By Nicole Carrea, Development Director, National Kidney Foundation

It’s a sunny Friday afternoon and I’m at our designated meeting spot, a restaurant in midtown with a killer lunch special. I’m joined by a new friend with infectious passion and energy, Linlin Chen Reid. Linlin is a Research Manager at Weill Cornell Medicine. We’re here to discuss her upcoming presentation at Fundraising Day in New York on June 22, 2018. Titled Asia: A Continent in Perspective, the session is a part of the Prospect Research track and will discuss the overwhelming wealth in East and Southeast Asian countries, the tools used to identify that wealth and insights on how to evaluate it.

I started the interview by asking what one piece of knowledge Linlin hopes attendees of her session will gain. Her response was simple “let it be an understanding that Asian donors are giving, and they are giving in the U.S.”. When prompted to explain exactly to whom these donors are giving, Linlin elaborated that it depends on your scope of mission impact, as well as the cultural and societal relativity to Asia. “Revitalizing a playground in New York City may not appeal to someone in Asia but things like health and education are definitely of interest and have a global impact that is attractive to Asian philanthropists” she said. If you have a mission that would attract international donors, take advantage of it because according to Linlin, these donors do exist and are ready to give.

Linlin has made a name for herself as an expert in decoding Asian wealth and she credits a curious personality for fueling her interest in research to begin with. “There’s always new information to find” she explained. “You get to understand the differences in industries, types of wealth – are their assets liquid? Or tied up in real estate? The job is very interesting & fresh. I’m constantly learning”.

It’s serendipitous that Linlin ended up in this field at all. She was born in China where the idea of being a prospect researcher was completely alien to her. You see, the social sector is quite new there and fundraising as a career was not something she had exposure to. Frankly it might not have mattered if she did know about fundraising because she was narrowly focused on her passion for the arts. Linlin is a trained artist and studied at the School of the Art Institute of Chicago where she received a master’s degree in arts administration and policy. She intended to become a museum administrator but during her studies, Linlin was introduced to fundraising through a required class on grant writing. And, alas, yet another unsuspecting soul stumbles into the profession.

Linlin’s career journey eventually took her to New York University where she was the first senior research analyst dedicated to global prospect research. I was surprised to learn that higher education leveraging their global alumni is a fairly new concept. Linlin explained to me that the evolution has a lot to do with the ability to receive gifts from other countries, as well as the economy changing. “Wealth is growing in Asia & they are becoming increasingly more interested in philanthropy. They are catching up with tax laws too.” said Linlin.  

Social and cultural knowledge is not technically part of the prospect researcher’s job but like so many fundraisers that I know, it’s evident that Linlin goes above and beyond to excel in her role. She proudly stated “my relationship with the gift officers allows for an organic transfer of information. I am providing them the profiles on who they are meeting with, so it makes sense that I would also provide guidance on cultural norms. I want to set them up for a successful meeting. It’s a partnership.”

A big part of the cultural wisdom she shares stems from a personal interest in contemporary art and its market. “My fascination with arts fuels my passion for this work” Linlin explained. “In the past 10-15 years, the art market has grown not just as a hobby but an asset allocation for high net worth individuals. This could be because of a sheer interest but the upswing is likely also attributed to the business aspect of art collecting, it preserves wealth during uncertain economic times”.

Art evaluation is not the primary focus of Linlin’s upcoming presentation, however it speaks to her wide range of knowledge and ability to add color to the otherwise vapid topic of research. If you’re looking for insider tips on how to identify and decode Asian wealth from someone who truly loves the topic, you won’t want to miss Linlin Chen Reid’s presentation at Fundraising Day in New York! 

By President-Elect Steven G. Jacobson

How Smart Is Your Organization?

In the last issue of Fundraising Matters, Chapter Secretary Jill Scibilia wrote a fantastic piece about who was the smartest person in the room.  I thought that I would build on that concept by asking who is the smartest nonprofit?

Nonprofits collect mountains of data about donors, members and supporters. The typical nonprofit has a set of “go to” reports that track a number of metrics.  Unfortunately, for many organizations, these reports can take a lot of manual effort to create, can be subject to human error (and interpretation) and tend to document the past.  Looking in the rearview mirror can help you see where you’ve been, but smart organizations have an eye on the future.  They need to use data to inform their thinking, make key business decisions and move their organization forward.  Smart organizations use business intelligence (BI) to analyze their fundraising performance and learn from it.

