Chapter Leadership Brief 10.04.24

by David Munshine
President & CEO, The Munshine Group
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We at The Munshine Group are already looking forward to Fundraising Day in New York 2025, while still taking inspiration from the interesting ideas and exchanges from FRDNY 2024, where we were Thought Leadership Sponsors of the June 14th event.

Chances are you know the saying to never doubt that a small group of thoughtful, committed individuals can change the world.  Well, the more than 1,000 fundraising pros who turned out for FRDNY '24 were a pretty sizable group, and left us with no doubt that our shared field of philanthropy is changing the world!  People are at the heart of what we all do, and finding the best people to carry out our vital work is never easy – and for many organizations it is a growing challenge.  But, by listening, learning and sharing, there are answers to be found.

I led a roundtable focused on building a winning team, and the most effective methods of recruiting fundraising talent.  Specifically, I looked to engage others in a robust discussion about how to define and nurture an organizational culture that naturally attracts and supports diverse fundraising talent, and for the roundtable participants to share what’s worked for them.

Among the many key takeaways from the day’s speakers and sessions, particularly the talent roundtable I led, one issue is at the top, both alphabetically and top-of-mind.

AI.  Artificial Intelligence.

In our work and in life in general, we’ve all been learning, thinking and talking about artificial intelligence. In the workplace, including the nonprofit sector, we discussed how AI and technology are increasingly essential tools in recruitment. 

Among the positives noted is the fact that AI-powered tools such as applicant tracking systems (ATS) can help streamline the hiring process and make it easier to sift through large volumes of resumes.  Data-driven recruitment strategies can help reduce biases and increase diversity by focusing on objective qualifications and potential rather than just background.  However, some concerns have been raised that these tools can, themselves, have built-in bias.

While many participants did not have much direct experience with these tools at their own organizations, they felt it is only a matter of time, and were cautiously optimistic the technology will quickly improve to overcome concerns about bias.  It was noted that as the tools become more powerful, they could increase their ability to scour the internet for potentially disqualifying information, including old social media posts, that are problematic in an age of so-called “cancel culture.”

While AI was front and center, other issues got plenty of attention.  Sticking with those ABC’s,

Building an Organizational Culture That Attracts Talent.  There’s no question culture is a significant factor in attracting and retaining fundraising talent, and that organizations with a strong, inclusive culture naturally draw diverse and qualified candidates.  It’s therefore vital that an environment be created and maintained where new hires feel supported, valued and able to grow professionally.  Participants shared how their organizations foster inclusivity and provide mentoring to ensure new hires feel welcomed and aligned with the mission, setting the foundation for retaining that talent.

Cultivating Diversity in Hiring Practices.  Participants shared that prioritizing Diversity, Equity, Inclusion and Belonging (DEIB) is essential in nonprofit recruitment, but remains an ongoing challenge.  Clearly, DEIB is not just about checking boxes.  Rather, it is about ensuring that a wide range of perspectives and backgrounds are represented.  Successful strategies to meet those challenges include blind resume reviews, clear diversity goals, and specific outreach efforts to underrepresented groups.  Participants talked about how diverse teams improve innovation and fundraising efforts by bringing different viewpoints, particularly when engaging with diverse donor bases.

Along with those three major areas of discussion, other related topics emerged.  Participants focused on how to incorporate DEIB into recruitment, keeping its principles integrated into every stage of the search process and onboarding.  It was noted that referrals and word-of-mouth are common in fundraising recruitment, but intentional efforts need to be made to diversify these networks so that the same old ones don’t just keep reinforcing themselves.  One idea mentioned was the establishment of DEIB-focused committees to guide the hiring process, ensuring that recruitment aligns with equity goals.  It’s also crucial to emphasize how onboarding is carried out, looking to ensure that new hires, especially those from underrepresented groups, stick with the organization.  Among strategies discussed were buddy systems, frequent feedback loops, and methods allowing for anonymous feedback.

In the end, the roundtable came down to the spirit of the day itself – learning from each other – particularly when it comes to effective recruitment strategies.  A meaningful discussion such as we had is a powerful way to learn from other professionals and organizations about both successes and challenges.  Peer learning and mentorship help organizations adopt best practices, and organizations that invest in their employees’ growth see higher retention rates and stronger, more bonded teams.

That kind of learning, fostered by AFP-NYC and FRDNY, is exactly the type of continuous professional development that is a major factor in attracting and retaining fundraising talent.  Until next FRDNY, let’s keep the conversation going!

David Munshine is a no-nonsense strategist and leader in transformational fundraising, communications,  and nonprofit management. After noteworthy achievements as a development, associate, and executive director in the education and health sectors, David has been consulting since 2001. Since 2013, The Munshine Group has worked with some 200 charities spanning every nonprofit sector, ranging from new initiatives to large, complex health systems and universities. David’s energy is matched only by his passion for creating positive change. David received his bachelor’s degree in public administration from John Jay College of Criminal Justice. He is an active community member, having served as Trustee and Vice Chair of the Camp Nejeda Foundation and as a trustee of the New Jersey Chapter of the Association of Fundraising Professionals, where he chaired the 2021 Conference on Philanthropy. David is a current trustee of the New Jersey Hall of Fame.

