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.

Becoming a Certified Fund Raising Executive (CFRE) is one of the highest levels of certification a fundraising professional can achieve. Fundraising professionals must demonstrate their ability to raise funds in the sector, participate in 80 hours of continuing education over the previous five years and pass a 200-question exam in order to be designated a CFRE.

We are proud to recognize our members who recently became CFREs:

Leslie Weber of New York, NY
Jennifer Stokum of Red Hook, NY

We congratulate them on a job well done! April 15 is the next deadline to submit your CFRE application.

More information about becoming a CFRE is available at www.cfre.org.

By President-Elect Steven G. Jacobson

When I left the corporate world back in the mid-80’s (yes, I’m old), I started a computer consulting company with a friend of mine.  It seemed like the thing to do, given that businesses were hungry for PCs, computer networks and the latest software.  One of my first clients was NYU Medical Center and one of my first projects was to help them select and implement a new fundraising system.  I remember researching a lot of options – the old fashioned way, by perusing the ads in the back pages of nonprofit trade magazines.  Back then, who knew that there were actually publications for nonprofits?

I quickly found out that fundraising was complicated business.  Matching gifts, soft credits, donor clubs, restricted funds, irregular pledge schedules, tax deductibility. And the software had to do it all.  I was hooked!  Fast forward 30 years later and the systems have gotten so much more sophisticated.  So much so in fact, that they are no longer fundraising or donor management systems, they are Constituent Relationship Management (CRM) systems.  And why is that?  Because fundraising is all about relationships.

And relationships are what AFP is all about.  I’ve been a member since 1992 (I have my 25-year pin to prove it!) and have valued my AFP experience on a number of levels. I’ve learned so much through educational opportunities, especially those that our AFP-NYC chapter presents through our Professional Advancement series.  I’ve learned so much from our chapter’s signature event, Fundraising Day in New York.  But, while AFP has empowered me with so much knowledge, the value for me still comes back to relationships. 

I’ve met so many great people: fundraisers, event planners, planned giving specialists, capital campaign consultants.  So many interesting and dedicated professionals. There’s a camaraderie amongst our chapter’s members that’s palpable yet hard to define. Perhaps it’s due to everyone having a shared and noble passion.  Perhaps it’s the shared bond of doing what we do, when others don’t quite “get” it. Perhaps it’s the dedication to make our chapter the best that it can be.  Perhaps it’s a combination of this – and more – that makes it so special.

As a member of the AFP-NYC Executive Committee and Board, I encourage you to join me in becoming more involved.  Whether it’s attending one of our great Professional Advancement programs or volunteering for Fundraising Day, you can’t go wrong. I look forward to talking with you at one of our next events!

By Jill M. Scibilia, CFRE -- AFP-NYC Secretary

My first fundraising experience was selling stuff—stuff that offered immediate, tangible benefits to the buyer.  First it was Girl Scout Cookies.  Then it was the Toblerone chocolate bars I sold for French club in high school.  My best customers: physics class, third period. 

I did not seek fundraising as a profession.  What hooked me was a stint volunteering at an organization I supported.  I worked the phone bank and had the opportunity to speak to volunteers who cared about the mission and who were prepared to do something about it.  This inspired me to pursue fundraising as a career. Fast-forward 16 years and there is nothing I enjoy more than engaging with people who share the goals of the organization I serve professionally and those organizations I serve as a volunteer including AFP.

I no longer sell chocolate bars (or even Girl Scout Cookies—though I do work for the Girl Scouts. Girls sell the cookies).  When I think about it, I am still offering a product. And it is a product that has benefits and a great deal of good attached to it.  As fundraisers, the product we offer people is the opportunity to make a difference. We facilitate this opportunity for them.  Through their support, our donors make a difference to our missions.  We know this makes a difference to them, too.  When a donor thanks us for giving her the opportunity to give, it feels magical. 

As fundraisers we know it is not magical.  We know the time we need to invest to build meaningful, lasting relationships with donors.  We also know that even when we invest this time, it doesn’t always work the way we wish or in the time we wish.  If only we could predict the optimal timing for our asks as easily my third period physics class when the chocolate bars I offered got my customers through the last period before lunch.

AFP understands this.  And AFP understands fundraisers.  Since I have joined AFP, it has helped me to do my job better; it has helped me to become a more effective volunteer and most importantly, it has connected me with some of the most incredible people on the planet—people like you who are making a difference every day.   

As a member of AFP-NYC’s Board and Executive Committee, I am committed to amplifying the difference we all make as fundraisers every day.  This impact is tangible, and it offers benefits to countless people and causes across our city every day. 

