Chapter Leadership Brief 4.5.24

by Erica Joy West
Charitable Investment Counselor, Bergen Volunteer Medical Initiative | Coach and Independent Consultant

As April ushers in National Volunteer Month, it’s a time of celebration for the invaluable contributions that our volunteers make to our organizations. And the volunteers that are universally regarded as our most valuable and important are the Board of Trustees--- guiding the strategic direction of our organization, serving as ambassadors of our mission, and catalysts of philanthropic support.

For volunteers who serve such vital leadership roles, are our Board members equipped with all the resources they need to make the impact we expect from them?

Very early in my career as a fundraiser, I attended a check presentation ceremony with a Board member recognizing the amazing work of our mental health organization. We were one of a few nonprofits to receive this recognition that would be awarded on stage, in a large auditorium, at the local community center.

When it was our turn to take the stage, the funders proudly handed us one of those oversized paper checks that was graciously accepted by a highly esteemed Board member.  He enthusiastically stepped up to the microphone. And in his brief remarks I heard him refer to the consumers we served with chronic mental illness, as adults with developmental disabilities. I was stunned and confused. I remember standing there scratching my head wondering, “when did we start doing that?”  

As a completely green professional I wanted to soak in every word from the staff and volunteers who passionately advocated for our mission. And I quickly realized we took for granted that our closest champions knew how to be strong ambassadors for us. Although this was an unintentional mistake by the Board member, using the right language to educate the community on the differences between mental illness and developmental disabilities was essential for him to know and to be able to communicate to others.  

This lovely man who served on the Board, was giving his time, energy and making financial contributions for people with mental illness, he deserved to be prepared with how to be a passionate, articulate spokesperson for our organization—by using the right language, telling impactful stories, and sharing how we make a difference in peoples lives.

I wish I could tell you this was an isolated incident, and that I never saw another Board member struggle to talk about the cause they care about. But as I’m sure you know, that’s unfortunately not the reality. After my early experience, I now  take the time and energy to provide skill based workshops for Board members on fundraising, storytelling, engaging in conscious conversations, and asking for support. I’m proud that the CEO and Board Chair at the Bergen Volunteer Medical Initiative set aside dedicated time at every Board meeting to teach and engage Board members in discussions on their roles as ambassadors. I am a witness to this work paying dividends. The Board’s confidence and enthusiasm for sharing our mission within their networks has grown. And ultimately our patients will benefit from having a stronger team advocating for their right to access necessary medical care.

As you think about your own organization--- How are your Board members telling your story?  How can you empower your most important and valuable volunteers to be stronger ambassadors of your mission?  

Erica Joy West Is the Charitable Investment Counselor for Bergen Volunteer Medical Initiative (BVMI), provides free healthcare for working uninsured adults. As a skilled fundraiser with 20 years in nonprofit and institutional advancement, Erica has shared her knowledge of community needs to help hundreds of individuals and corporations make a meaningful difference through charitable giving. Now, as the Charitable Investment Counselor with BVMI, she is dedicated to helping people realize their philanthropic ambitions, for themselves, their families, and society to affect change for healthcare in New Jersey.

In 2020, Erica began using her talents as a Master NLP transformational coach to empower female professionals to develop fierce self-confidence and make powerful shifts in their communication to transform their relationships. She is passionate about the personal and professional advancement of women by helping them amplify their impact to change the world.

Erica serves on the Board of Trustees for the AFP-NYC Chapter, sitting on several committees as Vice-Chair of Communications, Chair of Sponsorships and Partnerships, and Professional Advancement. In her spare time, Erica is a fitness instructor, Stand-Up Paddle boarder, rock climber and outdoor/fitness enthusiast.

Chapter Leadership Brief 4.5.24

by David J. Mack IV 
Vice President of Communications, Sophist

In the ever-changing universe of fundraising, innovation is the key to success. 

As Vice President of Communications at Sophist and a dedicated advocate for active philanthropy, I've had a major role in the establishment and development of Text-to-Pledge® (TTP), the groundbreaking platform that redefined how nonprofits engage with donors and drive contributions. In the major gala environment, TTP changed the live appeal paradigm from analog to digital. The process has directly generated more than $250MM for causes and their beneficiaries since. Much of the giving has come from first time donors to client organizations, and Text-to-Pledge’s true bottom line impact for orgs is in the billions.

In the wake of unprecedented challenges posed by the shift to remote operations, nonprofits faced the daunting task of maintaining fundraising efforts amidst uncertainty. This spurred Sophist to innovate the Text-to-Pledge® (TTP) hybrid model, a groundbreaking solution that seamlessly transitioned traditional onsite services to remote deployments. Leveraging proprietary, cutting-edge technology, Sophist reshaped TTP to be deliverable from anywhere to anywhere, allowing nonprofits to transcend geographical barriers and connect with donors on a global scale. Average gift sizes and average participation rates have both improved as a result of the modifications made during Covid. This shift not only underscored the resilience of the fundraising community but also highlighted Sophist's thought leadership during times of adversity.  

Upon returning to the ballroom post-pandemic, we saw an opportunity to increase stage management of the live appeal for organizations who still preferred an onsite presence. Thus, the Text-to-Pledge presenter role was born. By placing a certified TTP presenter on stage, production value increased and ultimately overall engagement rates spiked. This deliberate approach is not merely about delivering a message but about using proprietary best practices in order to orchestrate an experience compelling donors to act.

At the recent Fresh Air Fund Silver & Gold Soirée, our innovative approach yielded remarkable results, with a staggering 35% donor participation rate, dramatically above the national average. This achievement serves as a strong case study. Further leveraging Text-to-Pledge via the presenter role unlocked a unique opportunity to amplify fundraising initiatives while fostering enduring connections with supporters. The experience of leading the appeal at the Fresh Air Fund gala reinforced the importance of authenticity and storytelling in driving engagement and donations. 

