By Pinky Vincent, Police Athletic League

How to create an effective annual plan after a nonprofit develops a strategic plan? At Fundraising Day in New York, Jennifer Flowers, Founder and CEO, Accreditation Guru, Inc., will respond to this question at her session aptly titled: What’s the Plan?

In an interview with Pinky Vincent of the Police Athletic League, Jennifer shared several tips and tactics on developing an annual plan.

For new fundraisers, what is the difference between a strategic plan and an annual plan?

The strategic plan is an organization-wide roadmap for the future. It includes competitive analyses and specific goals for the next three to five years.

There are two types of annual plans: First is an agency-wide annual plan that breaks down longer-term strategic plan as goals to accomplish over the next 12 months and then there’s the annual planning by the development department, which specifies goals and strategies that the fundraising team has been tasked with.  

At Fundraising Day New York, I will speak about why every organization should take part in strategic planning and who should be involved in that process. We will also look at development’s role in strategic planning and then discuss the agency-wide annual plan. I will also cover ways that the development team can work as an advocate during the strategic planning process.

How much time should an agency dedicate to creating an agency-wide annual plan?

That is a good question. Often, the strategic plan can take six to nine months. It typically takes about a month to create the annual plan, including assigning tasks and writing the plan.

Staffing wise, the agency-wide strategic plan is ideally led by the strategic planning steering committee comprising board and staff members. When creating the agency-wide annual plan, staff members from the steering committee will assist in leading the annual planning process. Of course, department heads will be involved in the annual planning process, as necessary.

What are your tips on how fundraisers can add value to the agency-wide annual plan?

Be sure to have a seat at the table so that when goals are being made, the development department can provide input. It helps to keep fundraising goals slightly aggressive, but also realistic. The development team should also determine if they have enough staff and resources to achieve the goals they set and give recommendations when certain activities need to be outsourced.

What information needs to be in an annual plan, at the minimum?

The first is SMART goals, which is an acronym for specific, measurable, achievable, relevant and timely. Next should be key campaign activities and due dates. Then comes a compilation of the internal and external resources required and last, clear directives regarding who is responsible for each task.

Once the annual plan is completed, how do we incorporate unexpected grants or restricted gifts from major donors that a nonprofit may receive mid-year?

There should be a regular review of progress against goals. I would say every six months or even quarterly, so if significant changes must be made, these new funds can be taken into consideration.

Is an annual plan relevant for very small nonprofits?

Every nonprofit organization that is involved in development should have an annual plan and an organization-wide strategic plan. Only by setting long-term strategic goals and related annual goals can an organization track and monitor its progress, which in turn helps support mission fulfillment.

If you are new to annual planning, Jennifer’s article on this topic is helpful: https://accreditationguru.com/annual-plan-in-strategic-plans-greatest-tool-for-success/

By Nicole Carrea, Development Director at National Kidney Foundation

It’s June and that means Fundraising Day in New York is just around the corner. One session on my radar is Plan Now for a Successful Year-End Giving Campaign. I recently had the opportunity to sit down with one of the session speakers, John Mix. John is a Senior Director of Marketing at the Human Rights Watch and he kindly gave us a sneak peak of what’s to be expected in this highly anticipated session.

Attendees of this session will walk away with immediately actionable best practices that will have a direct impact on the success of their year-end campaign. Simple enough. Yet difficult none the less when you consider that November always feels very far away, until it’s here, and you’re scrambling. That’s precisely why John suggests starting your planning process in July. More specifically “Right after the 4^th of July come back to the office, pour yourself a cup of coffee and by lunch time you should have sketched out the basics of your year-end plan.” You don’t need to have it completely locked in at this point but identify the key dates and thematic ideas. Hooking into that holiday makes perfect sense to me. Opening the door to the second half of your calendar year and knowing that you have a plan in place for this critical piece of your revenue puzzle, well that must feel really good!  

We all have so much going on throughout the year, our own designated awareness months and special moment’s aligned with our missions. Those are our organization’s unique time to shine but once year-end rolls around, we’re all jumping into the same pool. John asked me a trick question (which he assured me everybody answers incorrectly) and it was, who do you think your organization’s biggest competition is? His answer: the big guys. “At year end especially, in digital marketing, you are competing with Proctor and Gamble. With Amazon. There is no special space for nonprofits to advertise digitally.” Well, John you have a point there! “You are going up against Tide and when you consider P&G spends billions in digital advertising, you can’t afford to mess around.”

