Why Combining Advancement Roles Can Backfire: A Warning

It was one of those days when I could sense a storm brewing. As I sat in my office, ready to dive into my to-do list, the phone rang. On the other end was my boss, her tone unusually upbeat. “Alastair,” she began, “we’ve been reviewing the budget for next year, and we’ve found a brilliant solution to our staffing costs. We’re going to merge several roles in the advancement team.”

My heart sank. I knew where this was heading, and it wasn’t good. As the conversation continued, it became clear that I was being tasked with an unenviable job—meshing multiple roles into one for one of my staff members. The rationale was simple: save money by having one person do the job of three. It was a directive from above, one that I couldn’t oppose, yet I knew it would have significant consequences for our team and our goals.

As a leader, I’ve always believed in empowering my team to excel in their areas of expertise. But here I was, forced to break the news to a dedicated and hardworking staff member that their role was about to expand significantly—without the necessary support or resources to manage it.

The Illusion of Efficiency

For senior leaders, the concept of combining advancement roles multiple roles into one might seem like a brilliant cost-saving strategy. On paper, it’s efficient—reducing salaries, benefits, and overheads. But in practice, it’s like expecting a single person to drive a bus, collect fares, and fix the engine all at once while keeping passengers entertained. The reality is, this approach rarely works.

The biggest issue with meshing roles is that it undermines the purpose of specialisation. Advancement today is a complex, multifaceted field requiring expertise in alumni relations, fundraising, communications, event planning, and more. Each area demands a unique skill set, and combining these roles not only dilutes their effectiveness but also leads to burnout and frustration among staff.

The Domino Effect on Morale and Performance

When roles are merged to save costs, the immediate impact is often a sharp decline in staff morale. Dedicated professionals who entered the field with passion for a specific aspect of advancement suddenly find themselves overwhelmed by tasks they were neither trained for nor interested in. This can lead to resentment and disillusionment, turning what was once a motivated team into a group of overworked and underappreciated individuals.

I still recall the look on my staff member’s face when I explained their new responsibilities. They had joined our team with a clear passion for alumni relations and had been excelling in that role. Now, they were being asked to take on major gifts fundraising and help with communications as well. The enthusiasm that once drove their work began to fade, replaced by stress and anxiety as they struggled to meet the demands of three very different roles. Needless to say we lost that staff member six months later to a competitor.

This is the domino effect of meshing roles. When one area falters, it impacts everything else. Alumni feel neglected, major donors feel undervalued, and communications become disjointed. The entire advancement operation begins to wobble, and before long, the whole structure is at risk of collapsing.

The Hidden Costs of ‘Cost-Saving’

While combining roles in advancement might seem like an immediate financial fix, the hidden costs can far outweigh the savings. According to The Chronicle of Philanthropy, 60% of advancement professionals report feeling overworked and under-resourced, often leading to higher turnover rates. The cost of employee turnover in non-profits can be as high as 200% of an employee’s annual salary due to recruitment and training expenses, as highlighted by Nonprofit Quarterly.

Moreover, organisations that invest in specialised roles typically see a 15-25% increase in annual fundraising revenue, according to Blackbaud’s Charitable Giving Report. By contrast, trying to combine roles often results in diminished effectiveness and lower overall performance.

The Strategic Importance of Advancement Role Specialisation

Advancement is not just about raising funds; it’s about building relationships, fostering community, and creating a lasting impact. Each of these elements requires dedicated attention and expertise, something nearly impossible to achieve when roles are meshed together.

For senior leadership, it’s essential to recognise that role specialisation is crucial to the success of advancement strategies. Alumni relations, for example, is not merely about hosting events; it’s about understanding the needs and desires of alumni and creating meaningful opportunities for engagement. This requires someone skilled in relationship-building who has the time and resources to devote to it fully. Similarly, major gifts fundraising demands a deep understanding of donor motivations and the ability to cultivate long-term relationships—tasks that cannot be done effectively when they’re just one of many responsibilities on someone’s plate.

Promoting the Value of Advancement Professionals

As a profession, we are often our own worst enemy by underselling our value to organisations. There is a tendency to focus on the immediate financial implications of staffing decisions rather than the strategic long-term benefits. Advancement professionals play a pivotal role in shaping an organisation's future, driving engagement, and securing vital funding. However, our contributions are sometimes not fully appreciated or recognised by senior leadership, partly due to our own reluctance or inability to highlight our impact effectively in real dollar terms.

To attract better resourcing and support, it is crucial for advancement professionals to actively promote their worth. This involves demonstrating how specialised roles contribute to achieving the organisation’s strategic goals and quantifying the value we bring in terms of increased alumni engagement, enhanced fundraising outcomes, and strengthened organisational reputation. ?By clearly articulating these benefits, we can better advocate for the resources needed to achieve our objectives and ensure that our roles are seen as essential rather than expendable—or even worse, meshable!?

A Call to Reassess Staffing Priorities

As senior leaders in advancement, the pressure to be fiscally responsible is immense. However, there’s a fine line between being efficient and being short-sighted. While it might be tempting to save money by meshing roles, the long-term consequences can be detrimental to the organisation's advancement goals and overall mission.

It’s time to reassess staffing priorities and recognise the value of having dedicated professionals in each area of advancement. By investing in specialised roles, organisations can ensure that each aspect of their advancement strategy is executed effectively, leading to stronger alumni relations, more successful fundraising efforts, and ultimately, greater support for the organisation’s mission.

Final Thoughts

When the idea of combining advancement roles arises, senior leaders should carefully consider the potential impact on the organisation's long-term success. With up to a 30% increase in alumni engagement and a 20% rise in major gifts reported by organisations with dedicated roles, it’s clear that investing in the right resources now can prevent costly consequences later.

The challenge is laid out before you as a senior leader—to mesh or not to mesh! Choose wisely to ensure the sustained success and growth of your organisation.?

Share Your Experiences

I’d love to hear from you! Have you faced similar challenges with role specialisation in your organisation? How did you handle it, and what were the outcomes? Share your experiences and insights in the comments below or reach out directly.?

Your stories could help others navigate these complex decisions and drive positive change in the advancement profession.

Email the author here or leave a comment.

Alastair Lee, an internationally acclaimed thought leader, has been a driving force in the Australian education advancement sector for three decades. His extensive experience spans various pivotal leadership roles in corporate marketing, alumni relations, and fundraising within the education and not-for-profit domains.

As the Founding Director of AlumGrow Consultancy, Alastair leads a specialised firm dedicated to nurturing growth in enrolments, fundraising revenue, and alumni and supporter engagement for education institutions and not-for-profit organisations. ?

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