I hope to see you at an AFP professional advancement event this spring or at Fundraising Day on June 22^nd.  Thank you for the work you do to make New York City a better place.

Fundraising Day in New York -- June 22, 2018

Fundraising Day in New York -- June 22, 2018

Portfolios, Prospect Pipelines, and Moves Management – Oh My!

3:45p – 5:00p

Michael Delzotti, CFRE, CSPG
Martha H. Schumacher, CFRE, ACFRE, MInstF

Is your Major Gifts fundraising stalled or stagnant? Or are you launching a Major Gifts program for the first time?

Building (or jump-starting) a successful Major Gifts program means implementing equal parts art and science. The art of Major Gifts is individually tailored relationship building. The science is the methodology used to build those relationships. Attend this hands-on session to learn proven methods that will lay the groundwork for building major donor relationships that last!

Every day, staff and volunteers across the country and around the world have conversations with donors and donor prospects about making major, principal and mega gift philanthropic investments. Depending on your organization’s mission needs and fundraising program maturity, how you define a “major” gift depends on your organization’s mission needs, fundraising program maturity, and budget size.

Whether you work for a major university on a large advancement team, a small social service organization with one full-time development staffer (that’s you!), or a mid-sized advocacy group with limited fundraising resources, this Fundraising Day in New York session is for you.

Seasoned presenters Mike and Martha will lead a fast-paced and interactive workshop. Michael Delzotti, CFRE, CSPG, is the President & CEO, University of Kentucky Markey Cancer Foundation and AFP International Executive Committee member, and Martha H. Schumacher, CFRE, ACFRE, MInstF, is the President of Hazen and HILT and AFP International Chair-Elect.

Philanthropic thought leaders who have closed hundreds of major, principal, and mega gifts, Martha and Mike will guide you through their moves management worksheet, portfolio principles, and pipeline tip sheet. They will show you how to: simplify your portfolio assessment with three key criteria, rate and rank your major donors and major donor prospects for maximum effect, and drive your moves management activities forward using the CAR© model.

Join Mike and Martha to get the tools and tactics you need to grow your Major Gifts for maximum success!

By Susan Fields, CFRE

Based upon the Giving USA 2016 Report, corporate philanthropy for 2015 reached $18.45 billion—an increase of 3.95% from the previous year. Of course, the big question remains—how can your organization connect with one or more of these companies to obtain a piece of those resources in the coming year? Because most corporations and large businesses are multifaceted, navigating their complex structure can feel like standing outside Fort Knox figuring out how to get inside. It is for this reason that the Panel of Experts at this informative AFP NYC Educational Program provided ten key strategies and ideas to bring your organization closer to tapping into corporate resources:

1. Put yourself in a “business state of mind.”Fundraising from corporations is fundamentally different than seeking funds from individuals and family foundations. Because the primary goal of corporate philanthropy is to promote their brand in the community,  there will almost always be a quid pro quo in terms of what they will gain from their affiliation with your organization.
    
2. Target your audience.  Make a list of corporations in your community. Search for prospects through business directories and websites. Include those with local headquarters or branches as well as utilities and high profile local sports teams. Keep your eye out for prospects on “donor walls” and annual reports of nonprofits in your area.
    
3. Determine in advance the type of support you are seeking. Corporate contributions and partnerships can take many forms—financial support, furniture and equipment, meeting or event space, employee volunteer support, cause related marketing, Matching Gifts, and event Sponsorshipsand/or ticket purchases for your gala or golf classic.
    
4. Research, research, research.  Learn about the corporations on your list through reading the information on their websites or utilizing the various resources on the web such as NOZA, The Foundation Center, and Guidestar. Most large companies do their giving through special programs (Matching Gifts, Sponsorships, etc.) or via their own foundation.
    
5. Find an insider to advocate for you.Distribute your list of potential supporters to your Board of Directors, staff members, volunteers, and other constituents for possible connections within these companies or others you have not included.
    
6. Network in the community. Become active in organizations such as the local Chamber of Commerce and Rotary Club. Attending events, joining committees, and speaking at luncheons can put you in contact with a wide range of corporate and business executives.
    
7. Prepare your proposal.  Most usually you will be asked to fill out an online application—while other companies will request a query followed by a personal meeting. Be clear and concise regarding the type of support you are seeking, why your organization is a good fit with their priorities, and how their company will benefit.
    
8. If the answer is “no”, discuss obtaining another form of support through their company as a means of maintaining a connection which could later result in financial support.
    
9. If the answer is “yes”,  make regular contact with the funder to remind them how their generosity is impacting the people that you serve as well as the publicity they are receiving as a result of their partnership with your organization.
    