It’s imperative that you separate yourselves from the noise during a time when both the email and postal mailboxes are overflowing. “When you show up with your little handful of money, your creative better be on point and your copy better be on point. Don’t underestimate the importance of those things because good enough is not enough at year end. It all comes back to that preplanning.” I reminded John that not all organizations are fortunate enough to have an expert like himself on staff to curate such a seamless end of year campaign but he is adamant that any shop, at any size, can do it. “There’s just best practices and adhering to best practices is free.”

Plan Now for a Successful Year-End Giving Campaign is unique in that it will incorporate project management (John is also a certified PMP). He will be co-hosting the session with Steve Abrahamson, Director, Direct Response Marketing at the National Audubon Society. John and Steve will assist you in project managing your year-end campaign by breaking the process into three phases, the first being 4^th of July through Memorial Day which is time they suggest spent cultivating your donors, preparing them for the “ask” that will come at year-end.

For John, it’s all about playing the long game. It’s true that you only have one year-end campaign each year, but you have 10 campaigns in a decade, a hundred every century. “There’s this panic to solve world problems based on your year-end campaign. It seems like everything is fine in July then come December you’re watching the money flow in and people go crazy.” Set a plan, stick to it, and measure the results. Don’t forget to check your success against your peers in the industry and yourself year over year, there’s always room for improvement. 

Plan Now for a Successful Year-End Giving Campaign covers all parts of year-end campaign, including digital and direct mail. You’ll move from conception through execution, ensuring that your organization is set up for success to win your share of the year’s most competitive donor dollars. Mark your calendar for June 22 at the New York Marriott Marquis and don’t miss this and other educational sessions at the 2018 Fundraising Day in New York!

By Joel Weingarten, Doing4Others

Montgomery Alabama 1957, Martin Luther King Jr gave a speech in which he challenged those in attendance to ask themselves “What are you doing for others?”

Fast-forward 60 years; I think this generation's youth is rising to MLK Jr’s challenge. Despite popular sediment, this generation is not a generation of apathy, but instead of action and impact (just look at recent events).  So much so that 84% of young people consider it their duty to make the world a better place; and an overwhelming number, over 90%, of them want to make this impact by volunteering!

The fact is, it’s not the world’s youth that is failing society but a society that is failing today’s youth! Just look at what Barack Obama choose to talk about in his foundation’s inaugural speech. He recognized the energy and desire of this generation to take action and make an impact but then challenged society to build the tools and provide the resources necessary to help this generation make the biggest impact possible.

What was clear to Obama was the same thing that is clear to us at doing4others- that philanthropy needs to evolve to help this generation of giver.

At doing4others we made it our mission to take up President Obama's challenge to build a new kind of nonprofit- an innovative 501(c)(3) that would provide this generation the tools and resources necessary to amplify their impact.

We brought together technologists, with marketing, and education experts who asked how could we help youth make an even bigger impact.

And together our team built a FREE social impact platform that anyone can jump on in minutes and start to make their biggest impact possible

The first thing we did was combined fundraising with volunteerism to empower each of students, young people and Millenials  to raise money for every hour they volunteer. This means activists no longer have to choose between volunteering in their local community and fundraising to make an impact- they are now combined. No more bake sales, no more selling candy bars, etc. - just impact by having service hours sponsored.

The second thing we did is created an infrastructure where each of volunteer has their own digital visual history of their volunteerism.

What’s really unique about doing4others is we take advantage of social media and allow everyone to upload pictures of their volunteerism and build a volunteering journey that can be shared on their college or job applications.

Lastly, we wanted to help change the perception of this generation. So we asked how we can help students showcase the good they are doing in your community? doing4others provides the infrastructure to share socially, resulting in meaningful content that schools, nonprofits, or volunteers can use it to gain recognition and awareness for the social good user are doing.

We know how underfunded non-profits and schools are. Imagine the impact we can make together if every hour of volunteerism raised $1 or $5 or $10.  Now multiply that number by the millions of young people who are committed to doing service.

Joel is one of the speakers at FRDNY's panel "How Millennials Really Think and Work". Sign up for FRDNY here.

