Chapter Leadership Brief 10.18.24

By Mary Witrow
Content Marketing Manager, Kindsight

Many of us feel overwhelmed and out of the loop when it comes to the use of AI in our organizations. Targets are often unreasonable, and we feel overworked. AI has advanced so much in recent years that it seems to be an inevitable part of the evolution of fundraising.

So whether you are an employee trying to figure out how to be more productive (do more with less) or an Executive Director trying to ensure the security of your donor and organizational information, there are many hurdles to overcome along the way in your journey to using AI. In this blog, we will discuss the challenges facing us with AI in the nonprofit sector and the possible opportunities when using AI properly.

Challenges

Lack of AI Policies
The world of AI feels like uncharted territory. Most of us feel behind and don’t even know where to start. Because of this, many nonprofits lack formal AI policies, leading to inconsistent and potentially risky usage by staff. It is not uncommon for staff to use AI without their supervisor's knowledge. Using AI is not the issue (in fact, it is probably one of the most useful tools you can use to modernize your fundraising), but using it without the proper oversight and transparency IS a problem. When AI use is unaudited or not trackable, it can be very difficult to ensure it is used responsibly and in line with your values and policies. 

This lack of oversight can lead to security vulnerabilities and ethical concerns. As you can expect, with the tools being so ubiquitous and accessible, the number of incidents will also likely increase.

Data Security and Privacy
Using AI, particularly open-source tools, raises data security and donor privacy concerns. Inadvertently exposing personally identifiable information (PII) during data transmission or storage in AI tools can have serious consequences for nonprofits. Organizations need to be clear about what information they are putting into AI tools and how the content generated is being audited.

For example, a staff member could use an open AI tool under a personal account and accidentally share private information. There is no way to know if there has been a breach and no way to monitor the content that the tool is providing to the staff member. Since the account is personal, all the content and institutional knowledge gathered in their account becomes inaccessible to the organization when that employee moves on.

Staff Anxiety and Training
The introduction of AI can create anxiety among fundraisers worried about their jobs being replaced. This is within the context of many nonprofit professionals being burnt out, overworked, and underpaid, all while fundraising goals continue to increase.

It's important to be transparent about your organization's view and use of AI with your staff. The truth is that AI's role is to augment, not replace, human skills. You have to have clear communication that these tools are there to support staff and relieve some of their workload. It’s important to return to the organizational goals, mission, and vision; you have to explain what technology can help your team accomplish within those parameters.

Furthermore, nonprofits must invest in ongoing staff training and development to ensure responsible and effective AI adoption. Everyone in every nonprofit organization needs to have foundational training on security, as well as advanced training for IT and fundraising professionals on AI tools.

Opportunities

Enhanced Operational Efficiency
Once you have a policy in place, it is critical to identify areas where AI can enhance your operations. AI can automate repetitive tasks, such as note-taking, report generation, and drafting content, freeing up fundraisers to focus on higher-level strategy and donor engagement.

Something to note: AI can play a part in a workflow, but it usually cannot accomplish the entirety of a workflow on its own. Remember that AI is not a magic genie. The human, lived and learned experience of team members can not be replaced by AI. But AI can take away work that they don’t want to do so that they can focus on the things only they can do. 

For example, many meeting note tools can take minutes and assign tasks for you in meetings, allowing you to be fully present in the conversation.

Improved Scalability and Adaptability
AI tools can help nonprofits analyze data, segment donors, and personalize communications, enabling them to scale their fundraising efforts more effectively and adapt to changing conditions.

For example, if you are creating an outreach campaign, does a human need to do the first draft of the content? Or would it be more time efficient if AI built out the first draft (based on the information you give it) and then you could just edit? It is faster to have a draft written with a beginning, middle, and end and then go back in and revise for your brand and revise for your talking points than to start from a blank screen.

The next level of productivity is when AI enables you to create versions of that content for different segments. Then, the process can be scaled, building systems and workflows that allow you to grow with your organization's needs.

Of course, as mentioned before, it is important to know that you should not use AI-created content that has not been reviewed. The point is not to remove all human contact but to put the human into a role of editor instead of starting from scratch.

