The Cost of Doing More with Less
Recently, a CEO of a major charity told me: “Our fundraising costs are becoming unsustainable.”
That comment stuck with me, because it sums up a tension I see all the time – the strain between fundraising strategy and delivery. On one hand, leaders set bold fundraising targets to fuel their mission. On the other, the resources and teams tasked with delivering those targets are feeling stretched to the limit.
Executive leaders understandably worry about the bottom line and public perception. They face intense pressure to keep overhead low – donors, boards, and the public scrutinize every penny. I’ve sat in board meetings where any increase in fundraising budget sparks anxiety. It’s understandable: executives are trying to be responsible stewards, and fundraising expenditure often feels like an easy place to tighten belts when money is tight or when media stories fan fears of “wasted” donations.
Meanwhile, fundraisers and teams on the ground are being asked to do the impossible. Year after year, targets go up while budgets barely move (or even shrink). I hear from fundraising directors running campaigns on shoestring budgets, juggling more work with fewer staff. They’re passionate and resilient – but there’s only so much you can do when you’re constantly told to “do more with less.” The stress of unrealistic targets and limited resources is very real. It’s not uncommon to see talented fundraisers burning out or leaving the sector because the pressure is unsustainable.
The hard truth is that this model isn’t sustainable for many organizations. We can’t keep expecting exponential growth in income while cutting back on the very investments that drive that income. Sooner or later, something gives – whether it’s plateauing results, deteriorating donor relationships, or a tired team hitting a breaking point. Fundraising on a shoestring might work for a short sprint, but as a long-term strategy it’s a recipe for stagnation.
Yet, I firmly believe executives and fundraisers are on the same team, striving for the same mission. Both want to see their charity thrive and make an impact. The tension comes from how to get there. Bridging this gap starts with honest conversation and a shift in perspective. What if we viewed fundraising costs not as a necessary evil to minimize, but as strategic investments in growth? In my experience, charities that invest wisely in fundraising capacity (training, tools, enough people on the team) see better results and more sustainable growth over time. It’s about aligning the big-picture strategy with on-the-ground reality – making sure ambitious goals come with the support to realistically achieve them.
I often work with charity CEOs and directors on this balancing act, and I know it’s not easy. There are no quick fixes. But acknowledging the problem is a crucial first step. In fact, that recent conversation with the CEO left me quietly optimistic – if more leaders are recognizing that the current fundraising expenditure model is broken, maybe we can finally start to fix it. Maybe it’s time to replace the old “do more with less” mantra with a new approach: do more with sustainability in mind. You can find out more about Start Bay’s innovative and flexible services, here.
If you’re a senior charity leader or fundraising director feeling this strain, you’re not alone. I’d love to hear your perspective or share experiences. Contact us if this resonates with you. Let’s start a conversation about building fundraising strategies that work without burning out our teams or our budgets. Together, surely we can find a more sustainable path forward?