Many articles have been written about why nonprofits should use BI (largely to become smarter by leveraging their data), but it remains a struggle for many because they don’t know where to begin.  The task can be daunting.  But it’s manageable if you take it bit by bit.  As the saying goes, “how do you eat an elephant? One bite at a time.”  So, here are five easy steps you can take to make your fundraising organization smarter.

1. Define – Start small. Identify five measures that are indicative of your fundraising performance. An obvious one might be total money raised.  But what about more specific goals that you want to achieve?  Perhaps you’re trying to increase the average gift size? Or perhaps your objective is to build a qualified major gift prospect pool?  We typically refer to these as Key Performance Indicators or KPIs.  Your goal would be to track these KPIs to see if the actions you’re taking are moving the needle.

2. Collect — Think about all of the fundraising and engagement data at your organization that you might care about—information about donors, members, gifts, pledges, fundraising campaigns, website visits, etc. This data could be saved in multiple locations and in multiple formats. Identifying and collecting this disparate data is the first step. You need a plan for how you’re going to pull the data together into a central location—commonly referred to as a data warehouse.

3. Organize — The next step is to organize the data in a way that makes reporting easy. This might mean matching records across systems, simplifying multiple tables into flat files, consolidating records, joining tables from different systems, or other steps to make easy reporting possible.  As you do this, keep in mind that you can track and report on just about anything, but you should only concentrate on what’s truly important.  Don’t overcomplicate!

4. Analyze — Data warehouses themselves are not the visible end-product—they are just the storage of data from which you’ll take useful snippets of information to discover something new. In addition to measuring your KPIs, you’ll be able to do some data discovery. You may find meaningful patterns or interesting trends. This is where you have the “ah-ha” moment that can set your organization apart—the Intelligence part of BI.

5. Visualize —"A boring data table is worth a thousand words" said no one ever. You and your board need to quickly see the results of the analysis.  Can you convey the information in a thought-provoking, yet easy to grasp manner?  Charts and graphs make powerful visualizations but do you have the tools to answer the next question? Can you easily drill into the data to uncover the root cause of the change? A good BI tool can help you do this.

So, now you’re well on your way to helping your organization become smarter!  But another way would be to soak up the educational content at Fundraising Day in New York on Friday, June 22, at the Marriott Marquis.  We’ll have 11 separate educational tracks, ranging from the Essential Basics of Fundraising to Corporate and Foundation Giving.  Bring back tons of knowledge to your colleagues and truly make your nonprofit the smartest!

By Robin H. Rosenbluth

Fundraising for a broad range of nonprofit organizations is an ideal way to follow your passion.  It can be a gift that keeps on giving while making a living.  Think about a mission that resonates with you in a profound way, and your passion can give you the power to be believed.  You can make a difference in the world, and that is an opportunity that awaits those of you who are not content in your current position.

There are lots of tricks to the trade about ways to convince an employer to give you a chance in a new field.  Of course, there are ways to tune up your resume into one that is more appealing and write compelling cover letters that tell a powerful story about why you are ready for this transition.  It is a new path that is better to walk along with an advisor. Networking is as relevant in the non-profit world, as it is in the for-profit world.  Just as relationship building is critical for frontline fundraisers, finding professional advocates who can speak on your behalf as you transition to a fundraising job is a tremendous asset.  Have a goal and pursue it!  Confidence and belief in yourself can take you very far.  Joining associations, such as AFP and WIDNY can also advance your network.  If you can find a mentor in the field, you are seriously on your way!

Consider conducting informational interviews to build your network and learn more about the field.  Use Linked In to find people who know fundraisers to whom they can introduce you.  Find out at those interviews: how the fundraiser got into the field, do they have thoughts about how your skills would fit, and ask if there are others they suggest you meet.  Ask them if you can Link In with them so you can stay in touch.  Make sure you do communicate; they may help by recommending you.

Everyone needs to start somewhere, and most of you have some relevant experience under your belt.  To make a transition to the non-profit sector, you do need experience, though most of you can draw upon work you have already done – and you should move forward to undertake new related experiences to help prepare you.  Review your prior jobs and assess any common skills that fundraisers need, such as relationship building, ability to outreach to customers, cold calling, work with high-net worth individuals, selling products, writing skills, ability to learn new issues quickly, research on individuals, and the like.