As the first ever certified Text-to-Pledge presenter, I personally experienced the privilege of being the conduit through which donors can truly connect with the cause, leading to greater support and participation.

Reflecting on the monumental growth of TTP adoption in 2023, where the average participation rate exceeded 20% and the average pledge soared above $1000, fills me with optimism for near limitless scale. As we continue to harness the power of innovation and storytelling, the future of fundraising is brimming with possibilities. Through our collaborative endeavors, we can lay the groundwork for a world where philanthropy knows no bounds.

Emerging from the Text-to-Pledge landscape, the annual Non-Profits Night Out™ (NPNO) gala in New York City brings together the industry's most notable nonprofits and event vendors to drive business and donations. Far from being merely an evening of celebration, NPNO is a gathering that honors fundraising event professionals, nonprofit leadership, major donors, and their collective impact on the philanthropy sector. NPNO attendees collectively steer upwards of $1 Billion in social impact dollars each year, all of which benefit the local community. The vibrant environment fosters the exchange of new ideas, strengthens relationships, and facilitates the creation of new charitable opportunities, with generous sponsors underwriting the entire event.

As we continue to innovate and adapt, Sophist remains committed to shaping the future of philanthropy. Our collective efforts pave the way for a world where generosity breaks down barriers, where technology and storytelling converge to create lasting impact. Together, we can build a brighter future for all, fueled by the power of innovation, collaboration, and compassion.

David J. Mack IV is a Charleston, South Carolina native and holds a degree in Neuroscience and Behavioral Biology from Emory University. While navigating his science studies, he found a parallel passion in public relations, communication, and nonprofit endeavors. During his time at Emory, David immersed himself in volunteer work at Egleston Children’s Hospital and other charitable organizations, gaining firsthand experience in fundraising and nonprofit management.

Post-graduation, a fortuitous reunion with college classmate Reed Baker, a Philosophy graduate, sparked a collaborative venture. David appreciated Reed’s direction, vision and understanding of Philosophy which led to the creation of a special event production company called Sophist.  Through Sophist, David championed numerous nonprofits in New York and the Tri-State area, introducing innovative initiatives like Text-to-Pledge®, the FIRST onscreen text messaging functionality in the nonprofit special events space.  Text-to-Pledge has since raised over $250 Million directly while originating billions of dollars in charitable donations via a multitude of donor engagement strategies.

David continues to embody the spirit of Charleston and his upbringing by promoting creativity, dedication, and commitment to positive change through philanthropy. Additionally, he is the first ever certified Text-to-Pledge presenter as well as an ordained minister.

To learn more about Text-to-Pledge® and how to include David Mack in your fundraising efforts, reach out to campaigns@texttopledge.com

Chapter Leadership Brief 3.22.24

By Robin Merle, CFRE
President, Robin Merle Associates, LLC
Founder, TheProfessionalGuide.com

Retaining and motivating staff is a BIG topic in our profession.   The churn of fundraising staff in and out of organizations continues.  Staff who have exited their organizations talk of toxic cultures, unrealistic expectations, limited resources, and bad managers who still operate like gift officers rather than leaders.  “I wasn’t even able to speak to a donor.  I wrote briefings,” goes a typical complaint.

If you’ve risen up the ranks from asker to tasker, you can improve your chances of retaining team members by leaning into your role as a relationship-builder.

The Secret to Success
Great fundraisers can be excellent managers if they possess an essential quality for success: intellectual curiosity about people.

Marcus Buckingham wrote in the Harvard Business Review, “Great managers are fascinated with individuality for its own sake.  Figuring out what makes people tick is simply in their nature.”

Doesn’t this sound like the same approach we use to raise major and principal gifts from individuals?  We conduct research and do our homework to figure out what makes a prospective donor tick.  We ask questions to determine their passions and understand the choices they’ve made.  But how many of us take the time to ask those same questions about our staff? More importantly, how many of us act on this knowledge to bring added value to our fundraising? 

Encouraging Creativity and Open Communication
I’ve always believed that good ideas can come from anywhere, at any time.  People’s talents do not stop at the perimeters of their job descriptions.  Here are some examples of what actually happened when staff were encouraged by their managers to think creatively beyond their functions and felt safe enough to speak up:

• A database operator, who majored in botany, noticed patterns in the data he was inputting and suggested a new market segment for the organization’s next direct mail appeal. It worked.
   
• A development assistant, who used to work at a media company, was taking minutes at her nonprofit’s gala meeting.  She heard about their need for an auctioneer and volunteered to reach out to her former company for talent.  Instead of relegating the assistant’s idea to the side, her executive director told her to go for it.  They got an auctioneer.
   
• A major gifts officer, who had once been an intern with Pencil, knew her organization’s back-office capacity for gift acknowledgment was failing.  She volunteered to reach out to Pencil to recruit and mentor interns for her organization.   One of the interns was hired.

Creating an inclusive environment that encourages staff to share their ideas without judgment or censure is critical.  The rewards are immediate because staff feel seen.  They’ve been able to make a difference, which is one of the driving motivations of mission-driven humans.

How Not to Manage
Consider the alternatives, gleaned from the streets of New York: 

• A development associate who helps trustees host events in their homes is told by a new manager that he is no longer allowed to speak to the trustees, despite long-standing relationships that have yielded close organizational ties. Trustees will now be handled by the new manager.
   
• An annual gift officer cultivates a donor to make a major gift.  The donor is moved to the portfolio of a major gift officer she may or may not know.  The annual gift officer is no longer a point of contact, ending the organic arc of the relationship.
   
• A prospect research director is asked to provide a list of the 15 wealthiest individuals who graduated from the University, without comment or insight, despite her many years of institutional knowledge that could unlock the key to their passions and new gifts.
   
