Chapter Leadership Brief 3.21.25

by Melanie Buhrmaster & Gregory Boroff
Co-Chairs, AFP-NYC Event

In today’s world, where the challenges facing our communities are increasingly complex and interconnected, collaboration in the nonprofit sector is no longer optional—it’s essential. As fundraisers, we know that the scale of issues like food insecurity, homelessness, and poverty requires more than just the efforts of individual organizations. It demands strategic partnerships that leverage strengths, share resources, and create innovative solutions that drive measurable impact.

At our recent AFP-NYC event, we had the privilege of hosting an insightful panel discussion on the formation of a nonprofit consortium—a groundbreaking collaboration that unites leading organizations under a shared mission to fight food insecurity in New York City.

Leadership Driving Change

At the forefront of this effort are three visionary leaders who have come together to form the Consortium, a first-of-its-kind partnership dedicated to tackling food insecurity on a citywide scale:

• Leslie Gordon, President and CEO of the Food Bank For New York City
• Jilly Stephens, CEO of City Harvest
• Grace Bonilla, President and CEO of United Way of New York

Together, these leaders are proving that when organizations break down silos and work toward a unified goal, they can amplify impact and drive meaningful change in ways that no single organization could achieve alone.

Breaking Down Barriers to Build Stronger Solutions

A major theme of the discussion was the importance of breaking down organizational silos. While nonprofits often work toward similar goals, competition for funding and visibility can sometimes create barriers to collaboration. Our panelists emphasized that when organizations shift their mindset from competition to cooperation, they unlock new opportunities to serve their communities more effectively.

One of the most critical steps in building a successful consortium is establishing trust among partners. Collaboration requires vulnerability—being open about challenges, sharing data, and working through conflicts. The panelists underscored that trust is built over time through transparency, shared goals, and consistent communication.

Key Takeaways for Fundraisers

For fundraisers, building partnerships isn’t just about securing more funding; it’s about amplifying impact. Here are some of the key takeaways from the discussion that resonated most:

Trust is Everything – Without trust, collaboration is impossible. Organizations must prioritize open dialogue and demonstrate reliability to foster strong, lasting partnerships.

Align on a Common Goal – A successful consortium requires all partners to be aligned on a shared mission and vision. Clearly defining success from the outset helps guide decision-making and keeps everyone moving in the same direction.

Resource Sharing is Key – From donor networks to operational expertise, each organization brings something valuable to the table. The best partnerships harness these strengths rather than duplicate efforts.

Funders are Looking for Collaboration – More than ever, funders want to invest in collaborative solutions. Organizations that demonstrate the ability to work together effectively can unlock new funding opportunities.

Measure & Communicate Impact – To sustain a consortium, it’s crucial to track and share tangible results. Clear reporting helps partners stay engaged and ensures continued support from donors and stakeholders.

Looking Ahead

As nonprofit professionals, we have an incredible opportunity to rethink how we work together to solve society’s most pressing issues. By embracing collaboration, building trust, and aligning on shared goals, we can create lasting impact that no one organization could achieve alone.

We left this event inspired by the real-world examples of nonprofit partnerships making a difference—and we hope you did too. Let’s continue to explore how we can break down barriers, work smarter together, and ultimately drive greater change for the communities we serve.

What are your experiences with nonprofit collaboration? We’d love to hear your thoughts—let’s keep the conversation going!

Melanie Buhrmaster & Gregory Boroff
Co-Chairs, AFP-NYC Event

Melanie Buhrmaster is a highly accomplished non-profit leader with over 30 years of experience advancing mission-driven initiatives. She currently serves as the Vice President, Philanthropy at the Food Bank for New York City, where she leads efforts to build meaningful, trust-based partnerships with donors and stakeholders.
Her career highlights include leading capital campaigns and major gift programs, securing transformative philanthropic investments through authentic, purpose-driven partnerships. Beyond fundraising, Melanie excels in designing sustainable programs that align resources with organizational goals, fostering collaboration, and mentoring the next generation of non-profit leaders. A compassionate and strategic thinker, Melanie is dedicated to creating impactful donor experiences that shift the focus from giving to an organization to giving through an organization, ensuring lasting support and meaningful change.

Gregory Boroff oversees our fundraising, marketing, communications, volunteer services and special events initiatives. Gregory returned to City Harvest 17 years after having worked here earlier in his career. Over his 25+ year career working with nonprofits, Gregory has raised more than $900 million for organizations that include Friends of Hudson River Park, amfAR, Food Bank For New York City, and Gay Men’s Health Crisis (GMHC). BizBash Magazine named Gregory one of the most innovative people in the event industry. Gregory serves on the Board of EventFluence, as a member of the Steering Committee for Allies in Action, and as a mentor for AFP-NYC. He has previously served on the Board of the Greater New York Chapter of the Association of Fundraising Professionals, as Chair of AFP’s Fundraising Day in New York, as a member of the BizBash Magazine Advisory Council, on the Board and as Program Dean of the CAE Career Enrichment Committee for the New York Society of Association Executives, and as a mentor for the Point Foundation. Gregory is a proud supporter of New Hope for Cambodian Children. In 2025, AFP recognized Gregory with the esteemed Ralph E. Chamberlain Lifetime Achievement Award for his leadership, dedication, and impact.

Chapter Leadership Brief 3.7.25

by Rasheeda Childress
Senior Editor for Fundraising, Chronicle of Philanthropy

When you talk to both experienced and new fundraisers about their career trajectories, almost all mention the important role mentoring played.

“I credit everything I’ve learned to people I’ve met with and formed relationships with,” says fundraiser Sean McCarthy. "It’s not something I did on my own. It is definitely something that I achieved by meeting with others, by seeking their advice, by benefiting from their mentorship.”

But some young fundraisers aren’t finding the same guidance that helped McCarthy reach his position as associate director of institutional giving at the Center for American Progress. Instead, they struggle to find mentors who can advise them in a profession where people largely learn by doing the work and meeting with donors.

But finding a mentor in a world of busy later-career professionals doesn’t have to be an impossible dream, say fundraisers who’ve been both mentors and mentees. They offer advice on how to make it happen:

Get Involved
Brittany Wade came into fundraising after working at jobs in the travel industry that didn’t fulfill her, including coordinating trips for a real-estate company. Her administrative skills helped her land an entry-level job as a philanthropy coordinator at the Palm Beach Zoo & Conservation Society. Without a fundraising background, she had to work hard to catch up on all she didn’t know.

