by Craig H. Shelley, CFRE
President, Association of Fundraising Professionals – NYC Chapter
CEO, Schultz & Williams

Hopefully, like me, you each will have the opportunity this week to gather with people you care about and reflect on all you have to be grateful for. Professionally, I remain grateful for the opportunity to do work that matters, and I suspect many of you feel the same way.

As I approach the end of my two-year term as Chapter President on December 31st, I’ve been reflecting quite a bit on this experience. It has been an absolute privilege to play a substantive role in our community. These have been tumultuous years in the world around us, but I believe our chapter has consistently delivered the content and connections our members deserve.

Fundraising Day New York has emerged from the pandemic years more vibrant than ever. Our annual meeting has become a true tentpole gathering, energizing our community at the start of each year. Our most recent National Philanthropy Day was nothing short of epic.

Our professional advancement events, whether in our new half-day symposium structure or our traditional morning format, have provided valuable opportunities for leaders to refine their craft. Our mentorship program is operating at a scale we’ve never seen before. Our Emerging Leaders programming continues to fuel excitement, engagement, and growth across the field. There is so much to be proud of.

I’m deeply grateful to the exceptional board members and volunteers who have made all of this possible over the past two years. I appreciate the hard work our staff puts in to make it all look seamless. And I remain honored that our members entrusted me with this role and that our community has responded so enthusiastically to our collective efforts.

When I began my term, I set out to increase the quality of the opportunities we offer for connection and learning, to strengthen our commitment to building a more diverse and inclusive fundraising profession in New York City, and to break down silos within our board so the full talent of our leaders could benefit the community. The journey is ongoing, but I’m grateful for the meaningful progress we’ve made together.

I’ll close, once again, by saying thank you. Thank you for what you do. Fundraising and nonprofit leadership are hard work. You will hear “no” more often than “yes.” But your work matters. It makes the world better every single day. Thank you for choosing to do it.

I look forward to seeing you all soon.

Craig collaborates with ambitious nonprofit leaders to accelerate their impact, bringing a creative yet practical approach to strategy, organizational development, fundraising, and board optimization. As CEO of Schultz & Williams, he leads one of the nation’s premier consulting firms specializing in fundraising strategy, direct response, strategic planning, and outsourced development. In partnership with Carey & Co—which provides complementary expertise in finance, HR, and executive leadership—Craig ensures clients receive integrated, mission-centered solutions that strengthen organizations and drive sustainable growth.

A Certified Fundraising Executive (CFRE), Craig is a frequent speaker and author on leadership and philanthropy. He also serves as President of the Association of Fundraising Professionals - New York City Chapter and as a member of the board of directors of The Giving Institute.

by Erin Ward and Bobby D. Ehlert
Co-founders Inspire Hearts Fundraising

If there is one moment in a fundraising event that can transform a nonprofit’s entire year, it’s the paddle raise—“the BIG ask,” “call to action,” “fund-a-need,” "special appeal," or whatever you choose to call it. When done right, a paddle raise doesn’t just raise money—it raises belief, builds community, and ignites generosity at a level no silent auction, live auction, or sponsorship package can match. It is the most direct, mission-centered, and emotionally resonant revenue generator in the room.

But the perfect paddle raise doesn’t happen by luck. It happens by design.

After helping hundreds of nonprofits maximize their events, we’ve found that nearly every successful paddle raise—no matter the size of the organization or the audience—comes down to three essential elements. Nail these, and you unlock transformational fundraising. Miss even one, and you leave tens or hundreds of thousands of dollars on the table.

A paddle raise succeeds long before the first paddle number is called.

Here are the three things you absolutely need for the perfect paddle raise.

1. A Compelling Mission Moment That Opens Hearts

The emotional runway leading into the ask is where the magic happens. This is where guests shift from “attendees” to active participants in the mission. You’re trying to create what we call the Golden Goosebump Moment—that universal hush when every person in the room leans in, feels the mission, and becomes ready to take action.

A great Mission Moment includes:

A Single, Powerful Story

Not five stories. Not a broad overview. One story. One face. One moment of impact.
Humans remember stories, not statistics. A personal narrative builds empathy and moves people to act.

Authenticity Over Performance

The story doesn’t need to be perfect—it needs to be true. Whether told by a client, parent, volunteer, or staff member, it must feel human, vulnerable, and real.

A Clean, Focused Delivery

Avoid jargon, complexity, or long explanations. The audience should understand the challenge and see clearly how their generosity becomes the solution. We call this Crayon Simple—clear enough that a child could explain it back.

