Few fields are as plagued with compassion-fatigue, chronic-burnout, and turnover as professional fundraising. Could there be solutions?

Burnout in the workplace is a widespread problem. However, few professions feel its effects as acutely as the fundraising field. In nonprofit organizations, professional fundraisers or development directors often find themselves isolated and under tremendous pressure, leading to rapid turnover rates and burnout. This blog post explores this issue, suggesting potential solutions, notably power-sharing and the reintegration of fundraisers into organizational structures.

Fundraiser Burnout: The State of Play

According to the Association of Fundraising Professionals (AFP) "2019 Compensation and Benefits Report," nearly half of the fundraisers were likely to leave their jobs within two years due to high-stress levels and burnout. A third said they intended to quit fundraising altogether (1).

Similarly, a report by CompassPoint and the Evelyn and Walter Haas, Jr. Fund found that 50% of development directors anticipated leaving their current posts within two years (2). High stress, a lack of clarity in job roles, and the absence of a comprehensive fundraising strategy were cited as the primary drivers of such high turnover.

Structural Disconnect and Isolation

Professional fundraisers often find themselves isolated within their organizations. Unlike other roles, which may be deeply embedded within the operational or administrative teams, fundraisers are sometimes seen as peripheral (3). This isolation can exacerbate stress and job dissatisfaction, contributing to the high turnover rates observed in the sector.

Power-Sharing as a Solution

One potential solution is to shift organizational power structures, integrating fundraisers more fully into the decision-making process. By sharing power, organizations can ensure fundraisers have a voice in their work, creating an environment of mutual respect and cooperation.

By breaking down traditional hierarchies, power-sharing structures can foster more significant trust and accountability. Given a seat at the table, fundraisers can contribute their unique insights to organizational strategy and planning while feeling more valued for their contributions (4).

A study by the Indiana University Lilly Family School of Philanthropy found that when fundraisers felt more integrated and less isolated within their organizations, job satisfaction increased, and burnout decreased (5).

Redefining the Role and Tenure of Development Directors

A key factor contributing to fundraiser turnover is the need for more clarity in job roles and the absence of a comprehensive fundraising strategy. Organizations can counter this by redefining the role of the development director, ensuring it is clear, well-integrated, and part of a coherent fundraising strategy (6).

In addition to fostering a more inclusive and power-sharing culture, organizations should also invest in the professional development of their fundraisers. Opportunities for growth, skill enhancement, and career advancement can significantly increase job satisfaction and tenure (7).

In conclusion, professional fundraisers' burnout and high turnover rates represent significant challenges for nonprofit organizations. However, by shifting power structures and fostering a more integrated, collaborative environment, we can improve the longevity and satisfaction of these vital roles and enhance our organizations' overall effectiveness.

Sources:

1. AFP Global: 2019 Compensation and Benefits Report ↩

2. CompassPoint: UnderDeveloped - A National Study of Challenges Facing Nonprofit Fundraising ↩

3. Chronicle of Philanthropy: How to Keep Your Fundraisers From Jumping Ship ↩

4. Nonprofit Quarterly: Shared Leadership: Is It Time For A Change? ↩

5. Indiana University Lilly Family School of Philanthropy: Job Satisfaction and Burnout ↩

6. Stanford Social Innovation Review: The Role of the Development Director ↩

7. Chronicle of Philanthropy: How Nonprofits Can Halt High Turnover ↩