• A campaign manager, who is building a prospect pipeline, is told there is no need for him to attend the meetings about annual giving, despite data showing that all principal gift donors began by making a modest first gift.  His portfolio of leads dwindles to the usual suspects.

How much knowledge, opportunity, and money is left on the table when a rigid management style dictates how relationships should be cultivated? 

For those of us who just can’t help getting to know our staff and what drives them, managing to their unique talents and lived experiences is as natural as getting to know a prospective donor and asking for her support.  The bonus of this approach:  turnover is much less. 

This isn’t about “wearing many hats,” nor is it about instilling kumbaya in your team.  It’s about establishing an open, creative environment that is inclusive and values individuality.  It’s about allowing individuals to contribute in ways that make them feel successful, appreciated, and responsible.  Staff are not told to be accountable.  They choose to be this way.   When staff stretch their talents beyond the fences of their roles, it’s time to celebrate them not rein them in. 

Easy Ways to Get Started

• Invite staff who may not normally attend a meeting to sit in, particularly if you know they have institutional knowledge or just joined your organization and have no preconceptions.|
   
• Listen to staff without interruption or answering emails.   Ask a follow-up question (or two) before passing judgment. 
   
• Begin a sentence by asking “What do you think?”  You’d be amazed at how often this is not asked at meetings where managers are trying to solve problems.
   
• Re-read the resumes of your staff that are filed away.  Take special note of the bottom section which usually contains interests, education, travel.  Ask them if their outside interests are helping them in their roles.

A version of this article was originally published in “Move Forward,” the blog for www.theprofessional guide.com. 

Reference:  Buckingham, M. (2005, March).  What Great Managers Do.  HBR’s 10 Must-Reads on Managing People.

Robin Merle, CFRE serves on the Board of the Association of Fundraising Professionals-New York City.  She is Co-Chair of the Chapter’s Mentorship Committee and a member of the Education Advisory Committee of AFP-Global. 

Robin has more than 35 years’ experience as a senior executive for nonprofits.  Previously, she served as the Senior Vice President and Chief Development Officer for Hospital for Special Surgery (HSS). With her team, she planned and led three consecutive campaigns, raising more than $500 million and attracting more than 145 volunteers.

More recently, she served as the Vice President of Institutional Advancement for John Jay College of the City University of New York and Executive Director of the John Jay College Foundation.  She subsequently founded and became the President of Robin Merle Associates, LLC, which offers high-level consulting to nonprofits and their boards.

Robin is a three-time former Vice Chair of National Philanthropy Day-New York. She also served on the board of the New York Women’s Agenda and Women in Development, New York (WID) and is a member of the Planning Committee for the Johns Hopkins University Women’s Leadership Conference.

As the author of the award-winning book, Involuntary Exit, she is a frequent webinar host and guest on radio and podcasts, as well as an active blogger and contributor to LinkedIn. Connect with Robin on LinkedIn and subscribe to her blog on her site.

Chapter Leadership Brief 3.8.24

by M. Angel Flores
Senior Vice President, CCS Fundraising

In a previous article, I shared data from Giving USA that confirmed nearly half of legacy gift donors first learned about the personal benefits of making such a gift from their charity. Beyond the inherent responsibility wealth stewards or donor advisors have to partner with donors and ensure they understand and therefore can take advantage of the significant benefits of making a legacy gift, there are the added benefits to our profession of providing donors the dignity of dying with their affairs in order and restoring reciprocity to this sacred relationship.

In a recent study, Dr. Russell James confirmed that there is little to no (0-10%) disparity when looking at donor giving rates by bequest when broken down by broad racial categories (white, black, Hispanic) as defined by the federal government. Admittedly, these categorizations are far too limited and limiting, but that is a topic for another time. Dr. James found significant disparity (~50%) in the percentage of individuals who had an estate plan. This data, coupled with the fact that only a third of U.S. adults have a will, is deeply concerning. Improving rates of will creation in an area where nonprofits can have a significant impact.

I will share a personal example. All of my grandparents died without a will for many reasons, chief among them was they had little to no estate to speak of and they did not have the resources or wherewithal to connect with a professional advisor. When my mother was 24 and working for a nonprofit Catholic hospital, she had an opportunity to meet with a financial advisor provided by the hospital. During that meeting, my mother was encouraged to save for retirement and set on a path towards financial security and independence that she shared with my father. By comparison, my father, who was a lifelong government employee first with the U.S. Marines and then with the USPS, was never afforded an opportunity to meet with a financial planner. Fast forward to today and they are both retired – something that was never a possibility for their parents.

My brother and I are also beneficiaries of the forward-thinking and deep care that the hospital had for their employees by providing that service. That meeting had a ripple effect that is felt to this day.  My family story highlights the power of nonprofits when they expand their sights beyond simply asking for donations and instead look to give back to their community in a substantive way.

Another more recent example of the power and dignity a will confers came in the aftermath of Aaron Bushnell’s protest, the US Airman who self-immolated and ultimately passed away on February 25. Various news agencies reported on his will, which immediately sparked my interest.

At only 25, the contents of his will ranged from the typical (financial assets designated to charity, Palestinian Children's Relief Fund); to the practical (a friend was given custody of Aaron's cat); to the quirky (another friend was bequeathed Aaron's stash of root beer); to the poignant (request for his "ashes to be scattered in a free Palestine" should that come to pass and those living there be open to his wish.) While I am still processing these tragic events, I am struck by Airman Bushnell's seriousness of purpose to create a will to protect his assets, to care for what he loved, and to uphold his beliefs beyond this life.

