by Jane McIntosh, CFRE
Chief Philanthropy and External Affairs Officer
Alzheimer's Drug Discovery Foundation

Over the last two years, I've mentored several early-career fundraising professionals, and I'm struck by two things: how much they emphasize networking as essential to success and how heavily they weigh professional development when evaluating job opportunities.

Those conversations have been an interesting contrast to the way I remember beginning my own career.

I scoured the want ads in The New York Times, The Chronicle of Philanthropy, and The Village Voice. I wrote cover letters and résumés, printed them at the public library, and mailed them to prospective employers. Then I'd come home from various temp jobs hoping the light on my answering machine would be blinking with an invitation to interview. The process took weeks—sometimes months. It was hard.

My first fundraising job was in the music department of a prominent New York City church. As the development associate, I was responsible for the annual appeal. After carefully running spell check, I proudly printed 5,000 appeal letters. They were folded, stuffed, sealed, and ready to be mailed.

Thankfully, before they went out, a member of the choir happened to read one.

Instead of promoting the church's public organ recital series, my letter invited donors to the pubic organ rectal series.

My cheeks stayed pink for days.

I share that story because fundraising is a craft, and like every craft, it is learned through apprenticeship. You learn by making mistakes, watching experienced colleagues, asking questions, and doing the work.

Master the fundamentals. Learn prospect research and portfolio management. Understand donor cultivation and stewardship. Learn to write compelling proposals and tell stories that inspire generosity. Build relationships not only with donors but also with colleagues in finance, IT, human resources, marketing, and programs. Fundraising doesn't happen in isolation. The more you understand how your organization works—and how your role contributes to its success—the more effective you'll become.

Watch how experienced colleagues prepare for meetings, write proposals, navigate setbacks, and build trust over time. Ask not only how they do something, but why.

The early years of your career aren't about collecting titles. They're about collecting lessons.

Every organization you work for and every person you work with has something to teach you—both what to do and what not to do. Observe. Learn. Adapt. Over time, you'll develop your own judgment, your own style, and your own voice.

Networking matters. Professional development matters. Both can accelerate your growth—but they are most valuable when they complement the experience gained by doing the work.

There are no shortcuts.

Master the craft, and the career will follow.

Jane McIntosh is Chief Philanthropy & External Affairs Officer at the Alzheimer’s Drug Discovery Foundation (ADDF), where she leads the Foundation’s fundraising, communications, and external engagement strategy in support of its mission to accelerate the discovery of drugs to prevent, treat, and cure Alzheimer’s disease. With more than 25 years of nonprofit leadership experience, Jane has helped mission-driven organizations build the relationships and resources needed to advance ambitious ideas. Her career has spanned cultural and scientific organizations, where she has led strategic growth, strengthened organizations, and cultivated enduring philanthropic partnerships. Jane holds a master’s degree in arts management from Teachers College, Columbia University, and a bachelor’s degree in English from Binghamton University.

by Kate Jaeger-Thomas
CEO, Heller Fundraising Group

As development professionals, you already know the value of a feasibility study and understand how this crucial step can set your campaign up for maximum success. By taking the time to hone your budget and your message, engage with donors, and build out your leadership team, you’re also mapping out a clear roadmap for the months and years ahead.

At the Heller Fundraising Group, we’ve advised our clients on how to build the infrastructure, leadership and messaging that lays the groundwork for a truly transformational campaign. We have a few recommendations on how to jumpstart this process with your own team, whether you need their buy-in to conduct a study or want to be intentional about how you engage them along the way.

Make the case to your leadership

As both a development director and a consultant, I’ve heard all kinds of reasons why you should skip the research and move straight into campaign mode. Your board might be pushing you to start raising funds now for critical needs, or a one-in-a-generation opportunity is on the table and you feel pressure to move quickly. They might argue that you know your donor database inside and out and there’s little new information to learn about your top prospects—especially from an outsider.

We argue that feasibility studies go far deeper than answering questions like “How much can I raise?” and “Who are my top donors?”

A truly effective feasibility study can help you identify gaps in your knowledge, whether that’s in the giving capacity of donors, what is needed from leadership, or the time and resources of staff. It can also reveal opportunities that can be leveraged in new and compelling ways — new champions, overlooked donor segments, stronger case language, or untapped community enthusiasm.

In fact, we often call them planning studies because the end result isn’t just a dollar goal and a list of names. At Heller Fundraising Group, we work closely with clients to develop a detailed strategy with tested, data-driven recommendations for how and when to present your campaign to donors.

Think beyond your dollar goal

Some might question the cost of bringing in a consultant to lead your study instead of doing it yourself. But the right consultant should take the pressure off your in-house development teams, not add to it. Instead of managing a campaign on top of your day-to-day work, you have a partner to share the load.

Also, campaigns are a chance to break out of longstanding patterns, whether that’s how you engage with existing donors or finding new champions. Bringing in fresh perspectives can help you shake things up and see your organization and your donors in a new light. Not only can a consultant guide you to a successful campaign; their strategic planning can strengthen your team well past the campaign’s end.

When you find the right partner, outside experts should help you maximize your fundraising—and should even pay for themselves.

Lay the foundation with comprehensive pre-planning

Well before your first donor interview, you should be assessing the scope of your project, estimating costs, and figuring out a clear and compelling way to make your case to donors—all of the ingredients you’ll need to test during your study.

It’s a tough needle to thread. You might be wondering how you can scope a project before you know how much money you can raise. Or if there’s anyone on your board you should tap to serve as campaign chair. You might be unsure if your database is set up to manage the gift processing flow, or if your team even has the capacity to take on a campaign.

At the Heller Fundraising Group, we developed a pre-planning guide that’s designed to jumpstart this early planning stage and make even the most complex campaigns feel attainable. By asking the right questions of the right people, you can enter your feasibility study with clarity and purpose.

This advance work also strengthens the findings from your study, and ensures you have a solid plan from which to build. When your campaign runs into an unexpected detour or roadblock—which, let’s face it, will inevitably happen—you’ll have the research and understanding to know how to pivot.

