By Adam M. Doyno, MPA, CFRE - Executive Director and Chief Development Officer, CUNY School of Public Health Foundation

The current administration’s reduction, elimination, and pause of federally funded grants for research and other mission-critical projects at institutions nationwide is where our attention must remain fixated. The cascading effects of these seismic changes are only beginning to surface. As government support retracts, institutions will increasingly turn to private philanthropy to fill the widening gap, all at the very moment the tax code is poised to disincentivize charitable giving and penalize the use of endowments.

The scarcity of private dollars will make competition for grants even more treacherous. One funder recently shared with me that the likelihood of receiving a grant from them was less than one-half of one percent. Days of labor invested in a highly effective, well-written, and tightly scoped two-year, $200,000 proposal will almost certainly result in a declination.

Despite their good intentions, the philanthropic sector, whether institutional, corporate, or individual, cannot and will not attempt to cover the cavernous shortfall created by the restructuring of federal grantmaking. The gap is simply too large and it would be unfair to expect them to do so. Instead, funders will prioritize new, innovative concepts that respond directly to the shifting landscape. And, if you’re lucky enough to be awarded, the grant will likely not be renewed, and the good work it supports will be discontinued unless long-term, reliable revenue streams are secured.

We must act now to prevent further reductions in force, furloughs, and other cost-cutting measures that jeopardize mission delivery and destabilize our sector. Consider new strategies to help your organization withstand what lies ahead:

Double Down on Fundraising Events

Thoughtfully executed events do more than generate revenue; they create moments of collective energy, visibility, and storytelling that institutions desperately need in a constrained funding climate. They deliver unrestricted dollars, attract new supporters, deepen engagement among existing donors, and strengthen institutional reputation. Well-designed events can become durable, predictable annual revenue engines that also cultivate community loyalty.

Collaborate With Like-Minded and Complementary Organizations

Strategic partnerships will be essential as the funding landscape becomes more competitive and fragmented. Collaborating with organizations that share mission alignment, geographic overlap, or complementary expertise allows partners to pool resources, reduce duplicative costs, and present more compelling joint proposals. Funders increasingly seek scale and cross-sector leverage, attributes more easily achieved through collaboration than through isolation.

Major Donor Cultivation

As institutional philanthropy tightens, individual major donors will become even more critical to sustaining long-term mission priorities. Major donor work requires time, strategy, and personalization, but the return on investment is unmatched when executed with intention. Those who believe in our mission and resilience during this moment of national uncertainty are the most likely to step up with increased giving and multi-year commitments.

Build and Grow Recurring Giving Programs

Recurring giving programs are powerful stabilizers in unpredictable philanthropic climates. Monthly donors provide steady, reliable revenue that supports operations, offsets grant losses, and strengthens institutional flexibility. They also retain at significantly higher rates and have higher lifetime value than one-time donors. By developing a structured, branded recurring giving society backed by targeted acquisition campaigns, organizations can create a resilient financial backbone that grows steadily year after year.

Invest in Advocacy and Policy Engagement

As federal funding structures shift, we must strengthen our influence in shaping the policies that affect our missions. Advocacy through coalitions, convenings, public testimony, or published policy recommendations cannot replace philanthropy, but it can protect vital programs and mitigate further erosion of public support. Organizations that articulate their societal value to policymakers position themselves not merely as grantees, but as indispensable contributors to the public good.

Strengthen Earned Revenue and Mission-Aligned Ventures

To reduce dependency on increasingly competitive grants and shrinking philanthropic dollars, institutions should explore or expand mission-aligned earned revenue streams. These may include certificate programs, specialized training activities, consulting, licensing intellectual property, or facility rentals. When designed thoughtfully, earned revenue both reinforces mission impact and diversifies financial resources, enhancing resilience and positioning the organization as a leader in the marketplace.

We are standing at an inflection point that demands clarity, courage, and collective resolve. The challenges ahead are real, and the consequences of inaction will be felt across every corner of our sector. But if history has taught us anything, it is that the nonprofit community is no stranger to crisis. We rebuilt after 9/11, when fear and uncertainty reshaped our city and our country. We sustained our missions after the economic crisis of 2007 and the Great Recession that followed. We persevered through a global pandemic that brought the world to a standstill. And each time, we emerged not only intact, but stronger, more innovative, and more connected to the communities we serve.

We can overcome this moment, too, but only if we recognize what is happening, refuse to be distracted, and act with intention. Let’s remain keenly focused on the path forward. It will require reinvention, collaboration, and bold investment in new strategies. The stakes are high, but so is our capacity to meet them. This is our moment to rise.

Adam M. Doyno, CFRE, is the Founding Executive Director of the CUNY SPH Foundation and the Inaugural Chief Development Officer of the CUNY Graduate School of Public Health and Health Policy, where since 2018 he has built and led the school’s comprehensive fundraising enterprise. He has been a driving force in advancing CUNY SPH’s growth as an independent, accredited, and nationally recognized public health institution, securing philanthropic support that expands access and opportunity for students and communities across New York City. Previously, he held senior development roles at FPWA, the National Kidney Foundation, and United Way of New York City, leading donor-centered strategies across local and national platforms. Adam is an active nonprofit leader, serving on the Board of Directors of the Association of Fundraising Professionals–NYC Chapter, the Harmony Health Foundation, and the 125th Street Business Improvement District, and has been recognized for his contributions to the field with multiple professional honors.

by Guirlaine Belizaire - Vice President, Innovation, Development Guild

The AI question on many people's minds, either implicitly or explicity, is, "Where do we even start?" In essence, how do we move from curiosity about these exciting new tools to confident strategic action that ethically and effectively advances the mission of our non-profits?

In October 2025, I had the distinct honor of being invited to participate in Women in Development New York's AI in Action panel. Here are a few takeaways.

