One-Person Show: Strategies for Fundraising as a Department of One

Written by Caitlin McBride

I still remember my first board meeting as a solo fundraiser. I was only a few weeks into a new job with a small organization, and I was their first-ever (and only) fundraising staff. I had a few years of development experience under my belt, but it was all in larger charities where I played a specific role in a big fundraising team. Here, I was all on my own. 

As I tried to keep up with the meeting, suddenly a fundraising-related question came up. It wasn’t in an area I had experience in, but slowly all the eyes at the table turned to me, expecting an answer. 

I quickly said something I thought I heard a former colleague say once (maybe?) which apparently sounded reasonable, and the meeting moved on. But in that moment, I realized as the only fundraiser I was expected to know everything. 

The learning curve: Trusting my voice 

Being the only fundraiser in an organization isn’t just building the plane while flying it – it’s learning how to build the plane while simultaneously building and flying it. 

You’re expected to master all aspects of fundraising, from grant writing to major gifts, all while building out systems and making sure the revenue is rolling in. It’s a steep learning curve. For the first few months, I questioned every decision. Was this the right way to approach donors? Did I structure this appeal correctly?  

But then, something clicked. Over time, I started to trust my instincts. I learned to lean into my experience and expertise, even if I didn’t have anyone to back me up. This was my department now, and I had to own it. Trusting my own voice became essential—not just to my survival in the role but to the success of the organization’s fundraising efforts. 

My survival strategy: Empowering others and building a culture 

One of the biggest challenges of being a fundraising team of one is managing your time efficiently. With no one else to delegate to, every task falls on your shoulders. I quickly realized I had to streamline everything if I wanted to make it through without burning out. But efficiency wasn’t the whole story—I also needed to empower others to share the load. Here’s what worked for me: 

• Getting the house in order: Cleaning up the CRM and organizing donor data was my first step. Having accurate, up-to-date records saved me from scrambling when I needed to pull donor information or create segmented lists for campaigns. 

• Develop key messages & templates: I created a centralized database of key messages, quotes, and regular documents. This allowed me to pull together appeals, reports, and donor thank-yous in a fraction of the time it used to take. No more reinventing the wheel for each communication. 

• Build relationships with program staff: I made it a point to develop strong ties with the program team. Knowing the ins and outs of our programs allowed me to tell more compelling stories to our donors and prospective funders. Plus, the trust I built with the program team made it possible for me to go to them for testimonials and program updates, which made my life so much easier. 

• Empower others to fundraise: When I realized I didn’t have to be at every single donor ask or small fundraising event, it was freeing. By teaching staff, board members, and volunteers how to engage potential donors and share our story, I was able to build a culture of philanthropy. Fundraising became a shared responsibility, not just my job alone. 

The limits of being solo 

While I found ways to make the most of my situation, there are clear limits to what one person can do. Sure, I could manage the day-to-day fundraising, but expecting me to continuously grow revenue on my own was a recipe for burnout—which, surprise, eventually happened. 

I had to learn the hard way that limitations are real, and boundaries are not optional. Here’s what I discovered: 

• You can’t do everything: You need to focus on what you and your organization excel at. Maybe your strength is individual giving, or perhaps it’s corporate partnerships. Whatever it is, lean into that and make it clear that if the organization wants to expand into other areas, more support is needed. It’s not sustainable for one person to carry it all. 

• Set boundaries and stick to them: When you're the only one, it’s easy to feel like you need to say yes to every request. But trust me, you don’t. Saying no—politely but firmly—is essential for your sanity and the organization’s long-term health. 

• Create realistic revenue targets: Don’t expect to double your fundraising revenue in a year as a one-person team. It’s important for leadership to set achievable goals and understand that growth requires more than just one person’s hard work.  

Lessons learned and advice 

Looking back on my years as a solo fundraiser, here’s what I’d say to anyone stepping into a similar role: 

• Embrace the chaos: There will be days when it feels like everything is on fire. That’s okay. Breathe, prioritize, and tackle one thing at a time. 

• Trust your instincts: Even if you're the only fundraiser, you know more than you think you do. Believe in your abilities, and don’t be afraid to take calculated risks. 

• Ask for help: You may be the only fundraiser, but you’re not alone. Build a network of peers, mentors, and even board members who can support you, offer advice, or just listen when you need to vent. 

Flying solo as a fundraiser can be overwhelming, but it’s also an incredible opportunity for growth. If you can navigate the challenges, you’ll come out on the other side with skills and resilience that will serve you for the rest of your career. Just don’t forget to ask for backup when you need it—you deserve it. 

If you're the only person handling fundraising in your organization, Further Together can help lighten the load. We specialize in supporting small teams with fundraising implementation and custom strategies to make your job easier. From creating clear fundraising plans to helping with donor outreach, we give you the tools to succeed without burning out. You don’t have to do it all alone—let us take care of the big tasks so you can focus on what matters most.