I read a lot because I like to stay current on industry best practices and the latest strategies and ideas in the sector. The mass exodus of fundraisers out of the sector has me concerned. It’s going to hurt the sector immensely. The closing of the Humber College Postgraduate Certificate in Fundraising Management got my attention, and it was replaced by the International Development Ontario Graduate Certificate program focused on development and disaster relief projects globally. However, more concerning is that a mass exit of talent says something about the sector.
It’s easy to make it about the money. But I don’t think that’s the real reason, or at least I think it’s more a cumulative effect and not a zero-sum game.
I believe our sector harbours unrealistic expectations while struggling with limited resources for achieving lofty goals and metrics—all of it coupled with feelings of inadequacy when achievements aren’t met.
Years ago, I left an organization for precisely this reason…well, I tried to leave. In the end, it took an explosive confrontation with my ED and a stress leave before a mutual parting of ways was agreed upon.
Unrealistic expectations
But let’s go back to what got me there in the first place, unrealistic expectations.
I worked at a national organization on their signature events, which were run in my local region. There were four events when I started and two when I left five years later. The events were in decline, and each year, the dollars and participants diminished.
The financial need, however, was not diminishing. There were financial commitments to research that needed to be met. I expressed my concern to management but got nowhere. The answer I got was, “If you could just recruit more teams, Michelle, that’s what we really need.” I was told to toe the line even in the face of a noticeable decline.
Year after year, I kept trying. At one point, I said to my colleague, "This is like running into a brick wall, getting back up, and being told to just go do it again.”
In my final year, our provincial branch fell short by 50% of the projected budget. I knew enough about fundraising strategy and management to know that this was not the result of people on the ground not trying hard enough—it was a gross strategic error by upper management. But you know what happened? All the fundraisers who didn’t meet the unrealistic budget (most of the fundraising staff) received unsatisfactory performance reviews and did not receive the pay increases we had received in previous years.
Right then, I knew I was neither valued nor respected for what I brought to the table. Doing my best wasn’t going to be enough to succeed in the face of unrealistic expectations.
That’s why I left, and I wasn’t the only one. Turnover was high that year, to say the least. That worked out though, because when you miss a fifty-million-dollar budget by fifty percent, you need to make some budget cuts. Ultimately, the organization later merged with another national organization with a similar mission, which likely saved them from demise.
My point is that people will continue to run into the brick wall because they love what they do and want to make the world a better place. However, when it becomes glaringly obvious that they are undervalued and underappreciated, that can often be the breaking point.
Back to the money and the cumulative effect
In most instances, it’s not about the money. People will work for less when you offer them benefits in other areas, such as: flexible work environments, increased vacation time, as well as professional development and mentoring opportunities which will set them up for career advancement opportunities.
Many people will also accept a reduced salary for a flexible or hybrid work arrangement which allows them to work from home for part of the time. I prefer the hybrid model, finding it conducive to better work relationships and workflow in a team environment.
Increased vacation time can also help to make a lower pay grid more attractive. Life is no longer solely about work—thank goodness! We are all striving for a good work/life balance, and being flexible about time off can really make a difference, particularly for young families and people who like to travel.
Things to consider
In Part Two: What happens when your fundraisers leave?
Michelle has over 20 years of experience in fundraising and non-profit development both as a consultant and as part of an executive team. With a Master of Arts degree in Philanthropy & Development from Saint Mary’s University in Minnesota, Michelle has both theoretical and practical experience in fundraising. As an author, consultant and public speaker, with a specialty in small shop and faith-based fundraising, Michelle is driven by a passion to help organizations like yours achieve their fundraising and strategic goals.
