by Adam Glick
​Vice President, Orr Group & Program Co-Chair, FRDNY 2025 Steering Committee

As we approach Fundraising Day New York 2025, this year’s program again aims to reflect and respond to the questions, challenges, and opportunities that nonprofit professionals and their organizations encounter in their work across missions, scales, and locations. Perhaps now more than ever before, our gathering to share ideas with, learn from, and inspire each other in an ever-changing philanthropic landscape is critical to the work we do. Looking outside ourselves and up from our task lists requires us to ask why we do this work, how our roles within the nonprofit sector impact others, and what our colleagues are experiencing that we can call upon to improve our own approaches and results for the organizations we serve.

In my role as a Vice President at Orr Group, I partner with organizations large and small, focusing on everything from health and health equity to the arts, STEM, refugee resettlement, and more. The one question I often receive from CEOs, CDOs, board members, major gifts officers, and many others is, “How do we compare to other organizations you work with, and what can we do better?” If I had an easy answer to that, I would not only be a bad consultant and likely, out of a job, but I would be doing these organizations a disservice. Learning from what others are experiencing is one thing–comparing your organization to others is something entirely different.

There is no magic bullet to making your organization more efficient and impactful on those it helps, which is something we all know and experience. The nature of nonprofit work–and fundraising, specifically–is more collaborative, time-intensive, and delicate than in other industries. None of us can exist in a vacuum and drive change single-handedly. In fundraising, acting as a catalyst to move resources where they’re needed is what motivates me most, especially when meetings, case revisions, portfolio reviews, meeting reports, and many other necessary tasks might seem like a slog. As Co-Chair of FRDNY’s Program Committee this year and in thinking about what would be of interest to me at FRDNY as an attendee, I wanted to hear from my friends and colleagues directly about what excites them, what difficulties are they facing that I might not be aware of (and therefore others would be interested in exploring more, too), and where they see their organizations going over the next year, five years, or even a decade from now.

At this year’s FRDNY, I’m grateful to have the opportunity to moderate a discussion with three vibrant members of the nonprofit community: Justin Zaremby, Partner in the Tax-Exempt Organizations department of Patterson Belknap Webb & Tyler LLP; Elizabeth Berkowitz, Executive Director of the American Trust for the British Library; and Andrea Yglesias, Executive Director of the V&A Americas Foundation. Considering the unique challenges of UK-based organizations fundraising in the US, this discussion will explore the opportunities to increase donor engagement and retention, and how to continue making the case for US-based donors to support organizations in the UK with innovative programming, leadership opportunities, and the need for US-based groups to support their development efforts abroad. This panel is just one example of the dynamic programming at FRDNY, much of which presents sector-specific topics covering big ideas and opportunities for discussion, with an eye to broader application for anyone in the nonprofit sector.

I look forward to seeing you at FRDNY 2025!

As Vice President at Orr Group, Adam develops and implements innovative strategies to determine and achieve the goals of partners. From strategic planning to securing major gifts across individual, institutional, corporate, and campaign-specific sources, Adam focuses equally on ensuring the efficiency of internal systems and workflows while driving frontline fundraising efforts. Prior to joining Orr Group as Director in 2021, Adam served as Director of Individual Giving and Special Projects at Hudson River Park (HRPK) Friends, where he oversaw the growth of the Park’s annual fund, secured new and increased multi-year support from its major donors, and directed the organization’s capital and membership campaigns. He also served as the inaugural Curator of Mad. Sq. Art, the public art program of the Madison Square Park Conservancy, has held senior positions at several cultural institutions in New York City. Adam is the co-author of Object Impermanence: Ethics, Endowments, and Deaccessioning (MuseumsEtc., April 2021).

By Erica Joy West
Charitable Investment Counselor, BVMI & Chair, Fundraising Day New York

As the nonprofit sector prepares for Fundraising Day New York on June 13th, the moment feels more urgent than routine. While Fundraising Day New York has always served as a cornerstone for fundraisers to learn and connect, this year’s event arrives amid growing political and economic uncertainty that’s already reshaping the fundraising landscape.

The new administration has reignited deep questions about the future of philanthropy, public funding, and the broader policy landscape nonprofits must now navigate. Fundraising professionals are bracing for the potential impact of federal shifts—proposed cuts to discretionary programs, evolving tax policies affecting charitable giving, and heightened tension around social services. This new reality demands strategic adaptation, clear-eyed messaging, and a recalibrated understanding of what donors need in uncertain times.

Nonprofits are already reporting early signals of donor hesitation. While support hasn’t disappeared, it is more cautious, delayed, and dependent on reassurance. Larger funders may be taking a wait-and-see approach, while smaller donors are stretched thin by economic uncertainty. The result is a fundraising climate that feels less predictable than even the pandemic years, where at least shared urgency created unified action.

This makes our work as fundraising professionals more complex—and more critical. The challenge is not simply about securing gifts, but doing so in a way that maintains trust, reinforces mission clarity, and aligns with rapidly changing political and economic conditions. We must now balance bold messaging with nuance, urgency with empathy, and resilience with realistic expectations.