A fundraising campaign can transform your organization’s future and strengthen your community around its mission. They’re also a huge undertaking, requiring months—if not years—of in-depth analysis and planning. Taking the time for thoughtful planning and deep analysis will give you a comprehensive plan for how to move forward in the weeks, months and years ahead.

Get our Feasibility Study Readiness Guide

We created our Feasibility Study Readiness Guide to help development professionals take the first steps in campaign planning. It has prompts to help you clarify early questions, organize internal thinking, and prepare for the deeper insights a feasibility study will provide.

Kate Jaeger-Thomas was named Heller Fundraising Group’s first Chief Executive Officer in May of 2026, after serving as Consulting Services Director for over three years. She has spent her 20+ year career helping organizations grow stronger so they continue to positively impact their communities for years to come.

Kate’s first major campaign came during her tenure as Director of Development at Signature Theatre Company in NYC. She led the $70 million capital campaign to build its new 75,000-square-foot home, the Frank Gehry-designed Pershing Square Signature Center. Her experience at Signature sparked her passion for the transformative impact of major fundraising campaigns, laying the path that led her to the Heller Fundraising Group.

by Kimberly Teller-Foss
Assistant Vice President, CCS Fundraising

Coming off the highs of the Men's World Cup, where community, camaraderie, and teamwork were on full display, I can't help but wonder: when was the last time fundraising felt like a team sport?

In fundraising offices across the country, gift officers are asked to work toward a common goal, raising critical funds to support missions, programs, operations, and growth. Yet despite sharing the same objective, many of us approach fundraising as if we're competing against one another. We compare portfolios, gift totals, and campaign results. Performance often influences recognition, promotions, and opportunities. As a result, too many fundraisers focus on scoring the game-winning goal while overlooking the value of the assist. When people don't feel comfortable asking colleagues for advice, sharing challenges, or seeking support, organizations leave fundraising potential, and ultimately revenue, on the table.

How did we get here? We didn’t get here by accident. Many of the structures we use in fundraising emphasize individual performance. We are measured as individuals, assigned individual portfolios, and held accountable for individual goals. We celebrate major gifts and fundraising successes, often highlighting the donor, the campaign, or the final result, while the collaborative effort often goes unnoticed. The problem is that fundraising was never meant to be an individual endeavor. Our collective knowledge, experience, and perspectives often lead to stronger strategies, deeper donor relationships, and better outcomes than any one fundraiser could achieve alone.

So, I ask - what would happen if fundraisers felt safe asking for help? What would happen if asking for help was viewed as a strength instead of a weakness?

Imagine a top-performing gift officer helping a newer fundraiser prepare for an important donor conversation. Imagine a fundraiser whose strategy isn't working approaching a colleague for advice rather than continuing down the same path.

It looks like colleagues gathered around a conference table, huddled on Zoom, or chatting in the hallway about a prospect they can't seem to move forward with.

Most importantly, it helps build confidence. Google's Project Aristotle found that psychological safety was the most important characteristic of high-performing teams, reinforcing the idea that people perform better when they feel comfortable speaking up, sharing ideas, and asking for help. (1)

When people feel safe asking for help, they are also less likely to avoid difficult situations. Mistakes happen in fundraising. Donors stop responding. Solicitation strategies fall flat. Relationships stall. Without support, it can be easier to avoid the challenge altogether. With support, fundraisers have access to the collective experience of their team. Someone may have faced a similar situation before, made the mistake already, or found a successful approach worth trying.

The result is faster growth, stronger fundraisers, and better outcomes. The goal isn't to create one superstar fundraiser. It's to build a team of strong fundraisers, people who have more confidence in donor conversations. And when more fundraisers are successful, organizations build stronger donor relationships, close more gifts, and ultimately raise more money in support of their mission.

For asking for help to become part of the norm, it must become part of the culture.

Culture drives performance far more than perks. A strong organizational culture isn't built through free snacks, unlimited happy hours, or committee events. While those things can contribute to a positive workplace, they don't create trust.

Culture is how people treat one another. It's whether people feel safe admitting they don't know something. It's whether they share both their wins and their struggles. It's whether leaders model vulnerability and create space for others to do the same.

So how can leaders build that environment?

• Normalize Asking Questions
  When leaders demonstrate that they don't have all the answers, they give others permission to do the same. Encourage your team to talk openly about what's working, what's not, and where they need support.
  
  
• Celebrate Collaboration, Not Just Results
  Most organizations are good at celebrating the fundraiser who closes the gift. We should be equally intentional about celebrating the people who helped make that success possible. Did someone help develop the strategy? Provide an introduction? Offer coaching before the ask? Recognize those contributions publicly. When collaboration is celebrated, people begin to see helping others as part of success, not separate from it.
  
  
• Create Mentorship Opportunities
  Not all mentorship needs to happen through a formal reporting relationship.
  In many cases, the colleague whose office you stop by or with whom you chat on Teams with when you're stuck can have as much impact as a supervisor. Peer mentorship creates opportunities to share knowledge, build confidence, and help newer fundraisers navigate challenges in a safe environment.
  
  The Association of Fundraising Professionals notes that organizations that “invest in mentorship see benefits, including stronger fundraising results, higher retention, and a culture of learning and collaboration.”(2)
  
  
• Create Space to Share Challenges
  Many teams regularly discuss successes. Fewer spend time discussing challenges. One practice I often use is asking people to share their "headwinds and tailwinds." What are you proud of this week? Where are you stuck? What could benefit from a few more brains in the room? These conversations create visibility, encourage problem-solving, and remind people that they don't have to navigate every obstacle alone.

Fundraising goals matter. Performance matters. Revenue matters. But if we want better results, we have to pay attention to the environment we're creating for the people responsible for achieving them.

When fundraisers feel supported, trusted, and comfortable asking for help, everyone benefits. Individual fundraisers grow, teams become stronger, and organizations raise more money. As consultants, we see these cultures in action, and the strongest teams rarely rely on a single superstar fundraiser.

A team where people freely ask for help will almost always outperform a team where everyone feels they need to succeed alone.

