How Not to Fail Your Fundraising Staff
Fundraising is the engine that keeps nonprofits moving. Yet too often, organizations unintentionally sabotage their own development teams. The result? Burnout, turnover, and stalled revenue growth all of which cost far more than doing it right the first time.
If your goal is to build a thriving fundraising program and retain talented professionals, here are the key ways to support — not fail — your fundraising staff.
1. Stop Treating Fundraising as “Extra” Work
Too many nonprofits expect development staff to “wear all the hats.” The same person writing grants is often also planning events, managing databases, handling communications, and processing gifts. This is not sustainable.
How to fix it:
Clearly define fundraising roles and responsibilities.
Invest in administrative support or outsourced services to handle data entry, event logistics, and routine tasks.
Allow your fundraisers to spend their time where it counts - building donor relationships and securing gifts.
2. Give Them the Tools to Succeed
You wouldn’t expect a chef to cook without knives or a mechanic to work without tools. Yet fundraisers are often left without basic resources — outdated donor databases, no CRM training, or nonexistent marketing support.
How to fix it:
Invest in user-friendly fundraising software and ongoing training.
Provide access to data and insights that drive smarter donor strategies.
Support marketing and communications that help them tell your organization’s story consistently and effectively.
3. Build a Culture of Philanthropy
Fundraising is not a solo sport. When program staff, board members, and leadership don’t understand their role in fundraising, development teams are left isolated and blamed for underperformance.
How to fix it:
Engage everyone. Include board members to program staff in understanding how their work connects to donor impact.
Celebrate fundraising wins publicly and share credit with the whole organization.
Provide board training so members can confidently advocate and make connections, even if they don’t ask for money themselves.
4. Set Realistic Goals and Expectations
One of the fastest ways to drive out good fundraisers is to set unrealistic revenue goals without providing the time, budget, or staffing to achieve them.
How to fix it:
Collaborate with your development team to set goals based on data, history, and market conditions.
Treat the first year for new staff as a ramp-up period, not a make-or-break test.
Align goals with strategy, not wishful thinking.
5. Invest in Professional Growth
Fundraising is a complex, constantly evolving profession. When organizations fail to invest in training, conferences, or mentoring, staff stagnate and eventually leave for organizations that value their growth.
How to fix it:
Budget for professional development in every fiscal year.
Encourage participation in associations like AFP (Association of Fundraising Professionals), AADO (African American Development Officers) or CASE.
Pair less experienced staff with mentors inside or outside the organization.
6. Recognize That Fundraising is Emotional Labor
Fundraisers build deep relationships with donors, often carrying the emotional weight of rejections, high-stakes asks, and mission-driven urgency. Without support, this emotional labor leads to burnout.
How to fix it:
Provide space for open, judgment-free conversations about challenges and pressures.
Offer mental health and wellness resources.
Acknowledge wins, both big and small, keep morale high.
7. The Cost of Failure vs. the Return on Investment
Replacing a development officer can cost 90% to 200% of their salary* in lost revenue, hiring fees, and onboarding costs. More importantly, donor relationships often suffer during turnover, reducing revenue for years to come.
Investing in your fundraising staff isn’t an expense it’s an ROI-positive strategy that strengthens your mission, builds donor trust, and creates long-term sustainability.
Final ThoughtS
Your fundraising staff are not just revenue generators; they are ambassadors of your mission, stewards of donor relationships, and strategic partners in your impact. By giving them the support, tools, and respect they deserve, you ensure they and your organization thrive.
_________________________________________________________________________________________
Notes: *According to the Society for Human Resource Management (SHRM), replacing a nonprofit development professional can range from 90% to 200% of their salary, factoring in both direct and indirect costs.