“I encourage people to look outside their organization,” Wade says. She leaned on local groups, becoming active in her local Association of Fundraising Professionals chapter and another local organization, the Executive Women of the Palm Beaches. She’s been able to meet people with a variety of skills who have provided advice and mentoring.

Christen Blackledge, another transplant to fundraising, was unsuccessful in her initial efforts to find a mentor. She finally found the guidance she was looking for when she got involved in groups like AFP and the African American Development Officers Network. While some people want formal mentoring programs, as some AFP chapters offer, Blackledge has found that a lot of mentoring relationships develop the more you put yourself out there and connect.

“As you volunteer with different committees and different events, you just forge those relationships organically,” she says. “It becomes a more organic and informal mentor relationship.”

Paying attention to who’s in those rooms can help you identify people you want to connect with and eventually seek counsel from, says Madeleine Durante, associate director of donor acquisitions at the ACLU.

“When you are in a room and you see someone who is conducting themselves in a way where you seek to emulate them, just go out on a limb and pursue their mentorship,” Durante urges.

Cast a Wide Net
While close mentors often develop long-lasting one-on-one relationships, there is also value in having those not-as-close but really helpful fundraising mentors in your arsenal, says Max Harper, director of development and planned giving at Butler University Advancement.

“Having a Rolodex of attorneys, financial advisers, financial planners that I can call on and ask questions and just say, ‘Hey, this came up in the conversation. I’m curious to learn a little bit more. Can you tell me about it?’” Harper says. “We don’t need a 75-person personal board of advisers, but we want to have specific people that can help in specific ways.”

Warren Northern, who worked for health care nonprofits in a general capacity before moving to fundraising more than two years ago, has also found it helpful to develop connections with a wide array of fundraisers. He’s made it a point at conferences to connect with people who have knowledge outside his base of expertise.

“I try to make three or four really great connections,” he says. The goal is to have someone who is willing to chat if he needs advice “or if I need to collaborate. I can think, ‘Yeah, we had a really solid and authentic and genuine connection.’”

Ease Into the Relationship
Some newbies, in their zeal to find mentorship, are approaching potential mentors in ineffective ways, says Alice Ferris, a professor in the Nonprofit Leadership program at the University of Denver.

Some newer fundraisers, she says, are cold calling or cold messaging someone on LinkedIn and saying, “Would you be my mentor?” That tends not to work, she says, because it’s asking for too big of a commitment.

Instead, Ferris recommends starting by asking for a call or short meeting to “see if they’ll have a conversation and give a little bit of guidance and advice.”

A lot of busy fundraisers are willing to go for that small bite, and if it goes well, Ferris says, it could turn into a longer-term mentoring relationship.

Ernesto Vargo II, CEO of Eskenazi Health Foundation, says he’s often willing to engage in short get-to-know-you sessions, both because he enjoys doing it and because that’s how he accumulated some of his early knowledge.

“Most people are flattered if you ask them if you can have a little bit of time to pick their brain and learn from them,” Vargo says. “I can remember years ago when I did that, and many of those people became good friends of mine.”

Whether mentoring is deeply involved or more episodic, it serves as a boon to young fundraisers’ careers and can help keep them in the field.

“The ability to have real relationships with people whose opinions you trust, who you respect, who you feel like you can turn to when things are really hard,” says the ACLU’s Durante, “that is how you stay in the work.”

A version of this article appeared in the February 4, 2025, issue.

Rasheeda Childress is the senior editor for fundraising at the Chronicle of Philanthropy, where she helps guide coverage of the field.

Chapter Leadership Brief 3.7.25

by Anne Rehkopf Townsend
Principal, ART + Strategy

Our work right now has never been more critical. Nonprofits provide hope, reminding people that brighter days are ahead. But hope alone isn’t enough. To sustain our missions, we need strategy and plans.

As Eleanor Roosevelt said: "It takes as much energy to wish as it does to plan." This sentiment resonates deeply in the world of fundraising. While inspiration and passion drive our work, successful fundraising doesn’t happen by accident. It requires a thoughtful, strategic approach—one that is guided by a well-structured plan that is both dynamic and flexible.

Times like these make me grateful for my garden and the hope that spring is near. In New York, the weather has been frigid, and with the changes in Washington that will directly and indirectly impact our work, it feels like a cold season for the nonprofit world.

But as gardeners know, even in the deepest winter, the promise of spring is alive beneath the surface.  In February 2021, I began to start seeds indoors.  With so much in the world outside our control, I knew that starting seeds and making a plan for my garden helped me ensure my garden would be alive with life in the coming months.  Before laying seeds in the soil, I pulled out an old notebook and began thinking about a vision – what could I grow given the available space and environmental conditions?  I mapped out what needed to be planted in full sun, what needed lots of water, which flowers grew to great heights, and what was happy to grow in the shade of others.  Like my work in fundraising, I created a plan.

As we are entering this season of uncertainty and change, it’s even more important to have a strategic fundraising plan in place—one that considers multiple income scenarios and maps out how your organization will fund its mission. 

If you already have a plan, now is the time to revisit and refine it. Given the shifts coming from Washington, what adjustments need to be made? As we saw during the early stages of the COVID pandemic, some funding streams dried up while others strengthened. Begin evaluating where you invest your time, nurturing the revenue streams that are most promising at this moment.

A fundraising plan is much like planning a garden. What worked last year? What didn’t? What can be planted for immediate results, and what needs to be started now so it has time to unfurl and develop? The seeds you sow today will sustain your organization in the future.

Here are some tips to get you started:

Reflect on Your Work Last Year
Before looking ahead, take a moment to reflect. Understanding past performance is essential for making informed decisions about the future. Consider how much was raised in each income category and whether your organization met its fundraising goals. If you exceeded expectations, what factors led to that success? If you fell short, what challenges hindered your efforts? Think about any new initiatives introduced last year—perhaps new board members joined, a campaign launched, or additional donor engagement strategies were put in place. Analyzing these efforts will provide valuable insights into what is effective and what requires adjustment.

Reflection should also extend to operational capacity. Were there enough staff and resources to execute the plan effectively? Was the expense budget adequate for the activities planned? Understanding these factors helps lay a strong foundation for the year ahead.