Skill-based resumes can be your preferred way to highlight comparable skills that align with the job or type of fundraising role that you seek.  Look at the job descriptions of jobs you like to get ideas, and list your skills in the order of what the potential employer lists as priorities for the position.  If you do not have enough experience, go out and get it and make transition a longer-term objective. Contact your alma mater and volunteer to raise funds from your class and identify organizations you admire and offer to volunteer for them.  If you are working full time, you can still volunteer, e.g., write a fundraising proposal, offer to conduct research from home, or make calls to donors. 

You might consider starting at an entry position, e.g., development assistant, if your budget allows you to do so, which will give you a bird’s eye view of how a development operation works from the inside.  Annual fund jobs are a good segue to a major gift job.  Event planning is another good portal, as are writers, researchers, corporate fundraisers and even data entry or marketing options. There are many jobs to be had in fundraising and as many doors you can walk through. 

Another avenue to take to advance your skills is to take some fundraising classes.  There are many places in the NY area to enroll, from a one-off class to a master’s degree program.  Learning the academic mechanics of raising money is always a plus.

 When you get to the point of applying in earnest, be up front about transitioning to the field and be convincing about why you can do it!  Find a knowledgeable friend, a mentor or hire a coach so you can share your resume and cover letter to get feedback and role play for the interview.  While it may take time to enter the field, the reward of doing something you love will be worth the trouble!  

Hear more from Robin at Fundrasing Day on June 22nd. 

Robin H. Rosenbluth
Advancing Fundraising:  Career Coaching and Consulting
Robin.rosenbluth@gmail.com

By Sarah Durham, CEO, Big Duck (www.bigducknyc.com)

Mild-mannered Clark Kent famously pulled off his glasses, ripped open his shirt, and revealed his inner superhero, ready to save the day. Wouldn’t it be great if your donors felt inspired to do the same thing for your nonprofit?

While we may not want to encourage too much shirt-ripping, the notion that a donor can reveal their true commitment and make a big difference is heady stuff. And capital campaigns do just that: give donors an inspiring new way to demonstrate their support and make their own mark on your organization.

Here are a few tips to inspire your donors to reveal their superhero-like passion for your work and inspire them to go further in your capital campaign.  

1. Let them investigate, pen in hand, and write their own story. Your lead gifts are more likely to come from people you’ve engaged in meaningful one-on-one conversations, regardless of whether or not you give them a sexy brochure. Remember that during the early phases of a campaign, when leadership and major gifts are being solicited, conversations are key.

Invite their ideas for the campaign and input on the case for support in draft form, and you’ll find they’re more likely to invest. They’re also likely to suggest terrific ideas that shape the story you’ll tell to other donors. Downstream, if you print that fancy case statement, they’ll recognize their influence on it and may be more likely to want to help you solicit other donors as a result.

2. Help them develop supersonic vision and see what’s beyond the horizon. Too often, capital campaign communications focus only on the specific, tangible items the campaign will fund (e.g. that facility you’ll build), and it all ends up sounding a bit dry or dull. A case for support should specify how funds raised will be used in the short-term, but emphasize the benefits or outcomes they’ll create over time. Constructing that new building, for example, will create a state-of-the-art learning facility that allows teachers to do their best work, students to learn in inspiring environments, and provide more space for local students to get a top-tier education close to home. Those benefits are what they’re really supporting– not the construction of a facility.

3. Build on your own superhero brand. Your campaign has to tell a compelling story and invite donors to go above and beyond their regular support. At the same time, we also want to build on their history and loyalty to your organization. Use copy and design elements that reinforce the idea that this is all still coming from the organization they feel connected to, while weaving in a new theme that strikes at the heart of what this specific campaign is all about.  

Hear more from Sarah at Fundraising Day on June 22nd.

By Jill Scibilia

Who is the smartest person in the room when developing the strategy for a prospective major donor?

