The Well Resourced Nonprofit

The businessman was ardently telling me how awful it was that nonprofits spend donated money on things like (gasp!) salaries, staff development, office space, benefits!  The money he gives, he told me, should only go to programs.  We’ve heard this before, and it doesn’t get less ridiculous because it keeps coming around.

“And how,” I asked him, “would you like these programs to be managed?  Who,” I asked, “will take care of those pesky things like being in compliance, providing the needed services, turning on the lights, making sure the plumbing is in order?”

It gets old.

The nonprofit sector provides over 5% of the nation’s GDP annually; we get about 2% in charitable gifts. We account for over 9% of all wages and salaries paid in the United States—and I’m guessing that the vast majority of those are way underpaid.

The vast majority—about 67%– of public charities have expenses of under $500,000.  Only a little over 5% have expenses of $10 Million or more.  Which points to the fact that the heavy lifting is being done by those with the least support.

Too many people start nonprofits because of a passion.  I’m not knocking passion; indeed, it is imperative.  But above all, those who start these organizations need to understand that they are businesses—and like any business must have a revenue plan that will get them firmly in the black in a reasonable amount of time.  And, like any business, they must have appropriate resources so they can do the job they need to do—in our case, push their mission forward—well.  And you just don’t do that by cutting corners, trying to do more with less, expecting people who are making less than they should be making to work as if they were being paid more.

And passion is what drives many people to take low-paying jobs at a nonprofit.  They accept little because they care so much.  And, because they care, they get hired—despite the fact that often, too often, they do not possess the necessary skills.  This is especially true in fundraising.

To be fair, often they are not hired to do fundraising.  They are hired for general office work or to use the skills they have for programs. And then, they get thrown into doing something for which they have no passion, no experience, and typically no one on staff who can guide them.

I started consulting with a passion to help mainly smaller nonprofits get better at what they need to be doing.  And mostly, I love what I do and am pretty proud of what my clients have been able to accomplish.  But I do get frustrated by how poorly we have made our case for being well resourced and able to hire the best and the brightest and pay them livable salaries so that they can make our world a far better place.


Janet Levine helps nonprofits go from mired to inspired.  Learn how at  While there, sign up for the newsletter and do contact Janet for a free, 30-minute consultation.



About janetlevineconsulting

For over 20 years, Janet Levine has worked for and with nonprofit and educational organizations, helping to grow their advancement programs. Her consulting company, Janet Levine Consulting, serves a wide range of organizations from small, all-volunteer agencies to major national organizations. She regularly teaches courses in non-profit management, fundraising and grant development, both face-to-face and online at In addition to her nonprofit work, Janet brings years of experience as a business and sales manager in the for-profit sector. She has an MBA from the Graziadio School of Business at Pepperdine University.
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