Personally, I'd rather celebrate a win with my team than chase one by myself. At the end of the day, fundraising isn't about who scored the goal; it's about whether we achieved the mission. Sometimes the most important contribution isn't the goal. It's the assist.

 (1) Google re:Work. (2015). Understand Team Effectiveness: Project Aristotle. Google. Retrieved from https://rework.withgoogle.com/intl/en/guides/understand-team-effectiveness
(2) Association of Fundraising Professionals. Mentorship. AFP Global. Retrieved from https://afpglobal.org/career-support/mentorship

Kimberly Teller-Foss is an Assistant Vice President at CCS Fundraising and a nonprofit fundraising professional specializing in campaign strategy, donor engagement, major gifts, and organizational development. She partners with mission-driven organizations to strengthen fundraising performance, build meaningful donor relationships, and position their institutions for sustainable growth. Throughout her career, she has worked across a range of nonprofit sectors, helping leaders navigate change, align stakeholders, and advance ambitious philanthropic goals. Kimberly is particularly interested in the intersection of strategy, leadership, and philanthropy and enjoys sharing insights that help organizations cultivate stronger cultures of giving. She also serves as National Vice President of Sigma Delta Tau and is passionate about mentoring the next generation of women leaders.

by Gary Weinberg
President, DM Pros

According to the AFP’s Fundraising Effectiveness Project data (www.FEPReports.org), only 19% of first-time donors give a second time. Even among repeat donors who have given two or more times, annual retention hovers around 60%. Our industry can—and must—do better!

Stewardship isn’t an expense—it’s an investment in your organization’s future. Every thank-you note, impact update, and thoughtful touchpoint plants the seed for your next gift.

For individual giving managers, beating the odds isn't about running flashier campaigns—it’s about what happens after the check clears. You need a disciplined blend of rapid individual touchpoints, authentic storytelling, and strategic direct mail appeals to turn first-time givers into lifelong partners.

1. The Immediate Response: Beyond the Tax Receipt

The first 48 hours dictate whether a donor feels like a valued partner or a cash machine. Yes, that is how fast your acknowledgment letter should go out. While everyone would agree prompt gratitude is vital, you’d be amazed by the number of thank-you letters I’ve received from well-established organizations that arrive several months after my gift was made.

Tell an Impactful Story

Ditch the dry, automated receipt template. Your acknowledgment letter should arrive quickly in their postal mailbox, telling the human story of what their donation makes possible:

• "Your gift of $50 ensures local children start every day with a warm, nutritious breakfast and the school supplies they need to thrive. Because of your kindness, kids like Maya walk into class focused, nourished, and confident."

The Leadership Touch

Set a clear rule: any donor giving above a designated threshold (such as $100 or $250) or making a landmark first gift receives a handwritten note from the Executive Director or leadership team. It doesn't need to be an essay—two simple sentences in the margin saying, "I personally wanted to welcome you to our family, Sarah. We are so grateful for you!" can double the likelihood of a second gift.

The New Donor Welcome Kit

Follow the acknowledgment letter with a physical Welcome Kit to serve as a warm introduction to your mission:

• A welcome letter from leadership.
• Your most recent printed newsletter.
• A concise "Impact One-Pager" showcasing core programs.
• A small branded bookmark or magnet as a token of appreciation.

2. Structuring a Cadence: Blending Impact Messages and Solicitations

Donors rarely stop giving because they lose interest—they stop giving because they feel forgotten. Striking the right balance between stewardship (showing impact) and solicitations (asking) is vital. Data shows that the sooner you ask again after properly thanking a donor, the more likely they are to give again.

• Printed Newsletters/Impact Reports: Pack newsletters with beneficiary stories showing donor-funded impact. Add QR codes linking to online videos to bring stories alive.
• Format Tip: A simple 4-page, 11x17 sheet folded to fit into a 6x9 envelope with an outer teaser like "Summer Newsletter Update" distinguishes it from an appeal letter, inspiring donors to open.
• The "Soft Ask": Include a generic Kos Kut remittance envelope inside printed newsletters. Many donors respond to soft asks as an extra gift outside their regular cycle because they feel good about the work and experience zero pressure.
• E-Newsletters: As part of your digital strategy, include short digital e-newsletters strictly focused on current activities, impact stories, video updates, and community news without hard solicitations.

3. Unlocking Sustainers & Legacy Donors

Monthly givers are the lifeblood of financial stability. Never "set them and forget them"—include sustainers in your regular newsletter distributions and stewardship activities.

Further, feature donor spotlights that showcase why a peer chose to give monthly or include your organization in their estate plans. Reading a fellow donor saying, "Setting up a $20/month gift was the easiest way for me to make a continuous impact," normalizes the behavior and encourages peers to follow suit.

4. Additional Creative Stewardship Techniques

To stay top-of-mind, integrate other touchpoints throughout the year:

• Impact Anniversary Postcards ("Giversaries"): Send a card 365 days after a donor's first gift: "Today marks 1 year since you joined our mission. Look at what you accomplished!"
• Sustainer-versaries: Send an annual card celebrating a monthly donor's ongoing commitment.
• Donor Survey Enclosures: Include a brief 3-question survey in a stewardship mailing to learn what program areas donors care about most, then segment future appeals accordingly.
• Postcard Updates: Mail a postcard with a bold image, short success story, and a QR code taking the donor online to watch a video.
• Behind-the-Scenes Invites: Invite donors to a virtual Town Hall or an in-person, small-group walk-through of your facility to see operations firsthand (food banks and theaters have so much “backstage” to show).

The Annual Blueprint

Even a small team can set up a simple, structured fundraising calendar mixing appeals, newsletters, and stewardship:

1. Schedule 2 Direct Mail Appeals: Target core fundraising months like April and November.
2. Add 2 Printed Newsletters: Schedule these 1–2 months before each appeal to prime your audience.
3. Layer in Digital & Other Touchpoints: Drop in a simple e-newsletter every 1–2 months alongside anniversary postcards and surveys.