The Board member who introduced the prospective supporter to you?  Your CEO?  A key Volunteer who helps deliver the program?  The program staff member who wrote the curriculum or the one delivering the program? An Alum or Recipient of the services you offer?  A Philanthropist who is already supporting the program?  The C-suite Corporate Executive who is engaged?  A program officer from a foundation with subject-area expertise?  Your development counsel?  Or you, the development professional, perhaps credentialed with a CFRE, ACFRE, FHAP, MBA, MPA…

So…who is the smartest person from this group?  The answer of course is “all of the above.”  In fact, there may be more people you decide to add to this list! 

We convene these smart people as we engage in the unique match-making process we call fundraising.  And when it works well, everyone feels engaged in the process and validated for the wisdom, advice, and resources they contribute.  The donor feels inspired!  She has found a way to make a difference in a way deeply meaningful to her in support of a program she understands is important to your organization’s mission (and is something you really need). Your program team is thrilled because the gift validates their work.  Your Board Member feels proud that he made the introduction and he is motivated to make other introductions.  Your CEO, who made the ask, is beaming and is asking you, “Who’s next?”  You feel fulfilled as a fundraiser. 

How do we get to this outcome?  How do we go about engaging all of these smart people who we know will bring different perspectives and ideas in way that is beneficial to the organization and not a waste of time to you—and to them?  These can be tough waters to navigate.

AFP has helped me to navigate these waters time and again by introducing me to the “smartest people in the room” in the world of fundraising.  Fundraisers like you who are committed to making the world a better place through your work.  Fundraisers from whom I have learned and with whom I have exchanged ideas and tips—based on best practices and grounded in ethical fundraising. 

Thank you for all you do to make New York City a better place.  If you are not already engaged in the AFP-NYC community, I encourage you to join the conversation. Contribute your wisdom.  Ask the questions you have.  Listen.  We all have something to offer and learn. 

I hope to see you on Fundraising Day on June 22^nd when our AFP-NYC community comes together to celebrate the impact we make in New York City and beyond and to learn from one another.

By Susan Fields, CFRE

our organization’s board members have the potential to be its most loyal and generous ambassadors. Engaging them in its mission begins with the recruitment and orientation process and can continue after they have served their term or stepped down and received “alumni” or “emeritus” status. Never forget that they are your greatest asset and it is your job as CEO or fundraising professional to fully utilize their talents and express radical appreciation and acknowledgement for their beneficence.

In reviewing the following list of takeaways, it is important to mention that it was unanimously agreed by the panel that “giving and getting” was one of the most important roles of a nonprofit board.  In cases where boards were originally organized as primarily “advisory” it was suggested that possibly the culture of these governing bodies could gradually be transformed through education and other engagement processes.

1. Recruit to task! Existing board members can often provide the best leads in targeting new board members that are suited to the various skills needed. In fact, many boards utilize a nominating committee which encourages existing members to consider personal and business contacts who have the motivation, expertise, connections, and financial resources to share with your organization. It is always best for a board member to be present at the recruitment interview.

2. Be straight-forward about “giving and getting”! The best way to articulate financial expectations is in a written document listing personal gift minimums, event sponsorships and tables, and the amount prospects are expected to raise from outside sources. Rather than giving an exact figure, many nonprofits stress that board members contribute “a meaningful gift” to leave the door open for an even larger contribution than expected. Of course, it’s always a good idea to ask a potential member if they can open doors in terms of corporate support or individual gifts.

3. Board members are not ATM’S!  Once you have put together a dynamic and dedicated board who are fully aware of the expectations—stop talking about money and start sharing your plan to assist them in realizing your organizational needs.  Meet with them, talk with them before and after board meetings, show interest in their business and professional life, hook them on your mission, and acknowledge them profusely both publically and privately for their service.

4. Don’t put your board to sleep with long and boring meetings? If possible  make certain the time and location encourage optimal attendance. Keep committee reports brief and focus agendas on problem solving as well as strategic priorities requiring members to focus on the big picture. It’s also a good idea to “put fundraising first” on your agenda by highlighting the status of the annual fund, major gifts, and event revenues, etc. Special accomplishments of board members in this area should also be heralded. If possible and appropriate, try to limit your meetings to five per year.

5. Exhibit patience with recalcitrant fundraisers! It’s easy to beat yourself up because one or a few board members are dragging their feet in bringing on donors. Instead ask yourself what you can realistically obtain from them at this point in time. Sometimes it’s necessary to compromise in exchange for other benefits such as a generous personal contribution, valuable media contacts, or a connection to a stellar board recruit. Being patient and working with them is often the best strategy of all!