Where Nonprofits Actually Are

The primary concerns of audience members were three-pronged: 

• Donor data privacy 
• Fear of losing the “personal touch” that defines fundraising 
• Uncertainty about creating organizational guidelines

And these concerns are backed up by statistics elsewhere, as reflective of this moment for our industry: 92% of nonprofits currently feel unprepared for the onset of AI and the new iterations these tools will make possible¹. 76% don’t have an AI policy currently². 71% are either currently using or planning to use AI for fundraising³.

However, there were also examples of early and enthusiastic adoption. During the event, a three-person fundraising team shared about hitting their yearly goal of $50M with the help of autonomous AI. They went so far as to say, there was no way for them to reach it without the strategic implementation of AI tools.

A Key Barrier May Not Be Technology, but Strategy

This example of the team that is thriving with these tools also provides a clue about the question that may be confronting non-profit professionals in 2026. 

The challenge may not be that AI or its tools are too complex or that nonprofits lack resources, but that nonprofits are trying to solve for technology before they’ve solved for strategy. This is an essential shift that we need to focus on as we move forward as a community.

Let’s explore a few approaches to creating and stewarding this shift within your own organizations.

Strategy 1: Form an AI Council or Taskforce

When forming a task force in the engagement with AI space, actively seek out and recruit diverse voices across generations, departments, work silos, and different comfort levels with technology.

Once your taskforce or council has been formed, consider the following question as a starting point for discussion: “What tools do we already have that we’re underutilizing?” This ‘start where you are’ conversation will help lead to an honest assessment of current state before proceeding to aspirational goals.

Strategy 2: Define the Need or Challenge Before Choosing the AI

Here is a common misstep that you can turn to your advantage. There is a strong and urgent need to lead with the challenge and not the technology, no matter how exciting it may be.

Here are a few examples of questions to ask, to help guide your next steps with AI implementation:

• Are we trying to save time on administrative tasks? 
• Are we hoping to improve donor segmentation? 
• Are we hoping to personalize donor communications at scale?

For each of these questions, and the many others that will occur to your individual institution, you must keep in mind that context matters. What works for a global organization will not work for a three-person shop. Define the problem(s) before choosing the tool or AI-centered approach.

Strategy 3: Build Internal AI Literacy (Leadership First)

Leadership cannot afford to delegate the learning of these tools to the rest of the institution. First and foremost, there is a hesitancy that needs to be overcome–a documented sense that using AI feels like “cheating” or inappropriate. The best way to incorporate AI thoughtfully, discerningly, and effectively into the culture of an organization is to start from the top.

My recommendation would be that leaders experiment personally, in a hands-on way–even if the end goal is not to be the “AI expert” at your institution. Using tools like Claude or ChatGPT (or whatever tool you select) for simple tasks like drafting emails can build increased comfort and understanding of not just the capabilities of this technology but its limitations, and empower you to lead better within your own space and advise others.

Strategy 4: Establish Human Oversight and Ethical Guidelines

Developing guidelines will be intensely individual, organization to organization, as we stand on the frontier of more widespread adoption of these tools, across our industry. That said, I frequently direct institutions to Fundraising.AI as a centralized resource for creating guidelines.

Key areas that you’ll likely wish to address include: donor data privacy, what gets automated vs. what stays human-centered, and transparency about AI usage within your organization. 

Moving Forward: An Invitation to Engage

I would encourage each of you to dedicate yourselves to approaching AI with curiosity, not fear. To prioritize strategy over speed. To continuously convene and learn from your peers, like the Women in Development (WiD) community, and to recall that thoughtful implementation beats rushing to adopt every time.

Development Guild partners with nonprofit leaders to provide executive search, fundraising counsel, and strategic guidance that drives impact. Since 1978, we have been bringing a powerful combination of discipline and innovation to every client engagement, delivering solutions that are strategic, deeply rooted in experience and analysis, and evidence-based. Drawing upon our history of working with more than 2,800 clients across every nonprofit sector, our collaborative approach is successful due to candid dialogue and diverse perspectives.

At Development Guild, Guirlaine Belizaire serves as VP of Innovation and a moderator for BIG Question—our live, community-powered planning tool, capable of engaging up to a million participants in real time. Harnessing her facilitation skill, data-driven mindset, and gift for making every voice feel heard, on BIG Question she guides mission-driven organizations through their most wicked strategic and fundraising challenges, translating collective insight into clear, actionable next steps. 

Curious how AI can support your fundraising goals without losing the human touch? We’ll help you clarify your strategy and move forward with confidence. Contact us to start the conversation today.

^{___________________________________________________________}

 ¹ AI Equity Project

 ² State of AI in Nonprofits: 2025(TechSoup)

 ³ 2025 Fundraising Outlook Report

by Jennifer Moore
VP of Advancement, Good + Foundation

As I prepare to begin my two-year term as President of our chapter, I feel both optimistic and deeply responsible. I am honored by the trust you have placed in me and grateful for the opportunity to serve a community whose dedication, compassion, and commitment strengthen our city.

This moment is personally meaningful for me. I joined AFP-NYC in 2013 because a mentor saw potential in me and encouraged me to get involved. At the time, I was still finding my footing in the fundraising field. My colleague knew that this chapter would expose me to new ideas, connect me with people who believed in this work, and support my growth in ways I could not yet fully imagine. That encouragement changed the course of my career. AFP became the place where I developed confidence, built lasting relationships, and learned how to navigate the complexities of our profession.

Service has guided my entire journey in this community. I began as a volunteer on the Professional Advancement Committee for many years, joined the Board in 2017, and have served as Treasurer since 2022. Each role deepened my appreciation for the power of this chapter and strengthened my commitment to ensuring that AFP-NYC remains a place where fundraisers feel welcomed, supported, and inspired. Stepping into the role of President feels both like a continuation of that journey and a promise to offer others the same sense of possibility that my mentor offered me.

Over the next two years, I envision a chapter that sustains its momentum while elevating the strength and unity of our fundraising community. My priorities center on connection, professional growth, and deepening our commitment to inclusion.