In this moment, Fundraising Day New York becomes more than a conference; it serves as a strategic inflection point for the profession. As this year’s Conference Chair, I’ve seen firsthand the level of thought, care, and urgency that’s gone into building a day that speaks directly to this moment. For many in the field, it is one of the few spaces where fundraisers can step away from day-to-day pressures, connect with peers who understand the weight of this work, and share both tactical strategies and emotional support. It is where ideas are tested, innovations discovered, and professionals leave not just with new tools, but renewed purpose.

This year, the need for those tools is especially pressing. Yet even the best tools can’t solve the underlying question nonprofits face: how to fundraise effectively in an environment of heightened polarization. Messaging has become more difficult. For many organizations—particularly those in healthcare, immigration, housing, and equity work—their missions are inherently tied to social and political issues. But speaking out can carry risks, especially for groups that rely on a broad donor base. Silence, however, can erode trust with the very communities they aim to serve.

This tension requires us to operate with more clarity than ever. Staying rooted in our values, while being responsive to the moment, is essential. We must become even better storytellers and strategists, translating complex realities into compelling stories that educate and inspire.

The emotional strain of constantly adapting to uncertainty is real—and growing. That’s why conferences like Fundraising Day New York are so important. They offer more than strategies and sessions—they offer connection. In shared spaces, the weight feels lighter. The challenges remain, but we’re reminded that we don’t have to face them alone.

While the sessions at Fundraising Day New York are packed with the insight, tools, and strategies to meet this moment, equally powerful are the unscripted moments—hallway conversations, coffee breaks, side discussions—where all of us can speak candidly about what’s working, what isn’t, and how we can stay motivated. These exchanges build collective intelligence, spark new thinking, and remind us that we’re not alone.

There is also a deeper shift underway in how we think about fundraising itself. Equity is becoming central to how we evaluate success. Organizations are reevaluating donor dynamics, expanding who gets to lead and be heard, and testing community-driven models that reflect not just generosity, but justice. These aren’t trends. They are signs of a field evolving to meet both its ethical obligations and its strategic future.

As the sector moves forward in 2025, there is no clear roadmap. Fundraisers will need to remain agile, informed, and connected. Policies will shift, donor behavior will evolve, and the national climate may continue to destabilize. But amidst this unpredictability, one thing remains constant: the essential role of the fundraiser—not just as a revenue generator, but as a steward of trust, a translator of mission, and a builder of community.

This year’s Fundraising Day New York won’t offer all the answers. But it will provide a space to ask better questions, build stronger networks, and leave better equipped to face the road ahead. In a sector built on hope and hard work, those are resources we can’t afford to overlook. For more information and to register go to FRDNY.org.

Erica Joy West, 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. www.ericajoywest.com

Erica serves on the Board of Directors for the AFP-NYC Chapter, serving also Chair of Fundraising Day New York 2025/2026, Chair of Sponsorships and Partnerships, and Co-Chair of Communications.

by Megan Waters
Director of Community Engagement and Marketing, Public Interest Registry

There’s a common saying I’ve found myself leaning on as new challenges rock the nonprofit sector: “A rising tide lifts all boats.” But, how often do we really lean into that idea, not just in theory, but in how we build relationships, share the spotlight, and show up for one another?

So much of our work depends on relationships: between funders and grantees, between community leaders and partners, between peers who show up for one another with ideas, encouragement, and sometimes just a gut check. As we juggle urgent goals, shrinking budgets, and packed calendars, relationship-building can start to feel like a luxury, something to do after the big things are done.

In reality, relationships are the foundation.

I’ve had the privilege of working with mission-driven organizations around the world, and the ones that stand out most aren’t just good at storytelling or fundraising. They’re good at connecting: authentically, intentionally, and with purpose.

They don’t network to be seen. They network to connect. To listen. To learn. To build.

That’s where the real magic happens. When partnerships are rooted in shared values rather than surface-level goals, fundraising becomes a community endeavor. Co-branded events. Resource swaps. Strategic amplification. These are just a few of the ways I’ve seen organizations elevate each other, not by competing for the spotlight, but by expanding it.

So how do we move beyond transactional networking and start building relationships that drive real impact? Here are three ways to begin:

Lead with purpose, not pitch.
Start conversations with your mission, not your agenda. Ask what someone is trying to achieve this year and listen deeply. That exchange of purpose is often where the best partnership ideas begin.

Share opportunities, not just updates.
If you’ve got a stage, a newsletter, a webinar, or even a lunch, invite others to join it. Amplify campaigns that align with your values. Generosity creates momentum, and momentum is magnetic in fundraising.

Make your network part of your strategy.
Relationships aren’t “extra,” they’re essential. Block time for peer check-ins, collaboration brainstorms, or community forums. Some of the most transformative fundraising moments happen when you treat connection as part of the work, not a distraction from it.

When we shift from scarcity to shared success, we unlock more than funding—we unlock energy, trust, and long-term impact.

And when the waters get rough, it’s harder to rock our boats when we’re rising together.