Identify Goals and Strategies for the Coming Year
After reviewing the past, define where you want to go. Begin by setting clear financial and non-financial goals. What revenue targets do you aim to achieve in each fundraising category? Are there new funding opportunities to explore? In addition to financial goals, consider other objectives such as increasing donor engagement, enhancing board participation, or broadening outreach efforts.

Identifying key activities is important for achieving these goals. This may be the year to recruit new board members, host additional cultivation events, or enhance your case for support. Equally important is evaluating the resources available to carry out the plan. Do you have the necessary staff, board backing, technology, and budget to execute effectively? Setting realistic goals ensures that your plan remains actionable and aligned with your organization’s capacity.

Put It on the Calendar and Be Flexible
A plan is only as good as its execution. Once you have set your goals and strategies, schedule them on a calendar to ensure they are actionable and realistic. Consider how fundraising efforts align with other organizational activities, major events, and peak workload periods. Be mindful of seasonal trends, such as year-end giving or gala season, and avoid overloading your team during particularly busy times.

Regular check-ins are crucial for assessing progress and making adjustments as needed. Fundraising is dynamic, and the ability to pivot is essential. A structured calendar helps prevent last-minute scrambles, ensures accountability, and provides a clear roadmap for staying on track.

Planning as a Tool for Resilience
While we don’t yet know the full extent of the disruptions to existing funding streams, we do know that diversifying revenue sources will make organizations more resilient in the long run. A flexible fundraising plan that considers multiple “what ifs” will help steady your organization through uncertain times.

These may be hard days, but there are ways to navigate them and continue finding joy in our work. Remember that you are part of a larger community. Getting involved—with AFP or other professional organizations providing learning opportunities and peer networks – is a great way to find and connect with your colleagues who are walking the same path.  Below are a few upcoming AFP events for you to consider; I’d love to see you there!

Moving forward, success will require thoughtful planning, flexibility, resilience, and community. But like a well-tended garden, stability, growth, and hope are possible with patience and the right plan.

Upcoming AFP-NYC events
March 26: Spring Symposium: Major Gifts Best Practices 

April 30: Meet the Grantmakers: Keeping your Mission Relevant and Funded

June 13: Fundraising Day New York

Anne Rehkopf Townsend is a New York-based fundraising strategy consultant with over 25 years of experience serving cultural, social service, and educational nonprofits. Anne began her career as Director of Development at the Brooklyn Historical Society and the National Academy of Design. For the past 19 years, Anne has worked as a consultant, guiding nonprofits of all sizes to strengthen their fundraising strategies. She has helped clients raise millions of dollars by developing strategic fundraising plans and coaching teams through execution. She holds a BA in Art History from Newcomb College, Tulane University, is a Certified Fund Raising Executive (CFRE), and has a Certificate in Nonprofit Board Consulting from BoardSource. She recently earned a master’s in Museum Studies from the City University of New York.

Chapter Leadership Brief 2.21.25

by Ashley Brannan, Marketing Manager
Community Boost

With limited staff, tight budgets, and increasing demands, nonprofits need smarter ways to fundraise. AI-powered tools can help by automating repetitive tasks, improving donor engagement, and optimizing fundraising strategies, without adding to the workload.

How AI Transforms Fundraising Strategies for Marketers

AI is changing the game for nonprofit fundraisers, making it easier to reach the right people, at the right time, with the right message. Instead of relying on trial and error, AI helps marketers make smarter, data-driven decisions that actually move the needle. It can pinpoint donor trends, predict what strategies will work best, and take the guesswork out of fundraising. Whether it’s crafting personalized outreach, optimizing ad campaigns, or automating content creation, AI gives nonprofits the tools to raise more with less effort. The result? More meaningful donor relationships, higher conversion rates, and a fundraising strategy that works smarter, not harder.

AI can feel intimidating, but it doesn’t have to be. You don’t need to be a tech expert or overhaul your entire strategy to start seeing the benefits. A great way to ease in is by using AI tools to handle small but time-consuming tasks. Need a quick donor email? AI can draft it in seconds. Want to know when your supporters are most likely to give? AI can analyze your data and tell you. Even chatbots can help answer donor questions so your team can focus on bigger priorities. Starting small with AI can save time, boost engagement, and make fundraising easier without adding extra stress.

How to Use AI for a Fundraising Campaign

Now that we’ve covered how AI improves fundraising, let’s break down exactly how your nonprofit can start integrating AI into its campaigns.

1. Set Clear Goals with AI

AI takes the guesswork out of setting fundraising goals by analyzing past campaigns, donor behavior, and seasonal giving trends. Instead of making rough estimates, it helps nonprofits set realistic, data-backed targets based on what’s actually worked before. With these insights, organizations can be more strategic about where they put their time and resources, making every fundraising effort more effective.

AI prompt: Analyze our past fundraising data and suggest a realistic goal for our next campaign.

2. Identify and Segment Donors

Understanding donor behavior is crucial for effective fundraising. AI can categorize donors based on donation history, engagement levels, demographics, and even past interactions with email campaigns and social media. By segmenting donors, nonprofits can personalize their outreach, ensuring that messaging resonates with each group, whether it’s first-time donors, recurring givers, or lapsed supporters.

AI prompt: Segment our donor list into groups based on donation frequency and suggest messaging for each.

3. Automate Fundraising Content

AI-powered tools can generate compelling donor appeals, social media content, and ad copy in seconds, allowing nonprofit teams to focus on strategic execution. Instead of starting from scratch, AI can draft engaging messages, incorporating storytelling and emotional triggers that encourage donations. AI can also adjust messaging based on past donor responses, increasing the likelihood of conversion.

AI prompt: Write an emotional donor appeal email for past contributors who haven’t donated this year.

4. Optimize Campaign Outreach

Timing plays a critical role in fundraising success. AI can analyze previous email open rates, donation patterns, and social media engagement to determine the best times to launch campaigns. By optimizing send times and audience targeting, AI ensures that fundraising messages reach donors when they are most likely to give, improving overall conversion rates.

AI prompt: Analyze our past email engagement and suggest the best times to send fundraising emails.

5. Measure and Improve Campaigns

AI can track key fundraising metrics like donor retention, email open rates, conversion rates, and overall return on investment. By identifying what worked and what didn’t, AI provides actionable insights to refine future campaigns. This allows nonprofits to continuously improve their outreach strategies and maximize fundraising potential.

