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New research from INP and Community Science leads to publication of Thriving Together: Cultivating Well-being & Sustainability in the Social Sector with actionable recommendations for social impact leaders and donors to promote workforce wellness

November 4, 2024, Boston, MA – The Institute for Nonprofit Practice (INP), which works to transform the social sector to be more effective, connected, equitable, and diverse, announced the release of its new report, Thriving Together: Cultivating Well-being & Sustainability in the Social Sector, today during a community event hosted by The Boston Foundation (TBF). Last fall, with support from The Boston Foundation and Fidelity Charitable Catalyst Fund, INP launched its Well-being Initiative – an effort to research, develop, teach, and disseminate a set of interventions that address rising burnout, turnover, and workforce shortages in the social sector. This report is the first publication released under the initiative, unveiling new data from INP and Community Science on the state of well-being in the sector with actionable recommendations for social impact leaders and donors to promote workplace wellness and sustainability.

The report shines a light on the financial, organizational, and human impact of burnout, citing that stress-related absenteeism costs U.S. employers an estimated $154 billion per year, and burnout can lead to low productivity, high turnover, low employee engagement, poor quality of service, reduced innovation and creativity, and unhealthy organizational cultures. With more employees experiencing burnout now than at the height of the COVID-19 pandemic, and the U.S. Surgeon General naming workplace well-being as a top priority, there is a growing call for employers to acknowledge and address this pervasive problem.

Through rigorous data collection, an extensive literature review, and a survey of INP’s network of alumni nationwide, INP and Community Science’s findings deliver key insights into the largest factors contributing to the rise of burnout across the social sector, including: decreased philanthropic revenue over the past three consecutive years coupled with rising costs, workforce shortages and increased workloads, burdensome funder practices, lower compensation rates relative to other sectors, repeated exposure to entrenched social problems, and a lack of support for managers who play a key role in supporting staff well-being.

While the facts are sobering, the report highlights a number of promising and actionable practices that can help to boost workforce well-being and sustainability. Among the recommendations for managers, executives, and HR professionals to address burnout at the organizational and systemic level are: providing staff professional and career development opportunities, supporting flexible work arrangements, ensuring manageable and varied workloads, and increasing compensation to be in line with current market rates. Donors also play an important role in supporting a thriving social impact workforce, the report notes. Among the top recommended actions for donors include implementing trust-based philanthropy practices and reducing burdensome writing and data collection requirements, funding well-being initiatives which could include investments in staff compensation, and increasing giving to keep pace with inflation.

The research uncovers notable differences between the rates of burnout among those who previously participated in one of INP’s leadership development programs compared to employees across the workforce at large, with only one-third of INP alumni reportedly experiencing some or consistent symptoms of burnout – approximately half the national rate. In fact, the reported rate of burnout among INP alums mirrors pre-COVID rates in the social sector more broadly, making a strong case for investments that bolster leaders with skills, resources, community, networks, and confidence as they navigate the complexities of social impact leadership.

INP President and CEO Yolanda Coentro said “Our work at INP is grounded in the belief that the social sector’s most powerful driver of progress and impact is its people – and a thriving, sustainable sector can only exist when fueled by a thriving, sustainable workforce.” She added, “But the challenges facing social impact leaders are like nothing any of us have ever experienced, and this report shines a light on the system level shifts that must happen if we are going to fuel the workforce that we need today to address the growing challenges our communities, countries, and world are facing. We are proud to share this vital information and other promising practices with the sector and hope that it will serve as a useful resource for continued dialogue, action, and innovation in the field. We are deeply grateful to our partners at the Fidelity Charitable Catalyst Fund and The Boston Foundation for their investments that made this work possible.”

More than 200 guests attended the event in person and hundreds more tuned in to the livestream which was broadcast to a national audience as part of INP’s 2024-25 Leadership Learning Series, sponsored by the Allstate Foundation.

INP Chief Strategy & Administration Officer, Executive Vice President Patrick Kirby and Senior Associate of Community Science Amber Trout, Ph.D. presented key research findings from the report. A corresponding panel discussion followed including Vice President of Consulting for Community Science Kien Lee, President & CEO of HopeWell, Inc. and Board Chair of the Massachusetts Providers’ Council Shaheer Mustafa, and Vice President of Programming & External Relations at the Center for Effective Philanthropy Grace Nicolette, with INP President & CEO Yolanda Coentro serving as moderator.

Leigh Handschuh, Senior Program Officer, Nonprofit Sector Infrastructure at TBF said, “At The Boston Foundation, we believe that investing in the well-being of those who lead the charge for social progress is a key driver of sector effectiveness, serving to strengthen the foundation of our communities. We are honored to support the Institute for Nonprofit Practice’s Well-being Initiative and to help spread the word about this timely topic as co-hosts of today’s event bringing leaders together to share insights and tangible steps that can shape how the sector addresses burnout, turnover, and workforce shortages moving forward.”

For further findings and recommendations outlined in the report, read Thriving Together: Cultivating Well-being & Sustainability in the Social Sector.

Donors who are interested in learning more about how they can support INP’s Well-being Initiative should contact Audrey Gillis, INP’s Chief Advancement Officer, at agillis@nonprofitpractice.org.

ABOUT THE INSTITUTE FOR NONPROFIT PRACTICE

The Institute for Nonprofit Practice (INP) equips the nation’s social impact leaders with the skills, resources, networks, and confidence to boldly advance their organizations and missions, creating a more equitable future for all. Through a suite of comprehensive leadership development programs, alumni programming, thought leadership, and community convenings, INP trains and connects executives, managers, and emerging leaders nationwide in an effort to foster a more effective, connected, equitable, and diverse social impact sector. Central to INP’s work is a commitment to advancing social justice and supporting women and people of color to confidently step into leadership roles of greater influence. For more information, please visit nonprofitpractice.org.

For media inquiries, please contact media@nonprofitpractice.org.

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