by Amethyst A. Rodriguez
Institutional Giving Officer, Dr. Phillips Center for the Performing Arts

“Charity is writing a check for a cause you care about. Justice asks more of us. It means investing your money, time, knowledge, and relationships to challenge — and change — the very systems that make charity necessary.”

I wrote those words while working on my Ph.D. dissertation, which examines how leaders of color in philanthropy push — or struggle to push — the sector toward justice. As a person who has experience on both sides of the table, as a fundraiser and a fund giver, and now a researcher, I see clearly how storytelling in fundraising doesn’t just describe the world. It shapes it.

Fundraising is never neutral. It can either uphold systems of inequity or help reimagine them. Yet too often, nonprofit campaigns rely on stories that comfort donors while flattening the experiences of the communities they claim to serve. These stories reduce people to victims and cast donors as heroes. They strip away complexity, erase context, and preserve power imbalances. They don’t just reflect bias—they reproduce it. Roseanne Mirabella (2024) argues that fundraising often operates within colonial logics that prioritize donor satisfaction over community agency. Fundraisers face real pressure to meet revenue goals, but that pressure can drown out their power to shape narratives that inspire donors to see the world differently and invest in justice, not charity.

In their recent chapter “Decolonizing Fundraising Narratives in International Nongovernmental Organizations,” scholars Abhishek Bhati and Angela Eikenberry argue that many NGOs still use colonial-era tropes. They show how campaigns lean on images of poor children and women of color to trigger pity, while keeping donors — often white and Western — in a role of rescuer. These narratives resemble 19th-century colonial propaganda more than justice-oriented storytelling.

But these patterns don’t stop at international borders. They show up here at home — in the U.S. — in local food bank appeals, education initiatives, criminal justice reform work, and community arts programming. I know because I’ve worked across these areas. I’ve seen how easily our sector defaults to stories that sell suffering rather than build solidarity.

From Congo (DRC) to Central Florida and Beyond…

I began my career far from the philanthropic institutions where I now work. At 18, I moved to East Africa with a one-way ticket, a camera, and a deep desire to serve. I eventually settled in Goma, Democratic Republic of Congo, where I spent more than a decade co-leading a grassroots nonprofit focused on education, child protection, and community-led development.

We built schools, organized trauma recovery groups, started small businesses, and invested in local leadership. But I quickly realized our biggest challenge wasn’t infrastructure, war or poverty. It was perception. International partners pressured us to frame our work through a deficit. Funders wanted transformation stories but rarely asked about history, power, or systems. We spent too much time translating the community’s truth into language that donors would accept.

That experience shaped me. It taught me to question the role of fundraising not just as a financial strategy, but as a narrative practice. It taught me to ask: Who controls the story? Whose voice do we center? What do we erase to make a story “donor-friendly”?

When I returned to the U.S., I brought those questions with me. I now serve as institutional giving officer for the Dr. Phillips Center for the Performing Arts in Orlando. I lead institutional fundraising efforts for our arts education, community engagement, and wellness programs. 

I also lead proposals for initiatives like our veterans’ wellness program, which includes drum circles, improv comedy, choir, and spoken word — all grounded in arts-based healing. I approached this project with the same principle I learned in Congo: tell the whole story. We frame veterans not as broken or dependent, but as resilient leaders stepping into healing and creative expression. That narrative honors dignity and inspires donors.

Fundraising Is Not Neutral

Many fundraisers still believe that emotional stories drive giving, and they do. But emotional storytelling doesn’t need to dehumanize. We don’t need to rely on images of starving children or single mothers crying to motivate generosity. When we do that, we train donors to expect pity and performance instead of justice and partnership.

Studies back this up. Bhati’s research (2020) found that people with higher implicit skin-tone bias gave smaller donations — even after controlling for income, education, religion and political identity. Stereotypical images didn’t inspire greater generosity. They reinforced racial bias and stunted long-term investment.

When I lead a fundraising strategy, I don’t start with problems. I start with people — their brilliance, their history, and their vision. I position funders not as saviors, but as partners walking alongside. This shift matters. It changes how donors relate to the work. It moves them from transaction to transformation. It stops asking for charity and starts asking for solidarity.

From Charity-Based to Rights-Based

Bhati and Eikenberry challenge fundraisers to move from a charity-based to a right-based model. In the charity model, fundraisers highlight need, evoke pity, and reinforce dependency. In the rights-based model we highlight equity, evoke dignity and invest in collective power [1] [2]

Rights-based fundraising does more than tell a better story. It disrupts harmful narratives and educates donors about systemic injustice. It focuses on root causes, not symptoms. It invites donors into a relationship, not saviorhood.

I carry this approach into my doctoral research at Binghamton University, where I study how leaders of color navigate power inside foundations. My work interrogates how people like me — a Puerto Rican woman raised in a working-class home — can shift philanthropic culture not just by leading, but by telling the truth.

We don’t decolonize philanthropy with buzzwords. We do it by shifting power, redistributing resources, and changing who gets to narrate the work.

What Fundraisers Can Do Now

You don’t need a Ph.D. to start decolonizing your fundraising. You just need courage and clarity. Here are five steps I recommend:

1. Audit your materials. Count how many times you show people of color in passive roles. How many images lack context? Which stories position donors as heroes?
   
   
2. Co-create stories. Don’t just ask for a quote or a photo. Build long-term relationships. Let people tell their stories in their own voice. Pay them for their time and emotional labor.
   
   
3. Focus on systems. Move beyond “we gave her a scholarship” or “he escaped violence.” Ask why the school lacked resources in the first place. Point to policy. Frame your work within a broader ecosystem.
   
   
4. Diversify your team. Build fundraising departments that reflect the communities you serve. Invest in black, brown, and indigenous fundraisers. Make sure they don’t just execute appeals — let them shape them.
   
   
5. Practice narrative humility. You don’t speak for the voiceless. People have voices. Your job is to listen, amplify, and step aside when needed.
   
   Decolonizing fundraising means embracing discomfort. It means risking some donor pushback in order to tell the truth. It means remembering that every image, every paragraph, and every pitch teaches donors how to see the world — and who matters within it.

​Decolonizing fundraising means embracing discomfort. It means risking some donor pushback in order to tell the truth. It means remembering that every image, every paragraph, and every pitch teaches donors how to see the world — and who matters within it.

The Power of Fundraisers

Fundraisers hold immense power. We decide how stories travel. We decide who appears worthy of investment. We stand at the intersection of money and meaning.

Let’s use that power with intention. Let’s tell stories that don’t just raise funds — let’s tell stories that build a more just, truthful, and liberated world.

Amethyst A. Rodriguez serves as institutional giving officer for the Dr. Phillips Center for the Performing Arts and is a Ph.D. candidate in Community Research and Action at Binghamton University. She has raised more than $10 million for nonprofits across the globe and lives in New York with her husband and son.