AI prompt: Assess our Giving Tuesday campaign results and identify ways to improve donor retention.

The Future of Marketing with AI

AI is rapidly transforming the nonprofit sector. Organizations that embrace AI today will be ahead of the curve, reaching more donors and raising more funds with less effort. By automating tasks, optimizing outreach, and providing data-driven insights, AI allows nonprofits to focus on what truly matters: building relationships and driving impact.

As donor expectations evolve, nonprofits can embrace new technologies to stay competitive. AI helps organizations personalize donor communication at scale, ensuring that every message feels relevant and meaningful. From crafting compelling fundraising appeals to identifying the most engaged supporters, AI enhances decision-making and enables nonprofits to make smarter, more strategic marketing moves.

Beyond fundraising, AI can also improve operational efficiency, reducing the time spent on repetitive tasks like data entry, content creation, and performance analysis. This allows teams to dedicate more time to high-value activities that drive long-term impact.

Want to learn more? Check out the Nonprofit Marketing Summit: EVOLVE on March 4-6 for more content around AI for nonprofit marketing.

Ashley is a marketing manager at Community Boost, where she helps nonprofits amplify their impact through data-driven digital strategies. With a deep passion for mission-driven marketing, she works closely with organizations to optimize fundraising campaigns, improve donor engagement, and leverage AI-powered solutions to drive growth. Specializing in digital advertising, content strategy, and nonprofit branding, Ashley partners with changemakers to develop scalable, results-driven marketing plans that align with their mission. Through her expertise in paid media, conversion optimization, and strategic messaging, she equips nonprofits with the tools they need to maximize reach, increase donations, and build long-term supporter relationships.

Chapter Leadership Brief 2.21.25

by Gary Weinberg, President DM Pros
and AFP NYC Government Relations Committee Chair

They say in politics, “if you’re not at the table, you’re on the menu.”   AFP Global and the AFP NYC Government Relations Committee are advocating in Congress on behalf of non-profits to make our interests heard.

While there are a range of issues expected to be on the current 119^th Congressional 2025-2026 agenda including data privacy and artificial intelligence, establishing the universal charitable gift tax deduction in the tax code is at the top of our agenda.

Many key legislators in the current Congress are well positioned to champion these issues. As such, now is one of the most exciting times I’ve ever seen to get involved to make a huge impact on our fundraising industry.

The Charitable Act

 AFP Global, along with more than 600 other organizations, supports the Charitable Act that provides for the charitable gift tax deduction for all taxpayers, including those that do not itemize deductions on their income taxes.

This truly bipartisan bill was introduced in the last Congress and received equal co-sponsorship support between Republican and Democratic representatives in the House (64 Congressmembers) and the Senate (23 Senators). In January the Charitable Act was reintroduced into the new 119^th 2025-2026 Congress in both the House (H.R. 801) and the Senate (S.317). The bill is now under review in the House Ways and Means and Senate Finance committees.

Background

In 2017 Congress passed the Tax Cuts and Jobs Act (JCTA). One of goals of JCTA was to simplify taxpayer filing by increasing the Standard Deduction to approximately $12,000/$29,000 for individuals/joint filers, saving the complexity of itemizing tax deductions. However, JCTA had an unintended consequence – fewer taxpayers itemizing on their income taxes resulted in less taxpayers receiving the income tax deduction incentive for making a charitable contribu

In 2020 and 2021 there was a temporary fix for this issue. The Cares Act during the COVID-19 pandemic provided for a tax deduction for charitable gifts up to $300/$600 for individuals/joint filers. AFP’s Fundraising Effectiveness Project (FEP) demonstrated a strong correlation with the Cares Act’s incentives: (1) specifically, a 28% increase gifts exactly $300 in 2020, and (2) more broadly, gift amounts between $300 and $600 increased nearly 11% in 2020 and 2021. These gifts declined in subsequent years.

Data from FEP and Giving USA studies show an overall decline in charitable giving from 2021 through 2023. And, while total donations started to increase again in 2024, the number of donors went down. Thus, individual giving is now concentrated in a smaller number of larger donors.

As fundraisers, we know that most donors start as smaller donors. We need more small donors in our fundraising pipeline for the future of philanthropy.

Currently, only 9% of donors itemize deductions on their taxes, which means that 91% of donors take the Standard Deduction, resulting in no tax incentive for their charitable gifts.

The Charitable Act will make the charitable gift tax deduction available to all. It will incentivize charitable donations, help increase the number of small donations that organizations depend on, and add fairness back into the tax code.

Advocacy – Your Seat at the Table – Now

Advocacy is a marathon, not a sprint. Legislation takes time. But now more than ever, with several important issues on the Congressional agenda that impact our non-profit industry, there are opportunities for us to make a great impact this year. Understanding the process is very straight forward.

Step 1 – Identify your legislators.
Here’s a link to look up your Senators and Congressmember: https://www.congress.gov/members/find-your-member

Step 2  – Educate your legislators about your work. Locate your legislators’ website. Most have an online form to submit your view on an issue or schedule a meeting.

Whether you are reaching out on a matter via E-mail or participating in an in-person or Zoom meeting, your first-hand experience is the most powerful tool you have. Share your stories. Explain how the legislation will impact your community. Build a relationship for you to connect for other issues as the arise.

Be specific in your communications. Keep in mind throughout the process, you are the constituent. Your legislators are elected and work for you.

Step 3 – Follow up after the meeting.

Often you will not meet directly with the legislator but with an aide. Depending on the experience with the topic, the aide will take notes and tell you they will pass the information on to the legislator. At the meeting conclusion, be sure to ask for a good time to follow up. Get a specific timeframe and follow up accordingly.

You Don’t Need To Do It Alone – Join Us To Advocate Together

The AFP NYC Government Relations Committee will soon be reaching out to New York City area Congressmembers and Senators to encourage them to co-sponsor The Charitable Act. That’s where you come in. We need your stories.

Further, the most effective way to schedule an appointment with a Congressmember is to have a constituent in their district make the request. We need help from fundraisers in certain districts to get our foot in the door.  No experience is necessary to join the Committee.

You can contact Gary Weinberg, AFP NYC Government Relations Chair Committee at GW@DMPros.net for more information on advocacy or to get involved.