6. Hold an annual board retreat. Weekend retreats are an excellent means of bonding members to mission. These occasions provide an opportunity to evaluate individual and collective performance, make suggestions for improvement, and get to know one another on a more personal level. These events are also perfect venues for Capital Campaign strategizing, fundraising and solicitation training, strengthening board-staff relationships, and creating a culture of fundraising.   

 

Join us for the next AFP-NYC Educational Program
Organizations in Crisis, Achieving the Best, Averting the Worst
Thursday morning, 5/17/2018

Interview by Nicole Carrea

Director of Development, National Kidney Foundation

In her role as a Director at a premier non-profit consulting firm, Orr Associates, Inc. (OAI), Lisa Keitges works closely with clients in New York City and across the country providing development management and strategic planning assistance. It wasn’t the consulting, but rather the journey, that brought us together over breakfast on the Upper East Side.

Nicole: Hi Lisa! Tell me your background, how did you come to be the person that is sitting across from me today?

Lisa: I had a mish-mash of a trajectory. I was born in Japan and grew up in Texas. I decided to leave the state for college in Ohio, where I had dreams of attending law school before ultimately realizing that public service was where I could make the largest impact. Life has a funny way of changing course on you, and my first job after college ended up being with the New Orleans Saints (achieved through a random LinkedIn connection!). It wasn’t glamourous - I picked up trash at training camp in 100-degree Louisiana heat, but it opened a door. I was hired into the Saints front office and worked with several departments, including with the community relations team. With that team, we brought fitness to schools through the NFL’s Play 60 campaign. I realized I loved how it felt being part of the community and seeing the direct impact of our efforts. I wanted more of that. It was all nonprofit work from there on.

N: Picture yourself during that first job. What advice would you give that person?

L: Don’t underestimate how far being a good person and hard work will take you. The hard work is a given. You need to work hard and smart to have an impact, but it’s not talked enough about that people want to work with good, honest people. Stay true to that and yourself. It got me most places then and since.

N: Your career path has been a winding road but from my perspective you’ve pivoted at all the right moments and taken lessons from each chapter to build a really strong foundation for your next move. Having lived it I’m sure you wouldn’t agree that it was so seamless but what do you think really helped you along the way?

L: I was given the opportunity to do big things at a young age and always had great bosses that allowed me to thrive. I was the first ever full-time events coordinator at the Louisiana SPCA. Here I was, 23 years old, putting together these big fundraising events like galas, beer festivals and dog walks. They couldn’t afford someone more experienced, and I was willing to do the work. I put in the sweat equity. For me, it’s important to trust your gut, pull from your experiences, and use the expertise of those around you. I find that people have a lot of pride and won’t admit what they don’t know, and it always comes around to bite them. I’m not that person.

N: I love that attitude! It’s a mentality we, as development professionals, need to key into more often. Especially as we recruit new fundraisers into the industry. Any thoughts around that?

L: I agree- we need to recruit more self-motivated young professionals into the field and agree to allow them to make a big impact. We stifle young, ambitious people in entry level jobs where they plug numbers into spreadsheets for years. We should empower them to make decisions. Give them a stake in the game. We have to invest in our junior staff because one day they will be our senior staff. When you’re hiring, take a chance on people that don’t come from the most well-known schools or prestigious internships. It’s most important to see if they understand thought process, can think logically, and have basic relationship building skills.

N: Building on that concept of developing young staff, what role did AFP play for you early in your career?

L: I became involved with AFP as a young fundraiser to understand the career paths and different parts of fundraising. It was crucial for me early in my career to have those conversations and attend those education sessions. I was broke and couldn’t afford the sessions, but was very fortunate to have workplaces that believed in my professional development and would underwrite my attendance. Fast forward to 2018 and I’m mentoring at Fundraising Day. It’s an open call so anyone can sign up and you just talk about things like their resume or their next career move. It’s a great opportunity to pay it forward and help someone who needs an unbiased person to talk to. Or just get to know other people in the field. We’re all in this together, foster the next generation. Even if you think you have nothing to add you probably do. Get involved! 

N: In one sentence, describe your current role as a non-profit consultant.

