In the landscape of development trusts and the wider third sector, the issue of burnout among dedicated staff is a familiar and pressing concern.The most recent DTAS Debates session provided a platform for DTAS members working in development trusts, whether as paid employees, board members or volunteers, to discuss their experiences around burnout.

Presentations by panellists covered diverse perspectives on the issue ranging from the definition, warning signs, and symptoms of burnout, practical strategies to address burnout, the impact of digital tools and remote working, and personal accounts of burnout. A recurring theme throughout the discussion was the widespread impact of burnout among development trust staff and the effects on their physical, emotional, and professional well-being.

Development trusts are often the last resort for the provision of essential services in their communities and find themselves grappling with expanding responsibilities without the requisite resources. From managing community centres to spearheading heritage projects, and constructing affordable housing, individuals within DTs juggle a multitude of roles and responsibilities which had, for many, lead to feelings of being stretched thin and overwhelmed.

The relationship between staff and volunteer trustees also emerged as a significant aspect influencing organisational culture and staff well-being. While trustees play a crucial role in guiding the strategic direction of trusts, there’s often a disconnect between their understanding of frontline realities and the day-to-day challenges faced by staff. Facilitating conversations between staff and trustees about wellbeing is essential to preventing burnout and instituting positive workplace wellbeing measures.

Practical strategies for managing burnout also gained considerable interest from participants and panellists alike. Strategies shared included:

• Implementing clear boundaries around work hours, email/digital communications, and time off.
• Blocking time before and after meetings, especially online meetings, to avoid constant context-switching.
• Creating visual systems to better prioritise and communicate workload
• Seeking out external support and perspective, whether through wellbeing services or peer networks
• Cultivating self-compassion and remembering that the root causes of burnout lie in systemic issues, not individual failings

As the session ended, one message resonated deeply – addressing burnout necessitates a collective effort and a culture of support to prioritise staff well-being and foster open dialogue.

In the wake of this important discussion, we would like to announce the launch of a new free service for DTAS members: the Workplace Wellbeing Support Service. This service will provide:

• Face to face or online 1:1 support from our Wellbeing & Inclusion Coordinator
• Tailored resources based on workplace wellbeing
• Relevant training and webinars
• Staff engagement sessions
• Practical tips on how to look after your workforce

Find out more about the wellbeing support service. If you are a full or provisional DTAS member you can make a referral here or by contacting Amy@dtascot.org.uk.