Gearing up for a Busy Fall
Chapter Leadership Brief 8.22.25
by CJ Orr
Chief Executive Officer, Orr Group
This year has been hectic to say the least. The city’s energy never truly fades, but even New York eases its grip a bit in August. Colleagues take time off at the beach or a long weekend upstate. We may not close shop like Italy’s Ferragosto, but we should still claim August—intentionally—as the month to rest, reset, and ready ourselves for the sprint that begins on Tuesday, September 2, the day after Labor Day.
Why the urgency? Because the philanthropic engine roars back to life in early September—and then accelerates. UN General Assembly High‑Level Week brings global leaders to town September 22–30, amplifying traffic, convenings, and attention across New York; diaries fill quickly, and donor calendars do, too. And if you’re focused on year‑end results, the data is pretty concrete: nonprofits see a large share of annual giving at the end of the year—roughly 30% of donations occur in December, with a notable spike in the final days. That reality makes our fall execution decisive.
Use August to Rest—And to Reset Three Things
1) Your calendar (and your board’s).
Block the first two weeks of September for donor and board touchpoints you control: stewardship breakfasts, site visits, and quick “welcome back” coffees. Pre‑schedule at least three anchor activities per week (e.g., one major‑gift visit, one stewarding touch, one institutional follow‑up). Draft the Q4 communications calendar now—pledge reminders, fall appeals, GivingTuesday pre‑work—so you’re executing in September, not planning.
2) Your pipeline (and your message).
Use a quiet Friday in August to triage the top 25 relationships: where each stands, what value you’ll bring in your next interaction, and the most credible pathway to a commitment by December 20. Refresh gift tables and proposal targets; align program, finance, and advancement on the case elements you’ll feature this fall—impact, urgency, and specific “first‑quarter” outcomes for 2026 planning.
3) Your tools (and your guardrails).
AI will remain the buzz of 2025–2026, but the opportunity is less the sizzle and more the systems. Many nonprofits are experimenting without a clear plan: in a 2025 benchmark report of 1,321 nonprofit professionals, 76% reported they do not have an AI strategy, 80% lacked an acceptable‑use policy, and only 7% said they had successfully adopted AI to tackle operational or mission challenges. If you’re in that majority, August is the moment to draft light‑touch guardrails (disclosure, data hygiene, human review) and spin up two or three discrete, high‑leverage use cases—briefing prep, meeting recaps, first‑draft grant language—that your team can pilot in September.
If you want practical perspective tailored to fundraising, AFP‑NYC has already begun curating it. See the recent chapter brief on using AI for better fundraising—an instructive reminder that technology should augment, not replace, our human connection with donors. NYC AFP
What’s Ahead at AFP‑NYC This Fall
AFP‑NYC programming resumes after Labor Day with education, networking, and community—the perfect complement to your fall plan. Specific event listings publish on the chapter calendar and member porta very soonl; check the Upcoming Events page and make sure you’re subscribed to the chapter eNews so you don’t miss registrations as they open. Expect the usual mix of professional‑advancement programs, Emerging Leaders networking, and fall skills workshops—plus the New York City National Philanthropy Day Celebration on November 18th, (NPD is observed on November 15 each year across AFP chapters).
A Final Word
Leaders set the team’s cadence. Taking time off in August isn’t indulgent; it’s strategic. Rest lets us return sharper—more present with donors, clearer with boards, and better prepared for the decisions that determine our Q4 outcomes. Put simply: protect August so you can perform in September. Circle September 2 on your calendar, come back ready to run, and let’s make the most of a season when donors are back in town, attention is high, and generosity surges toward year‑end.
CJ Orr, having served as a trusted partner to clients for over 10 years, has broad experience in fundraising and development, executive leadership, strategic planning, campaigns and event management. He has launched funds, designed and led strategic initiatives, and driven fundraising for large galas and campaigns ranging from $10M to $1B+ in revenue. As an expert project and relationship manager, he executes on the development of strategies and tactics to drive effective fundraising plans that meet or exceed targets. Internally, CJ is responsible for setting and driving achievement of Orr Group’s financial targets and overseeing efficient operations within the firm. Additionally, CJ supports the efforts of Orr Group’s Growth team to identify and cultivate new business opportunities and build relationships with nonprofit partners, ensuring that the services offered are best aligned with our partners’ needs. CJ’s background in finance provides him with a strong foundation in analytics, metrics and ROI. Prior to working at Orr Group, CJ worked in Institutional Fixed Income Trading at Alliance Bernstein, where he was responsible for funds trading, account management, and reviewing analytical research. He also spent several years in municipal bonds sales and trading at Oppenheimer & Co.