When this moment lands—when the room gets quiet and you can feel the emotional shift—that is your Golden Goosebump Moment. That alignment primes the entire audience for generosity, setting the stage for a paddle raise that can exceed even the loftiest goal.

2. A Confident Ask From a Prepared Live Fundraising Host / Auctioneer

Once hearts are open, you need someone who can skillfully guide the room into action. A paddle raise is not just an announcement of giving levels—it is a carefully orchestrated sequence of leadership, timing, psychology, and emotional intelligence.

Here’s what a trained fundraising host/auctioneer brings:

Command of the Room

A professional understands the energy in the room—when to pause, when to push, when to celebrate, and when to let emotion speak for itself.

A Thoughtful, Strategic Giving Structure

The most successful paddle raises follow a top-down, descending structure, inviting leadership donors to step up first. When a high-level donor gives boldly, it unlocks permission for others to follow.

A skilled fundraising host/auctioneer knows how to:

• Celebrate the transformation of a guest into a donor
• Increases momentum, energy and participation
• keep the entire room engaged at every level
• maintain emotional continuity from start to finish

Credibility and Trust

Guests must feel that the person asking for money understands the mission and respects the donors. A trained host/auctioneer builds a safe, inspiring, mission-aligned space for generosity.

Seamless Collaboration With the Development Team

Your host/auctioneer should never walk into the room guessing. They should know:

• who the key donors are
• which gifts are pre-secured
• the fundraising goals
• the emotional tone and mission remarks required for your audience

Logistics to Capture Donations and Data

A perfect paddle raise also depends on clean back-end systems:

• Every guest receives a paddle tied to their name, contact info, and payment method.
• A trained Scribe that captures every raised paddle quickly and accurately.
• Mobile-friendly payment options reduce friction and speed up check-out.
• Guest information is pre-loaded into your software so data flows directly into your CRM.
• A same-night reconciliation process ensures accuracy and fast acknowledgments.

The perfect “ask” is a partnership between the nonprofit, the story, the systems, and the person trusted to guide the moment.

3. A Room That’s Prepared to Give Before the Event Even Starts

The perfect paddle raise doesn’t start at the event—it starts months before.

The highest-performing nonprofits intentionally prepare their donors long before they enter the ballroom.

Pre-Event Donor Mapping

Identify leadership givers early. Engage them. Pre-secured gifts  at tierd can set the entire room in motion and dramatically influence participation.

Strategic Seating

Generosity is contagious. When leadership donors sit in visible locations, their raised paddles create momentum across the room. More paddles up mean more paddles up.

Mission Marketing

Your guests should arrive already connected to the mission and aware that a paddle raise will take place. Use:

• pre-event emails
• impact statements
• event website messaging
• short videos or social content
• personal invitations from board members

This early connection “primes the pump,” making the Mission Moment exponentially more powerful.

Board Engagement

Your board should fully understand how the paddle raise works and commit to participating. A visibly generous board unlocks confidence and energy across the room.

When donors arrive informed, inspired, and emotionally connected, the paddle raise becomes a natural act of generosity—not a surprise ask.

In Summary: The Perfect Paddle Raise Is No Accident

It’s engineered.
It’s intentional.
It’s strategized.

And when done correctly, it becomes the most powerful opportunity of your entire fundraising year.

To achieve the perfect paddle raise, you need:

1. A Mission Moment that opens hearts
2. A confident, experienced fundraiser guiding the ask
3. A room that’s prepared to give long before the event begins

Master these three components, and your paddle raise doesn’t just raise money—it raises belief, connection, and community. It creates a collective moment where every person in the room feels like a hero contributing to something bigger than themselves.

And that is when fundraising becomes transformational.

Erin Ward and Bobby D. Ehlert, co-founders of Inspire Hearts Fundraising, are nationally recognized fundraising hosts/auctioneers and event strategists with more than 40 years of combined experience and over $1 Billion raised. After analyzing data from hundreds of galas, they’ve seen a clear shift: traditional auctions are fading, donor attrition is rising, and the paddle raise has become the most powerful tool for inspiring generosity and transforming guests into lifelong supporters at events.

As leading experts in the art and science of the paddle raise, Erin and Bobby D. help nonprofits nationwide elevate their events through mission-centered fundraising, event experience maximization, speaker coaching and board engagement training. Their mission is simple: inspire hearts and help your organization change the world.

by Jill M. Scibilia, MBA, CFRE
Vice President, Foundation, Northwell Phelps Hospital

Tomorrow, Saturday, November 15^th is National Philanthropy Day—a day set apart to celebrate the impact of generosity. The word philanthropy comes from the Greek and means “love of humankind.”