Megan Waters, Director of Community Engagement and Marketing, is dedicated to empowering organizations across the globe to live out their mission and make an impact in their community. She is thrilled to champion and amplify the voices of nonprofits who call the .ORG domain home and foster meaningful connections, especially through the .ORG Impact Awards program.

Learn more about Public Interest Registry and the .ORG Impact Awards -2025 Submissions are open now! Want to join our .ORG Community Newsletter or connect,  feel free to reach out to community@pir.org.

By Shivani Daga
Founder & CEO, SHrategy

When you hear the word "fundraising," you may think of effective campaigns, memorable events, or compelling asks.

But the magic really begins behind the scenes — with the team you assemble, the culture you cultivate, and the leadership you enable.

At SHrategy, we don't just believe that fundraising success is about dollars raised — it's about people inspired.

And that inspiration starts with one of your nonprofit’s most overlooked secret weapons: a strong, visionary HR team.

Here’s why investing in your people is one of the most transformational fundraising strategies you’ll ever make.

1. Great Fundraising Starts with Great People

Fundraising isn’t just about asking it’s about connecting. It's about relationships, trust, and shared dreams.

Your HR department is the key to attracting the right individuals who live and breathe your mission, and who will take it forward with passion.

When you have a team that is as passionate about your cause as you are, donors don't just listen to your mission — they feel it.

Remember: Every contribution is a vote of confidence in your people. Hire right. Inspire deeply.

2. Culture is the Story That Funders See

You might have the world's greatest programs, but if your internal culture is broken, funders will sense it — even if it's never verbalized.

A good HR function creates a culture where individuals are valued, where ideas are cherished, and where each employee feels like they are part of something greater.

And when your employees are fully invested? They speak your story more effectively than any advertising campaign could.

Because when you're investing in your people, you're investing in a narrative that donors want to be a part of.

3. Leadership is the Backbone of Trust

Funders don't fund programs — they fund leadership. A strategic HR team doesn't simply hire and bring on board; they develop leadership pipelines, coach development, and assist in developing a future in which the organization can flourish despite any one individual.

When donors witness solid, consistent, values-based leadership, it creates a foundation of trust that enables transformational gifts to be made.

A great HR team doesn't simply fill the gaps — they create legacies.

4. Systems Build Confidence

In the funding environment today, professionalism is important.

Your HR department makes sure your nonprofit runs with excellence — from compliance to transparency to DEI efforts — presenting an image of stability and integrity.

Funders want to be able to feel confident that their dollars will be well used. Your HR systems demonstrate it.

Good HR practices aren't bureaucracy — they're the unobtrusive construction of trust.

5. Diversity Strengthens Your Voice

A robust HR staff champions diversity, equity, and inclusion as more than buzzwords, but as living values that are integrated into who you are.

Organizations that truly represent the communities they serve are stronger, more authentic, and more resilient — and funders can't wait to invest in them.

Diversity is not a box to be checked — it's the bridge that brings new opportunities, new voices, and new aspirations to life.

The Heart of the Matter: Fundraising is About People

Fundraising isn't a transaction — it's a transformation. It's about bringing people into your vision for a better world.

And you can't create a better world without first creating a better team.

Your HR department isn't just handling people — they're shaping the soul of your organization.

They're building the space where innovation ignites, where loyalty is cultivated, and where missions become movements.

At SHrategy, we think that when you serve your people, when you invest in your culture, when you develop leadership on purpose — you don't just raise funds.

You raise hope. You raise belief. You raise a future that can't be stopped.

Let's SHrategize together — because your people are your greatest strength.

Shivani Daga is a purpose-driven leader, entrepreneur, and changemaker devoted to helping organizations turn compassion into impact. As the Founder and CEO of SHrategy, Shivani has built a career rooted in service — working alongside nonprofits, mission-driven businesses, and community organizations to strengthen operations so they can focus on changing lives. Through SHrategy and its ventures, Shivani partners with nonprofits to reimagine HR, finance, and marketing — not as back-office functions, but as powerful tools for advancing equity, dignity, and opportunity. Her leadership is fueled by empathy, operational excellence, and an unwavering commitment to building a more just world.

by H. Aldervan Daly, CFRE
Executive Vice President Development and Communications, HousingPlus

If you work for a health or human services organization, the term “trauma-informed” is not foreign to you. The interesting thing is that we rarely think of our jobs as fundraisers in terms of trauma. Trauma-informed fundraising is an emerging strengths-based relational approach that promotes direct communication, connection, and resilience throughout the fundraising process.  Raising contributed income can be a heavy load to bear. It can be a very lonely journey for some fundraisers, even if they are part of a team. Fundraisers ensure that nonprofit organizations have stable financial resources. Yet, who supports the fundraiser?

Fundraisers are often asked to do the impossible and then are not acknowledged when they carry it off. They may even be chastised for not meeting goals they didn't create. The scenarios can be trauma-inducing affect the lives of the fundraisers in the office and out.

A fundraiser's job has so many stressors that having a place to share and hear from others is incredibly important. These stressors should not bleed over into the personal lives of fundraisers.  Fundraising can be a lonely profession, even in New York, where our chapter of AFP is one of AFP Global's biggest chapters. What is the answer? We need to avoid burnout by having a support system.