References:

Bhati, A. (2020). Does implicit color bias reduce giving? Learnings from fundraising survey using Implicit Association Test (IAT). VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 32(2), 340–350. https://doi.org/10.1007/s11266-020-00277-8

Mirabella, Roseanne M. "Decolonizing Fundraising." In The Handbook of Critical Philanthropy, Volume 2, edited by Toby Ford and Paloma Raggo, 2024, pp. 229–246

by Jason Ellinger, Founder
Beard & Bowler

We walked into the ballroom
at AFP Fundraising Day in NYC
with nothing but a plan, a camera
crew, & a deadline no one could pause.
Four hours later, 1,120 nonprofit leaders
would be watching a story they hadn’t
seen yet because we hadn’t filmed it.

As the ballroom filled at FRDNY 2025,
there was a name tag curling at the
edge of a table. A folder of ideas.
A seat filled by someone who rarely
gets to slow down. In a year when
teams are stretched thin, inboxes
are overloaded, & fundraising feels
like both a sprint & a marathon,
storytelling is not a side task.
It is one of the few things that
actually moves people.

FRDNY 2025 wasn’t just
another event for us. It was
a test of our team, our trust,
& our ability to show up under pressure.

We didn’t come to drop a sizzle reel.
We came to produce a same-day-edit
to remind the people in that room that
the work they do matters. We walked into
that ballroom with a plan, a small crew, & a
clock we could not stop. By noon, we had
to deliver a story we hadn’t even filmed yet.
Four hours. That was the window.

If you’ve ever had to prep an entire campaign
while answering emails from the board, send
last-minute reminders before an event, or
pivot mid-presentation to get the room back,
you already know what that pressure feels like.

We were simultaneously split across three
shoots that day. This was our Super Bowl.

We weren’t fully staffed. Kwami, one of
our best interviewers, was on National Guard duty.
Dani was just getting comfortable in these spaces,
but she stepped in to lead our presence on the floor.
I was leaving the next day for my first real vacation in months.

Still, we showed up. We knew who would be in the room.
Not just attendees. These were the quietly relentless.
The ones who keep showing up for something bigger than themselves.

Matt & I kicked off with an 8 AM lightning talk.
Christine was on the floor filming real-time reactions.
Jenna cut clips on the fly & backed up footage between
exports. AJ & Jono caught behind-the-scenes, the details,
the heartbeat. Richard conducted interviews remotely from Italy.
Dani became the face of the team that day. She was present,
grounded, & incredibly generous. Everyone knew their
role & every second mattered.

At 12:00, we were still exporting.
At 12:04, we handed the file to AV.
At 12:10, the audio collapsed.
My opening line only came
through in one ear.
For a moment, I froze.
Maybe we had missed our shot.
Maybe it would fall flat.
But Jenna knew what to do.
She rerouted the issue,
re-exported the file,
& got it back just in time.

At 12:15, the video played.
The room became silent.
Then came the laughs.
Then applause. People leaned in.
“Wait, this was filmed today?”
“That’s our table.”
“Is that me?”

We didn’t just deliver a video.
We helped people see themselves.
That is what I’ll carry from that day.
No one said, “Great edit.”Instead, they said,
“That’s what we’ve been missing.”
“We need help telling our story.”
“This reminded me why I started.”

What Nonprofits Can Do When the Pressure’s On
You don’t need a full production team or a perfect
plan to tell a great story. Here’s what we learned at
FRDNY that can help you the next time you are up
against the clock, the budget, or the blank page:

● Be brave, not perfect
The best stories are often the ones you feel nervous to tell.
The ones still unfolding. You don’t need perfect lighting or gear.
You need honesty. If you’re holding off on sharing your mission
until it’s tidy, you’re probably holding back your most powerful work.

● Keep roles crystal clear
Pressure breaks teams that don’t know their roles. At FRDNY,
we delivered under stress because everyone knew exactly
what to do. When your team has clarity & shared
ownership, you can handle just about anything.

● Lead with emotion, then inform
Start with a face, a moment, a real story.
Then bring in your data. People act when
they care, not when they’re just informed.
Make them feel it first, then
give them the numbers.

● Tell it before it’s tidy
You don’t need to wait
until your gala wraps or your
metrics are perfect. Share your story
while it’s still unfolding. That’s what
people remember. The messy middle
is often where the truth lives.

● Remember why you started
That’s what most of us came to FRDNY for.
Not just another panel or workshop, but
the reminder that this work is still worth it.
The people in your corner matter. Your story,
even now, is one worth telling.

That moment, on screen,
with 1,120 nonprofit leaders
leaning in, reminded me what matters most.
It is not about the lighting. It’s about the person
who steps into the frame & says, “This matters.”
It’s about the folder full of ideas & the name tag
curling at the edge. It’s about waking up & deciding
again to ask, to care, to build momentum from nothing.

To the AFP NYC community:
Thank you for making space
for that kind of storytelling.
Thank you for filling the room
with people who get it. The ones
who know what it means to stretch
a budget & move a heart, sometimes
before their second cup of coffee.

You reminded us that storytelling isn’t a final step.
It’s a force, a signal & a way to say: the mission still matters.
Not someday. Not when it’s perfect. Right now.
At Fundraising Day NYC, we gave away early access
to something we’ve been quietly building
a nonprofit storytelling mini masterclass.
Want in?
Sign up here!

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.

by David Langton
President, Langton Creative Group

We see AI being employed everywhere. Yet, not all AI and tech upgrades are better for your donor base. Here’s expert advice from marketers, strategists, and practitioners in fundraising communications on how to effectively build your audience without alienating your key donors. So often, we lose track of our own expertise and use AI and technology to create barriers instead of building bridges. Howard Levy, president of Red Rooster Group, says, “AI can enhance your expertise if you know how to use it. You're not just writing emails or managing social media. You’re telling stories that connect people to a cause. You're raising dollars that change lives. That requires insight, empathy, and creativity. And AI — when used right — can help you do more of that, better and faster.”

QR codes for Girl Scout cookies could hurt sales.
When the neighborhood Girl Scouts come by and ring the bell selling their cookies, I usually buy a few boxes. I like supporting the neighborhood girls (and my wife loves Thin Mints.) But this year, the Girl Scouts came by and they didn’t ring the bell. The dog went crazy, and I knew someone was at the front door, but by the time I got there, there was only a flyer with a QR code. I could scan the flyer, go online, and purchase my cookies. No human contact needed. I tossed the flyer away. The only reasons I buy Thin Mints is to see the smiles on the kids’ faces and to give my wife a treat. The QR code de-personalizes the process; they are efficient, but overall, they lessen the experience of buying the cookies

Generic prompts get generic reactions.
This seems like good advice until you see the following line, “Use AI to get the right prompts.” AI may be a good tool for generating ideas and crafting responses; but does AI know your consumer needs better than you do? Lynsie Slachetka, chief juxtaposition officer at aJuxt, says, “My official AI motto has been, and remains, ‘Use the tool, don’t be a tool.’”