Additional Resources

Press Release from Senators Langford and Coons reintroducing The Charitable Act 1/29/2025: Lankford, Coons Lead Bill to Incentivize Charitable Giving – Senator James Lankford

Lisa Chimola, AFP Global Vice Chair of External Relations, OpEd piece 1/28/2025 for USA Today: Donations to charity are down. Congress can save nonprofits | Opinion

AFP Global Fundraising Effectiveness Project (FEP) – Data for Q3 2024 released December 2024, shows More Dollars coming from Fewer Donors in a Continuing Trend: https://afpglobal.org/news/fep-data-q3-2024-shows-more-dollars-coming-fewer-donors-continuing-trend

The Charitable Giving Coalition, an umbrella organization comprised of non-profit organizations, associations (including AFP Global), and other organizations in the industry, dedicated to supporting the universal charitable deduction. Membership is free: http://charitablegivingcoalition.org/index.php

The Charitable Act Summary: http://charitablegivingcoalition.org/universal-charitable-deduction.php

The Nonprofit Alliance Legislative Round up (1/30/2025) including video: “Around Capitol Hill in 90 seconds with Mark Micali” – Legislative Round-Up | January 2025 < The Nonprofit Alliance

Independent Sector Survey: New Poll: Voters Want Policymakers to Support Nonprofits in an Uncertain Time – Independent Sector

Gary is a specialist in individual giving. He has been a leader in direct mail and direct response fundraising communications for over 35 years. He takes a holistic approach, focusing on the complete giving cycle from direct mail and digital solicitation, through acknowledgment and stewardship activities.

He has been involved with advocacy on the local, state and federal levels throughout his career.

He currently serves on the AFP-NYC Board of Directors, Chairs the Government Relations Committee providing advocacy for charitable giving issues in NYS and on The Hill in DC, and is active in the Professional Advancement Committee that organizes the Chapter’s regular seminars. In addition, serves as Vice Chair on the Board of the Lehman Center for the Performing Arts in the Bronx, on the Board of the Hastings High School Alumni Association, and on the Board of his homeowner’s cooperative.

Chapter Leadership Brief 2.7.25

by Matthew Weber
CEO, Development Guild

The world of artificial intelligence (AI) is evolving at an astonishing pace, transforming industries from healthcare to finance—and nonprofits are no exception. As we look ahead, the near future of AI for nonprofits presents exciting opportunities and critical challenges in three key areas: fundraising, executive search, and mission strategy. While we can't predict the full extent of AI’s impact in five years, its trajectory promises to reshape how nonprofits operate in certain areas and achieve their missions.

AI + Fundraising: Breaking Beyond Dunbar’s Number

Fundraising is inherently about relationships. Anthropologist Robin Dunbar theorized that humans can maintain meaningful relationships with about 150 people—a concept known as Dunbar’s Number. Historically, frontline fundraisers have been bound by this limit, typically managing portfolios of 100 to 150 donors. However, AI is poised to redefine these boundaries.

In the near future, fundraisers will be able to maintain exponentially more donor relationships with the help of AI. Tools like ChatGPT or DeepSeek can draft personalized emails, while predictive analytics platforms can identify donors’ interests and suggest the most impactful outreach strategies. AI will take over much of the administrative work of “moves management,” allowing fundraisers to focus on personal connections and high-value conversations.

Notably, some aspects of fundraising may remain "AI-proof." Major gift fundraising, for example, relies heavily on human relationships and trust-building. While AI can automate tasks and analyze data, it cannot replicate the emotional intelligence and personalized touch required to cultivate these deep, trust-based relationships, but AI can act as an indispensable assistant, ensuring fundraisers have the insights and tools they need to excel. With AI, a major gift officer managing 10,000 donor relationships—once unimaginable—may soon become reality. New tools, such as Version2.ai are already showing great promise in cultivating gifts in the $1000 - $10,000 range.

What’s coming further down the road? Relationships with AI are in their infancy. In the future, it’s possible we’ll see AI evolve into trusted partners, complementing human efforts to an extent that today feels unimaginable.

AI + Executive Search: A Smarter Scout for Talent

In the immediate future, AI is enhancing talent acquisition by acting as a sophisticated scout. By analyzing resumes, professional networks, and other data sources, AI can quickly identify traditional prospective candidates as well as "diamonds in the rough"—candidates with unconventional backgrounds who might be an excellent fit for an organization. Much like "Moneyball" strategies in sports, AI focuses on key metrics and patterns that human recruiters might miss, helping nonprofits find talent that aligns with their unique needs.

AI is also helping nonprofits find candidates who aren’t actively job-hunting. By analyzing online activity, skills, and professional achievements, AI can surface passive candidates who may not be on the market but are perfect matches for a role. These tools can expand the talent pool and give nonprofits access to individuals they might never have reached through traditional methods.

Additionally, AI can offer insights into how candidates might add value to an organization. By analyzing team dynamics and historical data, AI can model how new hires could complement the talents of existing staff, helping hiring managers make more informed decisions. This could result in better cohesion, stronger collaboration, and a higher likelihood of long-term retention and success for both the candidate and the organization.

Further down the road, we may see much higher confidence in pairing unconventional talent with organizations, creating an even more creative " Moneyball” approach for nonprofit hiring.

AI + Mission: Unlocking the Power of Collaboration

AI’s potential to transform mission strategy is perhaps its most exciting application for nonprofits. Strategic planning, program design, and impact measurement are all being reshaped by AI’s ability to analyze data at scale and provide actionable insights. However, the true power of AI for nonprofits lies in data collaboratives—organizations pooling their data to create richer, more complete insights.

Nonprofits are uniquely positioned to lead this kind of collaboration. Unlike for-profit organizations, which often guard proprietary data, nonprofits often share the common mission of public good. This openness can be leveraged to build data collaboratives that address some of the world’s most intractable problems.

For example, in healthcare, initiatives like Cardiac Networks United enable hospitals to share data, resulting in better research, diagnosis, and treatment outcomes. Similarly, in the social sciences, collaborative projects like those supported by the United Nations University (UNU) illustrate how data sharing can advance research and policy in areas such as sustainable development and social equity. Nonprofits could replicate these models to address homelessness, climate change, or educational inequities, pooling data to build AI solutions that are truly transformational.