At a recent NYCAFP workshop, Jonah Nigh, AFP member, and panelist, made a remark that struck me as an excellent idea that all fundraisers should try to follow. He noted that he had a WhatsApp group of peer fundraisers he could contact with questions or to let off steam. He recommended that all fundraisers have this type of support.

I’d like to recommend two resources that I have found quite helpful.  The first is Affinity Groups that have allowed me to access peers and helped me create a support system. These groups are managed through the AFP Global IDEAS Committee. Though not a complete answer to the trauma-triggering moments that are a part of our work, Affinity Groups can serve as a part of your support system.

The Affinity Groups are open to members; you can access them through the AFP GLOBAL website.   They include fundraisers from across the country and the world. I appreciate and participate in groups with experts and colleagues who are connected to my work. The groups have included subject areas like health and hospitals, higher education, arts and culture, and human services. Additionally, there are groups based on personal affinities like African Americans, LGBTQIA+, Asian Pacific Islanders, LatinX, and even Working Moms, to name just a few. A complete list of the available Affinity Groups is available here. 

Seeing and hearing from other fundraisers in a confidential setting is incredibly helpful and impactful. I have also made connections that go beyond the meetings. These colleagues are my go-to support system, just like Jonah's WhatsApp Group.  Affinity Groups meet via video conference and some have an in-person meetings at AFPICON. You can access the Affinity tab and even more resources with your AFP membership.

Another resource I that use is AFP Connect where I can ask fellow fundraisers questions and offer answers. It is a great way to share your knowledge and find answers to your queries. AFP Connect is not just for affinities but also for asking general questions. Questions from Capital Campaigns and Direct Mail to questions about your CRM are often posted. You can even set it up to send you regular emails.

Affinity Groups and AFP Connect may not have all the answers to issues faced by fundraisers, but, they provide a level of solidarity and the chance to hear new ideas from colleagues facing many of the same challenges you are facing. They can help make you feel less alone and a part of a larger community. A community of dedicated people - helping professionals - using their skills to make the world a little bit better. 

Please note: These services require you to log in to the global site with your AFP credentials.

H. Aldervan Daly, CFRE, is the Executive Vice President for Development and Communications at HousingPlus Inc, a 22-year-old “housing-first” organization providing housing and support services to women and women-led families. He currently serves on the board of AFP Global as a Member at Large and recently served as the first Executive Vice President for Institutional Advancement at Rising Ground, Inc.  He is the author of the blog "The Thoughtful Approach To...", which offers practical advice for modern fundraisers. In February of 2025, he “took over” Mike’s Monday Message, the AFP Global weekly email to discuss his journey as a fundraiser and how one keeps authentic. He lives in Brooklyn, NY, with his husband and son.

Chapter Leadership Brief 3.21.25

by Ashley Brannan
Marketing Manager, Community Boost

In times of disruption and unpredictability, nonprofit professionals are often asked to do more with less. The landscape is shifting: federal funding is in flux, public trust in institutions continues to decline, and audiences are fatigued by constant asks. In this climate, traditional digital marketing strategies are falling short.

But amid this uncertainty, there’s one enduring truth: people support nonprofits because they believe in something bigger than themselves.

That belief, or shared purpose, is more than just a mission statement. It’s a rallying point. And when leveraged correctly, it becomes the foundation for a resilient, engaged community ready to act, advocate, and give.

The organizations that will thrive are those that move beyond transactional marketing and begin fostering relationships that are participatory, purpose-driven, and rooted in trust.

The Case for Community-First Marketing

Community-First Marketing is a shift from broadcasting to belonging. It’s a philosophy and framework that asks: instead of marketing at supporters, what would happen if nonprofits marketed with them?

Rather than focusing solely on conversions or clickthrough rates, the goal is to build digital ecosystems where people feel seen, heard, and empowered to contribute to a cause they care about on their own terms.

That shift rests on four key principles:

• Transparency and Trust
• Shared Purpose and Collaboration
• Impact and Action
• Sustained Engagement and Participatory Culture
  

Transparency and Trust

Being vulnerable is not a liability. In fact, vulnerability builds trust. Supporters deserve to know what is at stake. That might mean naming funding challenges, showing where programs are strained, or illustrating what happens when support is delayed. If communities don’t know what’s happening, they cannot rise to meet the moment.

Organizations can build trust by embedding narrative transparency into their strategies. For example, an email series or social media calendar that consistently answers three core questions: What’s happening? Why does it matter now? And what can supporters do to help?

Transparency is not just about data. It’s about voice. It is about being willing to speak clearly and honestly, even when the truth is complex.

Shared Purpose and Participation

Shared purpose is what connects someone’s identity to your mission. But recognizing purpose is only the first step. Nonprofits need to show supporters how they can live out that purpose in ways that feel meaningful to them.

That’s where Purpose-Led Participation Pathways come in. The idea is simple: match supporter motivations with actions that feel aligned with their values and their level of readiness.