Maria Lilly, principal and founder of MJ Lilly Associates, adds, “Effective marketing and communication today requires authenticity — the sharing of personal stories and anecdotes that create relatability. AI can support efficiencies, but it is imitative, not creative. It cannot not produce the very real human touch of a fundraiser who can, with great empathy, discuss a successful campaign, the impact on the recipient organization, and the winning results for the ultimate beneficiaries.”

Common mistakes made when employing AI and new technologies in fundraising
Most people see AI as a replacement for human work. It’s cheaper, and it never complains. Yet, the best uses of AI and technology should support or enhance a service. Think about how you can use AI to augment or speed up a process rather than replace human intelligence. It’s like the old joke where a bear is chasing two men, and one says to the other, “You think you can outrun the bear?” and the other says, “I don’t need to outrun the bear, I just need to outrun you.” You won't be able to outrun AI, but you could be the one who outruns those who don’t use AI properly.

When we employ AI, we need to remember to track and measure the results. Deborah Brozina, managing partner at Making Change, asks, “Have you been measuring the costs in time, money, and other resources to create that content? What results has it produced? Only then can you see where AI has made positive contributions. For some organizations, it can speed up aspects of the process. For others, it just creates bland results. Without a clear understanding of where you are starting, you can’t really deploy the technology effectively for your organization.”

 “The nuances of messaging, targeting, and frequency of contact all add up to an overall impression your donors have of the organization,” says Slachetka, “using the tools for the thoughtful deployment of fundraising campaigns is absolutely okay, as long as you remember to double-check all settings and messaging with human brains.”

“Fundraising is the connective tissue between humans: receiving funds from one party for the benefit of another,” says Lilly, “AI is a helpful tool for researching and identifying targets, it would be a mistake to eliminate or replace the human element in what is fundamentally the most human of endeavors.” 

How AI and technology can enhance fundraising and outreach
Knowing where and when to employ AI and technology in your fundraising is critical for success. “The best AI application is in identifying likely targets for fundraising. Market segmentation and behaviors can often be parsed better using this technology than others,” says Brozina.

Levy advocates using AI in fundraising to get to know your audience better. “With the right prompts, you can build donor personas, analyze sentiment, and tailor messages that actually land.”

“One use of AI and technology we have seen particularly effective for fundraising outreach is as a workhorse,” says Slachetka, “leveraging tech to maintain contact with donors between handshakes and VIP gala invites is a perfect way to help your organization stay top of mind and relevant with donors.” Website tools can automatically re-draft blogs from competitors and publish them, often tagging them for search with AI-generated images, sometimes even before a human has had a chance to review them. AI is good at collecting content for drip campaigns and for re-purposing content, but ultimately, it has to be checked by humans. Plagiarism is rampant. Your AI content should be labelled and disclosed. It comes back to authenticity. Brozina adds, “I’ve seen ‘Virtual Fundraising Officers’ who will send letters out under their own ‘name’. Without disclosing that, the organization is risking its reputation and can create negative impacts that far outweigh any benefit gained from the automation.” 

Kentucky Fried Chicken rebranded itself as “KFC” in the hopes that people would stop saying “Fried.” And in a similar way, we forget that AI means Artificial Intelligence. “Artificial” is its first name. As fundraisers, we must be genuine and not lose sight of our greatest human strength: We are real.

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 Jennifer Mignarri
Customer Success Manager, RelPro

In today’s fundraising environment, stability feels increasingly elusive. Nonprofits are grappling with shrinking government support, rising operational costs, and a growing dependence on a small circle of individual donors. As economic headwinds persist, savvy development professionals are facing a critical question: How can we future-proof our fundraising strategy?

The answer may lie in a shift from relying solely on traditional channels to diversifying your funding base, especially by unlocking the potential of corporate partnerships. In 2024, corporations accounted for $44.4 billion in charitable giving, a 9.1% increase over the previous year. Additionally, a recent survey indicated 68% of companies are interested in evaluating new nonprofit partnerships. While there is an opportunity, and the idea is appealing, the execution can feel out of reach. That’s where a more strategic, data-driven approach comes in.

Beyond Wealth Screening: A Broader Lens on Fundraising Intelligence

Most fundraising teams are equipped with tools that help screen individual wealth and giving capacity. These platforms are useful, but have limited application in cultivating relationships outside your existing donor circle, especially in the corporate space.

The reality is that identifying new corporate donors or sponsors requires a different kind of intelligence. It’s not just about who has money. It’s about alignment, access, and intent.

This is where a comprehensive business intelligence platform can elevate your strategy.

Leveraging the right technology, a nonprofit can efficiently identify prospective corporate partners:

• Uncover companies ready to expand their giving by searching across industries and geographies for companies actively researching philanthropy with intent signals.
• Find the right contacts inside those organizations to reach decision-makers in Corporate Social Responsibility (CSR), marketing, HR, or leadership roles—complete with emails, phone numbers, and relationship indicators.
• Analyze company-level giving behavior and social responsibility themes to prioritize outreach based on the potential for shared values.
• Leverage your existing network—board members, donors, or corporate partners—to discover hidden connections and facilitate warm introductions.

Corporate Philanthropy: The Overlooked Growth Opportunity

Corporate support isn’t just about sponsorship logos on event signage. Today’s most successful nonprofit-corporate partnerships are rooted in shared impact. Whether it’s employee engagement programs, cause marketing, or CSR-aligned grantmaking, companies are seeking partners that match their values and can tell compelling impact stories.

However, many nonprofit teams lack visibility into which companies are actively pursuing philanthropic initiatives. Intent data signals the topics companies are searching for, such as community investment, ESG, or nonprofit collaboration. These indicators can help fundraisers prioritize outreach and invest time where there’s real potential.

From Cold Calls to Warm Connections

Once you’ve identified your potential corporate partners, you still need be able to identify and reach decision-makers. Getting in front of the right person at the right time is a consistent challenge for fundraisers. Generic corporate directories and outdated contact lists slow progress and waste effort without even delivering any additional information necessary to make a genuine connection.

A relationship intelligence solution such as RelPro can support nonprofits by:

• Providing up-to-date contact information for key decision-makers.
• Mapping executives’ affiliations and board memberships, which may include prior engagement with nonprofits.
• Highlighting shared connections—including within your own board, staff, or donor base.

This relationship intelligence transforms your outreach from cold to strategic, boosting both your confidence and your conversion rate.

Building a Modern Fundraising Prospecting Strategy

To stay resilient in the face of economic and philanthropic uncertainty, nonprofits need to treat corporate prospecting like a sales funnel: measurable, strategic, and proactive. Here's how to get started:

1. Define your ideal partner profile. Consider mission alignment, company size, philanthropic themes, and employee engagement goals.
2. Start in your backyard. Identify your ideal partner companies in your local area using a radius search to build directly within your community.
3. Map your existing network. Use tools to visualize connections between your board or donors and target companies.
4. Layer in contact intelligence. Prioritize outreach based on decision-maker roles, giving history categories, and recent engagement signals.
5. Track, measure, and refine. Monitor which segments yield the best responses and adjust your strategy accordingly

Platforms like RelPro don’t just provide you with data; they empower your team to think like fundraisers and act like business developers.