10. Remember!There is a great deal of competition for corporate dollars. Focus on how your nonprofit stands out and how it fits their funding goals. Don’t rule out approaching smaller businesses for event sponsorships, journal pages, and in-kind contributions to gain a presence in the business community in your area.

Susan J. Fields, CFRE, has worked in the nonprofit sector for 22 years. A former English teacher, she worked in the major gifts department of the United Jewish Appeal and later served as Director of Institutional Advancement at Holy Cross High School in Flushing, Queens. Susan is currently a communications consultant to nonprofit organizations.

By Susan Fields, CFRE

AFP-NYC EDUCATIONAL PROGRAM
February 8, 2018, Scandinavia House, New York City

Cultivation and Stewardship are the two most important Donor Relations processes in the field of fundraising and development. While Cultivation is the process of building and growing relationships with potential and existing donors, Stewardship is the series of actions and communications that take place after a gift is pledged or received. On many occasions these two concepts overlap—but it is important for fundraisers to recognize the nuances between both activities in order to maximize recruitment, as well as maintain and upgrade existing donors.  

This lively AFP-NYC panel discussion, moderated by Gary Weinberg, President of DM Pros, highlighted the following actionable takeaways for Donor Cultivation and Gift Stewardship:

1.         Personalize acknowledgement letters!  Studies have shown that donors prefer letters that acknowledge how the gift will be used. Handwritten notes at the bottom of a letter or crossing out the formal salutation and adding the supporter’s name or nickname go a long way in making the donor feel special. Most importantly, avoid communications that sound overly businesslike or transactional.

2.         Timeliness is Critical! Nothing turns off a donor more than getting an acknowledgement letter a month or more after the gift was made. Return all email, phone, and written communications within 24 hours. The only exception would be over holidays and vacations unless you intend to do this consistently during the entire relationship with the donor. It’s all about professionalism and courtesy!

3.         Immerse in the Mission. Donors are motivated by “hands on” experiences such as meeting the recipients of your organization’s services. For instance, a nonprofit that provides eye surgery for children in Tanzania might fly selected donors and prospects to the local village to meet the doctor, and possibly even witness the procedure.

4.         Get to know your volunteers! Hold a special recognition event and stand by the door so that you can greet everyone that enters and leaves. Although volunteers often make annual gifts, they are also great prospects for increased lifetime giving and legacy gifts. Of course, don’t forget your Board of Directors or equivalent top leadership—as they are often the most apt to give leadership gifts.

5.         Leverage Colleagues! Use the experts at your fingertips to meet with, thank, and motivate donors and prospects. Include anyone who works for your organization who has something positive to share—senior staff, program directors, staff with a long or interesting track record, and peer workers.

6.         Share information creatively! Create a file of collected materials about the problem your nonprofit is seeking to solve and share it on an ad hoc basis with your donors and prospects. This might include articles or clippings about relevant topics or developments, books, videos, TedTalks, as well blogs and websites.

7.         Send birthday cards. Older donors in particular love them, and will often respond with a note or a phone call. Other landmark dates may also be important to commemorate such as anniversaries or holidays. Mark actuarial birthdays if you issue gift annuities. If you don’t already have this type of information in your database, make it a project to do so.

8.         Don’t forget event supporters. Send timely follow-up acknowledgements to all attendees and donors heralding the success of the event and how the funds will impact your organization’s cause. Prioritize your top five to ten donors/sponsors with a personalized note, email, or phone call the day after the event to acknowledge their generosity. Providing pictures (that include the donor) as well as press coverage is also a big motivator for future generosity.

9.          Target donors that would benefit from micro-stewardship. Through analyzing their giving style and behaviors, develop a personalized journey map with the intention of moving their giving to a top level. For instance, an elderly donor who has given to your organization faithfully for a decade might be an excellent prospect for a sizable bequest. A regular sponsor to your annual gala which raises funds for scholarship might be a prospect for a large endowment gift for the same purpose.

10.     Listen to your donors. Sometimes fundraisers are so intent on talking about their organization that they fail to learn about the interests and needs of their supporters. Ask leading questions, and donors and prospects will share tons about themselves if you give them the time. The more they share, the more likely they will feel good about the encounter as well as your organization, and the more information you will have to cultivate their next gift!

You can download the presentation here. If you found the information in this article to be of value, consider attending the next AFP-NYC Educational Program Managing Your Fundraising Team, on Thursday morning, March 15^th.