Stronger Donor Relationships
By leveraging AI insights, nonprofits can better understand donor preferences and tailor their engagement strategies accordingly, fostering deeper connections and increasing long-term support.

If you use technology to find data on your donors, the process is much faster and more thorough than if you did it on your own without support. You can easily bring data points in, verify, and have AI put together insights to give you a better, bigger view of your donor. If you have evidence of their giving history, their financial situation, their professional connections, plus YOUR knowledge, you can find ways to connect with them. You will understand how they might want to be spoken to, how often, and how much they may be willing to give.

The reality is that donors now expect personalization, and they expect you to know the changes that are happening in their lives. Being up-to-date lets you go into a conversation with clarity and confidence, and the donor will see how well-prepared you are.

Increased Transparency and Trust

Openly communicating about AI usage and involving stakeholders in developing AI policies can build trust and demonstrate a commitment to ethical and responsible AI practices.

In a recent research study by Cherian Koshy and Nathan Chappell, 1006 donors who had donated to a nonprofit organization in the last twelve months were asked a series of questions:

How important is it for you as a donor for organizations to be transparent about using AI?

• Very important: 57.4% (578 respondents)
• Somewhat important: 28.9% (291 respondents)
• Not very important: 8.6% (87 respondents)
• Not at all important: 5.1% (51 respondents)

The majority of donors want AI transparency from the nonprofit sector. A great place to start is to clearly explain your AI usage on your website, confirming that there is always human review of anything AI has created and showing evidence that it improves efficiency or impact for your organization. Another option is to establish a committee to oversee the ethical use of AI in your organization, conduct regular audits, and provide avenues for feedback.

Fundraising processes and methods have evolved over the years. In the not-so-distant past, many of us were using note cards stored in a filing cabinet or housing prospect lists on CD ROMs. Can a nonprofit do more now because it has a website and a CRM? Yes. We can have a greater impact today because of the advancements in technology we have adopted.

All in all, AI is not a magic solution but rather a tool that can enhance the work of nonprofit fundraisers. It’s not just about adding more tech; it's about using it to further your mission.

By carefully considering AI's challenges and opportunities, nonprofits can harness its power to create a more sustainable future.

Content is adapted from the webinar Securing the Future: AI Strategies for Sustainable Fundraising.

Mary Witrow is a Content Marketing Manager at Kindsight. She has a business degree and brings a multitude of experience in marketing, education, writing, and editing to her role. Mary is committed to producing content that serves and uplifts nonprofit organizations, and she has a genuine passion for making a positive impact in the nonprofit industry.

Chapter Leadership Brief 10.18.24

By Melissa Gomez
Vice President of Philanthropy at the NY Hall of Science

Starting a new job is never easy.  After six years at my last organization, the thought of leaving gave me mixed emotions. The excitement of new challenges and higher pay and title were enticing, but the anxious feelings of having to make new work friends, learning new systems and operating procedures (including using a Mac as my work laptop after a lifetime of PC?!), and the general questions of “Will I like it there...” made my job search remain a thought for almost a year before I committed to a job search.

Saying goodbye to the people who helped me survive the pandemic was also hard. In 2020 I was single and lived alone. The isolation I experienced was unlike anything I ever encountered in my life. My few lifelines existed in my work, where at least I could Zoom call my colleagues, have regular meetings, and get through as best I could during working hours. And they were there for me— from bringing me groceries and masks when they were scarce during my own bout with COVID during the first week of the shutdown, to running our first virtual gala and virtual summer camp— we harnessed our creativity to meet both program participants and donors where they were.  And we were successful on several fronts.

I’m not sure if it’s even healthy for work to play this significant of a role in your life, but for me, my employer and the people I worked with were the center of my universe. 

And then, pretty unexpectedly, I met my husband in the fall of 2021. 

Our relationship was a whirlwind and we were engaged after only 6 months! And suddenly working late more often than not wasn’t my cup of tea. Sacrificing the opportunity to make more money out of some pseudo sense of loyalty didn’t make sense either. I wanted to travel, build a life, and look to the future with him… my job was a means to that end and no longer needed to be the center of my life.