Chapter Leadership Brief 10.04.24

By: Mike Esposito, CFRE
AFP-NYC’s Sponsorship Chair, Emerging Leaders Co-Chair, Nominating Committee Member, and Cohort 2 Mentor

Our Committee’s Role and Purpose

The Emerging Leaders Committee (ELC) of AFP-NYC exists to amplify the voices and potential of those newer to the sector, regardless of age, by providing mentorship, creating opportunities for learning, and fostering a strong sense of community. As Co-Chair, alongside of Brently Winstead, I’ve had the privilege of witnessing the continued impact of ELC on the fundraising profession this year.

We act as a platform for professional development and a connector within AFP’s broader organization. Members are encouraged to join other subcommittees within AFP-NYC, facilitating collaboration across key areas such as Government Relations, Professional Advancement, Mentorship, Sponsorship, IDEA (Inclusion, Diversity, Equity, and Access), and more. Each liaison plays a crucial role in ensuring the fresh perspectives of emerging leaders are heard and considered in shaping AFP-NYC’s future initiatives.

Pictured Above: ELC Members Attending Fundraising Day 2024

In addition, we organize and host one to two events each year that aim to raise funds for the AFP-NYC chapter, educate the sector on emerging trends, and bring fundraising professionals together. In the past, we’ve hosted networking events, in-person panel discussions, and online webinars on topics ranging from donor-advised funds (DAFs) to crypto giving.

How We’ve Innovated Throughout 2024

This year, our focus has been on deepening relationships, both among our committee members and within the larger AFP community. As the fundraising landscape evolves, we recognize the need for fundraisers—especially those early in their careers—to have a strong network to rely on. To that end, we implemented several new strategies aimed at building a thriving community:

• Monthly 1:1s Among Committee Members: Understanding the importance of mentorship and peer support, we introduced optional monthly 1:1 meetings to give members a space to connect, share experiences, and exchange ideas. These conversations foster meaningful relationships that often extend beyond the committee. Members can choose to meet virtually or in person for their paired 1:1, and because the meetings are optional, there’s no pressure to meet every month. A special thanks to Helena Ayan for expertly organizing these meetings each month!
   
• Anonymous Support Form: We established an anonymous support form where members can ask questions or seek advice on any professional challenge they’re facing. This initiative has fostered open and honest dialogue while allowing the collective wisdom of the committee to address a variety of topics. At each monthly meeting, we review any support questions submitted that month, read them aloud to the group, and provide real-time advice. If no questions were submitted, we invite members to share a challenge they faced earlier that week or even that day.
   
• Increased In-Person Engagement: Virtual meetings are convenient for our members in New Jersey, across the five boroughs, and on Long Island, but they often lack the deeper connection that in-person interactions provide. In response, we’ve increased the number of in-person gatherings. Many of these meetings are hosted at members’ offices after work, frequently complemented by pizza and snacks. These events offer a relaxed setting for members to build stronger personal relationships. Occasionally, we invite guest speakers to share their work and experiences with the committee. Past speakers have included development professionals from organizations like Planned Parenthood, and in the coming weeks, we’ll hear from the Executive Director and Founder of a newly established nonprofit.
   
• Increased Conference and Scholarship Updates: We’ve also increased the frequency of updates related to AFP conferences, scholarships, and learning opportunities. By keeping members informed of these resources, we empower them to take their professional growth into their own hands. This year, we’ve seen increased attendance at conferences like Fundraising Day New York, AFP Global’s ICON conference, AFP LEAD, and chapter-led events.

Pictured Above: Closing Keynote Speaker Phyllis Webstad, Founder of Orange Shirt Day, Presenting at AFP ICON 2024 in Toronto

Looking to the Future: Goals and Aspirations

As we look ahead, the Emerging Leaders Committee remains committed to supporting the next wave of fundraising professionals. Our goals for the coming year include enhancing our educational event by planning earlier in the year, continuing to host a targeted networking event in the spring, and initiating sponsorship efforts in the fall to set the stage for 2025.

Moreover, we aim to build on our current momentum by increasing the visibility of our members’ contributions. By amplifying their successes and leadership, we hope to inspire others to get involved with AFP-NYC, join the ELC, and strengthen the community as a whole.

Through these initiatives, we believe the ELC will continue to grow and innovate, not only within AFP-NYC but across the entire nonprofit sector. The world of fundraising is always evolving, and with the right support, guidance, and resources, the next generation of leaders will rise to meet the challenges ahead.

For more information about the Emerging Leaders Committee and how to get involved, contact the AFP-NYC office at admin@nycafp.org

Mike Esposito, CFRE, is a dedicated nonprofit fundraising professional with nearly a decade of experience in developing innovative strategies for mission-driven organizations. As the founder of Mike Esposito, CFRE LLC, he partners with small to mid-sized nonprofits to enhance their fundraising efforts through tailored solutions, including major gift strategies, comprehensive campaigns, and donor stewardship initiatives. In his role as Co-Chair of AFP-NYC’s Emerging Leaders Committee alongside Brently Winstead, Mike has been instrumental in nurturing the growth and development of emerging leaders in the fundraising field. He also serves on the Board of Directors of ParaCliffHangers, a nonprofit committed to making climbing accessible to everyone, regardless of ability.