Connection. Strong relationships are the foundation of a thriving chapter. Whether you have been in the field for thirty years or three months, you belong here. I hope to create more spaces where members can form genuine connections, learn from one another, and build the kind of professional support networks that make a lasting difference.

Learning and Growth. Philanthropy is evolving quickly. Donor expectations are shifting, technology is advancing, and community needs continue to change. Our programming should help fundraisers navigate this complexity with confidence. We will continue offering high-quality professional development that is relevant, practical, and responsive to emerging challenges.

Inclusion, Diversity, Equity, and Access. IDEA is central to our mission. As a chapter serving one of the most diverse cities in the world, we have a responsibility to ensure that our community reflects a wide range of experiences, backgrounds, and perspectives. I am committed to continuing this work with intention and transparency and ensuring that every member feels a sense of belonging.

One of the great privileges of stepping into this leadership role is recognizing how much our chapter has already accomplished. Because of the dedication of past presidents, committee leaders, volunteers, and engaged members, our chapter stands on a strong foundation.

We have built a robust calendar of events, mentorship offerings, and networking opportunities that serve fundraisers at every stage of their careers. Our community is known for offering thoughtful programming and meaningful dialogue, and for creating a sense of belonging that extends far beyond any single event.

We have also created space for honest conversation. Fundraising is rewarding, but it is also complex and demanding. AFP-NYC has become a place where fundraisers can learn from one another, troubleshoot challenges, and celebrate successes. It is a place where people feel seen, supported, and encouraged to grow.

Our progress reflects a shared commitment to excellence and collaboration. As your incoming president, I am committed to building on this foundation with renewed focus and energy.

Our chapter’s success relies on active participation across our community. Leadership is a shared effort, and every member plays a role. As we begin this next chapter, I hope you will join me in these commitments:

Stay engaged. Attend programs, join a committee, volunteer your time, or reach out to someone new at an event. Engagement looks different for everyone, but every connection strengthens our chapter.

Share your voice. Tell us what would make the chapter more valuable to you. Your insight helps us create programming and resources that genuinely support our members.

Support IDEA. Each of us can help create a welcoming and representative community. Invite a colleague to participate, uplift new voices, and look for ways to expand who is at the table.

Invest in your growth. Our profession requires continuous learning. I encourage you to take advantage of our programs and to bring colleagues or mentees with you. Professional development strengthens not only your own career but also our field as a whole.

In return, you can expect the same commitments from our Board and committees. We will listen, adapt, and lead with the best interests of our members and our profession at the center.

Fundraisers play a uniquely powerful role in our communities. When we connect generosity with mission-driven work, we help create stronger, more equitable, and more resilient neighborhoods. This work requires skill, creativity, partnership, and heart. Our chapter exists to help you build and sustain all of these.

As our work evolves, so does the role of AFP-NYC in supporting fundraisers across our city.

In the coming weeks, you will see updates to our event calendar, invitations to connect, and opportunities to get involved. I hope you will take a moment to join us for something new, reconnect with the community, or share an idea that excites you.

I am inspired by all that we can build together over the next two years. I am equally grateful to stand alongside you as a colleague and partner. Thank you for your trust and for the dedication you bring to our shared profession.

Here is to the next chapter of AFP-NYC and all that we will accomplish as a community.

With appreciation,
Jenn Moore

Jenn Moore is the VP of Advancement at the Good+Foundation where she leads the strategy and implementation of all development, marketing and public relations activities. With deep experience in fundraising and nonprofit leadership, she held previous development leadership roles at Scratch Foundation, DoSomething.org, the SIFMA Foundation and Young Audiences New York. Jenn is the incoming President for the Association of Fundraising Professionals-NYC Chapter where she has been an active board member since 2017. Jenn received an MS in Nonprofit Leadership from Fordham University and a BFA with Distinction from The Ohio State University.

by CFRE International

The nonprofit sector is continually changing, presenting new challenges such as evolving donor behaviors, technological advancements, and regulatory shifts. Professional education empowers you, as a fundraiser, to adapt and innovate, ensuring your strategies remain pertinent and effective.

Certifications, such as the Certified Fund Raising Executive (CFRE) credential, promote continuous learning, and reflect a fundraiser’s expertise and ethical dedication. Obtaining certification involves meeting stringent criteria, including proven experience, knowledge, and a commitment to ethical conduct. These standards help to distinguish certified fundraisers as reliable professionals within a competitive landscape.

Advantages of holding CFRE certification include …

Ethical Assurance

Certifications, like the CFRE, stress adherence to ethical guidelines, minimizing the likelihood of actions that could jeopardize an organization’s reputation. This builds trust within yourself, your team, the organization(s) you serve, and donors.

Michael Crisona, MS, CFRE (New York, USA), says, “I’ve had several donors notice my [CFRE] credential. It provides a sense of comfort and respect for them as I guide and advise them on their philanthropy using ethical fundraising best practices. I believe the CFRE is a critical credential for every professional fundraiser to obtain. It positions you with legitimacy and credibility among donors and peers.”

Credibility

Certified fundraisers showcase their commitment to excellence and proficiency in key skills, earning the respect of donors, colleagues, and governing boards. According to the 2023 CFRE Certificant Survey, 94% of CFREs say earning the credential gave them enhanced credibility with employers and clients.

Justin Kuczma, CFRE (New York, NY), shares, “Passing the CFRE exam validated years of effort and affirmed my commitment to making a difference. This achievement isn’t only about a credential; it’s a testament to perseverance and a reminder of the value found in unconventional career paths.”

Commitment to Continual Learning

Initiating and maintaining CFRE certification requires training, study, and keeping up with the changing fundraising landscape. As you navigate the CFRE process, you have the flexibility to choose education programs you believe will provide you with the most benefit for your career.