As wealth stewards and donor advisors, we hold a unique responsibility to normalize will creation for our donors as well as our nonprofit’s broader community. The implications go beyond that of the wealth transfer, which in and of itself is incredibly significant, to building and protecting intergenerational wealth and democratizing philanthropy. The potential for wealth stewards and donor advisors to guide a generational shift in estate planning and will creation because of the unique space we hold at the intersection of philanthropy, legacy, and money in our society is one that we cannot ignore.

To begin to shift your fundraising culture, consider the following steps:

1. Learn how certain types of giving vehicles and assets can provide substantial benefits to donors
2. Lead with those benefits in your educational and marketing materials to empower your donors
3. Build a resource list of local professional advisors – wealth managers, tax advisors, financial planners, estate attorneys – to help donors, particularly those in the global majority
4. Host regular sessions with professional advisors for your broader local and donor community to learn about financial and estate planning tools
5. Segment these sessions by generational cohort and tailor the content accordingly

M. Angel Flores (she/her) is thrilled to serve as AFP NYC Secretary. She is a Senior Vice President with CCS Fundraising, currently leading the firm’s Gift Planning Practice Group, focused on identifying new ways to diversify and increase revenue for CCS’s nonprofit partners. Angel is a highly motivated, results-oriented, and compassionate executive with nearly two decades of experience working with and within organizations in all sectors, planning and managing campaigns ranging from $20 million to $4 billion. Within CCS, Angel has held a number of leadership positions. She led her NY-based team’s mentorship program; founded and led the Working Parents and Caregivers Community, CCS's first employee resource group (ERG); founded Refresh and Reaffirm (R&R,) an employee-led health initiative that offers meditation and movement classes; and she was a founding member of CCS's DEI Working Group. In addition to AFP NYC, she volunteers on the Board of the New York Philanthropic Planned Giving Group. Angel currently resides on the historic lands of the Munsee Lenape, Schaghticoke, and Wappinger Peoples with her family. She draws on her dance, yoga, meditation, and Ayurvedic training to maintain her flexibility and strength in mind, body, and spirit. Find Angel on LinkedIn.

by Bre Alexander
Content Marketing Manager, iWave

To boost donor engagement and maximize fundraising efforts, nonprofits need to think creatively and implement new strategies.  In this post, we’ll explore five fundraising ideas that can help nonprofits cultivate stronger relationships with their donors, expand their reach, and create a sense of community surrounding their cause.

From hosting unique events to donor surveys, these ideas will provide practical approaches to enhancing donor engagement. 

Let’s dive in!

1. Host a Unique Event

The event you'll want to host depends on your organization type and mission. Aim to think outside the box and deliver events relevant to the donors you're looking to attract.

A few ideas include:

Host an interactive event: This is an excellent opportunity to showcase your organization's impact and accomplishments through demonstrations, presentations, and exhibits. Interactive events provide attendees with a firsthand experience of your nonprofit's work and creates networking opportunities.

Outdoorsy adventure fundraiser: Plan a charity hike, bike, run, or dance-a-thon. Participants can gain support through pledges from friends and family as they take on a physical challenge. These events not only promote health but a sense of camaraderie among participants. Fundraising events also have a high potential of reaching a large number of people due to the nature of them being promoted through social media channels by the participants.

Art exhibit/auction: Organize an exhibition and auction featuring local artists and community members. The auction portion of the event will provide funds for your cause. An exhibition combines philanthropy with the appreciation of art and can attract a unique, diverse audience interested in supporting local art and your organization. 

It's important to note with any event that a well formed project plan needs to be in place before moving forward.

2. Peer-to-Peer Fundraising

Peer-to-peer fundraising (P2P) is a strategy where supporters of your organization raise funds on the nonprofit's behalf through outreach to their family, friends, and colleagues. It can turn your supporters into fundraisers, leveraging their networks to expand your organization's reach and impact.

How it typically works:

Your donors become fundraisers: Recruit existing donors, volunteers, or people passionate about your cause. Provide them with the tools and resources they need to succeed, such as online fundraising pages to facilitate their efforts.

Personalized fundraising pages: Each supporter creates a unique online fundraising page that outlines their story, explains why they're participating, and highlights their goals and what they wish to accomplish. This page often includes videos, images, and progress updates to keep donors informed and engaged.

Sharing/asking for donations: Supporters reach out to their networks through various channels such as social media, email, phone, and personal conversations. They publicly share their fundraising page and solicit donations. The fundraiser's connection to your cause generally resonates with their networks and motivates them to contribute.

Team formation: P2P fundraising often involves teams of fundraisers who collectively work towards a common fundraising goal. This can foster friendly competition and collaboration, creating a sense of purpose and community.

Progress tracking: Donors and fundraisers can track the progress of their campaign through live, real-time updates on the fundraiser's page. This transparency keeps donors engaged and motivates the fundraiser to reach their goal.

Recognition: These can include personalized thank you messages, badges, leaderboards, public acknowledgements, or even rewards for your top fundraisers.

Benefits of P2P fundraising:

• Data and donor acquisition: P2P campaigns often generate valuable data about your donors and potential supporters, helping you expand your reach for future campaigns.
• Cost-effective: P2P leverages existing supporters, reducing your organization's outreach and marketing efforts.
• Increased reach: P2P taps into your donors' networks, enabling you to reach a much wider audience.
• Enhanced engagement: Your supporters become more actively engaged in your cause, deepening their commitment to your organization.
• Trust and authenticity: Personal endorsements boost the authenticity and credibility of your efforts.

Remember, the success of any P2P fundraising campaign hinges on nonprofits providing fundraisers with comprehensive resources and support. Effectively communicate the impact of donations, set achievable goals, and maintain communications throughout.

3. Offer volunteer opportunities

This idea may seem like a no-brainer, but if you need to offer more volunteer opportunities, now is the time to start! Again, evaluating what's most important for your nonprofit while weighing what will interest potential volunteers to get involved is essential.