This might look like:

• Understanding what supporters care about by tracking engagement or asking directly
• Starting engagement with high-value content, like stories, behind-the-scenes moments, or resources
• Creating clear paths to action—such as donations, advocacy, or volunteering—based on where someone is in their journey

Whether through segmented email automations or tailored ad campaigns, this approach gives people agency. It shows that your organization sees them not just as a donor or an audience, but as a participant in the work.

Impact and Action

Supporters don’t just want to feel good. They want to feel effective. Every time someone sees an ask, whether it’s to donate, sign, share, or show up, they’re asking themselves one question: Will this matter?

Too often, campaigns assume the answer is obvious. But in moments of uncertainty, clarity matters more than ever. That means showing the tangible outcomes of participation.

Participation should feel purposeful, not performative. People want to help, but they need to be shown how. Not every ask needs to be financial. Sometimes, sharing a message or attending a community forum can be just as powerful. Creating space for low-barrier, high-impact actions increases momentum and builds confidence in the community’s power to influence change.

Marketers can use tools like interest-based segmentation, retargeting ads that showcase recent impact, and supporter-led stories to connect the dots between action and outcome.

Sustained Engagement and Participatory Culture

Engagement is not a moment. It’s a relationship. And it requires more than likes, opens, or clicks. Sustained engagement means people care, and that care is built when they feel informed, involved, and empowered to contribute meaningfully.

Supporters should not only hear from you when there is a crisis or a campaign. They should be part of the ongoing story. That might include email newsletters that reflect real conversations, social media series that encourage dialogue, or community spaces where feedback is welcomed.

One of the most effective ways to build this kind of participatory culture is to design for two-way communication. If digital marketing is a megaphone, community strategy is a roundtable. It’s where supporters talk with the organization and with each other.

When people understand what’s happening, they care. When they care, they act. And when they act consistently, that is where growth and long-term resilience begins.

Looking Ahead

Uncertainty is not going away. But the ability to build relationships that withstand it is in reach.

Community-First Marketing is not just a strategy. It’s a recognition that people are the heart of every mission. And when they feel connected to each other and to the purpose they share, they become a powerful force for progress.

For nonprofit leaders and marketers, the challenge now is to design campaigns, messages, and systems that reflect that truth, not only to weather what’s ahead, but to build something stronger than what came before.

If community is your greatest asset, how are you investing in it?

Ashley Brannan is a Marketing Manager passionate about helping mission-driven organizations grow through strategic digital marketing. At Community Boost, Ashley leads innovative campaigns that empower nonprofits to raise more, reach further, and deepen their impact.

Chapter Leadership Brief 4.18.25

by Margaret M. Holman
President, Holman Consulting

Hope is the lifeblood of philanthropy. In the nonprofit world, where missions often seek to change the course of lives and communities, hope fuels the passion of fundraisers who must continually inspire generosity. Since 1976, I have been raising money across all sectors of the nonprofit world, from education and healthcare to the arts, animal welfare, and humanitarian causes. My work has spanned continents, including organizations in Europe, and I have witnessed firsthand how hope sustains fundraisers through economic downturns and crises.

Fundraising is rarely easy, and economic uncertainty can make it even more daunting. However, I have lived and worked through some of the most challenging financial periods in modern history—the stock market crash of the 1980s, the aftermath of 9/11, and the Great Recession of 2008-09. Each of these events sent shockwaves through philanthropy, yet nonprofits survived, and in many cases, thrived. The key? Hope, adaptability, and an unwavering commitment to mission.

 

The Stock Market Crash of the 1980s: A Lesson in Adaptation

The 1987 market crash, known as "Black Monday," was a sudden and dramatic downturn that sent fundraisers scrambling. At the time I was the Sr. VP for Development and Communications at the ASPCA, I found that many nonprofits feared donors would withdraw their support. Instead at the ASPCA, we found that donors—especially major ones—were not necessarily giving less, but they were more cautious and selective.

The lesson from the 1980s was clear: fundraisers had to build strong relationships, diversify funding sources, and remain flexible in their strategies. It was also a time when nonprofits learned to communicate their impact more effectively, reassuring donors that their gifts were making a difference even in uncertain times.

The Aftermath of 9/11: Hope in Community

During the terrorist attacks of September 11, 2001, when I was 5 years into my consulting business, I remember it brought not only immense tragedy but also a renewed sense of solidarity. The immediate aftermath saw an unprecedented outpouring of generosity, as individuals and corporations donated millions to relief efforts. However, in the months that followed, many nonprofits outside of direct disaster relief feared donors would shift their priorities. Among my clients was the Anti-Defamation League.  We couldn’t get to our direct mail and had to cancel many events.

Yet, hope carried us through. People continued to give, albeit differently. We saw the power of storytelling and human connection—nonprofits that shared compelling narratives about their ongoing work retained donor support. Fundraisers learned that in times of crisis, authenticity and transparency were essential. Hope was not just an abstract idea; it was a strategy.