By Gary Laermer, AFP-NYC President

This is an exciting and interesting time for philanthropy professionals. Charitable giving is changing rapidly—donor decision making is becoming more sophisticated; new giving platforms are growing in number and use and retention rates are moving both up and down in wide bands.

Every professional I speak with feels increasing pressure to find the “silver bullet” solution to achieve new levels of support for their organization. While working to identify the strategies, volunteer leadership, and tactics that will be the game changers for your organization, I would urge you to remember a few important points.

Philanthropy professionals can’t dream small—they must dream big and be prepared to find the answers. We know that nonprofits are the first line of defense for so many New Yorkers in need. Our agencies and organizations are our city’s greatest incubator for solutions to the challenges New Yorkers face every day.

While taking on these significant responsibilities, please know that you’re not alone on this journey. There are nearly 1,000 members of our chapter, many of whom are facing the same challenges as you. In fact, many would welcome the chance to meet you and share what they have learned, the mistakes they’ve overcome, and the solutions they’ve developed.

We must also recognize that learning should never end, and the schedule of AFP professional advancement (PA) presentations are here to help. Please be sure to share AFP’s PA calendar and announcements with your supervisor and agency. Be prepared to help them understand the importance of making this investment in you and your development program’s growth. 

I look forward to seeing many of you on June 22nd at AFP’s Fundraising Day in New York and learning and achieving together.

By Gary Laermer, AFP-NYC President

VP of Development and Alumni Relations, Pace University

This is an exciting and interesting time for philanthropy professionals. Charitable giving is changing rapidly—donor decision making is becoming more sophisticated; new giving platforms are growing in number and use and retention rates are moving both up and down in wide bands.

Every professional I speak with feels increasing pressure to find the “silver bullet” solution to achieve new levels of support for their organization. While working to identify the strategies, volunteer leadership, and tactics that will be the game changers for your organization, I would urge you to remember a few important points.

Philanthropy professionals can’t dream small—they must dream big and be prepared to find the answers. We know that nonprofits are the first line of defense for so many New Yorkers in need. Our agencies and organizations are our city’s greatest incubator for solutions to the challenges New Yorkers face every day.

While taking on these significant responsibilities, please know that you’re not alone on this journey. There are nearly 1,000 members of our chapter, many of whom are facing the same challenges as you. In fact, many would welcome the chance to meet you and share what they have learned, the mistakes they’ve overcome, and the solutions they’ve developed.

We must also recognize that learning should never end, and the schedule of AFP professional advancement (PA) presentations are here to help. Please be sure to share AFP’s PA calendar and announcements with your supervisor and agency. Be prepared to help them understand the importance of making this investment in you and your development program’s growth. 

I look forward to seeing many of you on June 22nd at AFP’s Fundraising Day in New York and learning and achieving together.

By Nicole Carrea, Development Director, National Kidney Foundation

It’s a sunny Friday afternoon and I’m at our designated meeting spot, a restaurant in midtown with a killer lunch special. I’m joined by a new friend with infectious passion and energy, Linlin Chen Reid. Linlin is a Research Manager at Weill Cornell Medicine. We’re here to discuss her upcoming presentation at Fundraising Day in New York on June 22, 2018. Titled Asia: A Continent in Perspective, the session is a part of the Prospect Research track and will discuss the overwhelming wealth in East and Southeast Asian countries, the tools used to identify that wealth and insights on how to evaluate it.

I started the interview by asking what one piece of knowledge Linlin hopes attendees of her session will gain. Her response was simple “let it be an understanding that Asian donors are giving, and they are giving in the U.S.”. When prompted to explain exactly to whom these donors are giving, Linlin elaborated that it depends on your scope of mission impact, as well as the cultural and societal relativity to Asia. “Revitalizing a playground in New York City may not appeal to someone in Asia but things like health and education are definitely of interest and have a global impact that is attractive to Asian philanthropists” she said. If you have a mission that would attract international donors, take advantage of it because according to Linlin, these donors do exist and are ready to give.

Linlin has made a name for herself as an expert in decoding Asian wealth and she credits a curious personality for fueling her interest in research to begin with. “There’s always new information to find” she explained. “You get to understand the differences in industries, types of wealth – are their assets liquid? Or tied up in real estate? The job is very interesting & fresh. I’m constantly learning”.