Fundraising Leaders as Strategic Connectors

The future of nonprofit growth belongs to teams that know how to build ecosystems of support, not just donor lists. That means developing a fundraising model that goes beyond asking and into aligning, finding the companies, leaders, and communities that believe in your mission and want to invest in your success.

By leveraging tools that connect the dots between corporate intelligence, relationship data, and philanthropic alignment, fundraisers can act not only as askers but as connectors, strategists, and advocates for long-term impact.

Summary

In today’s uncertain fundraising climate, nonprofits are challenged by dwindling government support and reliance on a narrow donor base. To build resilience, many are turning to corporate partnerships as a source of diversified funding. However, identifying and engaging corporate donors requires moving beyond traditional wealth screening to adopt data-driven strategies that highlight alignment, access, and intent. By leveraging business intelligence, fundraisers can spot companies signaling philanthropic interest, identify key decision-makers, and uncover warm connections through existing networks. This approach reframes fundraising as strategic relationship-building—rooted in shared values and measurable engagement—positioning development professionals as connectors and ecosystem builders rather than just askers.

RelPro is here to power this shift. Whether you’re exploring new corporate channels or looking to deepen current partnerships, we provide the data, connections, and insights to make your outreach more intentional and more effective.

If your fundraising team is ready to expand your reach and rethink what’s possible, the first step is smarter prospecting.

Jennifer Mignarri is a Customer Success Manager at RelPro, bringing experience in Sales, Marketing, and Relationship Management.

Prior to joining RelPro, Jennifer worked as a Salesforce Recruitment Consultant where she specialized in business development, and sourcing quality candidates for clients across several industries. Jennifer also consulted clients on best practices relating to Salesforce implementations and integrations. Prior to Jennifer working within the recruitment industry, she was involved in the marketing and production of large scale global conferences during her time working for Quality Event Management.

Jennifer received a Bachelor of the Arts in Communication Studies from the University of Rhode Island.

by Gregory Boroff
Chief External Relations Officer | External Relations, City Harvest

This article is adapted from Gregory Boroff 's acceptance speech for the Ralph E. Chamberlain Award presented at AFP NYC Annual Meeting in February.

Today is truly a full life circle moment for me.  I first came to NYC in 1986 to attend college at FIT, and I lived in the co-ed dorm just across the street. To be back on the FIT campus 39 years later, receiving this prestigious award is beyond mind-blowing and surreal.

I felt so many emotions when Margaret Holman called to tell me that I would be receiving this award from the chapter. I felt humbled knowing that my peers, so many of you who are here today and whose work I respect so much, selected me to receive this honor. I felt proud, not just of myself but of each and every person who has been part of my 30-year career. This recognition is not just a testament to my work, but a celebration of the collective efforts of everyone who has been part of my journey.  And mostly I felt grateful.

Grateful that I have had the opportunity to work in a profession that I genuinely love. Grateful that my work has helped so many people, most notably people who are experiencing food insecurity and people living with, or at risk for, HIV and AIDS. Grateful that I have worked for such incredible organizations alongside so many talented and passionate people. Many who have become my dear friends. And grateful to AFP for all that it has given back to me: purpose, professional growth, opportunities for advancement, and a network of the fiercest and most capable people who make New York City and the world a better place. 

I, like many of you, fell into fundraising by accident.
I moved to the city in 1986. It was a magical time to be young here, but it was also a scary time with so many people dying from AIDS. I started volunteering with Gay Men’s Health Crisis (GMHC) almost immediately after moving here.  After several exciting years working in the hospitality and events industries, I decided that I wanted my work to have more purpose, and I knew I wanted to work at GMHC. So, I scheduled time to meet with the head of HR for the organization and asked what I could do there.  Her immediate and enthusiastic response was “you would be great in development.”

I had no idea what that meant and it never occurred to me that raising money for an organization could be a paying job let alone an entire profession. But I said yes and became a Major Gifts Assistant at GMHC in the fall of 1995. 

My next opportunity for advancement three years later was to work at City Harvest. I grew up food insecure and I know firsthand what it’s like not to know where your next meal is coming from. So, raising money for a food rescue organization was, and is, extremely meaningful to me.  

The role of AFP in my success.
I had always been very active in AFP.  I joined every committee that would have me and volunteered at every opportunity that presented itself. I eventually became Co-Chair of National Philanthropy Day.  It was the exposure from the podium the day of that event in 2001 that made possible my meeting Lucy Cabrera then the CEO of Food For Survival.

Gregory Boroff and Susan Ulin at a fundraising event. 

As Craig Shelley, President of the Board at AFP NY, said in his remarks, we lost Susan Ulin this past year. She was a special friend and colleague, and I am blessed to have so many wonderful memories with her. 

After many conversations following that event, Lucy offered me the role of Vice President of External Relations at Food For Survival. Working together alongside the newly formed team I created, we rebranded the organization to what we all know today as Food Bank For New York City. 

Pursuing my dream job
I spent 7 fulfilling years at Food Bank and then something happened that I had long hoped for but did not necessarily expect. You see when I first started working at GMHC, practically day one, I told anyone who would listen that I was going to be the Vice President of Development at amfAR one day. And then one afternoon I received a call from a headhunter asking if I would be interested in interviewing for that position. I did not want to leave Food Bank, but Lucy insisted I go for the role since it was my dream. She put my best interests first before the organization, and I am forever grateful to her for that.

amfAR was a crazy, glamorous, fun and exciting four-year chapter of my life. amfAR’s CEO Kevin Frost and I traveled the globe together, and I learned so much from him. He is a strong leader, and he gave me the confidence to go after my next big professional goal which was to become an Executive Director.  

My next big professional milestone
I was fortunate enough to be hired as the Executive Director at Friends of Hudson River Park. I learned so much about myself during my three years there. Most importantly, I learned that I do not like being the head of an organization. The head of a large team, yes, but the head of an organization, no. 

After my contract ended at Hudson River Park, my friend, Sunil Oomen, told me that City Harvest was looking for a Chief External Relations Officer. I remember reaching out to City Harvest’s CEO, Jilly Stephens, and saying to her, “You’re either going to think this is a great idea or a bad idea.” Fortunately for me, Jilly thought it was a great idea, and I have been back at City Harvest for nine-plus incredibly rewarding years. 

I have been blessed to work at amazing organizations doing meaningful work in areas most important to me, HIV/AIDS and food insecurity. I have had the privilege and honor to work for the best of the best leaders and CEOs: Pat Pollok, Lucy Cabrera, Kevin Frost and Jilly Stephens. And I have been fortunate enough to meet so many colleagues and friends throughout my career. 