You can easily expand this blueprint based on donor base size, staff bandwidth, and budget. Through a thoughtful mix of stewardship and strategic appeals, you will retain more donors and advance them to higher levels of giving for years to come.

Gary Weinberg is an individual giving specialist with over 35 years of leadership experience in direct mail and direct response fundraising communications. He takes a holistic approach to development, managing the complete donor lifecycle—from integrated digital and direct mail solicitations to meaningful acknowledgment and long-term stewardship.

A dedicated leader in the philanthropic sector, Gary serves on the Board of Directors for AFP-NYC, where he Chairs the Government Relations Committee—advocating for charitable giving policies in Albany and Washington, D.C.—and contributes to the Professional Advancement Committee. He also serves on nonprofit boards ranging from the Lehman Center for the Performing Arts in the Bronx to the Hastings High School Alumni Association.

As a third-generation direct mail professional, Gary affectionately refers to himself as "the son of a son of a mailer."

by Chanel B. Heckstall
Independent Consultant

When I look back on the moments that have shaped my career, a pattern emerges.

They all started when I raised my hand.

Not because I felt completely prepared. Not because I had every answer. And certainly not because I knew exactly where the opportunity would lead.

I simply said yes.

Over the past year, serving on the AFP-NYC Board and co-chairing the Emerging Leaders Collective has given me more of those moments than I expected. I walked into rooms where I admired nearly everyone at the table and wondered whether my voice belonged there. I have joined panel discussions, helped plan events, and worked alongside fundraisers whose experience and generosity continue to teach me. Each opportunity stretched me in a different way, and each reminded me that growth rarely arrives with a sense of readiness. More often, it begins when we step forward while still feeling unsure.

One of those moments came when I decided to pursue a leadership role with AFP-NYC. If I'm honest, there was a part of me that wondered whether I had enough experience to contribute at that level. Like many professionals, I compared myself to people whose careers I admired and questioned whether I belonged in the room. But I raised my hand anyway. What I discovered was that leadership is not about having the longest résumé or the loudest voice. It is about showing up, contributing your perspective, and being willing to learn. Serving on the Board has expanded my network, challenged my thinking, and given me opportunities to grow in ways I never anticipated when I first said yes.

That realization has stayed with me because, as fundraisers, we spend our careers asking others to believe in possibility. We invite donors to trust a vision, support a mission, and invest in impact that may take time to unfold. Yet I have not always offered myself that same generosity. I have waited for more experience, more confidence, or a clearer sign that I was ready. Some of the most meaningful opportunities in my career came when I stopped waiting for certainty and chose to participate.

I have learned this lesson repeatedly. Every time I volunteered for something new, joined a committee, contributed an idea, or asked a question in a room where I felt a little out of place, I have grown. None of those moments came with a guarantee that I would succeed. They simply offered me the chance to learn by showing up.

The truth is, I have rarely felt completely ready before stepping into something meaningful. I have learned that readiness often comes after the yes, not before it. Waiting until we feel fully prepared can keep us from the very experiences that build our confidence, deepen our skills, and open doors for others.

It has made me more aware of who is invited into those rooms and who may still be standing just outside them, wondering if they belong. Our organizations, communities, and profession are stronger when more people bring their perspectives to the table, especially emerging leaders and individuals whose experiences may differ from the voices already present.

I know how much an invitation can matter because I have benefited from many of them. Mentors, colleagues, and leaders have encouraged me to step into spaces that felt unfamiliar before I saw myself there. Their belief helped me see possibilities I may not have recognized on my own. Whether I was applying for a leadership opportunity, serving on a committee, or taking on a new challenge, that encouragement made a difference.

Today, I understand that part of leadership is extending that same encouragement to others.

That is why I believe one of the responsibilities of leadership is to extend that same encouragement to others. We create pathways for the next generation of fundraisers when we mentor, volunteer, share what we know, and invite people into conversations where they may not yet see themselves.

Sometimes all someone needs is an invitation.

I am grateful for every opportunity that pushed me beyond my comfort zone. Each one taught me something about leadership, service, and myself. More importantly, each connected me with people who challenged me to grow and reminded me that leadership is not about having all the answers. It is about being willing to learn in public, contribute what you can, and keep showing up.

My hope for anyone reading this is simple: don't wait until you feel ready.

Speak up in the meeting.

Share your perspective.

Take the chance.

Because growth rarely begins when we have all the answers. In my experience, it begins in the smaller, quieter moment when we decide to raise our hand.

So, the next time an opportunity presents itself, I encourage you to do one simple thing:

Raise your hand.

You never know where it might lead.

Chanel B. Heckstall is a Harlem native and fundraising professional with more than a decade of experience in donor relations, development operations, annual giving, and special events. She currently serves on the Board of Directors for the Association of Fundraising Professionals New York City Chapter, where she co-chairs the Emerging Leaders Collective and is committed to supporting the next generation of fundraising professionals. Chanel is a proud alumna of Hampton University and Public Allies New York. She is passionate about building meaningful relationships and creating opportunities for others to grow.

Outside of her professional work, Chanel is entering her 11th year as a Girl Scout Troop Leader, leading one of the largest troops in Manhattan. She enjoys reading, building Legos, and trying new cuisines with family and friends.

by Jennifer Vitale
Customer Success Manager, RelPro

Development teams today have access to more information about donors, executives, corporations, and community leaders than ever. The challenge is using data to identify which relationships matter most and acting on those insights effectively.

For decades, fundraising development has largely centered on donor records, wealth screening, event attendance, and personal networks. Those tools remain important, but they don’t provide a complete picture of opportunity.

Today’s donors, corporate leaders, foundation trustees, and community influencers leave behind a rich trail of professional and organizational connections. Executive appointments, board service, business expansions, mergers and acquisitions, philanthropic affiliations, and professional networks all offer clues about who may be positioned to engage with an organization’s mission.

Facing increasing pressure to do more with limited resources, many teams are embracing relationship intelligence: professional, organizational, and philanthropic connections, to uncover, prioritize, and strengthen engagement opportunities.

The shift is subtle but significant. Rather than asking only who has capacity, organizations are becoming more adept at understanding who has affinity, influence, access, and meaningful connections to their cause.