It’s serendipitous that Linlin ended up in this field at all. She was born in China where the idea of being a prospect researcher was completely alien to her. You see, the social sector is quite new there and fundraising as a career was not something she had exposure to. Frankly it might not have mattered if she did know about fundraising because she was narrowly focused on her passion for the arts. Linlin is a trained artist and studied at the School of the Art Institute of Chicago where she received a master’s degree in arts administration and policy. She intended to become a museum administrator but during her studies, Linlin was introduced to fundraising through a required class on grant writing. And, alas, yet another unsuspecting soul stumbles into the profession.

Linlin’s career journey eventually took her to New York University where she was the first senior research analyst dedicated to global prospect research. I was surprised to learn that higher education leveraging their global alumni is a fairly new concept. Linlin explained to me that the evolution has a lot to do with the ability to receive gifts from other countries, as well as the economy changing. “Wealth is growing in Asia & they are becoming increasingly more interested in philanthropy. They are catching up with tax laws too.” said Linlin.  

Social and cultural knowledge is not technically part of the prospect researcher’s job but like so many fundraisers that I know, it’s evident that Linlin goes above and beyond to excel in her role. She proudly stated “my relationship with the gift officers allows for an organic transfer of information. I am providing them the profiles on who they are meeting with, so it makes sense that I would also provide guidance on cultural norms. I want to set them up for a successful meeting. It’s a partnership.”

A big part of the cultural wisdom she shares stems from a personal interest in contemporary art and its market. “My fascination with arts fuels my passion for this work” Linlin explained. “In the past 10-15 years, the art market has grown not just as a hobby but an asset allocation for high net worth individuals. This could be because of a sheer interest but the upswing is likely also attributed to the business aspect of art collecting, it preserves wealth during uncertain economic times”.

Art evaluation is not the primary focus of Linlin’s upcoming presentation, however it speaks to her wide range of knowledge and ability to add color to the otherwise vapid topic of research. If you’re looking for insider tips on how to identify and decode Asian wealth from someone who truly loves the topic, you won’t want to miss Linlin Chen Reid’s presentation at Fundraising Day in New York! 

By President-Elect Steven G. Jacobson

How Smart Is Your Organization?

In the last issue of Fundraising Matters, Chapter Secretary Jill Scibilia wrote a fantastic piece about who was the smartest person in the room.  I thought that I would build on that concept by asking who is the smartest nonprofit?

Nonprofits collect mountains of data about donors, members and supporters. The typical nonprofit has a set of “go to” reports that track a number of metrics.  Unfortunately, for many organizations, these reports can take a lot of manual effort to create, can be subject to human error (and interpretation) and tend to document the past.  Looking in the rearview mirror can help you see where you’ve been, but smart organizations have an eye on the future.  They need to use data to inform their thinking, make key business decisions and move their organization forward.  Smart organizations use business intelligence (BI) to analyze their fundraising performance and learn from it.

Many articles have been written about why nonprofits should use BI (largely to become smarter by leveraging their data), but it remains a struggle for many because they don’t know where to begin.  The task can be daunting.  But it’s manageable if you take it bit by bit.  As the saying goes, “how do you eat an elephant? One bite at a time.”  So, here are five easy steps you can take to make your fundraising organization smarter.

1. Define – Start small. Identify five measures that are indicative of your fundraising performance. An obvious one might be total money raised.  But what about more specific goals that you want to achieve?  Perhaps you’re trying to increase the average gift size? Or perhaps your objective is to build a qualified major gift prospect pool?  We typically refer to these as Key Performance Indicators or KPIs.  Your goal would be to track these KPIs to see if the actions you’re taking are moving the needle.

2. Collect — Think about all of the fundraising and engagement data at your organization that you might care about—information about donors, members, gifts, pledges, fundraising campaigns, website visits, etc. This data could be saved in multiple locations and in multiple formats. Identifying and collecting this disparate data is the first step. You need a plan for how you’re going to pull the data together into a central location—commonly referred to as a data warehouse.

3. Organize — The next step is to organize the data in a way that makes reporting easy. This might mean matching records across systems, simplifying multiple tables into flat files, consolidating records, joining tables from different systems, or other steps to make easy reporting possible.  As you do this, keep in mind that you can track and report on just about anything, but you should only concentrate on what’s truly important.  Don’t overcomplicate!