Here are a few ideas to get you thinking:

Skill-based volunteering: Offer your supporters who have specialized skill sets such as marketing, web development, or graphic design to offer their support and expertise on particular projects and initiatives.

Virtual volunteering: Develop opportunities that can be done from anywhere, specifically remotely. Offer opportunities to help, such as online research, translation services, content creation, or mentorship programs.

Wellness programs: Create volunteer-run wellness or fitness programs such as yoga classes, mindfulness workshops, or outdoor clubs to encourage and promote mental and physical well-being.

Customizing your volunteer experience and recognizing your volunteers' contributions are important to fostering a successful volunteer program.

4. Personalized thank you notes/videos

37% of donors are annoyed if an organization doesn't thank them for their contributions. What about the other 63%? The lack of a thank you could impact their future donations even if they don't say it. 65% of donors would give more if they knew the impact of their contribution. 

Keeping your donors happy and engaged can be as simple as a personalized thank you letter outlining their contributions' impact. 

Here are a few steps to consider when crafting a perfect thank-you letter:

1. Be intentional: Thank you letters need strategic planning to ensure they include both thought and intention.
2. Handwritten is best: Though handwritten letters may seem outdated, it's a surefire way to show your thought and appreciation to your donors.
3. Make it personal: When you're writing a letter, make sure you know who to address. This could be the primary donor or donors if it is a private donation or the CEO if it is a corporate gift.
4. Define the impact: Make sure you understand their giving affinity and use it to tailor the message to tell the story of the impact they made. For example, if your food bank receives a donation, find a way to demonstrate how many meals the donor helped provide.
5. Consider including a CTA: Creating a specific ask about a current or upcoming campaign allows you to increase donor engagement while increasing donations. Be sure to evaluate if it’s appropriate to include an additional ask in any specific thank you note.

Related: Get the Donor Thank You Letters Cheat Sheet

5. Donor surveys

Donor surveys provide valuable insights into your donors' preferences, motivations, and organizational satisfaction levels. By gathering feedback directly from supporters, nonprofits can refine their strategies, enhance engagement, and improve donor stewardship. 

Let's look at some different types of donor surveys that are commonly used:

Feedback surveys: Gather specific feedback on events, campaigns, or fundraising initiatives. Feedback surveys help you understand what worked well and what needs to be improved.

Donor preference surveys:  Dive into your donors' interests and preferences, including the types of projects and programs they would like to support, their motivations for giving, and their preferred communications methods. 

Donor experience surveys: Explore your donors' experiences, from first engagement to ongoing involvement. They aid nonprofits in identifying touchpoints where donors may encounter friction. Donor experience surveys enable your organization to create a more streamlined, engaging donor journey.

Nonprofits can use several methods to distribute and collect surveys:

Online: Using web-based survey platforms or email
Paper: Can be distributed at events, mailed to donors, or included in direct mail campaigns
Phone: Consider utilizing volunteers or outsourced services to gather donor feedback

When conducting donor surveys, respecting your donors' privacy and time is important. Ensure your survey questions are straightforward and provide opportunities for donors to provide feedback. 

In closing

Increasing donor engagement is an important goal for nonprofits aiming to increase their efforts and make a greater impact.

Incorporating these fundraising ideas and strategies can strengthen the overall effectiveness of your organization.  By fostering deeper relationships, leveraging networks, and providing meaningful opportunities to get involved, nonprofits can create sustainable support.

Bre Alexander is a content marketing manager at iWave. She has a diploma in Marketing and Advertising Management and has found her passion for empowering nonprofit organizations through her work. A self-proclaimed geek, Bre has used her unique skill set and experience to create engaging content and help implement new processes. Bre is outgoing, creative, and determined to continuously learn and grow.

Chapter Leadership Brief 2.23.24

by Thomas E. Moore III
Executive Director, American Friends of the Louvre

It’s been nearly four months since I began my tenure as the Executive Director of American Friends of the Louvre and, as my first executive director role, it has been an incredible period of learning and growing into a new kind of leadership.  

Successful leaders often demonstrate attributes like compassion, a deep connection with their teams, and the ability to balance group needs with their individual aspirations. For emerging leaders looking to grow their skills, particularly leaders of color, I strongly advise embracing qualities and skills that may not always be recognized as conventional strengths. For example, being perceived as ‘different’ may have taught you how to be comfortable with being uncomfortable. In leadership, you can harness that feeling to adapt quickly, overcome difficult experiences, and see innovative solutions. 

You deserve your seat at the table.
Imposter syndrome is a real experience, and it's crucial to recognize it. Remind yourself that it's merely a thought, and there is power in the fact that we can control our thoughts. Reflect on the many reasons colleagues have placed their trust in you. Questions like, "Do I possess the appropriate strategic vision for this team?" or "How can I skillfully balance leadership duties with my day-to-day business and personal commitments?" may cross your mind, but understanding that these are just thoughts empowers you to navigate and shape your actions with confidence.

To authentically secure a seat at the table, you must believe that you rightfully belong there. Former first lady Michelle Obama aptly noted, "I have been at probably every powerful table that you can think of… They are not that smart." I draw on this quote often as I assert and reaffirm my presence at the table. I am constantly checking in and reminding myself to trust my instincts while valuing the input of others. While I acknowledge my individual capabilities, I also recognize the power of collaboration; alone, I can make progress, but together, we can achieve even greater heights. Viewing the tasks ahead not just as personal endeavors but as contributions to a collective effort helps to keep me inspired to overcome any challenge.

Remember, Rome wasn’t built in a day.
Years ago, a mentor I deeply respect emphasized how important it is to remember that Rome was not built in a day, nor by a single individual. This insight holds particular significance as I navigate leading an organization. My approach involves thinking in terms of quarters, considering the measurable achievements in each quarter and beyond while envisioning the broader accomplishments we can attain in the next 2, 3, or 4 years.