“Earning the CFRE has significantly impacted my career by broadening my understanding of the fundraising field. Preparing for the exam forced me to delve into knowledge areas beyond my specialization in institutional giving, which has proven invaluable in my current role. This expanded knowledge base has allowed me to contribute more meaningfully to team collaborations, offer new perspectives on strategy, and approach donor cultivation with a more holistic mindset. Ultimately, the CFRE has equipped me to be a more well-rounded and effective fundraising professional,” shared Katherine Sarci-Tucker, MS, CFRE (New York, NY).

Career Advancement

Fundraisers with credentials often experience improved career prospects and earning potential, as certification validates their qualifications. If you plan to look for a new job in 2026, invest in becoming a CFRE before you apply. According to the 2025 AFP Compensation and Benefits Report, CFREs in the U.S. can earn up to 6% more versus those without the certification.

“During my last job search, most senior fundraising roles listed CFRE as a preferred qualification. Although the majority of my fundraising experience has been focused on institutions, the CFRE prepared me for leading a team focused on individual giving. Having the certification increased my marketability and helped me secure a new role,” shared Michael Kerkorian, CFRE (New York, NY).

Preparing for Leadership Roles

By going through the CFRE certification process, you demonstrate a well-rounded body of fundraising knowledge that prepares you for greater responsibilities. According to the 2023 CFRE Certificant Survey*, 87 percent of CFREs report that the credential has provided them with enhanced professional opportunities.

Melissa McCoy, CFRE, CFRM (Wappingers Falls, NY), shares, “The added distinction of CFRE has provided me opportunities to contribute at speaking engagements, provide trainings, and serve in leadership positions with AFP. What can you do to distinguish yourself in the industry? Stay involved and give back. It will continue to open doors and broaden your value.”

Become a CFRE

Continuous education and certification equip fundraisers with the necessary tools, knowledge, and ethical foundation to excel in their roles. By emphasizing professionalism, fundraisers can build trust, strengthen donor relationships, and enhance their organizations' influence within the communities they serve. In an environment where trust and transparency are critical, a commitment to professionalism is not merely advantageous—it is essential.

If professional development is one of your 2026 New Year’s resolutions, consider earning your CFRE.

CFRE International is the credentialing organization that provides the only globally recognized fundraising certification. Since 1981, Certified Fund Raising Executive (CFRE®) certification has signified professionalism, ethics, and confidence in fundraising. The CFRE® certification program is accredited by the American National Standards Institute. More than 8,200 fundraising professionals hold the CFRE® credential, demonstrating accountability, service, and commitment to making a positive difference in their communities. Visit www.cfre.org or follow on LinkedIn.

by Craig H. Shelley, CFRE
President, Association of Fundraising Professionals – NYC Chapter
CEO, Schultz & Williams

Hopefully, like me, you each will have the opportunity this week to gather with people you care about and reflect on all you have to be grateful for. Professionally, I remain grateful for the opportunity to do work that matters, and I suspect many of you feel the same way.

As I approach the end of my two-year term as Chapter President on December 31st, I’ve been reflecting quite a bit on this experience. It has been an absolute privilege to play a substantive role in our community. These have been tumultuous years in the world around us, but I believe our chapter has consistently delivered the content and connections our members deserve.

Fundraising Day New York has emerged from the pandemic years more vibrant than ever. Our annual meeting has become a true tentpole gathering, energizing our community at the start of each year. Our most recent National Philanthropy Day was nothing short of epic.

Our professional advancement events, whether in our new half-day symposium structure or our traditional morning format, have provided valuable opportunities for leaders to refine their craft. Our mentorship program is operating at a scale we’ve never seen before. Our Emerging Leaders programming continues to fuel excitement, engagement, and growth across the field. There is so much to be proud of.

I’m deeply grateful to the exceptional board members and volunteers who have made all of this possible over the past two years. I appreciate the hard work our staff puts in to make it all look seamless. And I remain honored that our members entrusted me with this role and that our community has responded so enthusiastically to our collective efforts.

When I began my term, I set out to increase the quality of the opportunities we offer for connection and learning, to strengthen our commitment to building a more diverse and inclusive fundraising profession in New York City, and to break down silos within our board so the full talent of our leaders could benefit the community. The journey is ongoing, but I’m grateful for the meaningful progress we’ve made together.

I’ll close, once again, by saying thank you. Thank you for what you do. Fundraising and nonprofit leadership are hard work. You will hear “no” more often than “yes.” But your work matters. It makes the world better every single day. Thank you for choosing to do it.

I look forward to seeing you all soon.

Craig collaborates with ambitious nonprofit leaders to accelerate their impact, bringing a creative yet practical approach to strategy, organizational development, fundraising, and board optimization. As CEO of Schultz & Williams, he leads one of the nation’s premier consulting firms specializing in fundraising strategy, direct response, strategic planning, and outsourced development. In partnership with Carey & Co—which provides complementary expertise in finance, HR, and executive leadership—Craig ensures clients receive integrated, mission-centered solutions that strengthen organizations and drive sustainable growth.

A Certified Fundraising Executive (CFRE), Craig is a frequent speaker and author on leadership and philanthropy. He also serves as President of the Association of Fundraising Professionals - New York City Chapter and as a member of the board of directors of The Giving Institute.

by Erin Ward and Bobby D. Ehlert
Co-founders Inspire Hearts Fundraising

If there is one moment in a fundraising event that can transform a nonprofit’s entire year, it’s the paddle raise—“the BIG ask,” “call to action,” “fund-a-need,” "special appeal," or whatever you choose to call it. When done right, a paddle raise doesn’t just raise money—it raises belief, builds community, and ignites generosity at a level no silent auction, live auction, or sponsorship package can match. It is the most direct, mission-centered, and emotionally resonant revenue generator in the room.

But the perfect paddle raise doesn’t happen by luck. It happens by design.

After helping hundreds of nonprofits maximize their events, we’ve found that nearly every successful paddle raise—no matter the size of the organization or the audience—comes down to three essential elements. Nail these, and you unlock transformational fundraising. Miss even one, and you leave tens or hundreds of thousands of dollars on the table.

