In Bundaberg, we’re fortunate to have passionate individuals behind our charities, social enterprises, and not-for-profit programs. But passion alone isn’t enough. Too many local workers and volunteers are stretched thinfacing burnout, underpayment, and unstable work conditions. The problem? We keep underfunding the people and systems that hold everything together.
It’s common to celebrate organisations that “run on the smell of an oily rag.” But that mindset comes at a cost. When community groups are forced to undervalue staff, cut corners on tech, delay evaluation, or juggle 10 small grants just to stay afloat, they lose time, energy, and focus. Instead of building sustainable solutions, they’re stuck in survival mode.
This is part of a broader issue known as the nonprofit starvation cycle. It’s fuelled by outdated ideas that efficiency is measured by low admin costs, or that all funding should go directly to programs. In truth, administration is part of the program. So are strategy, data, evaluation, staff wellbeing, and community engagement.
If we want to keep delivering local programs that make a difference whether it’s in youth services, health, arts, disability support, or education we need to change how we view operating costs. Good people need good systems. And good systems need stable, flexible funding.
Local funders, donors, and decision-makers should support organisations to build capacity, not just run programs. That means funding admin, staff development, and evaluation. It means investing in quality, not just quantity.
Strong, well-resourced organisations don’t just survive, they innovate, collaborate, and lead change. Supporting them properly means less burnout, more impact, and a stronger Bundaberg.
To learn more, read the Pay What It Takes report: PWIT-report-1.pdf
Written by Gayle Reynolds MBA (Co-Founder Welcome to Bundaberg).