4. Analyze — Data warehouses themselves are not the visible end-product—they are just the storage of data from which you’ll take useful snippets of information to discover something new. In addition to measuring your KPIs, you’ll be able to do some data discovery. You may find meaningful patterns or interesting trends. This is where you have the “ah-ha” moment that can set your organization apart—the Intelligence part of BI.

5. Visualize —"A boring data table is worth a thousand words" said no one ever. You and your board need to quickly see the results of the analysis.  Can you convey the information in a thought-provoking, yet easy to grasp manner?  Charts and graphs make powerful visualizations but do you have the tools to answer the next question? Can you easily drill into the data to uncover the root cause of the change? A good BI tool can help you do this.

So, now you’re well on your way to helping your organization become smarter!  But another way would be to soak up the educational content at Fundraising Day in New York on Friday, June 22, at the Marriott Marquis.  We’ll have 11 separate educational tracks, ranging from the Essential Basics of Fundraising to Corporate and Foundation Giving.  Bring back tons of knowledge to your colleagues and truly make your nonprofit the smartest!

By Robin H. Rosenbluth

Fundraising for a broad range of nonprofit organizations is an ideal way to follow your passion.  It can be a gift that keeps on giving while making a living.  Think about a mission that resonates with you in a profound way, and your passion can give you the power to be believed.  You can make a difference in the world, and that is an opportunity that awaits those of you who are not content in your current position.

There are lots of tricks to the trade about ways to convince an employer to give you a chance in a new field.  Of course, there are ways to tune up your resume into one that is more appealing and write compelling cover letters that tell a powerful story about why you are ready for this transition.  It is a new path that is better to walk along with an advisor. Networking is as relevant in the non-profit world, as it is in the for-profit world.  Just as relationship building is critical for frontline fundraisers, finding professional advocates who can speak on your behalf as you transition to a fundraising job is a tremendous asset.  Have a goal and pursue it!  Confidence and belief in yourself can take you very far.  Joining associations, such as AFP and WIDNY can also advance your network.  If you can find a mentor in the field, you are seriously on your way!

Consider conducting informational interviews to build your network and learn more about the field.  Use Linked In to find people who know fundraisers to whom they can introduce you.  Find out at those interviews: how the fundraiser got into the field, do they have thoughts about how your skills would fit, and ask if there are others they suggest you meet.  Ask them if you can Link In with them so you can stay in touch.  Make sure you do communicate; they may help by recommending you.

Everyone needs to start somewhere, and most of you have some relevant experience under your belt.  To make a transition to the non-profit sector, you do need experience, though most of you can draw upon work you have already done – and you should move forward to undertake new related experiences to help prepare you.  Review your prior jobs and assess any common skills that fundraisers need, such as relationship building, ability to outreach to customers, cold calling, work with high-net worth individuals, selling products, writing skills, ability to learn new issues quickly, research on individuals, and the like.

Skill-based resumes can be your preferred way to highlight comparable skills that align with the job or type of fundraising role that you seek.  Look at the job descriptions of jobs you like to get ideas, and list your skills in the order of what the potential employer lists as priorities for the position.  If you do not have enough experience, go out and get it and make transition a longer-term objective. Contact your alma mater and volunteer to raise funds from your class and identify organizations you admire and offer to volunteer for them.  If you are working full time, you can still volunteer, e.g., write a fundraising proposal, offer to conduct research from home, or make calls to donors. 

You might consider starting at an entry position, e.g., development assistant, if your budget allows you to do so, which will give you a bird’s eye view of how a development operation works from the inside.  Annual fund jobs are a good segue to a major gift job.  Event planning is another good portal, as are writers, researchers, corporate fundraisers and even data entry or marketing options. There are many jobs to be had in fundraising and as many doors you can walk through. 

Another avenue to take to advance your skills is to take some fundraising classes.  There are many places in the NY area to enroll, from a one-off class to a master’s degree program.  Learning the academic mechanics of raising money is always a plus.

 When you get to the point of applying in earnest, be up front about transitioning to the field and be convincing about why you can do it!  Find a knowledgeable friend, a mentor or hire a coach so you can share your resume and cover letter to get feedback and role play for the interview.  While it may take time to enter the field, the reward of doing something you love will be worth the trouble!  

Hear more from Robin at Fundrasing Day on June 22nd. 