A paddle raise succeeds long before the first paddle number is called.

Here are the three things you absolutely need for the perfect paddle raise.

1. A Compelling Mission Moment That Opens Hearts

The emotional runway leading into the ask is where the magic happens. This is where guests shift from “attendees” to active participants in the mission. You’re trying to create what we call the Golden Goosebump Moment—that universal hush when every person in the room leans in, feels the mission, and becomes ready to take action.

A great Mission Moment includes:

A Single, Powerful Story

Not five stories. Not a broad overview. One story. One face. One moment of impact.
Humans remember stories, not statistics. A personal narrative builds empathy and moves people to act.

Authenticity Over Performance

The story doesn’t need to be perfect—it needs to be true. Whether told by a client, parent, volunteer, or staff member, it must feel human, vulnerable, and real.

A Clean, Focused Delivery

Avoid jargon, complexity, or long explanations. The audience should understand the challenge and see clearly how their generosity becomes the solution. We call this Crayon Simple—clear enough that a child could explain it back.

When this moment lands—when the room gets quiet and you can feel the emotional shift—that is your Golden Goosebump Moment. That alignment primes the entire audience for generosity, setting the stage for a paddle raise that can exceed even the loftiest goal.

2. A Confident Ask From a Prepared Live Fundraising Host / Auctioneer

Once hearts are open, you need someone who can skillfully guide the room into action. A paddle raise is not just an announcement of giving levels—it is a carefully orchestrated sequence of leadership, timing, psychology, and emotional intelligence.

Here’s what a trained fundraising host/auctioneer brings:

Command of the Room

A professional understands the energy in the room—when to pause, when to push, when to celebrate, and when to let emotion speak for itself.

A Thoughtful, Strategic Giving Structure

The most successful paddle raises follow a top-down, descending structure, inviting leadership donors to step up first. When a high-level donor gives boldly, it unlocks permission for others to follow.

A skilled fundraising host/auctioneer knows how to:

• Celebrate the transformation of a guest into a donor
• Increases momentum, energy and participation
• keep the entire room engaged at every level
• maintain emotional continuity from start to finish

Credibility and Trust

Guests must feel that the person asking for money understands the mission and respects the donors. A trained host/auctioneer builds a safe, inspiring, mission-aligned space for generosity.

Seamless Collaboration With the Development Team

Your host/auctioneer should never walk into the room guessing. They should know:

• who the key donors are
• which gifts are pre-secured
• the fundraising goals
• the emotional tone and mission remarks required for your audience

Logistics to Capture Donations and Data

A perfect paddle raise also depends on clean back-end systems:

• Every guest receives a paddle tied to their name, contact info, and payment method.
• A trained Scribe that captures every raised paddle quickly and accurately.
• Mobile-friendly payment options reduce friction and speed up check-out.
• Guest information is pre-loaded into your software so data flows directly into your CRM.
• A same-night reconciliation process ensures accuracy and fast acknowledgments.

The perfect “ask” is a partnership between the nonprofit, the story, the systems, and the person trusted to guide the moment.

3. A Room That’s Prepared to Give Before the Event Even Starts

The perfect paddle raise doesn’t start at the event—it starts months before.

The highest-performing nonprofits intentionally prepare their donors long before they enter the ballroom.

Pre-Event Donor Mapping

Identify leadership givers early. Engage them. Pre-secured gifts  at tierd can set the entire room in motion and dramatically influence participation.

Strategic Seating

Generosity is contagious. When leadership donors sit in visible locations, their raised paddles create momentum across the room. More paddles up mean more paddles up.

Mission Marketing

Your guests should arrive already connected to the mission and aware that a paddle raise will take place. Use:

• pre-event emails
• impact statements
• event website messaging
• short videos or social content
• personal invitations from board members

This early connection “primes the pump,” making the Mission Moment exponentially more powerful.

Board Engagement

Your board should fully understand how the paddle raise works and commit to participating. A visibly generous board unlocks confidence and energy across the room.

When donors arrive informed, inspired, and emotionally connected, the paddle raise becomes a natural act of generosity—not a surprise ask.

In Summary: The Perfect Paddle Raise Is No Accident

It’s engineered.
It’s intentional.
It’s strategized.

And when done correctly, it becomes the most powerful opportunity of your entire fundraising year.

To achieve the perfect paddle raise, you need:

1. A Mission Moment that opens hearts
2. A confident, experienced fundraiser guiding the ask
3. A room that’s prepared to give long before the event begins

Master these three components, and your paddle raise doesn’t just raise money—it raises belief, connection, and community. It creates a collective moment where every person in the room feels like a hero contributing to something bigger than themselves.

And that is when fundraising becomes transformational.

Erin Ward and Bobby D. Ehlert, co-founders of Inspire Hearts Fundraising, are nationally recognized fundraising hosts/auctioneers and event strategists with more than 40 years of combined experience and over $1 Billion raised. After analyzing data from hundreds of galas, they’ve seen a clear shift: traditional auctions are fading, donor attrition is rising, and the paddle raise has become the most powerful tool for inspiring generosity and transforming guests into lifelong supporters at events.

As leading experts in the art and science of the paddle raise, Erin and Bobby D. help nonprofits nationwide elevate their events through mission-centered fundraising, event experience maximization, speaker coaching and board engagement training. Their mission is simple: inspire hearts and help your organization change the world.

by Jill M. Scibilia, MBA, CFRE
Vice President, Foundation, Northwell Phelps Hospital

Tomorrow, Saturday, November 15^th is National Philanthropy Day—a day set apart to celebrate the impact of generosity. The word philanthropy comes from the Greek and means “love of humankind.”

Philanthropy has the power to drive innovation, alleviate suffering, facilitate healing, and transform communities. Indeed philanthropy makes the world a better place.

We often (and rightly) focus our accolades on donors and on the staff who deliver our organizations’ programs. We sometimes forget to celebrate the power of our fundraising profession.