Chapter Leadership Brief 9.20.24

By Lynsie Slachetka, Founder & CEO
aJuxt Media Group

Did you attend the 2024 FRDNY conference? If you did, you likely saw or interacted with marketing or social media specifically targeting fundraising individuals in New York City who were likely to attend. For the past two years, aJuxt Media Group worked with AFP-NYC to ensure packed Fundraising Day NY Events and I’m here to tell you how we did it.

The short answer is digital advertising. The long answer, well, is long. Digital ads are just one piece of your sales funnel. The base of the funnel must be strong and intact for it to be useful.

A Trustworthy Foundation

Before donors are going to purchase an event ticket, they first have to learn about and trust your organization. This is where having strong brand messaging is vital and evident in all your marketing materials, from website to brochures to social media profiles. Having a well-maintained, responsive website with event landing pages is key to completing event conversions. A slow load time is all it takes to make your carefully planned advertising ineffective. Forty-seven percent of website users will not wait more than 2 seconds for a website to load. Once on your website, users form an opinion about your site in 0.5 seconds. You read that right! Your website has less than a second to capture a user’s attention.

Close to 90% of buyers report being influenced by social media content. And 75% of B2B buyers look at social media before making a purchase. As your sales funnel begins to make an impression on potential event attendees, your social media pages should be reinforcing your organization’s mission, sharing testimonials, and providing event information.

Smart Audience Targeting Delivers Results

Digital ads are worthless without accurate and informed audience targeting. While certain social media platforms allow you to target ads based on your existing users or followers, this assumes that your current users are spot-on and the exact audience you want to reach. Rarely, if ever, is this true.

Over the Top (OTT), Pay Per Click (PPC) and Display digital ad campaigns often fall victim to prioritizing quantity over quality leads. Targeting can become more expensive the more you define an audience, which can lead to ad vendors opting for broader targeting/cheaper clicks, which may result in clicks but not registration conversions. For aJuxt clients, we opt for fewer clicks from highly-qualified potential attendees that are much more likely to convert.

Drive Event Attendance with Digital Ads

Recently, aJuxt helped promote an event for a nonprofit client. Using a digital ad campaign with display ads, OTT and PPC that targeted specific job titles and industry topics, aJuxt delivered a nonprofit client 13,000 website sessions that led to 225 direct registration conversions. To put this in perspective, the average conversion rate for B2B events is 2-5% and this campaign delivered close to a 25% conversion rate.

It’s worth noting that within any digital campaign retargeting is key. As potential attendees begin to see and engage with your media, retargeting ensures that they are reminded of their interest and provided additional opportunities to learn more and purchase tickets.

Once you have secured your attendees, everything mentioned above, plus branded emails, blogs and more, keep your donors loyal to your organization and ready to be rallied for your next event.

Smart Marketers Know When To Outsource

Now is a great time to check in with your internal marketing staff. Many nonprofit marketing departments are asked to be experts on all things marketing, branding and advertising. This isn’t always feasible with limited personnel resources. Identifying areas where partnering with an agency would be the most productive, is an excellent way to utilize a media agency.

Before you balk at the potential cost, many firms like aJuxt Media Group offer an a la carte menu of services allowing you to outsource a portion of your workload—social media marketing, digital ad buying, event planning—freeing up your staff to give the remaining projects the attention they deserve.

The clichés are true: practice does make perfect and time is money. If an agency can identify your target audience and launch an outreach campaign in half the time it would take you, that’s a savings you can’t afford to pass up.

To learn how aJuxt Media Group can help you drive attendance to your next event, check us out on LinkedIn or online at aJuxt.com.

Lynsie is an adventurous audience development specialist, social media strategist and integrated marketing professional whose motto is to keep it “Targeted, Focused, and Strategic. Then the brand story can be heard.” Lynsie is known for diving into analytics and finding the hidden egg that unlocks authentic brand audience engagement.

Lynsie’s career in communications spans over a decade. She has extensive knowledge in digital advertising, search engine optimization, social media management, and  brand reputation management. Lynsie worked for Hearst Digital Media Services and was co-owner of a Tallahassee-based marketing agency, Voxy Media Group, before stepping away for new ventures. She’s a Midwestern gal with a heart for the world. Lynsie loves communications—the art of effective advertising. She also loves her kids, hubby, kayaking and exploring.

Chapter Leadership Brief 9.20.24

By Margaret Holman
President, Holman Consulting

In today’s competitive nonprofit landscape, organizations must be strategic and collaborative in their fundraising efforts. The partnership between the board, CEO and fundraising team is not just nice to have; it is essential for long-term success.

When these three entities work together as a unified front, the results can be transformative. This partnership allows your organization to leverage the unique strengths of each entity, creating a more comprehensive and effective strategy.

How do successful fundraising organizations achieve this? By establishing a collaborative and strategic partnership that includes the following three entities:

The Fundraising Team: The Architects of Philanthropic Success

A successful fundraising team understands that their role goes beyond simply asking for money. They are relationship builders, storytellers, and strategists who work to align donor interests with the organization’s needs. For the fundraising team to be effective, they need the full support and involvement of both the board and the CEO. This means regular communication, collaboration, and a shared commitment to the organization’s fundraising goals. The fundraising team can provide valuable insights into donor behavior and preferences, helping the board and CEO tailor their approaches to different donor segments.

