Pitting their staff against the people they serve, nonprofit managers argued that if more money went to salaries, services would have to be cut. And the salaries are quite low to begin with: one 2014 study found that over 40 percent of nonprofit employees in New England, one of the most expensive areas of the United States, made less than $28,000 a year, well below the national median wage. One observer noted, “Too often, I have seen the passion for social change turned into a weapon against the very people who do much—if not most—of the hard work, and put in most of the hours.” Studies have
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