The 2008-09 Financial Crisis: Resilience and Long-Term Thinking

Perhaps the most prolonged and complex challenge was the Great Recession. Endowments shrank, government funding was cut, and individual donors faced financial hardships. Many fundraisers worried that philanthropy would suffer long-term damage. Yet, as in previous crises, nonprofits adapted.

This period emphasized the importance of monthly giving programs, planned gifts, and donor stewardship. Organizations that maintained strong donor relationships, even when gifts were temporarily reduced, found themselves in a stronger position when the economy rebounded. I often reminded my colleagues of the words of Desmond Tutu: "Hope is being able to see that there is light despite all of the darkness."

The Power of Hope in Fundraising

What unites these crises is the unwavering spirit of generosity that exists, even in difficult times. Donors do not give solely because they have excess resources; they give because they believe in a cause. Fundraisers must remain hopeful because their work connects people to the values and missions they care about most.

As fundraisers, we must remember the words of Christopher Reeve: "Once you choose hope, anything's possible." Hope is not passive—it is an active force that propels us to innovate, adapt, and persevere. Whether through a stock market crash, a national tragedy, or a global recession, philanthropy endures. Because hope, like generosity, is resilient.

Moving Forward

Today, we face new challenges—ongoing economic uncertainties, global conflicts, and shifts in donor behavior. Yet, history shows us that nonprofits and the fundraisers who power them are incredibly resilient. By staying mission-driven, fostering deep donor relationships, and embracing new strategies, we can continue to inspire generosity.

Hope is what turns obstacles into opportunities. It is what allows fundraisers to wake up each day and ask, "Who can I inspire today?" And in the nonprofit world, that question will always matter.

Margaret M. Holman is president of Holman Consulting, a full-service fund-raising consulting firm she founded in New York City in 1991.   She represented The Sharpe Group, a planned giving consulting firm for seven years and served as Senior Vice President for Development and Communications at America's first and largest humane society, The ASPCA.  She has also held senior fundraising management positions at a variety of arts, health, and educational institutions throughout the country.  She is an emerita president of the Philanthropic Planning Group of Greater New York, was president of Women in Development in New York, and served on the Greater New York Chapter of AFP Board.  Ms. Holman is a Trustee of the University of Nebraska Foundation, is chair of the University’s College of Journalism and Mass Communications Campaign Committee,  and was a  board member of the Epic Theatre Ensemble.  She is also co-author of The Complete Guide to Careers in Fund Raising (Kendall/Hunt Publishing Company), is co-author of Major Gifts Fundraising (Directory of Social Change in England) and is a contributing author of The Nonprofit Consulting Playbook (Charity Channel Publishing).

Chapter Leadership Brief 4.4.25

by Sunil Oommen
President, Oommen Consulting, LLC

We are now one quarter of the way into 2025, and before we know it, we will be neck-deep in intense end-of year preparation and execution mode. The most organized shops already have our direct marketing calendars set for the year, and our major gifts teams are doing the priming work necessary with our portfolios in time for making our year-end goals.

But what about our board members and their fundraising efforts?

Oh, right. Them.

Many of us see engaging our board members in fundraising as a fruitless chore. I’ve heard plenty of reasons, but they all seem to boil down to: “We tried, but they don’t fundraise.”

Yet, we try and try again anyway. Whether it’s because we know at least some of them have great networks, or we feel like it’s their duty to do it, we try different ways of engaging our board members in fundraising.

Of course, not all board members are the same. Some are amazing at fundraising.  Some others are OK at it. Others simply won’t do it. Mind you, I did not say “bad at it” – it’s because when board members actually do “the work,” they do succeed at fundraising. After all, board members will have a network of people they know personally where there’s often mutual respect, professional history, loyalty, love, or some combination of all of the above.

So, why do some board members choose not to fundraise?

Our board members are often busy and successful professionals whose expertise and leadership are in high demand. That’s one of the many reasons why they are asked to serve on our boards. Yet, behind that successful profile is a real human being who may not have done a lot of fundraising before, and therefore – like any human being –  would be hesitant to engage in an activity that makes them feel vulnerable to rejection or failure. Board members are often at the highest echelons of their respective fields, so the idea of possibly failing at something is even scarier. Hence, they just won’t do it. And more often than not, we allow that, year after year.

So, how do we break that frustrating cycle?

First, let me tell you what I think does not work.

Some of us try demystifying fundraising for our board members by breaking down the key components of the moves management cycle: identification, qualification, cultivation, solicitation, and stewardship. We explain each of the components and give multiple examples of the types of activities that illustrate them.

While the moves management cycle is necessary for professional fundraisers to understand, I have found this approach to be overly complicated and unnecessary for board members. They are busy enough with their daily lives, and making fundraising seem more like a science may only make them feel like fundraising is a complex task.

Instead, I have used with great success a concept I’m happy to share with my AFP family today. This is “the work” I referenced above that helps make board members effective at fundraising.

The work distills into an easy to remember acronym, I.D.E.A.: Inspire, Discover, Engage, and then, Ask.

When I train board members, I tell them that their primary job is the first three letters in I.D.E.: Inspiring their prospects about why their organization’s cause is important to them; Discovering more about their prospects’ philanthropic interests and priorities; and Engaging their prospects in the organization‘s mission through programming, events, and other relevant channels.