L: I work with nonprofits to help them more effectively and efficiently achieve their mission—whatever that may be-- by employing creative fundraising strategies and using best practices.

N: Do you always consult on the same area or type of situation?

L: Every non-profit partner we work with needs something different, so while I consult on a broad range of issues, my niche has become major gift programs. It’s what everyone is looking to build right now. I help nonprofits build prospect pipelines, I do trainings on how to move event attendees to major gift donors, and I even help them close major gifts as an embedded partner. I meet with my nonprofit partners often, and we talk a lot about what major gifts fundraising is, what it is not, and how to set a new or failing program up for success early. I enjoy this work, because a successful major gifts program is not only fiscally rewarding for the organization but it’s also fulfilling for the fundraisers. It’s meaningful to form relationships with donors who are working towards the same goal. 

N: So many event fundraisers hit a wall in their career when they know a change is necessary but next steps might not be so clear. What was that process like for you?

L: I dove right into major gifts. It’s the future of fundraising and I knew it was where I needed to be if I were to grow in this profession. I think from a career path perspective, it takes a bit of getting over yourself. Qualifying a prospect portfolio for major gifts is hard and humbling work. And sometimes when it feels like you are going nowhere, a prospect that you’ve been cultivating for months, years, comes back to you and is finally ready to make an investment. The most rewarding part of major gifts is that after every gift I’ve closed, the donor has thanked me for allowing them to make a transformational gift. They see you as a conduit to impacting the future.

N: Your first official foray into major gifts was at NYU Langone Medical Center where they have an established program and a specialized staff to run it. What was that like for you?

L: I consider myself a jack of all trades, so It was difficult making the transition from doing everything to doing a few things. At big shops, you become segmented in your responsibilities. My job was solely to work alongside physicians and scientists, and speak to prospective donors, not to do research or fix the copier! Being in this setting, at a big shop with seasoned professionals, I quickly learned the best practices in major gift fundraising. I was very lucky to have great bosses that showed me the way and gave me the freedom I needed to excel.

N: By your own admission you weren’t an expert major gifts fundraiser when you joined the NYU Langone team. Why do you think they took a gamble on you and what gave you the confidence to do it?

L: I’d have to ask them, but I believe they saw that I understood the process and had the personality for the job. I had been entrepreneurial in my career up until that point, and that benefited me in a position where I had no goals except numbers. You have to be your own boss and I had done that, though I hadn’t really realized it. It’s important to set benchmarks and goals for yourself. I believe that smart progress and action leads to gifts and money. If you take no action, you raise no money. And beyond the ambition and bullishness of asking for major gifts, I had the persistence to not let up if I thought it might lead somewhere. To be honest, sometimes it did, sometimes it didn’t.

N: Give me the “how to ask for a major gift 101” cliff notes.

L: Major gifts is a long game and you have to be willing to invest the time and resources. You start by understanding the donor’s inclination. Typically, major gift prospects have given before, so start by thanking them, understanding why they’ve been involved, talking to them about the impact of their past gift. Start to explain new initiatives and future vision, and how they could play a pivotal part in the grand strategy. When it’s time to ask them for a gift, carefully choose an amount and designation that is fitting for that person. By the time you get to the ask, the donor should expect it.

Timing is everything. Donors may not always be ready when you first approach them, but they won’t come back around if you don’t give them the opening. Send research updates, impact reports, keep them up to date and let them know the opportunity remains to be involved and make a difference. 

N: Let’s bring this full circle back to your current career. How did you decide to move into non-profit consulting?

L: Over the course of my career, I had done everything…annual fund, major gifts, events, planned giving, etc. and I missed that. I wanted to do more. I also liked the idea of serving as a mentor and trainer in the professional sense, after having done it on a more ad-hoc basis for fundraising friends and junior team members before.  I had known about OAI’s reputation, and their team-based approach really appealed to me. I’ve been at OAI for a year and half now and have worked on 5 or 6 projects. I’ve filled a lot of roles and have learned a lot in a short period of time. This has been a rewarding role. I feel like my time has an even greater impact now because I’m able to help more organizations achieve their missions.

N: At this point in your career, what’s your proudest accomplishment?

