to show they receive at least one-third (33 1/3%) of their support from the general public or other public charities over a five-year rolling period, distinguishing them from private foundations by ensuring broad community reliance. This is crucial for maintaining public charity status, involves reporting on Form 990 Schedule A, and can be passed through meeting the 10% "facts and circumstances" test if the main test is missed.
If the nonprofit is sued and lacks the proper planning and protection, you could lose your savings, your home and other assets. Nearly two out of three nonprofits reported a Directors & Officers liability claim within the past 10 years.
The IRS permits nonprofits to generate surplus funds, as long as those funds are then reinvested into activities that support the mission of the organization. The IRS has no issue with profit - rather they have an issue with that profit benefiting individuals, such as your staff or nonprofit board of directors.
What are the most common mistakes nonprofits make? Some of the most common mistakes include unclear missions, weak board engagement, poor donor communication, lack of financial transparency, and neglecting compliance requirements. Many of these issues are fixable with the right tools and support.
The short answer is that there are no specific legal limits on the number of employees a 501c3 can have. The size of your workforce can vary based on the goals, funding, and scope of your organization.
Simply put, when a charity asks for $19 a month, they are using a psychologically strategic number that appears more affordable than $20 and therefore is more likely to be given.
If you do discuss compensation, we recommend speaking in terms of a range rather than a specific dollar amount. This will give you some flexibility as the interview process progresses. Consider putting the number you want at the lower end of the range, and then going up 5-10% from there.