By Craig Shelley, CFRE

Like many of you I fell into this career.  I didn’t grow up thinking I wanted to be a fundraiser, nonprofit leader or consultant on either topic.  I’m pretty sure I wanted to be a cowboy.  Or maybe a lawyer.  But as I reflect back on the nearly 20-years I’ve been doing this work I can’t imagine I could have found a more fulfilling career.  Fundraising and nonprofit management make our world a better place.  We facilitate people who care investing funds that make so many things possible in our society from feeding and housing the hungry, to improving education, to ensuring art and culture remain a vibrant part of our lives.  None of this happens without fundraisers which is why I am so proud and grateful to be one.

As a member of our Chapter’s Executive Committee, and of New York City’s fundraising community, it is important to me that the Association of Fundraising Professionals New York City Chapter recognizes and promotes our profession commensurate with the value it has in our community.  We have long been a place for fundraisers to gather to exchange ideas and for camaraderie.  We’re eager to aggressively double down on and expand these purposes.

In the year ahead, I am optimistic you will see our chapter:

-          Actively participate in the dialogue and thought leadership that shapes our profession and our sector.  The best and brightest nonprofit leaders and fundraisers call our chapter home and the chapter should be a microphone through which our talented community finds and amplifies its voice.

-          Provide professional development opportunities that continue to be not just on the leading edge but defining it.  We’re eager to maintain the high quality of these sessions and expand the audience of those who benefit from these opportunities.

-          Be a place where members can commiserate, exchange ideas and make lifelong friends.  Let’s face it, we’ve chosen a commonly misunderstood profession where hearing “no” is more common than “yes”.  It can be a bit lonely and discouraging.  The chapter should facilitate forming these important relationships all of us value and need within the profession.

I look forward to working with you to accomplish these and other goals in the year ahead.  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 Derek Rogers

It’s happened to all of us – suddenly you’re responsible for a new major giving portfolio! It can happen when your colleague resigns unexpectedly or when you start a new job. With the average fundraiser staying on the job 16 months or less, it’s more and more likely that you’ll face the daunting task of managing a new portfolio of dozens to hundreds of individuals you don’t know.

Where do you begin? Here are 5 questions to ask yourself, and some accompanying suggestions to help you navigate and prioritize your new portfolio:

1.     Who are the donors who gave most recently?

Focus your initial portfolio management efforts on donors who gave most recently. A personalized thank you call, email, or handwritten note are classic stewardship practices, but also an important way to introduce yourself and open the door to getting to know current supporters better.

In your outreach, offer to meet them in-person or by phone to formally introduce yourself, learn more about their interest in your mission, and create a personal connection. You may even ask them about their past giving experience with the organization, so you can gain insights into what has or hasn’t worked well in the past. 

2.     Which individuals are slated for an ask in the next three months?

Analyze your portfolio to determine who the former portfolio manager planned to solicit within the next three months. Pore over these prospects with your Chief Executive Officer, Chief Development Officer, board members, Development Committee members, or other key stakeholders who have relationships with the prospects. They can help you to determine the most appropriate path to an ask, and whether the 3-month timeline is still realistic. Don’t be surprised if some of these prospects need additional cultivation and relationship-building before an ask can be made.

3.     Are there pending asks requiring follow up?

Review your portfolio to determine which prospects were asked, but did not formally pledge or decline. You may have many pending asks, depending on the size of your portfolio. Prioritize your follow-up by identifying prospects who were asked most recently, have the highest probability of giving, and have the highest capacity. Online tools like iWavecan assist you in determining a prospect’s net worth. Follow up with each prospect with a friendly introduction and an offer to meet with them to discuss their proposal or ask.

4.     Who are your largest donors from the past 2-3 years? Who has given annually for the past 2-3 years?

Identify donors who give the largest gifts, as well as those who give on a regular basis or have given consistently for the past few years. Give them a call or send them a handwritten note to thank them for their ongoing support and learn more about their interest in your mission. Ask probing questions about their giving experience, and ask them for their thoughts on your organization’s latest work and milestones. Through this stewardship, you can gather insights about how to appropriately cultivate these donors for a renewed or upgraded gift in the future.

5.     Are there donors who require serious attention or had a negative giving experience?

Partner with your Chief Executive Officer and development team to identify donors who may require personal outreach to remedy a negative giving experience or deteriorating relationship with your organization. Leverage your newness to the situation by serving as a sounding board for the donor at an in-person meeting. Create a comfortable setting for the donor to express their dissatisfaction, and use their feedback to identify a path to recover the relationship, and hopefully renew their support in the future.

While it can seem overwhelming at first, receiving a portfolio of new donors doesn’t have to be when you ask yourself these 5 key questions. It is possible to take on your new portfolio strategically and intentionally. Good luck!

Derek John Rogers is a Senior Associate Director at Orr Associates, Inc. (OAI). OAI leverages top talent and innovative technologies to help nonprofits grow and diversify revenue.