The fundraising profession is uniquely positioned to make the world a better place.

The world needs us. Whether our work drives innovation, alleviates suffering, facilitates healing, or transforms communities, we are needed as conveners. As fundraisers we match people who want to change the world with those who can. AFP convenes our unique and awesome fundraising community.

Here are some of the lessons I have learned along the way from colleagues in our fundraising community.

1. Fundraisers Matter: Philanthropy makes the world a better place. Our work as fundraisers has never been more relevant or needed than today. When you match generosity from caring donors with the mission you serve, you make your mission and the world a better place. The work you do as a fundraiser matters. Don’t ever forget it.
   
   
2. How we respond matters. Emergencies like the COVID-19 pandemic tested our profession and the world in unprecedented ways. We learned that donors crave hearing from us during challenging times, and they want to help. We learned about the power of community and that authenticity always beats perfection.
   
   
3. Community Matters:  We are stronger when we collaborate and learn together.
   
   
4. IDEA Matters: Inclusion, diversity, equity, and access strengthen our profession and impact.
   
   
5. Volunteer Leadership Matters:  I am grateful to my colleagues on the AFP-NYC board. The fiscal prudence of pre-COVID leadership positioned us strongly for challenging times. The leadership, fine work, and persistence of all those who served on our board from 2020 through the present day have allowed AFP-NYC to persist and to persist boldly.
   
   
6. You Matter: You are an investment worth making. Invest in yourself in the year ahead. Engage in activities that allow you to learn, grow and lead. Don’t wait.

My term on the AFP-NYC board is about to come to a close. It has been a great honor to serve on the board including as your chapter president, and most recently, as immediate past president.

I am grateful to all those with whom I have had the opportunity to serve and to all those who work to elevate and enhance our awesome fundraising profession.

I suppose this is a love letter of sorts to all of my fundraising colleagues. Thank you for your leadership and commitment to professional fundraising. You matter.

With gratitude,

Jill M. Scibilia, MBA, CFRE

Jill Scibilia is VP of the Foundation at Northwell Phelps Hospital, a 218-bed acute care hospital located in Sleepy Hollow, New York. She is inspired by people who want to make a difference and the opportunity philanthropy gives them to make the world a better place.  Jill also oversees Phelps volunteer program, advanced life support training program, community health and wellness programs, and serves as a member of the hospital’s senior leadership team.   Jill is a Certified Fundraising Executive (CFRE) and is the Immediate Past President of the Association of Fundraising Professionals-NYC Chapter.  She has an MBA in Healthcare Administration from Marist College and a B.A. in Anthropology from The American University. Jill lives with her husband in Ossining. She loves to travel, to garden and to run and has completed four full marathons and twelve half marathons.

By Lynsie Slachetka
Founder & CEO, aJuxt Media Group

As we approach the end of 2025, nonprofit marketing teams across the country grapple with increasingly urgent marketing challenges while competition for donor attention intensifies.

Marketing is no longer optional for nonprofits; it's essential for visibility, fundraising, engagement, and long-term sustainability. However, many organizations still treat marketing as "extra" rather than mission-critical. Let's address some of the key marketing challenges that nonprofit organizations face and more importantly, what you can do about them now.

How Can We Do More With Less?

Many nonprofits operate with small marketing budgets and stretched-thin teams, limiting their ability to invest in tools, campaigns, or new channels. The reality is stark: tight budgets and limited resources force difficult choices.

What You Can Do:
Start by identifying high-impact, low-cost marketing activities. Efforts such as social media, email marketing, and content creation can deliver significant returns without breaking the bank. Consider partnering with a marketing agency that offers à la carte services, outsourcing specific projects like digital ad buying or social media management while keeping other work in-house. The cliché is true: time is money. If an agency can identify your target audience and launch an outreach campaign in half the time it would take you, that's a savings you can't afford to pass up.

Where Can We Find The Right Marketing Expertise?

Nonprofits often lack dedicated marketing professionals or rely heavily on volunteers, which can lead to inconsistent efforts. Many nonprofit marketing departments are expected to be experts on all things marketing, branding, and advertising, which isn't feasible with limited resources.

What You Can Do:
Take stock of your team's strengths and identify gaps. Where do you need specialized knowledge such as analytics, SEO, or digital advertising? Investing in professional development through webinars, certifications, or industry conferences can build internal capacity. However,  it may ultimately be more effective to identify how your organization can partner with the right agency. Many agencies offer flexible arrangements that allow you to tap into specialized marketing expertise without the overhead of hiring full-time staff.

How Do We Stand Out to Donors in a Crowded Space?

Supporters and donors are bombarded with content daily. That makes it harder to capture attention. Driving engagement—especially digital and social engagement—has become increasingly challenging as organic reach declines and competition for attention intensifies.

What You Can Do:
Focus on storytelling that connects emotionally with your audience, because generic appeals for support won't cut it anymore. Share specific stories about the impact of your work, especially those that make your beneficiaries heroes of the story. Social media campaigns are excellent for this - according to one study, 32% of nonprofit donors are most inspired to give via social media. Regular, consistent posts aligned with each platform's algorithm can significantly improve your reach. Don't forget to actively engage with your audience: respond to comments promptly, use interactive polls and quizzes, and create content that sparks meaningful conversations.

Are We Measuring What Matters?

With limited marketing resources, measuring what works–and what doesn't–becomes critical. Yet many nonprofits struggle to define meaningful metrics and integrate data across systems. Common issues include fragmented supporter and donor data, multiple systems that don't talk to each other, and difficulty selecting and implementing the right marketing tech stack (CRM, automation, analytics).

What You Can Do:
Start simple. Focus on three essential website metrics you can check in less than five minutes: your top referral sources (channels actually driving traffic and conversions), your top-performing content (pages visitors frequent most), and year-over-year comparisons (how your traffic has changed and why). Focus on true ROI and conversions. You need to know if that paid LinkedIn campaign actually resulted in donations, not just website visits.