Leadership demands a combination of grit and patience. It requires the ability to strategically plan ten steps ahead while addressing daily challenges and presenting them to others as mere brush fires. Leadership requires trusting yourself to envision the future, acknowledging that you won't always be perfect, but ensuring decisions are made with the greater good in mind.

Trust your gut
Rely on your instincts, shaped by past experiences and intuition. Act on those initial gut reactions, but temper them with a quick rational analysis. This interplay enables you to make informed, thoughtful decisions, leveraging both intuition and reasoned judgment in your leadership approach. Reflecting on my own experiences, the decisions I regret are typically those where I ignored my instincts.

Leadership is about others 
The aspect of leadership that I cherish the most is guiding others to discover their own leadership potential. It involves mentorship, coaching, and creating an environment that fosters personal and professional growth. It’s about providing support but getting out of the way so individuals have room to shine and grow on their own. This approach benefits individuals and enhances the overall strength of the organization.

Looking forward to my own season of growth and cementing my seat at the table, I am excited about what the future holds. Embracing the philosophy of "lifting as I climb,” I am committed to ensuring that I am neither the first nor the last Black person to have a seat at any table that I’m a part of. Leading a team supporting one of the world's premier cultural institutions, I am privileged to collaborate with brilliant minds, cultural enthusiasts, and thought leaders – a responsibility I hold in high regard. I am acutely aware of the support I receive from my incredible friends and family, serving as a constant reminder to cultivate and sustain balance in my life on a daily basis.

With over a decade of fundraising experience, Thomas E. Moore III is the current Executive Director at the American Friends of the Louvre. Collaborating closely with Laurence des Cars, the Louvre's President-Director, and colleagues, Thomas is dedicated to enhancing the cross-cultural connection between American patrons of art and France. His primary focus is providing crucial support to the museum's collections, exhibitions, and programs.

A proud native New York, Thomas seamlessly integrates arts and culture into both his personal and professional life. Leveraging his philanthropic background, he has been instrumental in guiding institutions and nonprofits to achieve strategic objectives, surpass fundraising targets, and unite behind shared missions.

In 2022, Thomas took on the role of Executive Producer for the documentary series "Who's Behind Black Art," delving into the lives of contemporary Black artists. This series highlights dynamic artists and experts across various facets of the art ecosystem.

As a devoted contemporary art collector, Thomas prioritizes investing in emerging artists, particularly those historically overlooked, including artists of African descent.

Thomas actively serves on the Board of Directors for the Association of Fundraising Professionals NYC, sharing his insights as a guest speaker and panelist on topics that explore the intriguing intersection of philanthropy and art.

Residing between New York and Paris with his wife, Thomas continues to contribute significantly to the art and fundraising communities.

Chapter Leadership Brief 2.9.24

by Lamont Wray, Jr.
Director, Individual Giving
Food Bank for New York City

Food insecurity is not a fleeting problem reserved for the holiday season or a recent issue stemming from the pandemic. It's a longstanding challenge that has plagued communities for decades, and its impact intensifies. Factors such as the reduction of SNAP benefits, escalating rent costs, rising food prices, and the migrant crisis have exacerbated the situation, pushing many families and individuals into dire straits.

The reduction of SNAP benefits has hit hard, with some families experiencing drastic cuts of up to half of their previous assistance. Some struggling New Yorkers have seen their SNAP benefits slashed to a mere $20 per month. This significant reduction has left many households grappling with inadequate resources to meet their basic nutritional needs.

In soup kitchens and pantry lines, most clientele comprises the working poor. These individuals and families, despite being employed, need food assistance due to the relentless rise in utility bills, rent, and food costs. Their food budgets are stretched to the limit, forcing them to rely on these services to supplement their dwindling resources.

As costs soar, soup kitchens and pantries are also feeling the strain. They are compelled to reduce the food they distribute to each client, further exacerbating the situation. Clients are now forced to visit multiple locations daily and several times weekly to piece together enough food for their households. The ripple effect of rising costs is evident, impacting both clients and the organizations that serve them.

In the midst of Black History Month, which honors African American contributions to the arts, it's crucial to shed light on the challenges faced by African American artists striving to thrive in a city where the cost of living is increasingly unmanageable. This hits close to home for me, as both a fundraiser and an African American artist. My fiancé and I (he is also African American, a fundraiser, and an artist) have witnessed many fellow artists struggling to afford nutritious meals daily because they are weighed down by exorbitant rent prices. Some share that over half of their income goes towards rent, with some spending as much as 80% of their earnings solely on housing. This struggle existed long before the pandemic and has only intensified in recent years.

Amid these challenges, organizations like Food Bank For New York City, thanks to our donors, are working tirelessly to address the root cause of food insecurity: poverty. Over the past 20 years, Food Bank For New York City has returned over $1 billion to communities in need by offering free SNAP enrollment assistance, tax preparation services, and financial empowerment programs. Since its inception 41 years ago, the organization has provided over 1.2 billion free meals to those facing hunger.

Food insecurity is not just a distant issue; it's a reality that hits close to home for many, including myself. I moved to New York City in my late 20s in 2006, full of aspirations and dreams. However, the harsh realities of life soon caught up with me.

In 2008, I experienced a setback when I was laid off from my media job due to the recession, which had a widespread impact on the media industry. Suddenly finding myself without a stable income, I faced the daunting task of ensuring I had regular nutritious meals. During this challenging time, I had to rely on the support of my parents, who graciously helped me make ends meet.

The struggle continued in 2016 when I made the difficult decision to resign from a job due to a toxic relationship with my supervisor and the organization itself. Despite not having another job lined up, I knew I had to prioritize my well-being. This decision left me in a precarious position, unsure of where my next meal would come from.