Imagine a future where data-sharing is seamless. Nonprofits could collectively train AI systems to identify patterns and propose solutions that no single organization could uncover on its own. Even individual supporters could play a role by donating not just money but insights—sharing their lived experiences or community challenges to help refine AI’s understanding of complex social issues.

By building data collaboratives, nonprofits can create AI-driven solutions that are deeply informed, scalable, and ethically sound, ensuring that AI serves as a tool for good.

Conclusion: A Future Full of Possibilities

It’s nearly impossible to predict where AI will take nonprofits in the next five years. The last five years have brought the most dramatic advancements in AI we’ve ever seen, from generative AI like ChatGPT to predictive analytics and machine learning systems capable of reshaping industries.

As AI continues to evolve, nonprofits will need to adapt quickly, balancing the promise of efficiency and innovation with the need for ethical oversight and human-centered leadership.

What is clear, however, is that AI is not just a tool—it’s a catalyst for reimagining what’s possible in the nonprofit sector. Fundraisers will manage more relationships than ever, executive searches will become faster and more equitable, and mission strategies will be guided by unprecedented levels of insight. By embracing AI thoughtfully and proactively, nonprofits can unlock new opportunities to amplify their impact and serve their communities better than ever before.

Innovation and collaboration are at the heart of Matthew’s work at Development Guild. Matthew currently serves as our CEO, and previously led our product team through the conception, development and launch of our AI platform.

Matthew joined us as a strategic executive from the tech world and as a professor from higher education. His professional work includes collaborations with clients such as Sesame Workshop, Morgan Stanley, and the Olympics. He taught for 14 years, first as a professor at New York University and later as a lecturer at Columbia University. As a speaker, Matthew has presented at NASA, won pitch competitions, and continues to speak at universities.

In his free time Matthew enjoys learning Spanish and spending time with his family in New Jersey.

Chapter Leadership Brief 2.7.25

by Mike Esposito, CFRE
Founder and Lead Fundraising Strategist, Mike Esposito Fundraising

AI is revolutionizing fundraising—enhancing donor research, automating personalized communications, and streamlining operations. But does increased automation risk losing the human connection that makes philanthropy so powerful? The key is finding the balance—leveraging AI’s efficiency while preserving authentic donor relationships.

Over the holidays, I binged episodes of The Office. One in particular stood out: the one where Michael Scott drives his car into a lake. Why? A GPS told him to.

The whole episode is a hilarious and at times poignant exploration of humans adapting to new technology. Ryan insists that a new website will save Dunder Mifflin. Michael is convinced that hand-delivering elaborate gift baskets will win back lost customers. Neither is wrong. In the end, though, it turns out that neither approach works very well without the other.

We are at a similar moment with the use of AI in fundraising.  Personalization and stewardship build authentic relationships and nurture donor trust. But without a solid tech stack—your website, CRM, and AI tools—you’re limiting your growth potential. The key? Balance.

Too many changes at once overwhelm teams and donors (not unlike the Dunder Mifflin team struggling to figure out their Blackberries). Too little innovation leaves money on the table (like Dunder Mifflin’s lost customers, who have switched vendors because of a competitor’s lower prices and functional website). But with a thoughtful balance fundraisers can empower their teams with AI without losing the personal connections that inspire generosity and long-term support.

AI’s Growing Role in Fundraising

AI-driven tools are transforming how fundraisers identify prospects, engage donors, and manage operations. AI-powered research tools like Hatch and DonorSearch can analyze donor wealth indicators, giving history, and social media engagement faster than any human team. Chatbots, AI-generated emails, and predictive analytics enable hyper-personalized donor interactions tailored to donor behavior and interests. Generative AI tools like ChatGPT and Claude streamline proposal writing and impact reports and fine-tune communications, freeing up time for relationship-building.

Some organizations are even experimenting with AI-driven donor engagement. Version2.ai, the first AI R&D lab focused on nonprofit fundraising, has introduced Virtual Engagement Officers (VEOs) that autonomously manage donor portfolios. These AI-driven officers look and sound like real people (although they clearly identify themselves as AI) and they can identify, qualify, engage, solicit, and steward donors—all with minimal human intervention.

This can be both exhilarating and terrifying– today’s version of Dunder Mifflin employees considering if they can work at a website-driven business (!). The potential to increase efficiency, expand reach, and scale donor engagement is thrilling. A fundraising shop of one suddenly has the tools to do the work of three people. But as AI takes on a larger role in fundraising, it’s worth asking: What do we risk when we rely too much on automation? And are we about to drive the car into the lake?

The Risks of Over-Reliance on AI

AI offers incredible efficiencies, but nonprofits should consider its potential drawbacks. Too much automation in communication can feel impersonal, which can erode our relationships with donors over time. After all, it is the contents of that email that matter most, not an optimized email cadence. Our best supporters still value face-to-face engagement and authentic connection. Fundraising is about trust, and AI alone can’t cultivate that trust.

On the predictive side, AI-driven wealth screening may reinforce bias in donor targeting, prioritizing certain demographics while overlooking others. And we risk losing grasp of our own strategy when we uncritically outsource that work to an AI tool, reengaging only when the work is done.

If we don’t take the time to learn to work with AI, and to train our teams to do it ethically, honestly, and well, we risk using the technology about as well as Michael and Dwight used the GPS– which in their case caused an expensive, embarrassing mistake and ultimately alienated a potential client.

Finding the Right Balance

So how can fundraisers harness AI without losing the human touch?

1. Let AI lead in the insights, but manage the relationship yourself.  AI can identify high-potential donors, but fundraisers should still cultivate relationships personally. The best results come from AI-assisted research paired with human engagement.
    
2. Automate administrative tasks—but keep key conversations personal. AI can handle email segmentation, impact reporting, and data analysis, but please take the time to have that conversation with the donor yourself, in person, via Zoom, on the phone. Even if those meetings still make you nervous, that is real and human, and your donors value that.
    
3. Be prepared to be transparent with donors about AI’s role. Letting donors know how AI is being used fosters trust and ensures alignment with ethical fundraising principles.
    
4. Train fundraising teams to integrate AI thoughtfully, and be patient with their objections and their individual learning styles. AI is most effective when it is enhancing our strengths, not just compensating for our weaknesses.

After all, your donors give to help solve a problem, or help people– not as a reaction to some calculated activity. 