That broader view helps development teams uncover opportunities that traditional prospecting methods often miss.

Looking Beyond the Donor Database

Many fundraising systems are designed to capture what has already happened. Gifts received. Meetings completed. Events attended. However, fundraising opportunities often arise outside an organization’s database.

A long-time supporter joins the board of a growing company. A local executive receives a promotion that expands her philanthropic influence. A business leader relocates to a new market and begins seeking opportunities for civic engagement. A company launches a workforce initiative that aligns closely with a nonprofit’s mission.

These developments may never appear in a donor management system unless someone is actively looking for them.

Relationship intelligence helps fundraisers identify these moments and understand them within a broader context. Instead of approaching prospect research as a periodic exercise, organizations can develop a more dynamic view of the individuals and institutions connected to their mission.

This approach has become particularly valuable as donor participation remains under pressure across the sector.

According to the Fundraising Effectiveness Project's Q1 2025 report, total fundraising revenue increased 3.6% year over year, even as donor participation declined 1.3%. Retention also slipped slightly, from 18.3% to 18.1%, reinforcing concerns about long-term donor engagement across the sector

For development teams, that reality raises an important question: how can organizations deepen relationships with the right people rather than simply expanding the volume of outreach?

The Corporate Giving Opportunity

Corporate fundraising provides one of the clearest examples of how relationship intelligence can improve results.

Many nonprofit organizations still approach companies through sponsorship requests or broad partnership pitches. While those strategies can generate support, they often overlook the factors that shape corporate decision-making.

Companies do not give in a vacuum. Philanthropic investments are frequently influenced by business priorities, leadership interests, employee engagement goals, community presence, and industry dynamics.

A company entering a new market may be seeking opportunities to establish local community connections. A financial services firm may be expanding volunteer initiatives for employees. A newly appointed CEO may bring fresh philanthropic priorities.

When fundraisers understand these developments before making contact, conversations become more relevant and more strategic. A clear understanding of both organizational missions and business objectives leads to successful corporate partnerships. Data helps illuminate where those interests intersect.

Finding Affinity, Not Just Capacity

Major gift fundraising has traditionally relied on a combination of wealth indicators and personal referrals. Both remain valuable, but capacity alone rarely predicts engagement.

Many donor relationships begin with shared experiences, professional affiliations, geographic ties, or personal connections to a mission. Relationship intelligence allows organizations to uncover those points of alignment more systematically.

One development leader has adopted a more intelligence-driven approach to prospecting by looking beyond traditional donor lists and wealth indicators.

In addition to identifying high-net-worth individuals, he focuses on understanding philanthropic affinity by researching donors who have supported similar causes and organizations. Rather than evaluating solely based on capacity, he uses RelPro to look for evidence of existing interest and engagement that may signal a stronger connection to the mission.

In corporate fundraising, his team monitors signals related to corporate philanthropy, charitable giving, and social responsibility initiatives to identify organizations that may be actively exploring community partnerships. This enables timely outreach around emerging business priorities rather than relying on broad sponsorship requests.

Equally important is the ability to stay informed about changes within companies and leadership teams. Ongoing alerts about executive appointments, organizational developments, and other significant events provide opportunities for more relevant conversations. These touchpoints help strengthen relationships long before a fundraising ask is made.

The result is a more focused approach to fundraising, prioritizing alignment, timing, and relationship context alongside traditional donor research.

Making Better Use of Limited Resources

Perhaps the most practical benefit of intelligence-driven fundraising is improved focus.

Most nonprofit organizations operate with finite staff capacity. Development officers are expected to manage portfolios, steward donors, support events, pursue corporate partnerships, and contribute to strategic planning, often simultaneously.

Under those conditions, time becomes one of the organization’s most valuable assets.

Analytics can help leaders prioritize opportunities based on relationship strength, engagement potential, organizational alignment, and timing. Rather than treating every prospect as equally likely to convert, teams can make more informed decisions about where to invest their attention.

Intelligence in Service of Relationships

Some fundraising professionals still view data and relationship building as separate disciplines. The strongest organizations are treating them as complementary.

Data cannot replace trust. Analytics cannot create a compelling mission. There is no substitute for authentic stewardship and meaningful engagement.

Relationship intelligence gives context that helps fundraisers understand their communities more deeply, revealing connections and emerging opportunities before they become obvious to engage prospective supporters with greater relevance and context.

As nonprofits compete for attention, resources, and donor loyalty, those connections are critical. Organizations that can translate those insights into meaningful engagement will be better positioned to build lasting support in an increasingly competitive philanthropic landscape.

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

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

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

by Liza Boffen-Yordanov, CFRE
Vice President of Individual Giving, Girl Scouts of the USA

With nearly 30 years in fundraising, I’ve been inspired by each global mission of the organizations I’ve served. Every cause has deepened my understanding of the power of collective action and generosity—inspiring me to stay curious and hopeful, while continuing to advocate for change that lifts individuals and communities.

People First, Always

I entered the fundraising profession because I’ve always been motivated by work that creates real, lasting impact. Originally coming from the alumni side of the house, connecting donors with opportunities to change lives felt like a natural expression of that purpose. I quickly saw how strategic philanthropy can transform organizations and communities. 

Added to that, being a first-generation college graduate profoundly shaped how I view opportunity and responsibility. I navigated higher education without a built-in roadmap, and I understand how transformative every scholarship, mentor, and support program can be. Seeing long-term impact grow from a spark of donor belief is incredibly meaningful to me. 

This perspective has stayed with me throughout my career. I’m most proud of the moments where I can see connections of philanthropy directly remove barriers. From opening doors for students who might not otherwise have resource access, to strengthening programs that support underrepresented communities, to creating spaces where people feel seen and valued.

While my career has taken me across continents and sectors, this lesson has remained constant: When you invest in people, entire communities benefit. Across every organization I’ve served, from global universities to Girl Scouts, the common thread is access. Access to education, opportunity, health, and to the networks that make lasting change possible. 

Whether supporting students, patients, or young girls, the work is about unlocking potential and building pathways that didn't exist previously. 

