Wellness for the Nonprofit Community

Who takes care of the caretakers? Many professionals in nonprofits and fundraising have spent the majority of their careers in these fields, working alongside selfless individuals who choose roles where they know the job will be more challenging and the pay lower, in exchange for the opportunity to help others. However, many have also witnessed colleagues burn out and transition to non-fundraising positions or move to different organizations in search of something less intense. As time passes, it becomes more apparent: who is taking care of the caretakers while they care for the community?

This sentiment is not uncommon among fundraisers. According to the Chronicle of Philanthropy, 30% of fundraisers in 2019 reported they planned to leave the profession altogether—before the pandemic made everything even harder. Many fundraisers have transitioned from direct fundraising to consulting or support services, rather than staying in the career until retirement. For those observing this trend, fundraising often doesn’t seem like a career for the long term; it feels like a Plan B is necessary for the day burnout finally takes its toll.

Philadelphia-based fundraiser Alex Hoffmaster, currently the Chief Development Officer at Horizons National, observed a related trend. He noted, “I was fascinated when I would go to annual conferences and see that people I only saw once a year at that conference were in different jobs each time.” This observation led to his 2020 doctoral dissertation: A Phenomenological Study of Employee Retention in Professional Fundraising Roles at Nonprofit Organizations.

Hoffmaster shared that, among the 25 fundraisers he interviewed in the Philadelphia area, issues like burnout, retention, overall well-being, pride in their work, and commitment levels were consistent themes. He also described the challenge of advancing to leadership roles in fundraising, noting that it’s especially difficult for colleagues of color because philanthropy and fundraising remain predominantly white fields.

The issue of burnout goes beyond fundraisers. A 2024 survey by The Chronicle also surveyed nonprofit CEOs in 2024, a third of which report they are likely to leave their position within two years. The Center for Effective Philanthropy (CEP) echoed this concern, with 75% of nonprofit leaders in their 2024 State of Nonprofits report citing staff burnout as a significant obstacle to serving their communities. Moreover, half of those leaders expressed growing concern about their own burnout compared to the previous year.

Burnout is pervasive across all levels of nonprofit work. The National Council of Nonprofits’ 2023 survey revealed that 74.6% of nonprofits have current staff vacancies, and 51.7% reported more vacancies now than before the pandemic. These vacancies result in the loss of institutional knowledge and increased workload for remaining staff, leading to even greater burnout.

The impact of burnout is not limited to employees. According to the same survey, 28.1% of nonprofits reported longer waiting lists for services. This demonstrates how a lack of employee wellness can negatively affect the community—burnout leads to vacancies, vacancies result in delayed services, and the community ultimately suffers. This cycle then perpetuates further burnout.

So, how can nonprofits better care for their employees and, by extension, the communities they serve? The National Council of Nonprofits’ survey suggested that small changes could lead to significant improvements. Salary increases (66%), remote work options (57.7%), and enhanced benefits (40.9%) were among the most common suggestions. While two of these require financial support, offering remote work could be a low- or no-cost solution for nonprofits looking to mitigate burnout. Another no-cost option is notifying employees about their eligibility for Public Service Loan Forgiveness.

One innovative solution to burnout that nonprofits are piloting is the 4 Day Week Global program, which helps organizations pilot reduced-hour work weeks. In 2022, the Montana Nonprofit Association participated and eventually adopted a permanent four-day work week, allowing employees to maintain 100% of their pay for 80% of the hours—so long as the organization maintained full productivity.

More resource-intensive solutions include bonuses, DEI training, career advancement opportunities, and mental health and wellness programs. This is where philanthropic partners can make a meaningful impact by providing support to their grantees.

Shanée Garner, Founding Executive Director of Lift Every Voice Philly (LEV), offers an example of how such collaboration can make a difference. She explains, “…wellness grants exemplify how foundation partners can help us live out our values. This kind of collaboration fosters greater alignment across our work. LEV has used wellness funds from the Fels Fund to provide staff vacation bonuses, organize staff retreats (like beach houses with food and all the amenities), and support professional development. To date, we haven’t had to decline a single staff-driven request for professional development or coaching. Feedback from exit interviews and staff surveys consistently highlights the positive impact of this support and access to coaching.” She goes on to express gratitude for Shanell Ransom’s leadership in helping birth a practical and aligned way to strengthen the sector.

Fels Fund provides every grantee partner awarded a general operating grant with an additional grant for Leadership Development and Wellness of $10,000 per year they are funded.

While Fels is one of a few local foundations in Philadelphia that currently offer wellness grants or funding opportunities, there are promising examples outside the city. Phīla Engaged Giving highlighted foundations like The Boston Foundation, Allstate Foundation, and Imago Dei Fund as leaders in supporting nonprofit worker wellness.