Robin H. Rosenbluth
Advancing Fundraising:  Career Coaching and Consulting
Robin.rosenbluth@gmail.com

By Sarah Durham, CEO, Big Duck (www.bigducknyc.com)

Mild-mannered Clark Kent famously pulled off his glasses, ripped open his shirt, and revealed his inner superhero, ready to save the day. Wouldn’t it be great if your donors felt inspired to do the same thing for your nonprofit?

While we may not want to encourage too much shirt-ripping, the notion that a donor can reveal their true commitment and make a big difference is heady stuff. And capital campaigns do just that: give donors an inspiring new way to demonstrate their support and make their own mark on your organization.

Here are a few tips to inspire your donors to reveal their superhero-like passion for your work and inspire them to go further in your capital campaign.  

1. Let them investigate, pen in hand, and write their own story. Your lead gifts are more likely to come from people you’ve engaged in meaningful one-on-one conversations, regardless of whether or not you give them a sexy brochure. Remember that during the early phases of a campaign, when leadership and major gifts are being solicited, conversations are key.

Invite their ideas for the campaign and input on the case for support in draft form, and you’ll find they’re more likely to invest. They’re also likely to suggest terrific ideas that shape the story you’ll tell to other donors. Downstream, if you print that fancy case statement, they’ll recognize their influence on it and may be more likely to want to help you solicit other donors as a result.

2. Help them develop supersonic vision and see what’s beyond the horizon. Too often, capital campaign communications focus only on the specific, tangible items the campaign will fund (e.g. that facility you’ll build), and it all ends up sounding a bit dry or dull. A case for support should specify how funds raised will be used in the short-term, but emphasize the benefits or outcomes they’ll create over time. Constructing that new building, for example, will create a state-of-the-art learning facility that allows teachers to do their best work, students to learn in inspiring environments, and provide more space for local students to get a top-tier education close to home. Those benefits are what they’re really supporting– not the construction of a facility.

3. Build on your own superhero brand. Your campaign has to tell a compelling story and invite donors to go above and beyond their regular support. At the same time, we also want to build on their history and loyalty to your organization. Use copy and design elements that reinforce the idea that this is all still coming from the organization they feel connected to, while weaving in a new theme that strikes at the heart of what this specific campaign is all about.  

Hear more from Sarah at Fundraising Day on June 22nd.

By Jill Scibilia

Who is the smartest person in the room when developing the strategy for a prospective major donor?

The Board member who introduced the prospective supporter to you?  Your CEO?  A key Volunteer who helps deliver the program?  The program staff member who wrote the curriculum or the one delivering the program? An Alum or Recipient of the services you offer?  A Philanthropist who is already supporting the program?  The C-suite Corporate Executive who is engaged?  A program officer from a foundation with subject-area expertise?  Your development counsel?  Or you, the development professional, perhaps credentialed with a CFRE, ACFRE, FHAP, MBA, MPA…

So…who is the smartest person from this group?  The answer of course is “all of the above.”  In fact, there may be more people you decide to add to this list! 

We convene these smart people as we engage in the unique match-making process we call fundraising.  And when it works well, everyone feels engaged in the process and validated for the wisdom, advice, and resources they contribute.  The donor feels inspired!  She has found a way to make a difference in a way deeply meaningful to her in support of a program she understands is important to your organization’s mission (and is something you really need). Your program team is thrilled because the gift validates their work.  Your Board Member feels proud that he made the introduction and he is motivated to make other introductions.  Your CEO, who made the ask, is beaming and is asking you, “Who’s next?”  You feel fulfilled as a fundraiser. 

How do we get to this outcome?  How do we go about engaging all of these smart people who we know will bring different perspectives and ideas in way that is beneficial to the organization and not a waste of time to you—and to them?  These can be tough waters to navigate.

AFP has helped me to navigate these waters time and again by introducing me to the “smartest people in the room” in the world of fundraising.  Fundraisers like you who are committed to making the world a better place through your work.  Fundraisers from whom I have learned and with whom I have exchanged ideas and tips—based on best practices and grounded in ethical fundraising. 

Thank you for all you do to make New York City a better place.  If you are not already engaged in the AFP-NYC community, I encourage you to join the conversation. Contribute your wisdom.  Ask the questions you have.  Listen.  We all have something to offer and learn. 

I hope to see you on Fundraising Day on June 22^nd when our AFP-NYC community comes together to celebrate the impact we make in New York City and beyond and to learn from one another.