I have spent a total of 16 years on the Board of AFP-NYC. In addition to Co-Chairing National Philanthropy Day for three years, I have served as Chair of the chapter’s Professional Advancement Committee; a member of the chapter’s first DEI committee; a mentor in the chapter’s mentorship program, now starting my third term; Co-Chair of the chapter’s Annual Meeting for three years; a speaker, a track chair, a program chair, and ultimately THE Chair of Fundraising Day in New York, the only person to serve in this role for three years: twice spearheading virtual conferences during the Pandemic in 2020 and 2021 and then leading the organization back to an in-person conference in 2022. I have given a lot to this chapter, but I have gotten so much more in return. 

Before I conclude, I want to thank the person I am most grateful for. I did not meet him through my work as a fundraiser, but he has supported my career over all 30 years. He has given me advice, the room to grow, to travel the world and attend so many events that he couldn’t attend with me. He’s listened to me vent about every topic under the sun and celebrated each and every win with me. He even picked out my outfit for today’s meeting. Thomas, I love you very much.  I would never want anyone else to be my husband and I could not have asked for a better partner to go through life with.  

In closing, it struck me when I was writing this speech that fundraisers rarely receive awards for their work.  We honor donors, celebrities, politicians, fellow colleagues, and volunteers.  But we are rarely recognized publicly for the impact our work makes possible in the world. So, I accept the Ralph E. Chamberlain award on behalf of my fellow fundraisers, because we are all Rock Stars who deserve to be celebrated for all that we have done and for all the good that our future success will continue to do.

Today is truly a full life circle moment for me.  I first came to NYC in 1986 to attend college at FIT, and I lived in the co-ed dorm just across the street. To be back on the FIT campus 39 years later, receiving this prestigious award is beyond mind-blowing and surreal.

I felt so many emotions when Margaret Holman called to tell me that I would be receiving this award from the chapter. I felt humbled knowing that my peers, so many of you who are here today and whose work I respect so much, selected me to receive this honor. I felt proud, not just of myself but of each and every person who has been part of my 30-year career. This recognition is not just a testament to my work, but a celebration of the collective efforts of everyone who has been part of my journey.  And mostly I felt grateful.

Grateful that I have had the opportunity to work in a profession that I genuinely love. Grateful that my work has helped so many people, most notably people who are experiencing food insecurity and people living with, or at risk for, HIV and AIDS. Grateful that I have worked for such incredible organizations alongside so many talented and passionate people. Many who have become my dear friends. And grateful to AFP for all that it has given back to me: purpose, professional growth, opportunities for advancement, and a network of the fiercest and most capable people who make New York City and the world a better place.

Gregory Boroff oversees the fundraising, marketing, communications, volunteer services and special events initiatives at City Harvest. 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 Anton Lipkanou
President and Partner, Delve Deeper

A Tipping Point for Digital Fundraising
The nonprofit sector is quietly approaching a cliff. While fundraising headlines often focus on major gifts, high-profile campaigns, or new digital tools, a more foundational crisis is unfolding just below the surface: the gradual collapse of the donor pyramid. Individual giving, which has historically been the bedrock of nonprofit revenue, is weakening at its foundation.

The Donor Demographic Shift
The numbers are sobering. Mass donors, defined as those giving under $500 per year, make up 87% of all individual donors. Yet they generate just 7.6% of annual revenue. Historically, that imbalance wasn’t a concern because a small percentage of Mass donors eventually “graduated” to higher giving tiers. But most charities have no infrastructure to track that progression, let alone actively cultivate it.

Meanwhile, Baby Boomers still account for the majority of donor revenue, but their engagement is plateauing. Gen X is not filling the gap fast enough, and Gen Z and Millennials, despite being cause-oriented and digitally savvy, remain dramatically underrepresented in most donor files.

Why? Because the traditional models that worked for older donors simply don’t resonate with younger ones.

The Problem with Business as Usual
The report highlights a troubling pattern: media platforms, like Meta, Google, and programmatic display, tend to favor older audiences because those groups have historically given more. This creates a feedback loop: algorithms prioritize Boomers, nonprofits build creative around them, and younger donors remain invisible.

Worse still, most digital programs lack the ability to personalize content for different age groups or cause affinities. This is especially damaging when trying to connect with Millennials and Gen Z, who expect relevance, authenticity, and a clear emotional tie to the cause. Generic fundraising appeals won’t cut it.

Recurring Giving: The Overlooked Powerhouse
One of the most promising insights from the report is the transformative potential of recurring giving. Recurring donors are 7.5 times more valuable over their lifetime than one-time donors. And the data shows that Millennials are 2.4 times more likely than Boomers to become monthly givers, while Gen Z is starting to follow a similar path.

Despite this, many charities focus on acquisition volume rather than retention or upgrade strategies. The missed opportunity is massive. By focusing on monthly giving as a key conversion goal, not just a secondary ask, organizations can increase donor lifetime value, reduce churn, and build more predictable revenue pipelines.

The Creative Imperative
Another emerging trend: volume and variety of creative matter more than ever. Donors today interact with brands and causes across a fragmented digital ecosystem. That means a single, polished year-end video or general appeal email isn’t enough.

What works is high-frequency, emotionally resonant creative that reflects the values and motivations of different audience segments. Think raw video, mobile-first ads, A/B tested headlines, and localized storytelling, all personalized for specific demographics or interests. The report emphasizes the need to invest in creative velocity, not just creative quality, to break through in an attention-scarce environment.

Fixing the Internal Fractures
The most important takeaway: cross-functional team alignment is non-negotiable. Without it, even the best creative and media strategy will fall flat. When fundraising, digital, and comms operate in silos, it’s impossible to track donor journeys, align on goals, or build lasting strategies.

A Call to Rebuild the Base

This means:

• Shifting your media mix to favor younger, cause-first audiences.
• Prioritizing recurring giving as a core strategy, not a sidecar.
• Producing creative that speaks to micro-affinities and values, not just demographics.
• Breaking down silos between fundraising, digital, and brand to align goals and resources.

The road ahead won’t be easy. But the organizations that confront these structural realities head-on, and make bold, integrated changes, will be the ones that thrive.

Conclusion
The future of fundraising doesn’t lie in any one channel or platform. It lies in the ability of nonprofits to adapt to shifting donor behavior, embrace new models of engagement, and rebuild the base of their support systems.

Anton Lipkanou is President and Partner at a performance media agency, Delve Deeper, which focuses on driving exceptional value for non-profit and for-profit organizations with a lifetime value revenue model. Starting as a media trader and seeing the inefficiencies in the market, Anton developed a firm belief that strong media performance relies on the foundation of data and technology integration to close the donor data gaps from mass donors to major givers, sprinkled with a relentless obsession to test every dimension in media buying platforms.

by Tracy Marshall
Executive Director of Search Practice, Senior Vice President, Principal, Development Guild

Attracting and hiring great leadership candidates is a constant challenge for the nonprofit industry. Retaining top talent can be even harder and both require creative, strategic solutions. 

