Donor relationships when a fundraiser leaves can expose serious gaps in nonprofit ethics, succession planning, data security, and donor communication. When the development professional changes (but the donor’s trust remains) who is responsible for what happens next?

On this Fundraisers Friday conversation, Julia Patrick and Tony Beall confront one of fundraising’s most uncomfortable transitions: whether donors should follow a fundraiser to another organization.

Julia begins with the ethical baseline established by the Association of Fundraising Professionals: donor data and portfolios belong to the nonprofit. She also cites a striking sector concern . . .the average professional fundraiser may remain in a position for only about 19 months. That turnover makes donor-transition planning a business necessity, not a hypothetical exercise.

Tony draws an essential distinction between responsibility and ownership: “We do that on behalf of, as the ambassador of, as the champion of—not as the owner of.”

But organizational ownership of the database is only the first layer. Donor trust can be deeply personal, multigenerational, and connected to a fundraiser’s integrity. Corporate partners introduce another dynamic: they may value a fundraiser’s reliability, reporting, and responsiveness, yet their funding must still align with the new organization’s mission.

The conversation moves directly into nonprofit operations: controlling CRM access, preventing unauthorized data exports, preparing donor communications, assigning interim relationship managers, and making introductions before a departing fundraiser leaves. Tony recommends a “no surprises” rule so important donors never discover a staffing change through LinkedIn.

A respectful, documented transition plan protects the organization, the professional, and the donor!

Key Takeaways:

Donor records and portfolios are organizational assets—not employee property.

Personal trust may follow a fundraiser even when donor data cannot.

Every development department needs a ready-to-activate departure plan.

Major donors should hear about staffing transitions directly from the nonprofit.

CRM access and export permissions require immediate attention during departures.

Portfolio decisions should serve the mission rather than individual goals or ego.