Living alone then, I was fortunate not to have the added responsibility of providing for others in my household. This realization made me acutely aware of the struggles many others who don't have the same support system face. While I had my family to rely on, countless New Yorkers were less fortunate.

This personal journey has deeply influenced my understanding of the importance of organizations like Food Bank For New York City. They play a crucial role in supporting and assisting those in need, ensuring that no one in our community goes hungry. Food Bank For New York City's impact extends beyond just providing meals; they offer hope and stability to individuals and families facing food insecurity.

As we navigate these challenging times, remember that our actions can make a difference. By supporting organizations like Food Bank For New York City through volunteering, advocating, or donating, we can collectively work toward a future where food insecurity is a thing of the past. Join us in this vital mission to empower all New Yorkers to achieve food security for good. Visit www.foodbanknyc.org to learn how you can contribute to this essential cause.

Lamont Wray, Jr. brings two decades of expertise in non-profit fundraising and marketing to his role. Originally from the Washington DC area and now a resident of Harlem, he holds a Master of Science and a Master of Business Administration degree from the University of Maryland Global Campus. Lamont has significantly contributed to renowned organizations such as ASPCA, Global Giving, the American Cancer Society, and the American Diabetes Association. Currently serving as the Director of Leadership Giving, Lamont leads a team of four front-line fundraisers focused on cultivating, soliciting, and stewarding donors who give an annual cumulative gift of $1,000 or more. One of Lamont's notable achievements is leading the development of Food Bank For New York City's first mid-level giving program, the Five Boroughs Society, which has raised nearly $15 million in fundraising revenue. In addition to his philanthropic work, Lamont is a talented jewelry designer, running his own business, Lamont Wray Handmade, for the past nine years.

Chapter Leadership Brief 1.26.24

By Jonah Nigh
Senior Vice President for Development and Alumni Engagement
The New School

I love New York City because it is a city of doers. People are fast, smart, ambitious, and unsettled by the status quo. Whenever I visit family in the Midwest or West Coast, it takes about 48 hours before I get twitchy and start to feel like a corvette in a school-zone. Frankly, it’s not a city to me unless I need to regularly jump over bags of garbage, dodge an Elmo, or completely dissociate during “showtime” on the A Train.

It is with the ideas of action, and inaction, in mind that I want to talk about the punch list of Heritage Months, next up being Black History Month (February); Women’s History Month (March); and Arab Heritage Month (April). As a unicorn in our field–and a senior unicorn at that–I am routinely called upon to play special roles in May (Asian American Pacific Islander Desi American Heritage Month) and June (LGBTQIA+ Pride Month).

I resented these extracurricular duties until my colleague, Melanie Hart, challenged me with, “What will you be proving by saying no? Are the places asking you to partner consistent with your values? If they are, get on that stage and own why you are there.”

She challenged me further with the most succinct framework I have ever heard regarding the alphabet soup that is DEI, DEIB, IDEA, EISJ, and so on. To paraphrase:

Diversity is a fact.
Equity is a choice.
Inclusion is an action.
Belonging is a result.

How many of us have rushed to frame public programming or special initiatives as an effort to promote “belonging”? I would offer that without intentional choices and action around resources, hiring, and promotions, we are giving ourselves too much credit. Since 2020, our field has passed resolutions, made websites with hyperlinks to books written by BIPOC authors, held symposia, and talked about ideas. But let’s not fool ourselves; our field is stubbornly homogeneous. *83% of front liners are white. In my 18 years in the field I have seen almost no progress in this regard, let alone movement at the senior leadership levels.

However, one of the reasons I said yes to becoming the President-Elect of AFP NYC is that I can envision a time when our field will be able to show our values, not just talk about them. I can imagine this because of the many great people whom I have met and worked with in our field who recommit themselves to this work daily despite the fact that DEI efforts are under attack in many parts of the country.

As a fundraiser I feel very comfortable asking for things, so I would like to make two asks today:

To women and/or BIPOC fundraisers: Do. Not. Work. For. Free. Who among us has not been asked to do more for less, especially under the banner of advancing the field concerning DEIB? The ending of unpaid internships was a good start. Let’s move toward an industry-wide understanding that we are not extras on a reality TV show that can be slotted in as needed. Volunteering is one thing, but work is work. We all know the difference, and so do the organizations that ask us to do things for free. If, as a collective, we hold steadfast, I believe this will change. If people continue to do it for “exposure”, there will be no progress. To paraphrase one of my mentor’s mentors, devaluing yourself like that is “beneath your greatness.”

To allies: Inaction is an action. If you truly believe in advancing a culture of diversity, equity, inclusion, and belonging in our field, I would ask that you be intentional about your choices and actions, especially regarding who you hire, promote, send to conferences, ask to do your panels, and mentor.

We can say we value anything. But until I see it, I don’t believe it. If you are motivated by this conversation but feel stuck, please consider joining AFP NYC. There is a place for your energy and ideas. Or you can always email me directly at nighj@newschool.edu to discuss the many ways we can move our field forward together.

*Source: Data USA; Advancement forum interviews and analysis.

Jonah Nigh is the Senior Vice President of Development and Alumni Engagement at The New School. Prior roles included positions at The Jewish Museum (CDO), Lincoln Center, Columbia University, Opera America, the Museum of Fine Arts, Boston, among other institutions. He began his career as a classical musician and has been involved in the production side of live events as a booking agent and concert coordinator. He earned his undergraduate degree in vocal performance at Lawrence University and a Master of Music from the New England Conservatory. Performance credits include roles at the Aspen Music Festival, Boston Lyric Opera, Dorian Opera Theatre, Opera Boston, and on TV and film. A frequent public speaker, he has served in a variety of roles for NBC, ABC, WNYC, France TV, the National Endowment for the Arts, NYC Pride March, Asian Leadership Collective, The Janchi Show, Museum of the City of New York, and the New York City Department of Cultural Affairs. On the topic of fundraising, he has partnered with CASE, Aspen Leadership Group, Association of Independent Colleges of Art and Design, Con Edison Musicians’ Residency Program, Columbia Business School, Florida State University, among other organizations.