L: I’ve had a lot of moments in my career thus far where I’m like man I can’t believe I pulled that off! I pulled together some events at the Louisiana SPCA with great teams alongside me. At NYU Langone, I met so many people that were touched by the Medical Center’s services. I feel so fortunate to even be a little part of their lives and of their families. 

N: Getting to know families and donors is always amazing. The relationships are the fun part of what we do! Is that what keeps you going?

L: Yes- and also knowing that we’re working for a better tomorrow. All of us together in the non-profit world are in this together. When you have that critical mass working towards something, that’s when you know when you can really make a change. People make fun of me for that pie-in-the-sky view, but I really believe that.

N: Is there a notable learning moment in your career?

L: This is a more general thing I’ve learned. Anything that has gone wrong in my career is because of a lack of communication. It’s always because a conversation didn’t take place that probably should have. Maybe I felt uncomfortable, didn’t want to waste someone’s time or whatever it may have been – and then it backfired. A lot of things can be fixed by just by picking up the phone or sitting down for coffee.

N: That's a strong lesson for us all to remember and perfect words of wisdom for us to end on. Thank you for sharing your career journey with us!

By Craig Shelley, CFRE, Chapter Treasurer & Managing Director, Orr Associates, Inc. (OAI)

Benjamin Franklin was once asked for assistance raising funds to erect a new meeting-house in Philadelphia.  In what was the first recorded instance of a prospect offering advice instead of money and of capital campaign consulting, Franklin offered,  “I advise you to apply to all those whom you know will give something; next, to those whom you are uncertain whether they will give anything or not, and show them the list of who have given; and lastly, do not neglect those who you are sure will give nothing, for in some of those you may be mistaken.”

It seems straight forward when you put it that way and from that simple insight you can draw a straight line to philanthropy as we know it today.  Several years ago, I came to terms (happily) that fundraising, nonprofit management and philanthropy were the activities on which I’d spend my professional life.  In doing so I increasingly started to seek out groups and mechanisms by which I could learn and grow to become better in my chosen field.  This led me to AFP and an involvement in our chapter that has evolved into my present role as treasurer, and it also resulted in my seeking out the CFRE (Certified Fundraising executive) credential.

Undoubtedly being involved with AFP and being a CFRE have been of benefit to me.  I’ve learned and grown as a fundraiser and made valuable friends and important professional contacts.  But just as importantly they have been the ways in which I’ve been able to contribute to defining and maintaining fundraising as a profession.  I was lucky to find this career.  Millions of people who benefit from the funds we raise are lucky this career exists.  I want to make sure that continues to be the case.

We can’t all be Benjamin Franklin (let’s face it, he already had most of the good ideas I’m certain we’d have come up with if he hadn’t done it first), but I do think that like Franklin each of us can define and advance the fundraising profession.  By actively engaging with our AFP chapter, seeking credentialing and advance education in our field to learn and illustrate the value of this learning we can ensure fundraising and philanthropy continues to benefit future practitioners and beneficiaries of this work.

Join one of our committees, attend one of our events or simply retweet or like one of our social media posts.  But please engage with our chapter and our profession.  We’ve all benefitted from the fundraisers who came before us and it’s our turn to be those fundraisers now.

If you have ideas or suggestions please always feel free to contact me directly at cshelley@oai-usa.com.  If you’re interested in my thoughts on fundraising and news in the sector, sprinkled with the occasional picture of my kids, please follow me on Twitter @craigshelley.

Thank you for everything you do.

By Susan Fields, CFRE

Major economic and cultural shifts in American society over the past five decades have drastically altered the workplace of private business and the nonprofit sector with more than 20% of the labor force indicating that they plan to work into their seventies. In addition, a Pew Research Center analysis of the U.S. Census Data indicates that one-third of employees are currently Millennials and will eventually make up the largest share of the US workforce. As a result, many employers will find themselves grappling with the challenges of managing staff that could span up to five generations—all with differing values, skills, and workstyles.

Because the most difficult task a nonprofit leader can face is keeping everyone on their team happy, motivated, and productive, this AFP Educational Program focused on providing nonprofit managers with “in the trenches” strategies for maximizing staff productivity in a generationally diverse environment.

