by Melanie Buhrmaster & Gregory Boroff
Co-Chairs, AFP New York City Annual Meeting

Philanthropy is evolving, and those of us who work in fundraising are feeling it every day. The way donors engage, the questions they ask, and the values that drive their giving are shifting rapidly. This moment calls for curiosity, openness, and a willingness to rethink what meaningful partnership looks like in today’s philanthropic landscape.

That is why we are so excited to gather our community for this year’s AFP New York City Annual Meeting. Together, we will explore a topic that feels both urgent and energizing: how the next generation of philanthropists is reshaping the way impact happens. Simply put, this is not your grandfather’s philanthropy anymore.

Younger donors are coming to philanthropy with new expectations. They want transparency and authenticity. They want to understand impact clearly and quickly. They want to be engaged as partners, not just contributors. Many are navigating new wealth, generational transitions, or first-time giving at scale, and they are asking fundraisers to meet them where they are, not where we have always been.

At this year’s Annual Meeting, we will dive headfirst into this conversation through a dynamic fireside chat, From Legacy to Leadership: How the Next Generation is Transforming Philanthropy. We are thrilled to be joined by leaders from the Robin Hood Foundation Next Gen program, along with two Next Gen philanthropists, who will share candid perspectives on what motivates them to give and how they choose to engage with nonprofit partners.

This conversation matters deeply for fundraisers. Understanding how younger philanthropists think about giving, risk, values, and outcomes is no longer optional. It is essential to the sustainability of our organizations and to the future of our sector. During this discussion, we will explore what today’s donors are looking for in their nonprofit partners, how they want to be involved beyond the check, and how nonprofits can build trust and relevance with this next generation.

We will also hear directly from those working every day to cultivate and support these donors. The Robin Hood Next Gen team will offer insight into what they see resonating, what approaches are working, and how they help younger philanthropists connect meaningfully to the mission. This is a rare opportunity to listen, learn, and ask honest questions in a space designed for reflection and growth.

But this Annual Meeting is about more than one conversation. It is about community, leadership, and honoring the past while boldly stepping into the future.

We are especially excited to hear from our incoming Chapter President, Jenn Moore, who will share her vision for AFP New York City and what lies ahead for our chapter. Jenn will speak about how we are strengthening our programming, expanding opportunities for learning and connection, and ensuring AFP continues to be an indispensable resource for fundraisers and nonprofit leaders across the city. Her remarks will offer a thoughtful look at where we are headed and how we can collectively elevate our profession.

In addition, this year’s Annual Meeting will be a moment to pause and celebrate one of the true pioneers of fundraising in New York City. We are honored to recognize Margaret Holman as the recipient of the Ralph E. Chamberlain Award. Margaret’s career has been defined by her leadership in advancing planned giving and by her generosity as a mentor, coach, and colleague to countless fundraisers. Long before planned giving became a core strategy for many organizations, Margaret was helping to shape the field, building relationships rooted in trust, and modeling what it means to lead with integrity and heart.

Honoring Margaret at this moment feels especially meaningful. As we look ahead to what is next for philanthropy, Margaret’s work reminds us of the vital role legacy giving plays in sustaining and strengthening our organizations for generations to come. She has taught so many of us how to have thoughtful, values driven conversations that honor donors’ intentions while building lasting impact. Margaret’s influence lives on not only through the programs and planned gifts she helped shape, but through the countless fundraisers she has mentored and inspired to approach this work with care, patience, and purpose.

Taken together, this year’s Annual Meeting reflects the full arc of our profession: where we have been, where we are going, and how we move forward together. It is a space to learn, to celebrate, and to challenge ourselves to think differently about how we engage donors, support one another, and create impact across our city.

We hope you will join us for what promises to be an inspiring and thought-provoking gathering. Whether you are a seasoned fundraiser, a rising leader, or someone navigating change in your organization, this meeting is designed with you in mind. Come ready to listen, to ask questions, celebrate, and to be part of shaping the next chapter of philanthropy in New York City.

We look forward to welcoming you!

Melanie Buhrmaster & Gregory Boroff

Co-Chairs, AFP New York City Annual Meeting

Melanie Buhrmaster is a highly accomplished non-profit leader with over 30 years of experience advancing mission-driven initiatives. She currently serves as the Vice President, Philanthropy at the Food Bank for New York City, where she leads efforts to build meaningful, trust-based partnerships with donors and stakeholders.
Her career highlights include leading capital campaigns and major gift programs, securing transformative philanthropic investments through authentic, purpose-driven partnerships. Beyond fundraising, Melanie excels in designing sustainable programs that align resources with organizational goals, fostering collaboration, and mentoring the next generation of non-profit leaders. A compassionate and strategic thinker, Melanie is dedicated to creating impactful donor experiences that shift the focus from giving to an organization to giving through an organization, ensuring lasting support and meaningful change.