In addition to their external-facing roles, effective fundraisers also play a key part in internal education and advocacy. They help board members and the CEO understand the nuances of fundraising , such as the importance of donor stewardship, the role of data and analytics in strategy development, and the need for a diversified fundraising portfolio.

The CEO: The Face and Voice of the Organization

The CEO is the face of the organization, embodying its values and vision. This role is crucial in fundraising, where trust and credibility are paramount. Donors want to know their contributions are being used effectively and that the organization is led by someone who is both enthusiastic and capable.

In fundraising, the CEO plays a multifaceted role. They are often involved in major gift solicitations, where their presence can signal the importance of a potential donation. But all CEOs are not comfortable in this role. They should work closely with the professional fundraiser to feel confident during the cultivation and solicitation of prospects. In my nearly 50 years of working with CEOs, I’ve found the most effective way to train a CEO in the art of fundraising, is to role play each meeting with a prospect. It’s the fundraiser’s job to arrange for a hesitant CEO to have a successful solicitation, as the more successes they have, the more willing they are to meet and make the ask with prospects and donors.

Another critical aspect of the CEO’s role in fundraising is setting the tone for the organization’s culture of philanthropy. The CEO must lead by example, demonstrating a commitment to fundraising and encouraging a collaborative approach across the organization. This includes working with the board and fundraising team to align efforts and ensure everyone is working towards the same goals.

The Role of the Board: Guardians of the Mission and Ambassadors of Fundraising

As we all know, the board should provide strategic oversight, ensure fiscal responsibility, and sets the tone for the organization’s culture. However, the board’s role doesn’t stop at governance; it extends deeply into the realm of fundraising.

Board members are uniquely positioned to be ambassadors for your organization. They often have extensive networks and can leverage their connections to open doors that might otherwise remain closed. Beyond introductions, board members can also play a crucial role in stewarding relationships with existing donors, ensuring they feel valued and engaged.

However, for board members to be effective in their fundraising role, they need to be fully committed and equipped with the right tools and knowledge. Not all board members will be suited for solicitations, but all board members should be involved with stewardship of donors by a willingness to simply handwrite thank you notes to donors. Those who have the skills and want to be part of the solicitation process, should be paired with the CEO or a member of the fundraising team. Needless to say, these board members should receive ongoing training and support to help them feel confident in their fundraising responsibilities.

Conclusion

A strong partnership between the board, CEO, and fundraisers fosters a culture of philanthropy that permeates the entire organization. When fundraising is seen as a shared responsibility, everyone – from staff to volunteers – becomes invested in the organization’s financial health and sustainability. This partnership is a powerful force that drives fundraising results, supports the organization’s mission, and ensures its sustainability for years to come.

Margaret M. Holman serves on the Board of Directors for the New York City Chapter of the Association of Fundraising Professionals. She is currently president of Holman Consulting founded in 1991 and was previously Senior Director of Development and Communications at the American Society for the Prevention of Cruelty to Animals (ASPCA). Margaret has also held fundraising leadership roles at the American Academy of Dramatic Arts, CARE, Barnard, and Eskaton Monterey Hospital.

Chapter Leadership Brief 9.6.24

by Eric Pannese
Chief Product and Technology Officer, Classy
 

Introducing Classy's Intelligent Ask Amounts

With AI tools gaining traction in the for-profit sector, there’s growing interest in the potential for leveraging AI tools in the nonprofit space to advance fundraising and relationship-building with supporters.

While generative AI, such as ChatGPT, has garnered significant attention, other forms of AI, like machine learning, also present a substantial opportunity for fundraisers. They can facilitate personalized asks, predict donor behavior, and offer tailored fundraising strategies for each donor.

As a first innovation to that end, Classy, a comprehensive fundraising platform, built Intelligent Ask Amounts. This new feature uses machine learning to provide a real-time, personalized ask amount for every donor who arrives on your donation forms, so you can run giving campaigns that convert better and raise more.

Intelligent Ask Amounts analyzes a donor’s giving history, predicts what they’re most likely to give, and provides an ask amount tailored to that donor. This empowers you to personalize asks for every visitor landing on your donation pages, aligning with their specific giving history and characteristics.
 

Personalized Asks for Every Visitor

Imagine you have a donor named James. Last year, James generously donated $600 to your spring campaign. However, when James visited your donation form this year, he noticed suggested amounts of $50 and $100. He began questioning if his previous gift was too much, so he only gave $150.

Now, consider another donor, Maddie. Maddie has faithfully donated $20 to your last three campaigns. When she saw your default ask amount was $125, she wondered if her $20 gift could make an impact. She decided to close your donation form and revisit it another day.

At Classy, we see an opportunity for nonprofits to leverage artificial intelligence (AI) to create radically personalized donor experiences that drive more giving. With over 10 years of fundraising experience, we’re ready to do exactly that.
 

Default Ask Amounts Aren't Cutting It

Many donation forms feature default ask amounts that remain static for every visitor. However, these generic amounts often overlook an individual’s unique giving history and characteristics. This approach can alienate potential supporters who might feel their contributions don’t align with your organization’s needs.