Board members should be spending 90% of their time with their prospects doing these fun and least anxiety-producing activities because it’s NOT about the Ask during any of this time.

If board members are consistent doing the I.D.E. work without worrying about the Ask, they will be more inclined to reach out to their prospects and finally get a new set of prospects engaged and potentially become donors for your organization. Professional fundraisers can support their board members throughout this process by 1) helping board members develop their prospect list annually; 2) checking in with their board members on a regular basis on their I.D.E. work; and 3) helping board members assess when and how to cue the Ask.

In essence, I.D.E.A. is the same as the moves management cycle, except less complicated and easy for board members to remember. I often repeat “IDEA: I.D.E., and then A.”  Hopefully this mantra is also a helpful reminder for professional fundraising staff to make sure we’re doing the right amount of discovery, engagement, and cultivation work with our own portfolios before we try landing the Ask or an upgrade.

If you orient your board members to this method now, they’ll still have a good chunk of the year to do good I.D.E. work and ideally have it bear fruit in the form of year-end (or sooner) contributions from their network.

If you give this a try, I’d love to hear about any feedback. Please write me at sunil@suniloommen.com with any feedback or questions about this approach.

Sunil Oommen is President of Oommen Consulting, LLC, a boutique fundraising practice with a specialty in major gifts, foundation relations, and events. He and his associates are honored to serve a cross-section of extraordinary clients that make the world a better place, including Planned Parenthood Federation of America, exalt youth, Protecting Immigrant Families Coalition, Lambda Legal, the National LGBTQ Task Force, KIPP NYC, Vera Institute for Justice, and the United Nations Global Compact. Sunil recently served on the Board of Directors for the New York City Chapter of the Association of Fundraising Professionals, where he launched the Inclusion, Diversity, Equity, and Access programming for the chapter. He also spent 10 years on the Board of Directors of South Asian Americans Leading Together (SAALT), a national civil rights organization. A life-long New Yorker (and now proud dual citizen with New Jersey), Sunil earned his Master’s degree from the London School of Economics, and his Bachelor’s degree from American University in Washington, DC. For more information, please visit www.suniloommen.com or email Sunil@suniloommen.com.

Chapter Leadership Brief 4.4.25

by Susan Madon, CFRE
CEO, Minerva Non-Profit Management Consulting

During this Christian season of Lent, I am reminded of my parochial school days.  Each Lenten season we were given a cardboard “rice bowl” and asked to fill the bowl with our coins and change. The object was to eat a modest meal once a week and offer the cost difference to feed the poor overseas. Other faith tenets conduct similar practices, and I thought it would be interesting to explore the similarities across traditions in kindness, philanthropy, and generosity.

Across traditions, there is a common thread emphasizing that true charity should be performed with humility, sincerity, and without expectation of reward or recognition. As fundraisers, it is wise to understand the giving values of our donors and prepare our invitations to give at appropriate times throughout the year. For example, 70% of Muslims give charitably during Ramadan because they believe the gift’s blessing will be multiplied. And according to Giving USA, people of faith give over three times that of secular givers and volunteer twice as much.

Across the world's major faith traditions, charity stands as a cornerstone of spiritual and ethical practice, though each religion approaches it with distinct nuances and requirements. In Christianity, charity (caritas) represents the highest expression of love for both God and neighbor, emphasizing spontaneous giving without seeking recognition.  Islam structures charitable giving through two main channels: Zakat, a mandatory giving that forms one of the religion's Five Pillars, and Sadaqah, which encompasses voluntary acts of kindness and giving. Judaism approaches charity through the concept of Tzedakah, considering it not merely voluntary generosity but an ethical obligation, traditionally setting 10% of income as the standard for giving while emphasizing the importance of helping others achieve self-sufficiency.

Hindu tradition embraces Dana (giving) and Seva (selfless service) as fundamental spiritual practices, viewing charitable acts to reduce material attachment and achieve spiritual growth. Similarly, Buddhism places Dana at the center of its practice, recognizing three distinct forms of giving: material assistance, providing fearlessness, and sharing spiritual teachings. The Buddhist approach emphasizes the importance of pure motivation in charitable acts, viewing giving as a practical method to overcome greed and attachment.

Sikhism demonstrates its commitment to charitable giving through the practice of Dasvandh, which calls for devotees to give one-tenth of their earnings, while also emphasizing Seva as a fundamental expression of faith. The Sikh tradition of Langar, where free meals are served to all regardless of background, perfectly exemplifies their commitment to universal charity and equality. My husband is a member of the Zoroastrian community which is one of the earliest forms of monotheism.  Their chief tenet is “good thoughts, good words, good deeds” and like other faiths they practice giving 10% of their earnings.