A recent survey from the National Council on Nonprofits found that 51.7% of nonprofits say they have more job vacancies than before the pandemic, reasons including: budget constraints, stress and burnout, challenges caused by government grants/contracts, and salary competition. Nonprofit salaries, in particular, often lag behind their for-profit counterparts for similar leadership positions and present a recruitment and retention challenge. 

In the same report, 72.2% of nonprofits said salary competition affects their ability to recruit and retain team members. Faced with this challenge, many have adapted, leveraging creative solutions to elevate the appeal of their organization and culture. Creative options include flexible work schedules, such as hybrid and remote work, unlimited paid time off, student loan forgiveness, continuing education, professional development, and certificate opportunities. 

Among these creative solutions is the use of metrics-driven bonuses to supplement base salary in a compensation package. A number of larger nonprofits have been offering this type of incentive for some time. Many of the nonprofit leaders I have worked with—even at smaller organizations—recognize that even modest bonuses can be an important part of the recruitment conversation if they want to be competitive in this hiring environment.

Five Things to Know Before Using Bonuses in Your Nonprofit Search

1. Signing vs. Performance-Based Bonuses – When people hear the word ‘bonus,’ many think of performance bonuses that are in place for senior team members based on meeting individual goals and organizational benchmarks. There is another option – a signing bonus – in the form of a one-time payment to incentivize getting to “yes” with a top candidate. This can be a great way to demonstrate good faith and address a salary expectation without disrupting parity or a salary cap.
   
   
2. Ethics of Bonuses for Fundraising Leaders – During executive searches for fundraising roles, it’s not uncommon for well-intentioned organizational volunteers to inquire, “Can we offer them a percentage of the funds they raise?” While this is a very natural question, especially coming from individuals who have operated in the for-profit sector, percentage-based bonuses are not in keeping with the established ethics and best practices for fundraising. The alternative to this path is the performance-based bonus, where results are measured and weighted to determine a bonus. This type of system is applicable to both fundraising and non-fundraising leaders, customizable according to the KPIs of the respective role and seniority at an organization. An experienced executive search consultant can help you and your leadership team determine what might be right for both your organization’s culture and operating budget. 
   
   
3. Not a Solution for Mismatched Expectations – Bonuses are a way to help ensure compensation is competitive but should not be considered a solution for mismatched salary expectations long-term. One of the first questions our executive search experts ask when assessing an organization’s needs is: “Do you have the ability to stretch the salary for an exceptional candidate?” Ensuring each party’s expectations are aligned before the final stage of candidate recruitment is key. 
   
   
4. Building Block of DEI – Transparent pay structures are a cornerstone of DEI commitment from an organization, especially when it comes to hiring. Guirlaine Belizaire, Vice President of Innovation at Development Guild, reflects, “Salary transparency is a key component of equity in today’s job market and is required in many states. Including salary ranges goes a long way to establishing trust and your organization’s commitment to inclusion with candidates.” The same goes for clear and upfront communication about the ability to supplement compensation packages with bonuses and other creative benefits an organization might offer.
   
   
5. Budget and Culture Issue – On the surface, implementing a bonus can be a solution for rewarding results while remaining within the parameters of an organization’s budget. Digging a little deeper, incorporating a bonus structure and surfacing it early during the interview process can send a strong message to candidates about how employees and their contributions are valued. Additionally, it can set both candidates and the organization up for success by establishing an accountability structure with mutually agreed-upon goals and milestones.

Our search consultants at Development Guild serve as expert advisors, implementing creative solutions to ensure our partners find and hire candidates who will succeed in their roles and meet the leadership teams’ expectations. Our goal is to help remove barriers so that when there’s an excellent, mutual fit, everyone’s response is a resounding yes—not “I wish we could have made it work.”

If you’re curious to learn more about how leveraging a bonus structure could work for you and your organization, you can schedule a consultation here. 

We are proud to have partnered with a variety of top nonprofit organizations on 800+ executive searches. Click to learn more about our current executive searches, recently completed searches as well as our executive search services.

Tracy’s thoughtful and collaborative approach to executive search is informed by her 25+ years of experience partnering with nonprofit leaders to help strengthen and build fundraising capacity. Tracy has worked with a wide range of clients, including Boston Children’s Hospital Trust, Dress for Success, Emily Dickinson Museum, Kelly Brush Foundation, Mount Sinai Health System, Partners In Health, Phillips Exeter Academy, St. Louis Children’s Hospital Foundation, Union of Concerned Scientists, University of Rhode Island Foundation, Wellesley College, and Woods Hole Oceanographic Institution.

Tracy rejoined Development Guild in 2011 after serving for seven years as the Director of Philanthropy at Faulkner Hospital (now Brigham and Women’s/Faulkner Hospital). She has also held positions at the United Way of Massachusetts Bay, Dana Hall School, and the National Trust for Historic Preservation

by Craig H. Shelley
President, Fundraising and Strategy Services, Carey & Co.

This morning more than 1,000 fundraisers and nonprofit leaders are gathering in Times Square for Fundraising Day New York. Whether you’re here with us at the Marriott Marquis or cheering from afar, I want you to feel part of the day and of this community.

Why we gather

As chapter president I have two guiding commitments:

1. Content & community. Fundraising is tough, often lonely work. AFP NYC is here so no one has to go it alone.
2. Excellence through inclusion. New York’s greatness—and our profession’s future—depend on diverse voices at every table.

You’ll find plenty of ways to engage: professional-advancement programs, our mentorship network, volunteer opportunities, or simply membership itself. Keep an eye out this summer for a brand-new website that will make connecting even easier.

A story worth remembering

Fans of The West Wing may recall the parable of the man stuck in a hole:

This guy’s walking down a street when he falls in a hole. The walls are so steep, he can’t get out. A doctor passes by, and the guy shouts up, “Hey you, can you help me out?” The doctor writes a prescription, throws it down in the hole and moves on. Then a priest comes along, and the guy shouts up “Father, I’m down in this hole, can you help me out?” The priest writes out a prayer, throws it down in the hole and moves on. Then a friend walks by. “Hey Joe, it’s me, can you help me out?” And the friend jumps in the hole. Our guy says, “Are you stupid? Now we’re both down here.” The friend says, “Yeah, but I’ve been down here before, and I know the way out.”

One jumps in because he “knows the way out.” Our sector faces plenty of holes—funding shifts, economic headwinds, challenges to the very values we serve. But we’re in this together. If I see you down there, I’ll jump in. I ask only that you be ready to do the same for someone else.

We’ve been here before, and together we know the way out.

Thank you for the work you do every day, for the causes you champion, and for being part of this vibrant New York fundraising family. Whether you’re attending sessions, joining us for lunch, or following along online, I hope you’ll take a moment to say hello—and to let us know how AFP NYC can support you in the year ahead.