Rather than accepting default ask amounts as standard practice, we offer a solution to help nonprofits create a more effective donation experience.
 

Responsible and Safe: Commitment to Intelligent Fundraising

We’re on a mission to provide the most intelligent fundraising platform, which brings opportunity and responsibility.

The ways we use intelligence and leverage AI need to be responsible and safe. We’re working with our customers, partners, and industry stakeholders to ensure we maintain the highest levels of trust in data and intelligence.

• What does responsible mean? We want to be confident that the models we create and deploy drive the intended results. This means that each intelligence feature will undergo rigorous testing before release and ongoing oversight and maintenance.
• What does safe mean? Data security is of the utmost importance. This means we leverage best-in-class security practices to protect donor data from unauthorized access or disclosure.
   

Fundraising Intelligence in Action

“The introduction of the intelligent ask feature is a game changer for us, resulting in a 12% increase in average donation size. This innovative tool has enhanced our fundraising efforts, enabling us to connect more effectively with our supporters and amplify their generosity.” Lynn Welton, Director, Development Operations, World Central Kitchen.

With AI and machine learning becoming increasingly prominent in the nonprofit sector, fundraising teams face a pivotal decision: Embrace this technology to enhance their personal connections with donors or maintain the status quo and risk falling behind innovative nonprofits.

Read about how Classy’s fundraising intelligence can help you drive more giving and join us Live on LinkedIn on 9/25 where we’ll be discussing how you can harness the power of Intelligent Ask Amounts for your nonprofit.

Eric Pannese is the Chief Product and Technology Officer at Classy. Classy from GoFundMe is a Public Benefit Corporation that creates meaningful connections through giving by empowering nonprofits to take advantage of every opportunity to connect with donors and build lasting relationships. By connecting motivated donors to the causes they care about most through powerful and flexible technology, Classy transforms giving intent into measurable impact. Classy's scalable technology provides better insights, faster engagement, and a superior giving experience. Since 2010, GoFundMe and Classy have helped individuals raise over $30 billion. For more information, visit www.classy.org.

Chapter Leadership Brief 9.6.24

by Dee Dee Mozeleski
Senior Vice President of the Office of Institutional Advancement, Communications and External Relations, & Executive Director of the Foundation for City College

I am definitely one of the luckiest people I know. I say that with all of the humility that kind of opening sentence deserves. I moved to New York City in 1992 and the only people I knew were my then-husband, his family, and my soon-to-be best friend, my daughter who would arrive a few months after I did. I started working right away and was positive that I wanted to become a social worker. I spent my first four years working at a drug and alcohol treatment center and one day, a board member asked me to lunch to share with me that she thought I was missing out on testing out working in New York City. I’d spent my first few years living in The Bronx and commuting to Queens and hadn’t learned much in between. She offered to set me up on two interviews and if luck plays any role in life (and I think it does), I was about to get the luckiest break of all.

I interviewed at The American Committee for the Weizmann Institute of Science (ACWIS). The woman who interviewed me, Dr. Tova Friedler, was wonderful. I left her office, ran to my second interview and by the time I got home I learned that both companies wanted to make me an offer. I’d never felt happier to be in New York. I thought for about two minutes and accepted the offer with ACWIS and began working there two weeks later. Over the course of six years, Tova taught me everything. She, like many of her closest colleagues, hadn’t set out to become fundraisers, they’d had successful careers in a variety of fields, but a few things connected them: They were tremendous at relationship building. They were honest, they told hard truths and they built solid reputations for knowing how things worked and, even more important, how to get things done successfully. I wanted to learn everything Tova would teach me and to this day, almost 30 years later, I can tell you exactly what days were my bad ones and how often they were outweighed by my good days. We worked together on important projects that continue to have a positive impact on the health of millions around the world, and she trusted me. As I developed more confidence to enter rooms and be taken seriously, she gave me more responsibility. When she moved to a new organization, she asked if I wanted to join her. I don’t think I even gave that two minutes of thinking before accepting.

That move allowed me to learn more over the next six years than I could have if I’d gone anywhere else. When Tova retired from that position, I stayed on for another two years and that’s when everything she taught me: The importance of making connections, the importance of belonging to affinity groups like AFP and not just committing your professional time to your office, and the reason why it always matters that you are truthful, all hit me at the same time. I was asked my opinion about a new gift, one that was deep into the millions. I thought that accepting that gift would be contrary to both our mission and to our individual integrity as members of the team. When my boss asked me to explain my thinking, I had the benefit of having learned that sometimes, you will have to say no to your team or your boss and it will be both hard, but also important to be completely transparent. We turned down the gift and a decade later, when the news broke of how the donor came into such a large amount of money, it reaffirmed that not every gift is going to be a good one for your organization or for you.

I’ve now moved into a position where I have a team of tremendously talented and professional colleagues and we’ve also had to reject gifts. We’ve steered away from some donor conversations because they would not be aligned with the values of our college and we’ve helped even more donors through the tough conversations about why their intentions may not match with the shared goals we’re trying to achieve. And the truth is that we’ve often ended up with far better gifts, one that fit the donor’s goals, matched the college’s needs and impacted the most number of students, faculty and staff.