Philanthropy transcends religious boundaries, offering a universal language of compassion and generosity. As the Dalai Lama XIV so eloquently states, "In giving we not only find wealth while in cyclic existence, but we achieve the zenith of prosperity in supreme enlightenment." This profound insight highlights the transformative power of giving, suggesting that it not only benefits others but also enriches the giver, leading to a deeper sense of fulfillment and spiritual growth. Whether through mandatory giving, voluntary acts of kindness, or selfless service, the act of giving unites people across faiths in a shared pursuit of making the world a better place.

Susan Madon, CFRE is the CEO of Minerva Non-Profit Management Consulting a boutique consultancy serving small and mid-sized nonprofits particularly focused on education, poverty alleviation, faith-based organizations and the arts.  She is on the board of AFP-NYC where she serves on the Committee for Directorship and the Government Relations and Ethics Committee.  She is the author of “The Disappearing Donor,” a light suspense novel of fundraising best practices and is on the faculty of Indiana University’s Lilly Family School of Philanthropy.  She holds a BA in Theatre Arts from Jacksonville University and an MBA from Columbia University’s Graduate School of Business.

Chapter Leadership Brief 3.21.25

by Emily Groccia
Vice President, Customer Success / Director, Version2

Fundraisers know that lapsed donors represent one of the biggest untapped opportunities in fundraising. These are people who have given before, believe in the mission, and may be willing to give again—but only if engaged in the right way.

The challenge? Most nonprofits struggle to bring them back.

The Industry-Wide Challenge: A Slow, Uncertain Process

Lapsed donor re-engagement is a well-known problem across the nonprofit sector:

• Every year, 55-60% of donors do not renew their giving.
• Each year, most nonprofits see only 5-10% of their donors come from previously lapsed supporters who return to giving.
• Without an effective re-engagement strategy, organizations lose not just these donors, but their future lifetime value.

When lapsed donors give again, they’re not just making a one-time gift—they’re reconnecting with the organization and renewing their long-term commitment.

Version2’s Data: Autonomous Fundraising is Reactivating Lapsed Donors Faster and at Higher Rates

At Version2.ai, we analyzed the impact of AI-powered engagement on lapsed donor reactivation through our Virtual Engagement Officer (VEO)—and the results show a major leap forward compared to industry norms.

1. The VEO is Recapturing Lapsed Donors 3x Faster Than the Industry Standard

In just four months, 15% of the donors who have made gifts under VEO management were previously lapsed donors. In comparison, the industry average shows that only 5-10% of an organization’s total donors each year tend to be re-engaged lapsed donors. This early success highlights how the VEO is already driving a higher concentration of reactivated donors, reinforcing the impact of autonomous fundraising on donor retention and giving.

2. Lapsed Donors Aren’t Just Returning—They’re Giving at Higher Levels

So far, re-engaged lapsed donors under VEO management have contributed over $100K, accounting for 21% of total giving. Their continued support shows that Version2’s trusted digital labor is not only bringing donors back but also encouraging sustained giving. By keeping donors connected and engaged, the VEO is helping organizations build stronger, long-term donor relationships.

3. AI Engagement is Driving Increased Giving Across Donors

Donors are increasing their support at remarkable levels. Since engaging with the VEO, 30% of donors have raised their giving, contributing an additional $151K to our Innovation Partner organizations. This shift shows that AI-powered engagement inspires greater giving by keeping supporters connected to the mission and impact of the organization. By delivering timely, personalized engagement, the VEO is helping nonprofits cultivate deeper connections that lead to sustained and increased giving.

Why AI is More Effective at Re-Engaging Donors

The VEO does more than increase outreach—it improves the entire engagement process to bring donors back faster and more effectively than traditional methods. By analyzing behavioral insights, it pinpoints the right moves management stage, organization content, and even delivery method that will be most effective to re-engaging the donor. Its personalized, timely outreach ensures that donors receive messages that resonate, reaching them at the right moment with information and opportunities that are meaningful to them, including the ability to respond in 2-way messaging. Unlike human teams, which may struggle to maintain consistent follow-ups, the VEO stays engaged, strategically nurturing donor relationships over time and learning more about each individual’s connection to the organization. This combination of precision, personalization, and persistence makes donor reactivation far more effective.

Traditional re-engagement efforts rely on mass emails or one-off appeals, which are often generic, sporadic, easy to ignore, and 1-way. AI removes those barriers, ensuring every lapsed donor receives meaningful, well-timed outreach that encourages re-engagement and interaction.

Reactivating Lapsed Donors: A Smarter Approach to Sustainable Giving

The nonprofit sector has long struggled with donor retention, but the data is clear: lapsed donors will give again—if engaged the right way.

By leveraging AI-powered engagement, organizations can triple the speed of donor reactivation, drive more long-term giving, and create sustainable fundraising growth.

With Autonomous Fundraising, organizations are able to reach more donors while keeping interactions personal, leading to stronger relationships and better fundraising outcomes.

Curious how a Virtual Engagement Officer could transform your fundraising team? Click here to learn more.

Emily is the Vice President of Customer Success at Givzey and Director of Version2.ai, the program that launched the world's first fully autonomous AI fundraiser. Previously, Emily spent 10 years in higher education advancement before introducing fundraisers to AI with Gravyty in 2020, and has been with Givzey since its inception in 2023.