CFRE: A Network of Ideas and Support

As my career progressed, I decided to earn the CFRE because of the power and recognition of the certification. It’s brought a level of professional credibility and trust to my work with donors and colleagues. It also reinforced my commitment to ethical fundraising and solidified my credibility in the field. That credibility helped open doors, deepened relationships, and created the confidence I needed for transformational giving.

The way I see it, fundraising, at its best, connects generosity with possibility. It’s about helping donors see themselves as partners in change, and ensuring those partnerships are intentional, equitable, and sustainable.

Earning my CFRE sharpened both my strategic approach and my ability to build trust. These two factors are critical when leading complex, high-impact fundraising efforts.

In my work leading advancement teams across global institutions, I’ve seen how applying CFRE principles, particularly around ethical practice, donor-centered strategy, and long-term relationship building, strengthens results. In campaign environments, these principles have translated into more disciplined planning, stronger alignment between institutional priorities and donor interests, which ultimately leads to greater philanthropic investment and impact.

The CFRE is powerful because it transcends industry-specific sectors. Whether you’re working in education, healthcare, human services, or international NGOs, the core principles of ethical, effective fundraising remain the same.

Ultimately, CFRE reinforces that fundraising is both an art and a discipline. It supports fundraisers in being more strategic and agile, so that no matter the mission, we can build stronger relationships and drive greater impact.

Liza Boffen-Yordanov, CFRE, is Vice President of Individual Giving at Girl Scouts of the USA, in New York, New York. She earned CFRE certification in 2008 and currently serves as a 2026 CFRE Ambassador.  

by Jenn Moore
VP of Advancement, Good + Foundation
AFP-NYC Chapter President

As this issue of Fundraising Matters reaches your inbox, many of us will be gathering for Fundraising Day New York, AFP-NYC's flagship conference and one of the largest gatherings of fundraising professionals in the country.

Fundraising Day always reminds me of something we often overlook: the importance of our professional community.

In a profession built on relationships, it's easy to focus all of our energy outward—on our donors, volunteers, board members, and supporters. Yet some of the most valuable relationships we build are with one another.

That is what makes Fundraising Day so special.

For one day, more than 1,100 fundraising professionals come together to learn, share ideas, challenge one another, and strengthen the connections that help sustain us throughout the year.

My sincere thanks to Conference Chair Erica Joy West, the Fundraising Day Steering Committee, our volunteers, sponsors, speakers, and the many others who have spent countless hours bringing this year's event to life. Their dedication creates the space for these connections, conversations, and moments of learning to happen.

I'm also excited to welcome our keynote speaker, Barron Segar, President and CEO of World Food Program USA. Throughout his career, Barron has led organizations tackling some of the world's most pressing humanitarian challenges while driving extraordinary fundraising growth. At a time when many nonprofit leaders are navigating uncertainty and rapid change, I look forward to hearing his perspective on leadership, innovation, and impact.

As I prepared for this year's conference, I found myself thinking back to my first Fundraising Day.

I remember walking into a room full of fundraisers and feeling two things at exactly the same time: completely overwhelmed and incredibly hopeful.

Overwhelmed by the sheer number of people, ideas, sessions, and possibilities. Hopeful because, for the first time, I was surrounded by people who cared deeply about making the world a better place.

And perhaps more importantly, people who understood what I did for a living.

As fundraisers, we spend a surprising amount of time explaining our work. We explain that fundraising is not simply asking for money. We explain that it is relationship building, strategic planning, stewardship, storytelling, volunteer engagement, and often a healthy amount of diplomacy.

Yet when fundraisers gather together, none of those explanations are necessary.

Everyone understands.

There is something uniquely powerful about being in a room with people who immediately understand the excitement of a transformational gift, the challenge of a difficult board conversation, the pressure of an ambitious campaign goal, or the satisfaction of seeing a mission advance because of a donor's generosity.

That sense of shared understanding is one of the reasons AFP has remained such an important part of my professional journey.

And perhaps that sense of community matters even more today than it has in a long time.

Across our sector, organizations are navigating significant uncertainty. Many are facing shifting funding landscapes, changing donor expectations, staffing challenges, and growing demand for services. Leaders are being asked to make difficult decisions while continuing to advance their missions. Fundraisers are helping organizations navigate change in real time, often without a clear roadmap for what comes next.

In moments like these, it can be tempting to focus solely on the work directly in front of us. There is always another proposal to submit, donor meeting to schedule, campaign to launch, or report to complete.

But one of the lessons I have learned throughout my career is that professional community is not a luxury. It is an essential part of our effectiveness and our resilience.

The strongest fundraisers I know rarely work in isolation. They seek out colleagues who can challenge their thinking, share ideas, offer perspective, and provide encouragement when things become difficult. They understand that some of the most valuable solutions emerge not from a webinar or a textbook, but from a conversation with another fundraiser who has faced a similar challenge.

Earlier this year, at AFP-NYC's Annual Meeting, I shared one of my favorite mottos: "The only way out is through."

The more I reflect on that phrase, the more I believe it captures the spirit of our profession.

Fundraisers do not wait for perfect conditions.

We build relationships through uncertainty.

We inspire generosity through uncertainty.

We move missions forward through uncertainty.

And we do so because we believe deeply in the organizations and communities we serve.

Most importantly, we do not navigate those challenges alone.

Whether you attended Fundraising Day this year or not, my hope is that you continue to invest in your professional community. Introduce yourself to someone new. Share a challenge. Offer a perspective. Be generous with your experience.

Because while strategies, technologies, and trends will continue to evolve, one thing remains constant: our profession is strongest when we learn from one another and support one another.

In uncertain times, community is not a luxury. It is one of our greatest strengths.

I look forward to seeing many of you at future AFP-NYC programs and events throughout the year ahead.

