The High Cost of Losing a Fundraiser — and Why We Need Solutions Now
In working with many different clients, in different sectors of the industry, I see this more and more. And it is really hurting nonprofits when there is less room for error today than in the past.
In an insightful piece for The Chronicle of Philanthropy, journalist Rasheeda Childress explores a mounting crisis in the nonprofit sector: fundraiser burnout. The article, “Fundraiser Burnout Is Hurting Charities : New Report Explains Why, Offers Fixes,” cites a recent report from the think tank Rogare titled Caring Too Much, which highlights how the very qualities that make fundraisers exceptional—empathy, dedication, and deep responsibility—can also make them vulnerable to long-term stress and emotional exhaustion.
One of the most urgent takeaways is the real cost of turnover in development teams, especially when seasoned fundraisers leave due to burnout. In my experience, losing a skilled gift officer is not just a staffing inconvenience—it’s a serious strategic and financial setback. Development professionals are the stewards of relationships built over years. Their departure creates a vacuum in institutional knowledge and donor rapport. According to sector research and widely accepted practice-based evidence, it takes at least 18 months for a new fundraiser to reestablish trust with donors and regain lost momentum. That’s 18 months of missed opportunities, slower gift development, and relationship rebuilding from the ground up.
This cycle of departure and onboarding doesn’t just affect revenue; it wears down teams and diminishes donor experience. Major gift donors, in particular, expect continuity, consistency, and authentic relationships. When a familiar point of contact disappears without a transition plan or follow-up, confidence can erode quickly.
This challenge underscores the need for nonprofit leaders to prioritize staff sustainability—not just for the benefit of the organization but for the wellbeing of the individuals who serve as the bridge between mission and donor. Solutions require more than wellness perks. The Rogare Report calls for meaningful structural change: more supportive management, recognition of emotional labor, clear boundaries around workloads, and open dialogue about the toll fundraising can take.
Creating healthier environments isn’t just a retention strategy. It’s an ethical imperative. If our sector is built on relationships, then we must also value and protect the people who build them. Philanthropy depends on trust—not only between donor and organization, but within our own teams.