Traditionalists- born prior to 1945 Loyal, Disciplined, Old-School, Veterans, Reserved, Women in the Home   Baby Boomers- 1946 to 1964 Strong Work Ethic, Competitive, Sexual Equality Two-Income Families, Money and Prestige Oriented   Gen X- 1965 to 1980 Financial and Health Care Motivated, Mistrustful of Establishment, Self-Employed   Milliennials– 1981 to 1999 Entitled, Optimistic, Raised on Technology, Under-employed, Justice and Fairness   Gen Z– born to 1999 Realistic, Cynical, Multi-Tasking, Private, Entrepreneurial, Hyper-Tech Dependent

Five Insights for Managing a Generationally Diverse Fundraising Team

1. Establish Multigenerational Teams– The best way to encourage a collaborative learning environment is to create project teams that are varied in age, skills, experience, and perspective. In addition, it is important for managers to hold regular staff meetings with an educational and/or problem-solving component to assist in building employee cohesiveness through sharing the “big picture” of their organization. Opportunities for intergenerational mentoring can also create a sense of respect and cooperation—with older members of the staff sharing career-building ideas and Millennials providing tutelage in technology systems.

2. Reach Beyond Stereotypes– Although generational groups have specific similarities, keep in mind that just because a person is a certain age does not necessarily mean they fit the profile. Keep in mind that each employee is an individual with unique hopes, dreams, talents, and skills—who seeks to be instrumental in your organization’s success. Listen to the people that are on your management team, watch them as they work, and ask yourself how you can make them the best that they can be. As a rule of thumb, Millennials tend to seek out more affirmation for their efforts while Boomers, although they like regular communication with their supervisor, require less validation.

3. Establish Core Expectations– In organizations with a wide-range of age groups, it is important to set non-negotiable policies such as specific work hours, number of sick days, rules about working at home, dress code, pets in the office, and flexible hours. Each organization, based upon its culture and capabilities, will set different policies with various levels of flexibility. The most important thing to consider is to create this structure with parity across age levels with an understanding of the needs of your employees. For instance, some nonprofits might wish to establish a fixed number of hours worked each day within a specific time frame such as 8:00am through 7:00pm—with limits on the number of days an employee can work from home.

4. Communicate Openly About Generational Differences– Include this topic on the agenda of one of your staff meetings, inviting everyone to share their viewpoints and perspectives. For instance, a common issue in multigenerational organizations centers around attitudes toward change—with older workers often threatened that they might lose their status or even their jobs. Traditionalists and Boomers have been exposed to a more structured and “top down” work culture where “information is power” while Millennials tend to value transparency and open access to information that previously would have been only available to senior staff.

5. Nothing is Perfect– As with everything else, there is no “one size fits all” strategy in managing a multigenerational workplace. The best approach is a willingness to listen to the ideas and needs of staff, to be open to new ways of thinking and doing, and to understand that the wide range of talents and values that come along with a diverse workforce can be of immeasurable benefit to any organization. From Millennials who passionately seek to make a difference in the world to Boomers and Traditionalists who value prestige, position, and money—there is no “right or wrong” in what motivates people.

Enjoyed reading this? Join us for more AFP-NYC Educational Programs at

FUNDRAISING DAY IN NYC

Friday, June 22, 2018, Marriott Marquis, NYC

By Gary Laermer, AFP-NYC President

One definition of networking is to interact with other people to exchange information and develop contacts, especially to further one's career.  I prefer to think of networking as an exchange of ideas and information to advance an entire profession.

That’s what I see as the role of AFP in New York City.  Together as a group, we have the chance to celebrate the extraordinary work we perform each day, the people our efforts help, the societal issues we help to address and the extraordinary missions we work to support.

Our profession represents the special connection between the generous donors who want to make our city, country and our world a better place, and the organizations that are committed to achieving the change a donor seeks.

Our Chapter’s schedule of professional advancement sessions, hosted webinar lunches, young professional events, member only events, and of course Fundraising Day in New York, are designed to support philanthropy professionals at all stages of their careers and they have one common thread:  we provide the opportunities that help to define our profession’s capacity to effect positive change in society and for the organizations for which we work.

AFP networking and educational events are so much more than just to exchange information for one’s career; we network for a much greater purpose.  Certainly, you can never tell how a chance meeting can help advance your own career, but your participation in AFP programs advances all that we stand and strive for. Thank you for being engaged is such important work.