The Future of AI in Fundraising

To talk about the future of AI in fundraising, we can do worse than return to Scranton. While Ryan’s aggressive push for modernization is not wrong, his posturing and lack of empathy are alienating to the very people he is trying to help. Yet Michael’s typically over-the-top reaction ultimately yields the insight that, while everybody likes a good chocolate turtle, customers also want the efficiency of a functioning website.

Similarly, the communities we serve, and the donors who sustain them, do not want nonprofits replaced by artificial intelligence. They want authentic relationships based on shared values, because people give to people, not to algorithms. But, like Dunder Mifflin’s lost customers, they do want to see their chosen nonprofits using the tools that will make them efficient and effective. It’s not about technology versus human beings, but about people using technology thoughtfully as a tool that can help all of us.

References
Daniels, G. (Writer), & Kwapis, K. (Director). (2007). Dunder Mifflin Infinity: Parts 1 & 2 (Season 4, Episodes 3 & 4) [Television series episode]. In G. Daniels (Executive Producer), The Office (U.S.). NBC.

Mike is the founder and lead fundraising strategist of Mike Esposito Fundraising, a consultancy dedicated to helping small to midsize nonprofits strengthen donor relationships and achieve long-term fundraising success through coaching, fundraising assessments, and campaign support. A CFRE-certified strategist, mentor, and coach, Mike partners with organizations to develop tailored solutions that align with their mission and goals. His expertise spans fundraising strategy development, major gifts, donor stewardship, campaigns, and board and staff coaching—offering nonprofits the tools and guidance they need to build sustainable, high-impact fundraising programs.

Chapter Leadership Brief 1.24.25

by Dee Dee Mozeleski
Senior Vice President of the Office of Institutional Advancement
Communications and External Relations, & Executive Director of the Foundation for City College

A few years ago, as part of my annual evaluation, my boss shared with me that he thought it was time I started thinking about the world outside of our campus. For years, my head was definitely facing inward. But, I told myself, I had so many wonderful reasons (ie: excuses): we were building a school, then we were building a board, then, of course, we were merging foundations and, well covid, what about covid? However, he was right: I was spending a lot of time thinking about everyone on the team and no time thinking about myself.

Years ago I was always ‘moving my cheese’ or looking at five year goal setting and thinking about pivots. Then I got to an age, and to be honest, a title, where the opportunities to be mentored were far less identifiable and I felt a bit adrift. It’s also possible I was worried that people wouldn’t take me seriously if I articulated a need for support. Maybe they’d question how I’d gotten to this point - maybe they’d think I wasn’t ready after all of this time.

Of course, that’s exactly when I needed to be mentored by someone outside of my circle.

The longer your career, and the more networks you break into, the harder it can be to ask for support. As we begin to navigate increasingly complex teams, we may find ourselves (hopefully, only for brief moments) feeling like we’re not prepared to lead.

I look back to March of 2020 and remember that no one taught me how to pivot, immediately, during a global crisis. Like millions of people, I was asked to come up with solutions to challenges I’d never faced before, and to do that while dealing with the loss of friends and colleagues.

Having someone outside of my immediate network to bounce ideas off of became so important. So, for a year, when there was any quiet moment on campus, I would pick up my phone and cold call people from other agencies, all around the country, and ask for their help and insight. I remember thinking that this wasn’t something I’d done in years - the simple act of a phone ringing sometimes shocked people so much that they kept me on the line far longer than my immediate question warranted. That type of support, from complete strangers, was exactly what I needed and that level of collegial mentoring helped me so much when, a year later, I was tasked with thinking about my professional development.

January is National Mentorship Month and, as professionals who spend all of our time bringing together people and wonderful causes - I hope that we’ll remember that mentoring extends beyond ‘youth’ and ‘new’ to all of us. Being receptive to an outreach from a stranger is one of the single best things we can offer to people across our industry. Recognizing that there is no title that places us in a position to stop learning or to stop seeking guidance can truly allow us to be innovative, grow and continue to work to inspire others, while still offering us a way of thinking about our own continued professional growth.

What makes a great mentor? Many things make up a great mentor and mentee experience, but the things I have found to be the most important are:

A sense of curiosity about others and adaptability.

Patience: Listening and building trust should take time and it’s worth the effort.

Empathy: Being able to see ourselves in the roles of others.

Ability to set and meet goals.

A willingness to open up our networks to one another.

Commitment to each other and the process of actively mentoring and accepting mentoring.

Accountability to the relationship and an openness to staying connected whenever possible.

I’m happy that I listened to my boss and took his evaluation goals seriously. I reached out to colleagues and people I wanted to meet and joined a wonderful network of women through Chief. I did what being ‘too busy’ at work gave me an excuse to forget: I asked for guidance, I sought out help and I learned that I’m far from alone. So many of the people I have met over the past five years were also struggling. They’d done everything they’d been told would take them through their careers and were all now stuck not knowing what was next. Once we identified that shared challenge, breaking down the barriers to growth came so much easier.

Here’s to mentoring, of course, but really, here’s to allowing yourself to be a lifelong mentee!

Dee Dee Mozeleski is the Senior Vice President of the Office of Institutional Advancement, Communications and External Relations, and, as such, also serves as the Executive Director of the Foundation for City College. In 2016, she was asked to serve in the additional capacity of Senior Advisor to the President of City College, Dr. Vince Boudreau. Ms. Mozeleski has spent more than thirty years working in service to public higher education institutions, cultural programs, international agencies and government organizations. During her time at City, she led the consolidation of the College's two fundraising organizations and oversaw the fundraising campaign which launched the Colin Powell School for Civic and Global Leadership in 2013 and, more recently, oversaw the launch of the College's new "Doing Remarkable Things Together" Campaign to bring the Foundation's endowment to $1 billion dollars.

Chapter Leadership Brief 1.10.25

by Jason Ellinger, Founder
Beard & Bowler

I recently saw a statistic that blew my mind...

→ People are getting hit with at least 3,000 pieces of marketing everyday!

And it got me thinking...

How can audiences know what to pay attention to?
How can marketing break through the noise?
And how can real value be shown?

With so many people receiving all sorts of marketing everyday, it means for a lot organizations:

- It’s getting harder to stand out
- Competition is continuing to grow
- And the hard sell isn’t working anymore ‍♂️

For me, amongst all the noise & all the different marketing techniques, there's something that will always stand out from the rest...