Chapter Leadership Brief 1.12.24

By Craig H. Shelley, CFRE
President, Association of Fundraising Professionals, New York City Chapter
Partner + Chief Growth Officer, Orr Group

Thank you for the opportunity to serve as our Chapter’s President over the next two-years.  It’s a humbling opportunity to help ensure New York City fundraisers have the community and resources we deserve.

As I’ve prepared for this unique challenge, I’ve thought a lot about our profession.  I am, as I always have been, inspired by the impact fundraisers make in the world and appreciative to those who have dedicated their lives to what is often a thankless and always difficult profession.  AFP has a unique opportunity to support your work and provide a community of peers you can learn from and commiserate with.  I look forward to working with our board and officers and all of you to realize that promise.

Over these last several months as my term approached and began, I’ve often been asked what my “vision” was or where I’d focus my attention.  Thanks to the leadership of my immediate predecessors, Jill Scibilia and Steve Jacobson, and so many leaders and chapter members, I’m able to answer that question expansively.

I’m optimistic we can drive the chapter forward around these key objectives:

• Ensuring the chapter is providing a vibrant community for all New York City fundraisers.  I want to ensure our content and events are relevant to and reach the greatest number of New York City fundraisers.
   
• Help the sector to realize the full benefits of a more diverse work force working in more equitable and inclusive environments.  Our chapter has done a great job instilling the values of IDEA (AFP Global’s Inclusion, Diversity, Equity and Access initiative).  It’s time for us to move to project our values and have an even greater impact in the field.
   
• Activate our board for collective action.  The leaders I serve with are truly some of the best and smartest leaders and fundraisers in New York City.  Whatever their focus, they make an impact.  If we can coalesce around big ideas and better understand all facets of the chapter’s work, I know we can do so much more for our community.

I look forward to your feedback on these priorities and would love to learn more about your hopes for our chapter and the needs you’d like to see it meeting.  You can reach out to me at any time at cshelley@orrgroup.com and I’d welcome you to follow me on Twitter (am I really supposed to call it X?) @craigshelley.  Or, best yet, come join me in-person at our annual meeting on Wednesday, January 24^th where among other things we’ll have a dynamic panel discussing the outlook for 2024 and the impact on philanthropy.  This first event for 2024 is going to be a great place to get the information and energy you need to start the year strong.

Craig Shelley is a partner and chief growth officer at Orr Group, which provides nonprofits with strategy, fundraising, leadership, talent, and management solutions. Craig brings an entrepreneurial approach to leadership and partners with the sector’s most ambitious leaders. Prior to joining Orr Group, Craig served in a variety of positions with the Boy Scouts of America, most recently as national director of development. He serves as President of the Association of Fundraising Professionals New York City Chapter and is a Certified Fundraising Executive (CFRE).

Chapter Leadership Brief 12.29.23

By Jill M. Scibilia, MBA, CFRE
VP, Development, Phelps Hospital, Northwell Health 
AFP-NYC Chapter President 2022 and 2023

We are now at the end the year when there is an abundance of generosity, gifting, and gratitude.

I am taking the opportunity today to express my gratitude to the Association of Fundraising Professionals – NYC Chapter. It has been a great honor to serve as your chapter president. My term has now come to a close. Here is some of what I learned along the way.

• Fundraisers Matter. Philanthropy has the power to make the world a better place. I believe our work as fundraisers has never been more relevant or needed than today. When you match generosity from caring donors with the mission you serve, you make your mission and the world a better place. The work you do as a fundraiser matters. Don’t ever forget it.
   
• Our Community Matters. We are stronger when we work together to exchange best practices, make connections, and learn from each other. Thank you for being a part of the AFP community.

• IDEA Matters. IDEA stands for Inclusion, Diversity, Equity and Access. The fundraising industry will do our best work for our missions and for society when we represent the deep diversity of the people in our communities. Too many voices are still under-represented in our fundraising community. As the leading organization for fundraisers, AFP has the opportunity and responsibility to lead this work.
   
• Volunteer Leadership Matters I am grateful to my colleagues on the AFP-NYC board and our committees. The leadership and fiscal responsibility of those who served on our board in the decade prior to COVID ensured we were on solid footing before we entered the challenging COVID years. The leadership, fine work, and persistence of all those who served on our board from 2020 through the present day have allowed AFP-NYC to persist and to persist boldly.
   
• You Matter. You are an investment worth making. Invest in yourself in 2024. Engage in activities that help you to learn, grow and lead. Don’t wait.

AFP-NYC’s next chapter is about to get written. I have the deepest confidence in and respect for my board colleagues who will lead and take AFP-NYC forward. I cannot wait to see what will come next for our chapter and profession.

I am grateful for your leadership and commitment to professional fundraising. It matters.

With my enduring gratitude,

Jill

Jill Scibilia is VP of Development for Phelps Hospital, a 218-bed acute care hospital located in Sleepy Hollow, New York. Phelps is a proud member of Northwell Health. She is inspired by people who want to make a difference and the opportunity philanthropy gives them to make the world a better place.  Jill also oversees Phelps volunteer program and serves as a member of the hospital’s senior leadership team.   Jill is a Certified Fundraising Executive (CFRE) and is President of the Association of Fundraising Professionals-NYC Chapter.  She has an MBA in Healthcare Administration from Marist College and a B.A. in Anthropology from The American University. Jill lives with her husband in Ossining. She loves to travel, to garden and to run and has completed four full marathons and twelve half marathons.