A community powered by volunteers — and you

Events of this size exist because people give their talent and heart. My deepest thanks to Erica Joy West, our fearless event chair, and to program co-chairs Lucretia Gilbert and Adam Glick for curating an exceptional lineup. I’m also grateful to our entire organizing committee, the AFP NYC Board, and our chapter staff—Amanda, Mary, Debbie and Nora—who make the magic look easy.

Partners who invest in our sector

We’re enjoying a record year for sponsorship, led by chair Mike Esposito. A special salute to Orr Group, our keynote sponsor for the fifth year running, and to Carey & Co. and gofundmepro, co-sponsors of today’s Happy Hour. Their generosity fuels the learning and networking that lift all boats.

Craig H. Shelley, CFRE is President, Fundraising and Strategy Services, Carey & Co. Craig partners with nonprofit leaders to accelerate impact through strategic planning, fundraising, and board development. As President of Fundraising and Strategy Services at Carey & Co, he helps to guide the firm’s vision while ensuring clients receive tailored, high-impact solutions from a team focused on results.

Craig is a frequent speaker and writer on philanthropy and nonprofit leadership and currently serves as President of the Association of Fundraising Professionals New York City Chapter. He previously held senior roles at a national consulting firm and led campaigns and strategy efforts for organizations such as the Obama Foundation, Mercy Corps, and The Rockefeller Foundation. Earlier in his career, Craig served as National Director of Development and Corporate Alliances for the Boy Scouts of America, leading national fundraising and over supporting 300 affiliates.

Thank you for the work you do every day, for the causes you champion, and for being part of this vibrant New York fundraising family. Whether you’re attending sessions, joining us for lunch, or following along online, I hope you’ll take a moment to say hello—and to let us know how AFP NYC can support you in the year ahead.

by Olivia Tranfo
Strategic Account Executive, Windfall

The economic landscape is rarely static, but recent trends suggest a period of significant transition for the United States. While some indicators point to cooling inflation, the Federal Reserve's cautious stance on interest rate cuts, coupled with shifts in government spending, stock market volatility, and evolving consumer behavior, paint a complex picture of today’s economy. This blog post examines key economic indicators and their potential impact on high-net-worth households, as well as the impending transfer of wealth from one generation to the next.

High Net Worth Households & The Economy

One of the primary focal points in 2025 remains inflation. The Consumer Price Index (CPI), a core measure of inflation, has retreated from its 2022 peaks. This offers a glimmer of hope that the aggressive monetary policies enacted over the past few years are having their intended effect.

Despite this silver lining, many Americans are pinching pennies, and the US economy is increasingly driven by the spending habits of its wealthier population. Data  suggests  that approximately half of all consumer spending originates from the top 10% of earners. This concentration of economic power means that nonprofits are increasingly focusing their strategies on engaging with high-net-worth individuals. Understanding the preferences and behaviors of this demographic is becoming paramount for navigating the current economic climate.

Analyzing this consumer behavior reveals a significant shift in personal savings rates. The pandemic saw a surge in savings due to direct payments and reduced spending opportunities. However, post-pandemic, the savings rate has fallen below historical averages and remains low. However, this trend is not uniform across all income levels.  According  to  the  Federal  Reserve, data indicates a divergence in savings trends, with the top 10% of earners still holding a significant excess of savings compared to pre-pandemic levels. In contrast, the remaining 90% of the population has seen their excess savings largely depleted.

Over the past three decades, high-net-worth consumers have steadily increased their share of overall consumer spending, now accounting for roughly 50%.

Adding another layer of complexity is the ongoing trend of government spending cuts. For nonprofit organizations, a substantial portion of their revenue often comes from federal government grants. These cuts are placing considerable pressure on their operations and their ability to fundraise from other sources effectively. In an environment of economic uncertainty, securing private donations can become increasingly challenging, further exacerbating the financial strain on these vital organizations.

Examining past recessionary periods, as highlighted by  Giving  USA's  2024  study, reveals that individual giving tends to be relatively stable, often remaining flat. This stability in overall giving during turbulent times is significantly supported by affluent households, who not only participate in philanthropy at a higher rate but also contribute gift sizes that are, on average, eighteen times larger than those from the general population. This necessitates a strategic focus on identifying and cultivating relationships with these individuals, leveraging tools like wealth screening and AI to prioritize engagement efforts.

Windfall updates its dataset weekly, tracking the wealth of high-net-worth individuals. Currently, high-net-worth individuals (those with a net worth above $1MM) hold over 75% of the total US wealth. This demographic comprises over 20 million households, representing 15-20% of the population. Their wealth has increased considerably since the pandemic, a trend supported by third-party research showing higher savings rates.

The Great Wealth Transfer

The impending transfer of generational wealth is another significant factor to consider. The “Boomer” generation currently holds the vast majority of wealth in the US. Over the next 25 to 30 years, an estimated $125 trillion will be transferred to younger generations, with a significant portion, around $18 trillion, expected to flow to philanthropy. This will create a new cohort of ultra-wealthy and high-net-worth households. However, it's crucial to note that philanthropic preferences are not automatically inherited, requiring nonprofits to actively engage with younger generations.

This generational shift underscores the need for nonprofits to not only understand the unique interests of younger donors but also to apply AI and data strategies to tease out signals that will allow these organizations to maintain relationships with the next generation of donors.

Windfall's new generative AI dossiers (see below), built on wealth screening and career data, provide frontline fundraisers with crucial contextual information at scale. Generative AI can also create tailored content like emails and social media posts that resonate with individual donor preferences, especially important for younger, affluent donors who prefer social media outreach.

To leverage these AI insights to prepare for the upcoming wealth transfer, organizations should segment their donor databases using triggers and attributes. Examples include segmenting by philanthropic causes to align messaging with donor interests, identifying foundation affiliations for hidden wealth, recognizing liquidity triggers for short-term gift asks, and targeting small business owners for sponsorships.

In summary, the current volatile economy is significantly reliant on high-net-worth households, who possess greater post-pandemic savings and are the primary contributors to 501c3 organizations. While a substantial wealth transfer to the next generation of high-net-worth individuals is anticipated over the next two decades, philanthropic tendencies are not guaranteed to follow. Therefore, it is crucial for nonprofit organizations to proactively identify and cultivate relationships with both current and future affluent households to ensure continued support.