How Do We Optimize Our Donation Experience?

Nonprofits often excel at telling their story but struggle to design and optimize the donation and engagement funnel. Usability, mobile design, clear calls-to-action, and simplified forms are common areas for improvement, yet they're often overlooked.

What You Can Do:
Did you know that your website has less than a second to capture attention? Users form an opinion about your site in just half a second, and nearly half of website users won’t wait more than two seconds for a website to load. Ensure that your donation pages load quickly, work seamlessly on mobile devices, and feature clear and engaging calls-to-action.

How Do We Keep Donors Engaged Over Time?

Acquiring supporters and donors is one thing, but retaining them is another. Many nonprofits face drop-off after the first gift or engagement, but keeping them beyond that is increasingly important. Volunteerism, advocacy, and recurring gifts all contribute to long-term sustainability.

What You Can Do:
Develop a comprehensive donor journey that extends beyond the initial gift. Send personalized thank-you messages, set up drip campaigns on social media platforms and in email to share impact updates showing how donations are being used, bottom line–create multiple touchpoints throughout the year. Leverage your board members and volunteers by encouraging them to share organizational updates on their personal social media accounts toexpand your reach through trusted networks. Build a sense of community around your cause through regular interaction and relationship-building.

Small, Strategic Steps Go a Long Way

The marketing challenges facing nonprofits in 2025 aren't new, but they are intensifying. The good news is–you don't have to solve everything at once. Start by addressing one or two of these questions with focused, strategic action.

Marketing isn't a luxury for nonprofits. It’s how you amplify your mission, reach more people, and secure the resources you need to create lasting change.

aJuxt Media Group is a trusted resource for nonprofit organizations who want to strategically elevate their marketing. Connect with us on LinkedIn or online at aJuxt.com.

Meet Lynsie Slachetka, founder of aJuxt Media Group and social media early adopter, who always knows what's ‘in’ and what's ‘out’ in the ever-changing digital landscape. Known for her strategic creativity, she's guided multiple nonprofit organizations to uplevel their digital marketing and achieve real results. A former staffer at Hearst Digital Media Services and co-owner of Tallahassee-based marketing agency Voxy Media Group, Lynsie is a Midwestern gal at heart who loves kayaking and exploring with her family. Her motto is: "Nothing is impossible if you just start it."

By David Langton 
President, Langton Creative Group, Ltd.

In his new book, Cory Doctorow describes the decay of social platforms in three stages:

1. We work for the people
2. We work for our backers
3. We work for ourselves.

What if we applied these stages to nonprofits?

Nonprofits are often founded by people who want to do good by addressing a cause and meeting the needs of their beneficiaries. Many nonprofits start with the beneficiary in mind. Then funding is needed. In stage two, they start focusing on the backers. It’s about the galas, it’s about the fundraising campaigns, it’s about attracting prestigious board members. By stage three, it’s about legacy, heritage, and the survival of the organization itself. Sometimes, founders and their subsequent leadership teams lose sight of the organization’s purpose. As Maria Lilly, a strategic communications consultant, offers, “It becomes tragic when nonprofits focus more on reputational issues than finding smarter solutions to the issues they are chartered to address.”

Does this sound familiar?

Tech Giants are susceptible to decay.

Doctorow documents how Google, Facebook, Amazon, and tech leaders have all followed this path to making the online experience worse with each iteration. Let’s look at Amazon as an example.

Amazon started as a service that sold books and delivered them with guaranteed next-day delivery. It was all about customer focus. Then, Amazon expanded to sell nearly everything imaginable. In this second stage, the company became more manufacturer and supplier-focused, selling consumer data to build a marketplace for sellers.

In the third stage, Amazon now pits sellers against each other. When customers search for “Duracell batteries,” they are likely to list other brands first because “batteries,” as a search term, has been sold to the highest bidder. Amazon is no longer in the business of delivering to the consumer exactly what they want or supporting the sellers of the products; they are in the business of making money for Amazon.

How can nonprofits avoid the same fate?

Doctorow’s cure for the tech giants involves government regulations, breaking up monopolies, and renewing the importance of privacy rights. Admittedly, these are not the issues causing decay at nonprofits.

Instead, the issues that need to be addressed focus on defining or reaffirming a nonprofit’s mission and purpose. This is essential to never losing sight of their cause and the needs of the beneficiaries they serve. It’s also about clearly delineating what needs to be done and the activities pursued to achieve that mission.

This is by no means a suggestion that a nonprofit should not pivot if situations change. For example, March of Dimes was founded to address polio in children. When that disease was eradicated, they shifted their focus and now fight for the health of all children. GMHC was founded as the Gay Men’s Health Crisis when anyone afflicted with AIDS was likely to die. When drug regimens curtailed the disease, GMHC shifted its focus to “living” with AIDS.

There are also rare cases when a nonprofit will close once it has accomplished what it set out to do. Bill Gates has announced that the Gates Foundation will cease in 2045. He intends to accelerate its work and spend all of its funds, as he is not interested in building a future foundation that will lose its current focus.

What can you do to re-focus your nonprofit?

Strong leadership demands accountability to the non-profit’s purpose and is essential to meet the goals of its core mission. We advocate that nonprofits undertake genuine visioning exercises that create common goals and responsibility. Everyone at the organization — not just the marketing and development teams — must be on board. This is not about developing clever campaigns or marketing taglines, but rather core messaging that defines the vision and values of the organization. As Maria Lilly adds, “Core messaging that reflects the DNA of a nonprofit can help create a blueprint from which to operate and stay true to goals.”

Start by answering these questions about your nonprofit:

• Why does this organization exist? What and who do we serve? This is foundational to all activities – from operations to development.
• What are the measurable goals of success? And why NOW? Details matter. Do persona studies on the people you serve.
• Who is missing? Why? This exercise can serve to heighten focus or expand opportunistically.
• What are the barriers that prevent you –and your beneficiaries from succeeding? Be honest. Tackle weaknesses and challenges head-on. That’s strong leadership.