And that’s when the shift began. I knew that I wanted to grow not just in title but in salary and responsibilities; I wanted a new challenge and most importantly, I wanted to feel good about my work, but also to be able to hang it up at the end of my work day and go home to my husband. I could no longer work somewhere that consumed more of me than I wished to give.

It was finally time to start looking!

It didn’t take long for me to source opportunities, and I found myself on a few interviews until I finally connected with my new organization. From the folks I met throughout the interview process, I could tell that they were passionate about the organization and its mission.  I could also tell that this was a place where I could do great work, build new relationships, and make a difference, and still have enough left in my cup to pour into myself and my husband.

So, two weeks in is a short amount of time to assess whether this feeling will remain, but it’s not necessarily about my current employer, it’s about me. Now that my priorities have changed, regardless of the employer, I know who and what I want to exist in the center of my universe.  And after a long time, I think I’m finally starting to get the work/life balance thing right.

Melissa was born and raised in Brooklyn, NY, and holds a bachelor's in Sports/Entertainment/Event Management from Johnson & Wales University, and a master's in Public Administration with a concentration in nonprofit management from Long Island University-Brooklyn Campus.  She has been a successful fundraiser for seventeen years and currently is the Vice President of Philanthropy at the NY Hall of Science.  She is an alum of Youth Inc's Rise Academy for Leaders of Color, an award-winning ten-month-long program for BIPOC leaders in the nonprofit sector.  She currently serves as a board member of the Association of Fundraising Professionals NYC Chapter where she co-chairs the Professional Advancement Committee, and is a member of the Audit and IDEA (Inclusion, Diversity, Equity, and Access) Committees.

In her spare time, Melissa is a long-suffering NY Knicks fan and enjoys music, travel, writing, watching WWE & AEW wrestling, and is a proud member of the Bey-Hive. She currently resides in the northeast Bronx with her husband, Cecilio.

AFP-NYC Partner Webinar

What's the big deal about fundraising, it's just asking people for money/professional begging/sales/why-don't-you-ask-Oprah . . . How often have you heard comments like this and responded with something like "it's about relationships."  While that's true, what does it really mean to be a fundraiser?  Especially in the world we're working in now with so much pressure, declining retention rates, fewer households giving, and economic challenges making our work even harder. 

In this session we're going to dig deep into what it means to be a fundraiser, why our work matters so much, and how fundraising isn't just generating revenue but is actually part of your organization's mission.  You'll walk out of here not just rejuvenated and inspired - and laughing a bit - but with applicable knowledge of key trends in our profession, how to tackle them head-on, and the confidence that what you do as a fundraiser actually does change the world. 

DATE:
Thursday, October 10, 2024

TIME:
12:00 PM Noon - 1:00 PM ET

LOCATION:
Zoom Webinar

SPEAKER:

T. Clay Buck
Founder and Principle, TCB Fundraising
Creator, The Fundraiser’s Planner
Co-Host, Fundraising is Funny Podcast

Clay (the “T.” is silent) has been developing organizations and advancing missions for over thirty years. He’s held just about every position in nonprofit fundraising and communications from Grant Writer to Chief Development Officer and everything in between. He’s a wide-eyed optimist about the power of generosity to change the world and focuses primarily on individual giving, strategic planning, teaching and training, storytelling, and building systems that support and empower successful, ethical fundraising. Clay is the founder and principal of TCB Fundraising, creator of the Fundraiser’s Planner, and co-host of the #1 ranked fundraising podcast “Fundraising is Funny.”

Clay holds a BA from the University of Georgia and a Master of Fine Arts from Michigan State University. He has been a Certified Fund Raising Executive (CFRE) for over 10 year and is a certified Master Trainer and Coach. He teaches fundraising, storytelling, and strategic planning at the University of Nevada, Las Vegas where he was recognized with the Outstanding Faculty award and was honored with the Lifetime Achievement Award from AFP Las Vegas. He makes his home in Southern Nevada where he is owned by two Golden Retrievers who have mastered the art of the ask, especially at mealtimes.

 

Presented by AFP-NYC Annual Partner

Chapter Leadership Brief 10.04.24

by David Munshine
President & CEO, The Munshine Group
​
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.