In more than 30 years of this work I have continued to be moved by what inspires people to give. To see yourself in someone else and to be able to create a change they may not have realized was possible is truly one of the gifts that keeps me in love with my career. Having a tremendous boss who encourages my honesty and respects that we will not always align on a topic matters, and having a team that feels comfortable showing their concerns about something matters just as much. If you’d asked the young girl who came here if she’d have stayed in the advancement field this long, she would have said no. But if you ask me if learning from one of the most thoughtful and smart women I’ve ever met made me confident I could stay in this field and thrive, I’d answer with a resounding ‘yes.’

Dee Dee Mozeleski is the Senior Vice President of the Office of Institutional Advancement, Communications and External Relations, and, as such, also serves as the Executive Director of the Foundation for City College. In 2016, she was asked to serve in the additional capacity of Senior Advisor to the President of City College, Dr. Vince Boudreau. Ms. Mozeleski has spent more than thirty years working in service to public higher education institutions, cultural programs, international agencies and government organizations. During her time at City, she led the consolidation of the College's two fundraising organizations and oversaw the fundraising campaign which launched the Colin Powell School for Civic and Global Leadership in 2013 and, more recently, oversaw the launch of the College's new "Doing Remarkable Things Together" Campaign to bring the Foundation's endowment to $1 billion dollars.

Chapter Leadership Brief 8.23.24

by Gary Weinberg, President
DM Pros

As the summer winds down and we approach the Giving Season, now is the critical time to review your fundraising plan.

Joshua Meyer, VP of Market Engagement for Bloomerang reports that, according to the Giving USA report on 2023, total charitable giving is up, but hasn’t kept up with inflation. Individual giving actually declined by 2.4% in current dollars.  

Luckily, there are steps can you take now to keep ahead of this curve.

1. Bring your teams together. Review your messaging to ensure that  your direct mail, E-Mail, online, social media and events teams are properly coordinated. Scrutinize your calendar to avoid conflicts such as a direct mail appeal mailed at the same time as a gala invite. Ensure consistency of message and mission across all channels.

2. Define and quantify your fundraising goals. While you may target a specific increase in funds raised overall, this does not result from doing one big thing, but from doing many small things. Identify tactics in each channel that can add up to achieve that goal.

3. Acquire new donors. Whether you have a formal acquisition program renting outside mailing lists or not, you may already have untapped opportunities at your fingertips. People are more likely to donate to a known charity or cause than to one that’s unfamiliar. Try sending your appeal letters to volunteers, event attendees (galas, golf outings, etc.), and other in-house lists as part of your program.

4. Improve your donor retention. We appreciate first-time donors. However, you can’t consider them committed donors until you receive their second gift. This is where stewardship and your onboarding process come in. Mail your thank you letter promptly. That letter should be more than a tax receipt. It should be a sincere expression of gratitude. Go even further to spell out the impact that gift will make on your mission. Follow up with your latest newsletter and other information about all of the important things their donation helps support.

5. Reactivate lapsed donors. While it’s expected that reaching out to donors who haven’t given in 5-10 years (or more) will yield a relatively low response rate, those that do return could be of great value. Test including this group in your mailing audience and evaluate the results to see how often you should reach out, and how far back lapsed you should go on future mailings.

6. Expand your monthly giving program. Even during the pandemic, sustainers continued to provide ongoing donations. In fact, Giving USA reports that monthly giving rose 6% accounting for 31% of online giving in 2023! Take proactive steps to maintain communication with your sustainers. Include them with your newsletter mailing. Include them in your appeal program. Start by thanking them and acknowledge them for being monthly supporters in your messaging so they do not think, “don’t you know I already give monthly?” And, annually (perhaps in the Winter) ask them to upgrade their monthly gift. Erica Waasdorp, President of A Direct Solution and author of Monthly Giving Made Easy has lots of resources and FREE TOOLS for monthly giving available for download.

7. Remember planned giving. A while back I was talking to a Planned Giving Officer. She said that along the way she stopped receiving planned giving leads from the person who processed donation payments. She followed up to find the check-box option that said “Contact me about including [Our Org] in my will,” had been deleted from the direct mail reply slips! Doing outreach that focuses specifically on legacy giving will also help to grow your program. These steps together will help to plant the seed for long-term donor support.

8. Consider DAFS and other ways to give. Offering donors multiple ways to support cause that are meaningful to them while also taking advantage of tax breaks can help strengthen donor support. A donor-advised fund could be referenced in a post-script on a fundraising letter, on a reply slip, insert, or as a newsletter segment. You could also include information on in-kind gifts, gifts of stock, and donations made digitally or with cryptocurrenty in these avenues as well. By making it as easy as possible for donors to give, you can advance more supporters.

9. Evaluate your results. I started off detailing the importance of coordinating your fundraising teams’ efforts across all of your fundraising channels. That is just as important in your post-end-of-year review. Compile a response analysis report combined across all media.

Your returned direct mail reply slips, E-Mail click-throughs, and some of your social media will be easy to attribute directly to what prompted your supporter to give. Other “white” mail (checks in an envelope without a reply slip) and donations through your website are harder to attribute. You can do a “match back” to see what donations came online from a donor who received a mail appeal in the last 1-2 months prior. You can then reasonably attribute this to the mailing.