Olivia Tranfo is a Strategic Account Executive at Windfall, where she brings nearly a decade of experience in enterprise sales and data-driven solutions. Olivia specializes in helping higher education and nonprofit clients leverage modern wealth data and AI to enhance fundraising and donor engagement strategies. She is a frequent speaker and educator on the transformative impact of data in philanthropy and constituent engagement. Olivia earned her Bachelor of Science in Communications and Internet Technology Programming from the University of Southern California.

by Thomas E. Moore, III, Exec. Director, American Friends of the Louvre and
Joshua Bell, Director of Development, American Friends of the Louvre

Known as the Great Wealth Transfer, Baby Boomers—and to a lesser extent, the Silent Generation—are currently passing down an unprecedented amount of wealth to younger generations, notably Generation X and Millennials (“next gen”). While this is not the first time there has been a major generational transfer of wealth, it is the largest in size, with some estimates as large as $84 trillion in assets being passed down. As younger donors rise into positions of philanthropic influence, they bring with them new values, expectations, and giving behaviors. In response, nonprofit leaders must not only continue stewarding long-time donors but also adapt to cultivate emerging prospects in a rapidly shifting environment. Meeting this moment successfully demands a strong, trusting, and dynamic relationship between an organization’s Executive Director (ED) and its Director of Development (DoD).

To fully appreciate why this relationship matters more now than ever, we must understand how next-gen donors differ from their predecessors. They are not just younger versions of their forebears; they have entirely different understandings and expectations of philanthropy. They give to causes, not institutions. They are driven more by their own values and identity rather than cachet and influence. While Boomers and the Silent Generation have been incredibly generous, they historically are more likely to give out of a sense of duty and institutional loyalty. Older generations also care deeply about tradition, investing their trust in institutions or personal relationships with leadership. Meanwhile, an increasing number of next-gen philanthropists—raised in the digital era with greater access to information, diverse perspectives, and global platforms—demonstrate a strong understanding of the power of authentic engagement, as well as a deep commitment to transparency and accountability. This is by no means intended to be a comprehensive analysis of generational differences but rather is intended as a general snapshot of the moment so that we may better understand the challenges and opportunities facing nonprofit leadership.

It is without a doubt encouraging to see how passionately next-gen philanthropists have followed in their predecessors’ footsteps. Along with their verve, they bring to the table a broader understanding of philanthropy and often have a greater sense of comfort around alternative ways of fundraising, such as donor advised funds and social media. However, at the same time, they typically demand more accountability and require development professionals to manage ever-expanding job descriptions. So, one might wonder, how can an organization with a shoestring budget, limited staff, and potentially a recalcitrant Board of Directors pivot their strategies to engage with such a wide and disparate pool of prospects and donors?

First and foremost, it requires that the ED and DoD share a unified vision for the organization. While the ED may continue to focus more on executive leadership and vision with the DoD more involved in the day-to-day operations of fundraising, the two must together nurture a culture of philanthropy and embrace the mindset that everyone—staff, board, and volunteers—share responsibility in raising money and promoting the mission. This unified vision ensures that mission and function are sustainably aligned, enabling organizations to engage with a disparate community of donors and prospects, Baby Boomers and next gen alike. It fosters authentic relationships and centers transparency and accountability. For veterans, it reinforces trust and loyalty through constant contact and legacy opportunities. It also allows them to feel acknowledged across the tenure of their engagement with the organization. For younger philanthropists, greater fundraising accountability allows for more active engagement and helps them further appreciate their own meaningful impact on the organization. In short, by instilling a universal culture of philanthropy, an ED and DoD both ensure that all donors feel seen, valued, and connected to the mission.

Beyond creating a culture of philanthropy, the ED and DoD must also both acknowledge that a changing landscape requires a dynamic fundraising strategy. Historic assumptions must be challenged and new ideas tried in order to rise and meet the moment. To do so, the ED and DoD should encourage a culture of learning at their nonprofits. Coined by the organizational psychologist Adam Grant and discussed in his 2021 book, Think Again: The Power of Knowing What You Don’t Know, a culture of learning emphasizes fostering environments where curiosity and continuous improvement are prized over rigid tried-and-true methods. This approach contrasts with a culture of performance, where the focus is on avoiding failure and minimizing risk, often at the expense of innovation and collaboration. In a learning culture, people are encouraged to ask questions, challenge assumptions, and view mistakes as opportunities for growth. In many ways, it is the equivalent to the idiom of throwing spaghetti at the wall to see what will stick. For this to be an effective and successful strategy, EDs and DoDs must model vulnerability, welcome feedback, and reward experimentation even at the risk of temporary failure. Doing so can open new avenues to raise more money, increase efficiency, and create a healthier and happier environment.

So, what does it take for an ED and DoD to deliver on all of the above? It starts with trust and mutual respect. Micromanagement, lack of trust, and poor communication can lead to resentment at best, high staff turnover and donor attrition at worst. At American Friends of the Louvre (AFL), we find ourselves in an interesting moment of generational change as well. As Millennials, we both appreciate the expectations of next-gen philanthropists and the need for change to meet said expectations. Throughout our respective tenures at AFL, we have built a culture that is more collaborative and less hierarchical, and more relational than institutional. We do not view development as a siloed department; rather it is integral to communications, strategy, and culture. Frequent, honest engagement between us also allows us to respectfully challenge assumptions and build a culture of learning, while our alignment on ethos ensures a culture of philanthropy. This permits us to try new things without fear of retribution and allows us to stay nimble and responsive in a fast-changing environment.

Funders—especially next-gen donors—see and respond to these cultural shifts. They want to support organizations whose values and culture permeate all touchpoints. They expect genuine relationships and ongoing, consistent dialogue that is only possible when EDs and DoDs work in lock step. They are also eager to support leaders who are forward-thinking and innovative, those that are always curious how they can improve. In the modern day, culture can be just as important as strategy. The nonprofit sector is in the midst of a profound transition. Nonprofits that recognize this and invest in cultivating strong leadership partnerships will be the ones that thrive in this new era of philanthropy.

Thomas E. Moore, III
With over a decade of experience in philanthropy, Thomas currently serves as Executive Director of the American Friends of the Louvre. In this role, he works closely with Christopher Forbes, Chairman of AFL; Laurence des Cars, President-Director of the Louvre;  and other leaders of AFL and the Louvre to strengthen the cultural bridge between American art patrons and France. His work centers on securing vital support for the museum’s collections, exhibitions, and educational programs. He is an active member of the Board of Directors for the Association of Fundraising Professionals NYC and frequently speaks at conferences and panels on the intersection of philanthropy and the arts. Thomas resides between New York and Paris with his wife and remains deeply engaged in advancing both the global art world and the fundraising profession.

Joshua Bell
Joshua currently serves as the Director of Development of American Friends of the Louvre, a nonprofit organization dedicated to supporting the Musée du Louvre and advancing French culture in the United States through a dynamic membership program and philanthropic support. Previously, Josh spent several years in leadership fundraising roles at LGBT+ and HIV advocacy organizations, including GMHC and amfAR; as well as four years as the Senior Major Gifts Officer at The Studio Museum in Harlem. Josh also serves as the Chairman of the Board of Artistic Noise, a Harlem-based organization that provides mental-health therapy, professional development, and alternatives to incarceration to system-impacted young individuals. Josh earned a master’s degree in art history from the Institute of Fine Arts of New York University.