Philanthropy has the power to drive innovation, alleviate suffering, facilitate healing, and transform communities. Indeed philanthropy makes the world a better place.

We often (and rightly) focus our accolades on donors and on the staff who deliver our organizations’ programs. We sometimes forget to celebrate the power of our fundraising profession.

The fundraising profession is uniquely positioned to make the world a better place.

The world needs us. Whether our work drives innovation, alleviates suffering, facilitates healing, or transforms communities, we are needed as conveners. As fundraisers we match people who want to change the world with those who can. AFP convenes our unique and awesome fundraising community.

Here are some of the lessons I have learned along the way from colleagues in our fundraising community.

1. Fundraisers Matter: Philanthropy makes the world a better place. Our work as fundraisers has never been more relevant or needed than today. When you match generosity from caring donors with the mission you serve, you make your mission and the world a better place. The work you do as a fundraiser matters. Don’t ever forget it.
   
   
2. How we respond matters. Emergencies like the COVID-19 pandemic tested our profession and the world in unprecedented ways. We learned that donors crave hearing from us during challenging times, and they want to help. We learned about the power of community and that authenticity always beats perfection.
   
   
3. Community Matters:  We are stronger when we collaborate and learn together.
   
   
4. IDEA Matters: Inclusion, diversity, equity, and access strengthen our profession and impact.
   
   
5. Volunteer Leadership Matters:  I am grateful to my colleagues on the AFP-NYC board. The fiscal prudence of pre-COVID leadership positioned us strongly for challenging times. The leadership, fine work, and persistence of all those who served on our board from 2020 through the present day have allowed AFP-NYC to persist and to persist boldly.
   
   
6. You Matter: You are an investment worth making. Invest in yourself in the year ahead. Engage in activities that allow you to learn, grow and lead. Don’t wait.

My term on the AFP-NYC board is about to come to a close. It has been a great honor to serve on the board including as your chapter president, and most recently, as immediate past president.

I am grateful to all those with whom I have had the opportunity to serve and to all those who work to elevate and enhance our awesome fundraising profession.

I suppose this is a love letter of sorts to all of my fundraising colleagues. Thank you for your leadership and commitment to professional fundraising. You matter.

With gratitude,

Jill M. Scibilia, MBA, CFRE

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

By Lynsie Slachetka
Founder & CEO, aJuxt Media Group

As we approach the end of 2025, nonprofit marketing teams across the country grapple with increasingly urgent marketing challenges while competition for donor attention intensifies.

Marketing is no longer optional for nonprofits; it's essential for visibility, fundraising, engagement, and long-term sustainability. However, many organizations still treat marketing as "extra" rather than mission-critical. Let's address some of the key marketing challenges that nonprofit organizations face and more importantly, what you can do about them now.

How Can We Do More With Less?

Many nonprofits operate with small marketing budgets and stretched-thin teams, limiting their ability to invest in tools, campaigns, or new channels. The reality is stark: tight budgets and limited resources force difficult choices.

What You Can Do:
Start by identifying high-impact, low-cost marketing activities. Efforts such as social media, email marketing, and content creation can deliver significant returns without breaking the bank. Consider partnering with a marketing agency that offers à la carte services, outsourcing specific projects like digital ad buying or social media management while keeping other work in-house. The cliché is true: time is money. If an agency can identify your target audience and launch an outreach campaign in half the time it would take you, that's a savings you can't afford to pass up.

Where Can We Find The Right Marketing Expertise?

Nonprofits often lack dedicated marketing professionals or rely heavily on volunteers, which can lead to inconsistent efforts. Many nonprofit marketing departments are expected to be experts on all things marketing, branding, and advertising, which isn't feasible with limited resources.

What You Can Do:
Take stock of your team's strengths and identify gaps. Where do you need specialized knowledge such as analytics, SEO, or digital advertising? Investing in professional development through webinars, certifications, or industry conferences can build internal capacity. However,  it may ultimately be more effective to identify how your organization can partner with the right agency. Many agencies offer flexible arrangements that allow you to tap into specialized marketing expertise without the overhead of hiring full-time staff.

How Do We Stand Out to Donors in a Crowded Space?

Supporters and donors are bombarded with content daily. That makes it harder to capture attention. Driving engagement—especially digital and social engagement—has become increasingly challenging as organic reach declines and competition for attention intensifies.

