by Veronica R. Bainbridge
Director of External Affairs, American Academy of Arts and Letters

I recently stepped into a new role, and I’ve been sitting with the mix of familiarity and newness that comes with any transition. As development professionals, we rely on shared best practices — but every organization has its own cadence, culture, and quirks, while the wider world has never seemed more askew.

Starting afresh is a time to reflect on the art and science of fundraising, which always asks us to balance competing forces: new ideas and proven strategies, serendipity and discipline, momentum and consensus, stability and change.

Here are a few ways I’m thinking about finding that (elusive!) balance:

Seek perspectives from colleagues across teams so you speak the same language
Fundraising doesn’t happen in a silo; building relationships across your organization enriches your work. Curiosity about program needs, institutional pressures, and colleagues’ perspectives offers insights into pain points, wish lists, and institutional decisionmaking; and ensures authenticity in the case for support you build for donors.

Make the invisible visible
It takes time and effort, but offering structured insights into development strategy — through staff presentations, short memos, or dashboards — demystifies fundraising. Too often, development is a black box; but when colleagues understand how prospect pipelines work, why stewardship matters, or the work behind a proposal, they become partners rather than bystanders. 

Transparency about process, timelines, and constraints is especially important when budgets are squeezed and pressure is high. Revenue is critical to power mission and program, and we can help ensure everyone understands they play a part in fundraising even if they never speak to a donor.

Invest in systems
Thoughtful infrastructure is a safety net. Clean data, clear workflows, and consistent time management mean you’re ready when opportunity knocks—whether a board member offers an immediate introduction, a donor asks for impact metrics today, or a foundation releases a surprise RFP.

Stay connected to the broader fundraising community
Research, peer learning, and professional networks spark ideas you can adapt to your own context. One of my most successful campaigns was inspired by a strategy from an organization a hundred times our size — reimagined to fit our scale and mission. This is where AFP programs and events have always made the difference for me (see what’s coming up for us here, including sessions on communications, partnerships, and Fundraising Day New York).

Trust your expertise
Your growing understanding of your institution, alongside with your growing fundraising skillset, gives you the tools to execute core projects and to pursue creative ideas that connect to strategies you know can work.

The world often pushes us outside our comfort zone, but what feels like a bold step can be rooted in knowledge, preparation, and experience. That’s the balance that fundraising asks of us. Have courage!

Veronica Bainbridge is Director of External Affairs for the American Academy of Arts and Letters, and serves as Secretary of the Board of Directors for the New York City Chapter of the Association of Fundraising Professionals. She was previously Chief Advancement Officer at Cooper Hewitt, Smithsonian Design Museum; and has also held fundraising leadership roles at Madison Square Park Conservancy, the International Center of Photography, Vineyard Theatre, and LAByrinth Theater Company. She has served as a panelist and speaker for Christie's Education, the NYC Department of Cultural Affairs, the High Line Network, and Fundraising Day in New York.