Published September 10, 2026
Managing an association in-house can seem like the most straightforward approach. Keep operations under one roof, hire staff as needed, and maintain direct control over day-to-day work. For some organizations, that structure may be the right fit. For others, the costs of managing everything internally can extend well beyond salaries and office expenses.
The nonprofit sector is operating in an increasingly challenging environment. According to the Nonprofit Finance Fund’s 2025 State of the Nonprofit Sector Survey, 36% of surveyed organizations ended 2024 with an operating deficit—the highest percentage in the survey’s 10-year history. More than half (52%) reported having three months or less of cash on hand, while 86% said inflation had affected their organizations and the people they serve. [1]
These numbers highlight an important consideration for association leaders: Every operational decision matters.
The Cost of Staffing Every Function Internally
Finance, membership management, communications, events, marketing, technology, and administration can each require specialized expertise. Building an internal team to cover every function isn’t always practical, particularly for associations with limited resources or needs that fluctuate throughout the year.
The question isn’t necessarily whether an association has enough employees. It’s whether it has the right expertise available when it is needed.
Staff Capacity Is an Organizational Resource
One of the most overlooked costs of in-house management is limited capacity.
When a small team is responsible for too many functions, strategic initiatives can get pushed aside in favor of immediate operational needs. A membership campaign may be delayed because an event requires attention. A strategic plan may sit untouched because financial reporting takes priority.
The organization may be operating—but not necessarily moving forward.
This challenge is especially important as associations compete for experienced professionals while managing tight budgets. The Nonprofit Finance Fund found that only 41% of surveyed organizations were able to pay all of their full-time employees a living wage. [1]
For associations, this makes it increasingly important to consider whether their staffing structure provides the expertise and capacity needed to support both daily operations and long-term priorities.
The Value of Specialized Expertise
An Association Management Company (AMC) can give associations access to professionals with expertise across multiple areas without requiring the organization to build an entire internal department for each function.
Instead of hiring separate specialists for finance, marketing, membership, events, and administration, associations can work with an integrated management team that brings those capabilities together.
This also creates flexibility as organizational needs change. An association may need additional event support during one part of the year and greater marketing or membership support during another. A professional management structure can adapt to those changing priorities.
Look Beyond the Price Tag
The decision to manage an association in-house shouldn’t come down to salary comparisons alone. Leaders should consider the full operational picture.
Ask:
- How much staff time is spent on administrative work?
- Are strategic initiatives consistently being implemented?
- Does the organization have access to specialized expertise?
- What happens when a key employee leaves?
- Are board members stepping into operational responsibilities?
- Can current systems support future growth?
These questions can reveal costs that don’t necessarily appear as individual budget line items.
How Mattison Can Help
At Mattison, we provide the management expertise, systems, and operational support that help associations make the most of their resources.
Our approach is not one-size-fits-all. We work alongside association leaders to identify priorities and provide the level of support that makes sense for their organization.
Professional association management isn’t simply about outsourcing tasks. It’s about creating the infrastructure and capacity that allow boards and leaders to focus on strategy, members, and mission.
For associations evaluating their current structure, the better question may not be “Can we manage this ourselves?” but “Is our current structure giving us the capacity to accomplish what we want to achieve?”
That distinction can lead to a more meaningful conversation about the organization’s future.
Sources
[1] Nonprofit Finance Fund. 2025 State of the Nonprofit Sector Survey. Survey findings from 2,206 nonprofit organizations, including data on operating deficits, cash reserves, inflation, staffing, and financial pressures. Nonprofit Finance Fund – 2025 State of the Nonprofit Sector Survey