→ Storytelling.

If you want to affect someone’s heart, opinion or actions…

The only way to do it & break through all the noise, is by crafting a story well.

And here's why

There are 2 reasons why organization's marketing struggle or fail:

1/ They have a lack of brand awareness.
2/ They don't know how to tell their story.

This is why for the past 7 years, we’ve been helping organizations to tell their story.

But it doesn’t have to be manufactured or created on the spot.

Your stories have already been created, they just need to get out there!

And when you start telling them... well you'll start to see the difference ‍♂️

 

Here's How We Help You Do It

We support for-profits & non-profit organizations to tell their client's stories through the power of video.

- We get to know you & your org
- Understand what you want to achieve
- Learn about your client stories & how you helped
- Craft those stories into a compelling video with a clear video marketing strategy.
- And finally, we get everyone behind a camera to tell the story.

Yes, it sounds simple.

Because truthfully, it can be!

You have all the tools you need to get your story heard.

And we're the ones who are there to help you to:

- Build tension
- Create emotion
- Shape your story
- Hook your audience
- And spread awareness.

Here's a prime example!

Now, you might be thinking,

"Yes Jason, it's easy to say you're great at storytelling, but how do we know?"

And that's where we let our results speak for themselves!

One organization experienced a 61% increase in revenue YOY with 1 video.

An event client hit their revenue goal 3 minutes after their video screened.

Quadrupled a client’s annual campaign results YOY with a 45-second clip.

If you're still not sure, hear it straight from Heather Thompson, an Executive Director who’s seen the power of storytelling for nonprofits firsthand!

 

 

So amongst all the noise & the 3,000 pieces of marketing everyone is receiving daily.

 

I'll leave you with this...

Do you want to have a marketing video that shows:

- Who you are
- What you're doing
- And how you support?

Or would you rather stick to the hard sells, with loads of stats that ends up in the Junk folder?

The choice is yours ‍♂️

Hi, I’m Jason  Co is the Co-Founder of Beard & Bowler Productions. We are a New Jersey video production company that partners with organizations to raise awareness & drive new results.Our main mission is to share impactful stories that inspire people to take action.

Where do we find these stories?

→ In the walls of: 

• Non-profit organizations
• For-profit organizations 
• And purposeful brands 

To help them raise brand awareness, increase revenue & most importantly, tell their story. And we do this all through the power of storytelling video marketing. So, if you want your story heard, visit our website to find out more: https://beardandbowler.com/ 

Chapter Leadership Brief 1.10.25

by Craig Shelley
Partner + Chief Group Officer
Orr Group

As we enter a New Year, it is a natural time to reflect on what’s come before.  For me, I’m fortunate to look back on a career full of mentors and friends that helped me learn and hone my craft as both a fundraiser and leader.  Many of those people I met through AFP, and I’ve recognized that for many others, AFP is the only place they can find these mentors as they may not have the good fortune to work with the compelling leaders and mentors they deserve.

As we look ahead to our Chapter’s annual meeting on February 12 (details here) we’re going to have an opportunity to recognize someone who has been a mentor and friend to so many in our New York City fundraising community and beyond.  Gregory Boroff, Chief External Affairs Officer at City Harvest, will be honored with our Ralph E. Chamberlain Award.

I remember nearly 12 years ago returning to New York City and trying to find my footing in our fundraising community.  By chance, I met Gregory at an event several months after I came back.  We randomly started chatting.  He was friendly and welcoming at a time where I very much was looking for welcoming friends in our New York City fundraising community.  Gregory had no reason to extend me kindness or to invite me along with several friends and colleagues of his for drinks afterwards. But he did and it’s a friendship that has endured and I’ve benefitted from since then.  The best part?  In the years that have passed I’ve seen him be just as friendly and welcoming to countless other fundraisers at all stages of their careers.  It’s just who he is and who he will always be.

Gregory has added so much to our community.  The funds he’s raised for some of the City’s most important causes.  His service (twice!) on the AFP NYC board.  His record breaking three-terms as Fundraising Day in New York chair.  His repeatedly stepping up to chair and reinvent our annual meeting.  Whether you know Gregory or not, you’ve benefitted from his generosity and efforts.  I hope you can join the annual meeting and help us celebrate Gregory as well as benefit from the phenomenal program he’s helped put together.

The community we’ve forged here as fundraisers in New York City is all about people like Gregory and the interaction I had with him when we met and beyond.  It’s about bringing together like-minded people, facing the same daunting challenges, so they can learn, commiserate, and be better as people and fundraisers because of it.  If you’re active in our community, you know what I’m talking about, and I hope to see you on February 12^th. If you’ve not been active before or recently, I encourage you to join us.  You’ll be welcomed kindly and might just meet a friend and mentor you’ll keep for years to come.  If nothing else, I know Gregory will be glad to see you and greet you warmly.

Register here and join me on February 12th. 

Craig is a trusted partner and advisor to the nonprofit sector’s most ambitious leaders. He advances the missions of nonprofits by bringing a change-management and entrepreneurial approach to strategy, organizational development, fundraising, and board optimization.

In addition to his direct work with clients, as a Partner and Chief Growth Officer at Orr Group, Craig helps to set the course for the firm’s continued success. He leads the firm’s Impact Group, focused on identifying and meeting the needs of its nonprofit partners and projecting its best practices and viewpoints across the sector, as well as its Growth Team, which is responsible for our brand, marketing, communications, thought leadership, and business development efforts.

Beyond his role at Orr Group, Craig is a Certified Fundraising Executive (CFRE) and frequently speaks at conferences and publishes articles on leadership and philanthropy. Craig is President of the Association of Fundraising Professionals’ New York City Chapter, is a member of the Global Association of Fundraising Professionals’ Leadership Institute Advisory Committee, and serves on the Editorial Advisory Board for NonProfit PRO. Prior to joining Orr Group in 2013, Craig was the National Director of Development and Corporate Alliances for the Boy Scouts of America. In this position, he was responsible for leading annual fundraising, corporate partnerships, and alumni relations for the organization. He also provided training, support, and consulting to nearly 300 local Boy Scouts affiliates, which collectively raised over $250 million annually.

Orr Group is a full-service consulting firm that specializes in the business of philanthropy. To learn more about how we help nonprofits grow, scale, and sustain their impact, contact us today.