Jenn Moore is the VP of Advancement at the Good+Foundation where she leads the strategy and implementation of all development, marketing and public relations activities. With deep experience in fundraising and nonprofit leadership, she held previous development leadership roles at Scratch Foundation, DoSomething.org, the SIFMA Foundation and Young Audiences New York. Jenn is the incoming President for the Association of Fundraising Professionals-NYC Chapter where she has been an active board member since 2017. Jenn received an MS in Nonprofit Leadership from Fordham University and a BFA with Distinction from The Ohio State University.

by Lynsie Slachetka
Founder and Chief Digital Officer
aJuxt Media Group

For years, nonprofit marketing strategy has centered around a simple goal: get the click.

We have built campaigns designed to drive traffic to our websites, capture attention, and convert visitors into donors, volunteers, and advocates. Click-through rates and website sessions have long been treated as primary indicators of success.

But that model is changing in a fundamental way.

We are now operating in a zero-click environment, where audiences increasingly get what they need without ever visiting a website. Search engines surface direct answers. Social platforms prioritize content that keeps users engaged on-platform. Emerging AI tools summarize organizations and causes before a user ever reaches a homepage.

For nonprofits, this is not just a digital marketing shift. It is a structural change in how awareness, trust, and influence are built.

What Zero-Click Content Means

Zero-click content refers to content that delivers value immediately within the platform where it is consumed. Instead of requiring a user to take another step, the content itself becomes the experience.

A social post may fully explain a mission. A short video may communicate impact in its entirety. A search result or AI-generated summary may describe what an organization does and why it matters before a user ever clicks through.

At first glance, this shift can feel like a loss. Fewer clicks can mean fewer measurable conversions and less control over the user journey. It challenges reporting systems that have long relied on website traffic as a proxy for engagement.

However, focusing only on what is lost misses what is being gained.

From Traffic to Presence

The real shift is not from clicks to nothing. It is from traffic to presence.

Nonprofits must begin asking a different question. Instead of asking how to drive people to a website, the better question is whether the organization is showing up in the moments where decisions are being formed. Increasingly, those decisions happen before a click ever occurs.

When a potential donor searches for causes to support and sees a curated list of organizations, inclusion in that moment matters. When someone scrolls through social content and encounters a clear explanation of a mission, an impression is formed whether they click or not.

Visibility is no longer defined by traffic alone. It is defined by how consistently and clearly an organization appears where attention already exists.

Why This Shift Matters for Nonprofits

This shift is especially important for nonprofits because the work is rooted in belief. Unlike traditional brands focused on transactions, nonprofits are building trust, clarity, and emotional connection.

Zero-click environments accelerate this reality. Trust is increasingly shaped by platforms and algorithms that determine what information is surfaced. Organizations that consistently appear as credible and relevant sources gain authority, even without direct interaction.

Clarity becomes essential. Both people and algorithms scan quickly for meaning, which means a mission must be understandable almost instantly. If it takes too long to explain what you do, you may already be overlooked.

Consistency also matters more than ever. Every touchpoint, whether on social media, search, or AI-generated summaries, contributes to how your organization is perceived. And emotional resonance must happen faster. In many cases, there is only one moment to connect.

In a zero-click environment, the traditional engagement journey compresses into a single impression.

The New Reality of Digital Platforms

It is understandable that many nonprofit teams feel frustrated by declining reach, lower click-through rates, and shifting performance metrics. These changes can feel like a loss of control.

In reality, they reflect how platforms are designed.

Social networks prioritize keeping users within their ecosystems. Search engines aim to provide immediate answers. AI tools synthesize information for speed and convenience. In this environment, content that requires a click is often deprioritized in favor of content that delivers immediate value.

This does not mean nonprofits should abandon their websites or long-form storytelling. It does mean rethinking the role of content within a broader ecosystem.

Rethinking Content Strategy

Instead of treating content as a preview that leads somewhere else, nonprofits must begin treating it as the primary experience.

When an organization shares a story, that story should stand on its own. When impact is communicated, it should be complete in the moment it is seen. When someone encounters the organization for the first time, they should not need to click to understand its purpose.

This requires a shift in mindset. Content is no longer just a pathway. It is the message itself.

In practical terms, this means prioritizing clarity over complexity and immediacy over depth when appropriate. It means ensuring that every piece of content is capable of standing alone while still connecting to a larger narrative.

Rethinking Success and Measurement

This shift also requires a different approach to measurement. Clicks are easy to track, report, and compare. Influence is not.

Nonprofits have always operated in spaces where not everything that matters can be captured in a dashboard. Awareness, trust, and perception have long been critical to long-term success, even when they are difficult to quantify.

In a zero-click environment, these signals become even more important. Increased brand recognition, stronger engagement with content that does not include links, and a rise in direct searches for an organization all indicate growing influence.

These outcomes may be less immediate, but they reflect deeper connection and long-term impact.

The Opportunity Ahead

There is also a significant opportunity within this shift. As the emphasis moves away from clicks, it places greater value on clarity, authenticity, and mission-driven communication.

Organizations that can clearly articulate who they are and why their work matters in a way that resonates quickly are better positioned to stand out.

In many ways, zero-click content levels the playing field. It rewards substance over tactics designed purely to generate traffic. It prioritizes messages that resonate in the moment rather than those designed only to drive further navigation.

For nonprofits, this aligns naturally with the core of the work. The message has always been the most important asset.

Final Thought: Being Understood Without the Click

The question moving forward is not simply how to generate more clicks. It is whether your organization can be understood and remembered without them.

If someone encounters your content once and never visits your website, will they still know who you are, what you do, and why it matters?

The organizations that can answer yes to that question are not falling behind in a zero-click world. They are adapting to it and, in many cases, leading within it.

Meet Lynsie Slachetka, founder of aJuxt Media Group and social media early adopter, who always knows what's ‘in’ and what's ‘out’ in the ever-changing digital landscape. Known for her strategic creativity, she's guided multiple nonprofit organizations to uplevel their digital marketing and achieve real results. A former staffer at Hearst Digital Media Services and co-owner of Tallahassee-based marketing agency Voxy Media Group, Lynsie is a Midwestern gal at heart who loves kayaking and exploring with her family. Her motto is: "Nothing is impossible if you just start it."