Your final report can detail all of the donations you can attribute directly to each channel (mail, E-Mail, etc.) and those that came unsolicited online or in white mail. This information will help you build your plan for next year.

The past few years have been a fundraising rollercoaster for everyone. The pandemic brought our industry a charitable giving boom in 2020. We then saw a 2-year decline (but still better than 2019!) as the pandemic subsided. While not sufficient to overcome inflation, in 2023 we saw donors starting to rebound. Taking small yet meaningful steps to improve your individual giving tactics in the upcoming Giving Season will together add up to larger returns and help you meet – and hopefully exceed – your fundraising goals.

Gary is a specialist in individual giving. He has been a leader in direct mail and direct response fundraising communications for over 35 years. He takes a holistic approach, focusing on the complete giving cycle from direct mail and digital solicitation, through acknowledgment and stewardship activities.

He currently serves on the AFP-NYC Board of Directors, Chairs the Government Relations Committee providing advocacy for charitable giving issues in NYS and on The Hill in DC, and is active in the Professional Advancement Committee that organizes the Chapter’s regular seminars. In addition, serves as Vice Chair on the Board of the Lehman Center for the Performing Arts in the Bronx.

Chapter Leadership Brief 8.23.24

Meet Toni Levi, a new Board Member for the AFP NYC chapter and the Director of Development at the ICSC Foundation. There, she raises funds to build the next generation of talent in the retail real estate industry. Toni says, “What I love most about my work is connecting with people. It ultimately led me to pursue a career in fundraising.” Toni believes a career in fundraising is more rewarding than anything she could ever have imagined.

1. What is something that surprised you about fundraising?

Very early in my career, I assumed that I would be asking people for money all day every day. But asking for money is only 10% of what I do. Most of my time is spent building relationships with donors, prospects, and leadership, creating strategic plans, writing, researching, budgeting, liaising with internal staff, and the million other tasks that come with working at a nonprofit. In every aspect of my work, laying the groundwork and developing trust is the most essential element in fundraising with both internal and external stakeholders.

2. How do you ensure that your supporters and prospects understand the mission and values of your organization?

A donor or prospect might not remember what was said at a meeting, but they will remember how they felt. Storytelling is a crucial skill for a frontline fundraiser. It is my job to make sure people care. I’ve found that creating personal connections to an organization’s history or work combined with compelling statistics is a good recipe for success.

It’s important to listen critically and record everything appropriately. I approach fundraising through a lens of transparency and discretion. It’s a delicate balance: capturing the data needed while respecting a donor’s privacy and confidentiality.

3. What advice would you give to someone who is interested in pursuing a career in fundraising?

Network and build connections as often as you can. The professionals who have served as my mentors have been the most valuable resource throughout my career. A good mentor can help find solutions to fundraising challenges, provide an unbiased outsider’s perspective to internal roadblocks, give critical feedback, and support career transitions in ways no one else can.

It can be intimidating starting out, but there are lots of resources available! Attend AFP events and speak to as many people as possible. See if friends in the field would be open to setting up informational interviews. Ask lots of questions. Don’t be afraid to reach out cold or see if a distant contact would be open to making an introduction. Many fundraising leaders build relationships for a living and will be thrilled to connect to an eager emerging leader!

4. How do you balance the demands of your job with outside obligations?

As a working parent, time management has never been more important. I try to stay present in meetings, block out time on my calendar for work that requires full focus, and set realistic expectations. It also helps to work for an organization with a culture that aligns with my values. There are so many working parents in fundraising. Past and current colleagues have been wonderful resources: navigating the transition back to work after parental leave, juggling parenthood and showing up fully to work, hearing how others have been successful, celebrating wins.

5. What types of initiatives or support systems does AFP offer for new fundraisers?

AFP offers fantastic, structured ways to connect with other professionals.

The mentorship program pairs seasoned industry professionals with those newer to the field. Through bi-monthly meetings and with the expectation to meet for 6 months, the mentorship program is a great way to grow your knowledge base, ask for guidance in a safe space, and set strategic personal goals for career growth.

At Fundraising Day New York, Flash Coaching: industry professionals connect for 20-minute discussions. During this past Fundraising Day, I had the opportunity to speak with and learn from professionals who were thinking about next steps in their current roles, career pivots, and I even had a brainstorming session for new creative fundraising ideas.

Chapter Leadership Brief 8.9.24

by Jason Ellinger
Co-Founder, Beard & Bowler Productions

Today, I'm going to be really honest with you all...

I've been seeing so many non-profits fumble millions of dollars by saying these 5 words:

“Please donate to our non-profit!”

Now, you may be reading this & thinking..."What's wrong with that?"

And honestly, you could argue nothing is ‍♂️

But my questions to you are:

Where's the impact?
Where's the urgency?
Where's the emotion?

No one is going to be able to connect or relate to that statement because really...

It could be seen as begging for donations ‍♂️

What all non-profits or even for-profit organizations SHOULD be saying is:

"This organization saved my life."

And here's why

It Shows Who You've Helped

By opening your video with someone you've supported explaining how you've 'saved their life'. 