Gregory Boroff oversees our fundraising, marketing, communications, volunteer services and special events initiatives. Gregory returned to City Harvest 17 years after having worked here earlier in his career. Over his 25+ year career working with nonprofits, Gregory has raised more than $900 million for organizations that include Friends of Hudson River Park, amfAR, Food Bank For New York City, and Gay Men’s Health Crisis (GMHC). BizBash Magazine named Gregory one of the most innovative people in the event industry. Gregory serves on the Board of EventFluence, as a member of the Steering Committee for Allies in Action, and as a mentor for AFP-NYC. He has previously served on the Board of the Greater New York Chapter of the Association of Fundraising Professionals, as Chair of AFP’s Fundraising Day in New York, as a member of the BizBash Magazine Advisory Council, on the Board and as Program Dean of the CAE Career Enrichment Committee for the New York Society of Association Executives, and as a mentor for the Point Foundation. Gregory is a proud supporter of New Hope for Cambodian Children. In 2025, AFP recognized Gregory with the esteemed Ralph E. Chamberlain Lifetime Achievement Award for his leadership, dedication, and impact.

By Will Schrepferman
CEO, DonorAtlas

How many mission-aligned major gift prospects are just one warm introduction away from your organization?

The answer is probably hundreds–you just have no easy way of knowing which.

The critical relationships are out there: your board chair's former business partner; your treasurer's college roommate who runs a family office; your longtime volunteer's fellow board member at another nonprofit. These connections have been built over decades, and they could unlock transformational gifts. But if you can't see them, they might as well not exist.

The Network You Can't See

Your average board member knows hundreds (if not thousands) of people that they’ve formed relationships with across their professional and personal life. For a ten-person board, that's a network of tens of thousands of possible connections.

The volume of information makes it difficult to find any useful insights manually. Across your whole board, you're looking at so many different data points that could form a “connection”—every job, every school, every board, every membership, every donation.

Buried somewhere in all that information is the insight you need: your board chair's college classmate actually made a gift to a peer organization last year! But finding just one needle in the haystack takes hours of sifting.

This creates familiar dynamics in development shops: when a promising prospect comes up, you ask around. "Does anyone know this person?" Sometimes you get lucky. Usually, you don't. The most organized teams run annual surveys asking board members to list their connections, or they maintain spreadsheets of "who knows who." But these don’t paint the full picture either; they still rely on those board members remembering everyone they know (a daunting task), and the idea of “who knows who” is always changing. People change jobs. They start new businesses. They join new boards. Their kids go to new schools. They vacation in new places.

The connections exist; the problem is that it’s hard to see them when it matters. But the best fundraisers are seeing what others can’t with systematic relationship mapping.

Relationship Mapping That Leads to Introductions

Systematic relationship mapping is about turning your network from something you have to remember into something you can use.

Instead of just starting with a wealthy prospect and hoping you can find someone who knows them, you start with your network—board members, volunteers, donors, staff; any person that you could go to and ask “hey, can you introduce me to John Doe?”

Then, you identify and track your network’s connections. This requires a few things:

●       First, you have to be comprehensive. You need the full scope of who your network knows, and the different ways by which they could know people (where they went to school, and when; where they’ve worked; boards they’ve sat on or sit on; memberships they hold; etc). Don’t just settle for the handful of connections people remember to mention.

●       Second, you have to highlight what matters. Not every connection is meaningful. Two people going to the same massive state school, 30 years apart? Tough to rely on that. Two people cofounding a business 4 years ago? Beyond meaningful.

●       Third, you need to keep information current. Board overlaps change. Giving patterns shift. If your relationship intelligence is a year old, you're making decisions with stale information.

●       Finally, you have to be able to search over connections. When you're building your prospect pipeline, you should be able to filter by connection strength and surface the warmest potential intros first. Then, when you're researching a specific prospect, you should be able to see every possible connection your network has to them.

This is the difference between having a network and being able to use it. Done well, relationship mapping moves you from "who is this person?" to "who can get us there?"

What Systematic Relationship Mapping Can Unlock

When you can actually see and use your network, fundraising starts to feel different.

I worked with a human services organization this week who filtered their 2026 top prospects list by "connected to board members" and discovered 47 major gift prospects they wouldn’t have prioritized otherwise—all with strong introduction paths already in place. Another development team cut their prospect research time by more than half by starting with donors their network already knew. A private school learned that one of their new families had direct connections to a half dozen foundation presidents through previous board service.

Systematic relationship mapping is about deploying your board strategically instead of burning their social and professional capital on asks that lead nowhere. It's about moving faster because you're not spending weeks trying to figure out who knows whom. It's about finding major gift opportunities that were hiding in plain sight.

Where You Can Start Today

You don't need technology to begin building relationship intelligence (but software can certainly help when you need to do it at scale).

Start by identifying the top five connectors in your network who are best positioned to open doors. Manually map their key sources of connections: where they work, where they went to school, what boards they serve on, where they've given before.

Then cross-reference that against a prospect list. Even a simple spreadsheet can reveal patterns: which prospects share an alma mater with your connectors? Who worked at the same companies? Who serves on overlapping boards?

Some organizations are taking this further by building relationship mapping directly into their wealth screening and prospect research, automating what used to require hours of manual research. Technology like DonorAtlas is making it possible to see your entire network at once, automatically map warm introductions, and search for donors you’re connected to in seconds.

In 2026, we’re committed to helping fundraisers make the invisible visible–and raise more with the power of warm introductions.

Will Schrepferman is the co-founder and CEO of DonorAtlas, the donor research platform built from the ground up with AI. Last year, DonorAtlas became the first donor research tool to release fully embedded relationship mapping—helping nonprofits see not just who can give, but who knows whom.

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.

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 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."