After addressing these issues, share the results with the entire organization. Everyone should be able to articulate the nonprofit's core vision, key target audiences, and commitment to deliver on a clear mission. This is key to avoiding nonprofit decay, building towards sustainability, and ultimately serving the greater good.

David Langton - Branding your nonprofit organization and building the right website are more critical today in the age of AI. I believe in harnessing the power of design to promote, educate, entertain, and inform — especially in the nonprofit sector, where a clear need for effective communication exists. We’ve worked with leading advocacy and cause-related organizations, including Alzheimer’s Drug Discovery Foundation, Children's Aid, The International Rescue Committee, and The Legal Aid Society.  I am on the Board of the NYC AFP Chapter and spoke about understanding your audience and building a better communication program at the AFP ICON Global Conference in Toronto. I am the president of Langton Creative Group, a New York design and branding firm, and author of Visual Marketing (Wiley). For over 15 years, I have taught communication design and media studies courses at Hostos College/CUNY in the Bronx.

by Jason Ellinger
Founder, Beard & Bowler

A board member once asked me something I’ve never forgotten.

They weren’t talking about our work.

They meant the videos their team made in-house.

Maybe you’ve felt that too, pouring your heart into a story that somehow doesn’t land.

That question made me realize how often organizations wrestle with the same challenge, how to make a story feel as powerful as it is.

The Real Problem: Forgettable Stories
This year alone, we've partnered with nonprofits across New Jersey, New York, Vermont, even Los Angeles, California. During all those projects we've come to realize that, it’s never a lack of story or purpose.

It’s about helping others see, hear, & feel the impact the way that you do every day, yet somehow, what feels powerful in person can fall flat on screen.

That’s the frustrating part, right?

You know the work is life-changing, but the story doesn’t always hit the way it should.

Too long. Too polished. Too safe.

When your mission is on the line, forgettable just won't cut it.

So we started asking a better question.

What actually makes a story unforgettable? Something that actually sticks...

We’ve learned that producing a video that's even remotely memorable, comes from clarity, emotion, & purpose, not perfect lighting or fancy gear.

Plan a Story That Moves People
Start with who, not what.
You’re not making a video for everyone.

You’re making it for one person.

Maybe it’s the volunteer who’s unsure if they have time.

Maybe it’s the funder who needs to feel the impact behind the data.

Or maybe it’s the neighbor who’s never heard your name before.

Before we ever roll a camera, we ask 3 simple questions:

1. Who is this for?
2. What do you want them to feel?
3. What do you hope they’ll do next?

It’s not about marketing strategy. It’s about empathy.

Lead with emotion, not information.
People don’t connect to bullet points.

They connect to belief.

After years of filming stories for mission-driven teams, I’ve seen it over & over.

The videos that move people aren’t packed with stats, they’re anchored in a single human story.

A parent. A teen. A turning point.

You don’t have to tell everything.

You just have to show one moment that captures what your mission really means.

Keep it real, not scripted.
Some of the best stories start with imperfect words.

You don’t need a script that sounds corporate. You need truth that sounds human.

The rhythm we use is simple:

Hook: “We weren’t sure this would work…”

Context: “It was a rainy Monday morning in Newark.”

Challenge: “The team was tired, but we tried again.”

Change: “Then Maya walked in.”

Soft nudge: “Sometimes small wins are the biggest.”

That kind of storytelling works because it feels like a conversation, not a campaign.

Produce With What You’ve Got
You don’t need expensive gear.

You need stories that feel real.

We’ve filmed powerful pieces using nothing more than an iPhone, good light, & a quiet room.

The gear helps, sure. But it’s never what people remember. It helps by removing distractions & pulling people into the story more.

However, what your audience will really remember is the feeling.

Invite people behind the curtain.
Some of the most-shared moments we’ve ever captured were never planned.

A laugh after a joke.

A hug from a counselor.

A passing nod from the ED.

These are the scenes that build trust.

The ones that remind viewers your story is human, just like theirs.

Let silence do its work.
When someone shares something vulnerable, we don’t rush to the next question.

We wait.

Five, maybe ten seconds.

That’s when the truth shows up.

That’s when you see what really matters.

Those pauses hold more power than any line in the script.

Share It Where It Matters
A good video doesn’t belong everywhere, it belongs where your people already are.

We’ve seen stories thrive on:

Instagram → where community & volunteers live

Email → where your most loyal supporters still open & care

LinkedIn → where funders, partners, & corporate sponsors scroll with intention

Grant Applications → where you've explained the "what" but need the "why"

When the story is shared in the right space, it does more than inform, it moves.

That’s the part most teams forget → Distribution is part of storytelling.

You Don’t Need Perfect. You Need Real.
This isn’t about chasing viral moments.

It’s about being remembered by the people who already believe in what you do.

So next time you're thinking about filming a story,

sharing a moment,

or trying to figure out what to post...

Try this:

→ One story.

→ One honest video.

→ One real message.

If you’re looking for a storytelling or a video partner that understands your world,

& knows how to turn real stories into lasting impact...

We’re here to help you make videos people don’t just watch,

but feel, remember, & share.

Maybe that’s what real storytelling is about.

First, & most importantly, I’m a husband of a beautiful wife & father to two amazing boys - a 5 year old & a 1 year old.
Of secondary importance, I am the owner of Beard & Bowler Productions, a Commercial Filmmaking creative company that helps nonprofits raise funds & awareness through the power of storytelling via video.
I have worn all the hats, including an English bowler, in my time building this company & have been privileged to work with a long list of businesses, agencies, & organizations. There is genuine power to the art of storytelling and I’m proud to be part of a company that uses this power to make an impact in our world.
As with any good story there are numerous details I must not go into great detail over here. From my days as a hard news journalist to A.J. Video to Beard & Bowler I continue to learn & grow. Only greater things to come… just you wait.