Not only will this hook your audience in from the off...

But it will let them know:

↦ Who you're supporting
↦ Why they came to you for that support
↦ And how your support is creating positive impacts.

Something so simple, yet easily missed by a lot of orgs!

Hit the link below to see how we did it with corporate

How You Help Them

Now, a lot of orgs are doing this...

Showing ways that they've supported a client or their audience. 

But the key isn't to throw in a load of stats or testimonials. 

It's to show how!

↦ What service did you give them?
↦ How has it helped them?
↦ Why did you do it?

All questions that should be answered by your client in your video. 

It really can be that simple!

I broke it down for you in this video

Here's What They Have To Say

For me... this is one of the most important aspects of any video. 

Because it's where your client can shine a spotlight on you.

And you can show:

↦ The amazing results you've created. 
↦ The partnership you've developed.
↦ The impact your work has had.

This can be done in a whole range of different ways (which B&B can support with!).

But I'll leave you with a thought instead.

Would you rather see a video of a client explaining the service they got? 

Or would you rather see the journey they went on & the impact it's had? ‍♂️

Here's how did it with a non-profit honoree video for their big event

So now you have all the tips & tricks to transform your brand's storytelling videos from:

↦ Seeing no results
↦ Creating little impact
↦ And lacking engagement. 

To:

↦ Donors asking to support
↦ Driving new business
↦ And seeing results.

Video is, & always will be, the foundation of great marketing. 

That will not only get you the results you are looking for...

→ But will make your organization be remembered. 

Hi, I’m Jason Co is the Co-Founder of Beard & Bowler Prodcutions. We are a New Jersey video production company that partners with organizations to raise awareness & drive new results.Our main mission is to share impactful stories that inspire people to take action.

Where do we find these stories?

→ In the walls of: 

• Non-profit organizations
• For-profit organizations 
• And purposeful brands 

To help them raise brand awareness, increase revenue & most importantly, tell their story. And we do this all through the power of storytelling video marketing. So, if you want your story heard, visit our website to find out more: https://beardandbowler.com/

Chapter Leadership Brief 8.9.24

by Veronica Bainbridge
Fundraising Executive

It’s the height of summer, and – while I’m not sure there’s ever truly a slow season these days (looking at you, August deadlines!) – perhaps with donors and colleagues out of town, you’ll get a moment to take a step back from the daily churn and assess how your fundraising is positioned for success.

Whether your tactics and strategies are instinctive and practiced, or whether you’re still building your program, there’s always good reason to assess your operations. I’m stealing a few spare hours to think and plan, with these questions top of mind:

• How well do we know our donors? And how much do our donors know about what their contributions make possible? I’m considering new stewardship tactics and a “menu” of experiences – including newsletters and impact stories, behind-the-scenes opportunities or program insights, meetings with organizational leaders, and anything else that brings to life what our donors make possible. I also want to document all the ways in which donor prospects come to my attention, because then I can create the right pathways for deeper engagement. As donor constituencies evolve, we constantly need to review our relationship-building practices.
   
• How can we ensure that colleagues across the organization understand that everyone has a role in fundraising? I believe transparency about what we do (and how we do it) underlines the need for buy-in – so perhaps now’s a good time for an all-staff presentation on fundraising that will help build a culture of philanthropy. I hope I can find time for informal individual meetings with program staff and subject-matter experts – it’s always rewarding to hear directly how the work solves a problem or serves a need, to understand more about how decisions are made, and to learn more about plans and dreams. Perhaps you’ll glean behind-the-scenes insights that your donors will love to hear – or perhaps you’ll even identify new funding opportunities.
   
• What will you worry about at your busiest times? If new resources – staff, systems, support – will be helpful or critical, perhaps now is the time to put the case together. And I don’t just mean financial or human resources: Fundraising is also powered by actionable information and effective communication. Can you build more reliable practices to ensure that your fundraising team gets the data and stories it needs? Advocate for what you need to maximize opportunities – and therefore revenue.
   
• As fundraisers, we are not always in control of incoming dollars – and while money talks, it’s not the only mechanism to assess performance. I’ve found it really helpful to consider all possible ways that the fundraising team can set and achieve goals. You may already be tracking portfolio scope, outreach and solicitations; depending on the role, you might also assess responsiveness to questions, turnaround time for correspondence, familiarity with policy, quality of recordkeeping, etc. There will be ways you can assess success that complement the key metric of funds raised.

When you’ve considered your building blocks and stumbling blocks, the fundraising plan for the year ahead will come into focus. And if you need more inspiration and new ideas, AFP is here to support! This fall’s events include an ask-us-anything discussion of galas and events on September 24, and the Fundraising Fundamentals symposium on October 15; check out upcoming events here.

And most critically: there’s you. I hope you get time and space this summer for contemplation and vacation. Happy summer!

Veronica Bainbridge serves on the Board of Directors for the New York City Chapter of the Association of Fundraising Professionals. She is currently Chief Advancement Officer at Cooper Hewitt, Smithsonian Design Museum, and was previously Deputy Director for Development at Madison Square Park Conservancy. Veronica has also held fundraising leadership roles at the International Center for Photography, the Vineyard Theatre and Labyrinth Theater Company.