Following on from our recent blog post about the transformation of charity models, a heartfelt LinkedIn post by Sarah-Jane Pickering struck a profound chord for the sector. Her words – “I am so tired” – echo the sentiment of countless professionals who’ve dedicated their careers to making a difference, only to find themselves drowning in an ocean of bureaucracy, uncertainty, and relentless pressure.
The Weight of Collective Exhaustion
Sarah-Jane’s candid reflection reveals something we’ve all been feeling but perhaps haven’t dared to voice: the transformation from fury to apathy, from passionate advocacy to bone-deep exhaustion. After years of shouting, reasoning, and trying to see all perspectives, many of us find ourselves emotionally depleted whilst the challenges only intensify.
The statistics are sobering. With over 5,000 new charities registered last year alone – a record high – yet 4,000 removed from the register, we’re witnessing unprecedented churn in our sector. Weekly announcements of closures and service reductions have become a grim routine, whilst leaders operate under what one commenter described as “unimaginable pressure.”
The Isolation Paradox
Perhaps most troubling is the sense of isolation many professionals are experiencing. Despite working in a sector built on connection and community, we find ourselves feeling alone in our struggles. The comments reveal a pattern of self-gaslighting, with experienced fundraisers questioning their capabilities despite decades of expertise. The imposter syndrome is real, even amongst those with ten years or more in the field.
This isolation is compounded by what appears to be a broader societal indifference. Whilst corporate redundancies make headlines, the thousands of job losses in our sector pass largely unnoticed. The media focus remains frustratingly narrow – CEO salaries rather than the systemic challenges threatening vital services.
Understanding the Perfect Storm
The crisis we’re experiencing isn’t happening in isolation. As one thoughtful commenter observed, we’ve endured “omni-crisis for five years now” – from Brexit uncertainty through the pandemic, cost-of-living pressures, and now economic instability. Each wave has left organisations more vulnerable, with less resilience to weather the next storm.
The funding landscape has become increasingly complex, with overwhelmed open funders struggling to meet demand whilst maintaining rigorous processes. Meanwhile, charities are expected to fill gaps left by government cuts, creating an impossible equation of increased demand and reduced resources.
Finding Light in the Darkness
Yet within this honest acknowledgement of our challenges lies the seed of hope. The response to Sarah-Jane’s post demonstrates something powerful – we are not alone. The solidarity expressed in the comments, the shared experiences, and the mutual support reveal a sector that, despite its exhaustion, still cares deeply about its mission and its people.
Practical Solutions for Moving Forward
The conversation that emerged offers several promising pathways:
Collaborative Infrastructure
Rather than each organisation bearing the full cost of HR, IT, fundraising operations, and legal support, there’s growing interest in shared resources. The concept of “charity academies” – similar to school models – could provide crucial infrastructure whilst maintaining individual organisational identity and mission focus.
Strategic Partnerships and Mergers
The annual merger reports show real progress in this area. Rather than viewing collaboration as failure, we must reframe it as strategic evolution. Mergers and partnerships can reduce duplication whilst strengthening service delivery.
Learning from Best Practice
The National Lottery Heritage Fund’s structured feedback process demonstrates that good funding practices are possible. Their model of clear communication and supportive processes should be replicated across the sector.
Community Connection
Creating physical and virtual spaces for sector professionals to connect, share experiences, and support each other can combat the isolation many are experiencing. Sometimes simply knowing we’re not alone can provide the strength to continue.
A Call for Recognition
The time has come to name this crisis for what it is. We need media attention, political recognition, and public understanding of the vital role third sector organisations play in our communities. The people and services being lost aren’t statistics – they represent real impact on the most vulnerable in our society.
Moving Forward with Purpose
Sarah-Jane’s exhaustion is valid and shared by many. But within that honesty lies strength. By acknowledging where we are, we can begin to chart a course forward. The sector’s willingness to evolve – as discussed in our previous post about socially trading organisations – combined with increased collaboration and mutual support, offers a pathway through this crisis.
We must remember what one commenter wisely noted: “What you do makes a difference and is valued.” In the midst of systemic challenges, the work continues, lives are changed, and communities are strengthened. Our exhaustion is real, but so is our impact.
The conversation Sarah-Jane started reminds us that vulnerability can be a source of strength, isolation can transform into solidarity, and even in our weariest moments, we remain connected by our shared commitment to making the world a better place.
The third sector crisis is real, but so is our collective resilience. By naming our challenges honestly and working together creatively, we can forge a sustainable path forward – one that honours both our mission and our humanity.
With thanks to Sarah-Jane Pickering and all those who responded to her post.