By Kerry Pereira Watterson, CFRE
CEO, Fundraising Well

Nonprofit leaders often ask why fundraising slows during periods of internal instability. They usually focus on external explanations: donor fatigue, economic uncertainty, shifting priorities, or increased competition for philanthropic dollars. But sometimes the problem is much closer to home.

When organizations tolerate toxic leadership, persistent dysfunction, poor communication, exclusionary behavior, or deep internal mistrust, fundraising becomes exponentially harder—not simply because morale declines, but because fundraisers are expected to carry organizational credibility externally while experiencing organizational instability internally.

That tension is rarely discussed openly in our sector. Yet frontline fundraisers live inside it every day. And it’s become a leading motivator for many of our coaching clients at Fundraising Well to seek our services as they search for a solution. We see the real impact it has on their organizations, the sector, and the future of donor trust. So, let’s talk about it.

Fundraisers Carry More Than Revenue Goals

Frontline fundraisers occupy a uniquely exposed position within nonprofits. They hear concerns from program staff, frustrations from operations teams, anxieties from boards, expectations from executive leadership, and questions from donors and community members. They often become informal translators between competing realities inside the organization.

Then they are asked to walk into donor meetings and confidently articulate vision, stability, and impact. That can be difficult under the best circumstances. It can become next to impossible when staff turnover is high, leaders are dismissive or abusive, departments operate in silos, or organizational values are inconsistently applied internally.

Donors may not see the dysfunction directly, but they often feel its effects:

●     inconsistent communication,

●     unclear strategy,

●     shifting priorities,

●     diminished responsiveness,

●     weakened storytelling,

●     and instability in relationships.

Fundraisers absorb much of that pressure long before anyone else names it.

Isolation Is Not a Strategy

During periods of uncertainty, many leaders instinctively limit transparency. They delay involving fundraising staff in strategic discussions until decisions are finalized, believing they are protecting teams from confusion or unnecessary concern. In practice, the opposite often occurs.

Fundraisers are left piecing together fragments of information from hallway conversations, departing colleagues, nervous board members, and donor questions they are unprepared to answer. The result is not clarity. It is isolation. And isolation weakens trust.

Fundraisers cannot credibly represent a vision they do not fully understand. If they are expected to help donors invest in the future of the organization, they need earlier access to the conversations shaping that future—even when those conversations are imperfect, unfinished, or difficult.

This does not mean every staff member needs every detail of every internal challenge. Thoughtful leadership still requires discretion. But there is a meaningful difference between confidentiality and exclusion.

Organizations that involve fundraising leaders earlier create stronger alignment, better messaging, and greater resilience during periods of change.

Relationship Building Is Internal Work, Too

One of the greatest mistakes nonprofits make is treating relationship building as something fundraisers only do externally. Healthy fundraising cultures are built internally first.

Years ago, while leading a development team during a particularly stressful organizational period, I started something informal called Monday Mocktails & More. Each week, I invited staff members from departments outside fundraising to grab a coffee, tea, smoothie, or favorite beverage with me—no agenda, no transactional purpose, and no pressure.

What emerged was far more valuable than another internal meeting. Program staff shared insights that never appeared in formal reports. Operations colleagues explained bottlenecks affecting delivery. Team members opened up about morale, frustrations, and hopes for the organization. Over time, trust deepened across departments.

The fundraising outcomes improved as well. Our stories became more authentic. Our understanding of impact became sharper. Collaboration strengthened, silos softened, and perhaps most importantly, staff stopped seeing fundraising as a department that merely “asked for money” and started seeing it as a strategic partner invested in each department’s success.

In difficult organizational climates, relational trust becomes operational infrastructure.

Fundraisers Are Often Informal Movement Builders

The nonprofit sector tends to define leadership too narrowly—through titles, hierarchy, or supervisory authority. But many frontline fundraisers are already functioning as informal leaders.

They shape narratives. They surface concerns leadership may not hear directly. They connect departments that rarely collaborate. They maintain continuity during turnover. They carry institutional memory. And they help stakeholders imagine what the organization could become, not simply what it is today.

In many organizations, fundraisers are quietly building internal movements toward greater transparency, collaboration, and accountability long before leadership formally recognizes the need for change.

That matters. Because the future of fundraising will not be built solely on better donor strategies or more sophisticated technology. It will depend on whether organizations are willing to cultivate cultures rooted in trust, openness, and shared ownership of mission.

Perhaps that lesson extends beyond individual nonprofits.

A sector that struggles to collaborate internally will inevitably struggle to organize collectively around larger systemic challenges facing our communities. If we hope to build stronger partnerships with philanthropy, government, and civic leadership, we must first strengthen our capacity for transparency and collaboration within our own institutions. That work begins closer to home than many leaders realize.

Where Do You Stand?

●     Are your fundraising staff included early enough in conversations about organizational direction and change?

●     What informal leadership responsibilities are your fundraisers already carrying?

●     Where might internal mistrust be quietly undermining external credibility?

●     How intentionally are you investing in cross-functional relationships inside your organization?

●     What would change if fundraising were treated not only as a revenue function, but as a strategic leadership function?

The organizations best positioned for long-term fundraising success will not necessarily be the ones with the largest development teams or the most polished campaigns. They will be the organizations where trust travels internally as effectively as vision travels externally.

Kerry P. Watterson, CFRE, is Founder & CEO of Fundraising Well, a certified LGBT Business Enterprise that helps nonprofits and social impact leaders strengthen fundraising, governance, and long-term sustainability. Over a 25-year career spanning philanthropy, public policy, advocacy, education, and the arts, he has raised and leveraged more than half a billion dollars for social impact causes, political campaigns, entrepreneurial ventures, and Broadway productions.

A nationally recognized fundraising strategist and governance advisor, Kerry works with organizations to build cultures of trust, collaboration, and resilience alongside stronger philanthropic results. He has taught at the University of California-Irvine, Hunter College CUNY, and the University of Arizona, and lectures around the world on philanthropy, ethics, and the future of the nonprofit sector. Kerry serves on the AFP NYC Board of Directors and is a BoardSource® Certified Governance Consultant.