What You Can Do:
Focus on storytelling that connects emotionally with your audience, because generic appeals for support won't cut it anymore. Share specific stories about the impact of your work, especially those that make your beneficiaries heroes of the story. Social media campaigns are excellent for this - according to one study, 32% of nonprofit donors are most inspired to give via social media. Regular, consistent posts aligned with each platform's algorithm can significantly improve your reach. Don't forget to actively engage with your audience: respond to comments promptly, use interactive polls and quizzes, and create content that sparks meaningful conversations.

Are We Measuring What Matters?

With limited marketing resources, measuring what works–and what doesn't–becomes critical. Yet many nonprofits struggle to define meaningful metrics and integrate data across systems. Common issues include fragmented supporter and donor data, multiple systems that don't talk to each other, and difficulty selecting and implementing the right marketing tech stack (CRM, automation, analytics).

What You Can Do:
Start simple. Focus on three essential website metrics you can check in less than five minutes: your top referral sources (channels actually driving traffic and conversions), your top-performing content (pages visitors frequent most), and year-over-year comparisons (how your traffic has changed and why). Focus on true ROI and conversions. You need to know if that paid LinkedIn campaign actually resulted in donations, not just website visits.

How Do We Optimize Our Donation Experience?

Nonprofits often excel at telling their story but struggle to design and optimize the donation and engagement funnel. Usability, mobile design, clear calls-to-action, and simplified forms are common areas for improvement, yet they're often overlooked.

What You Can Do:
Did you know that your website has less than a second to capture attention? Users form an opinion about your site in just half a second, and nearly half of website users won’t wait more than two seconds for a website to load. Ensure that your donation pages load quickly, work seamlessly on mobile devices, and feature clear and engaging calls-to-action.

How Do We Keep Donors Engaged Over Time?

Acquiring supporters and donors is one thing, but retaining them is another. Many nonprofits face drop-off after the first gift or engagement, but keeping them beyond that is increasingly important. Volunteerism, advocacy, and recurring gifts all contribute to long-term sustainability.

What You Can Do:
Develop a comprehensive donor journey that extends beyond the initial gift. Send personalized thank-you messages, set up drip campaigns on social media platforms and in email to share impact updates showing how donations are being used, bottom line–create multiple touchpoints throughout the year. Leverage your board members and volunteers by encouraging them to share organizational updates on their personal social media accounts toexpand your reach through trusted networks. Build a sense of community around your cause through regular interaction and relationship-building.

Small, Strategic Steps Go a Long Way

The marketing challenges facing nonprofits in 2025 aren't new, but they are intensifying. The good news is–you don't have to solve everything at once. Start by addressing one or two of these questions with focused, strategic action.

Marketing isn't a luxury for nonprofits. It’s how you amplify your mission, reach more people, and secure the resources you need to create lasting change.

aJuxt Media Group is a trusted resource for nonprofit organizations who want to strategically elevate their marketing. Connect with us on LinkedIn or online at aJuxt.com.

Meet Lynsie Slachetka, founder of aJuxt Media Group and social media early adopter, who always knows what's ‘in’ and what's ‘out’ in the ever-changing digital landscape. Known for her strategic creativity, she's guided multiple nonprofit organizations to uplevel their digital marketing and achieve real results. A former staffer at Hearst Digital Media Services and co-owner of Tallahassee-based marketing agency Voxy Media Group, Lynsie is a Midwestern gal at heart who loves kayaking and exploring with her family. Her motto is: "Nothing is impossible if you just start it."

By David Langton 
President, Langton Creative Group, Ltd.

In his new book, Cory Doctorow describes the decay of social platforms in three stages:

1. We work for the people
2. We work for our backers
3. We work for ourselves.

What if we applied these stages to nonprofits?

Nonprofits are often founded by people who want to do good by addressing a cause and meeting the needs of their beneficiaries. Many nonprofits start with the beneficiary in mind. Then funding is needed. In stage two, they start focusing on the backers. It’s about the galas, it’s about the fundraising campaigns, it’s about attracting prestigious board members. By stage three, it’s about legacy, heritage, and the survival of the organization itself. Sometimes, founders and their subsequent leadership teams lose sight of the organization’s purpose. As Maria Lilly, a strategic communications consultant, offers, “It becomes tragic when nonprofits focus more on reputational issues than finding smarter solutions to the issues they are chartered to address.”

Does this sound familiar?

Tech Giants are susceptible to decay.

Doctorow documents how Google, Facebook, Amazon, and tech leaders have all followed this path to making the online experience worse with each iteration. Let’s look at Amazon as an example.

Amazon started as a service that sold books and delivered them with guaranteed next-day delivery. It was all about customer focus. Then, Amazon expanded to sell nearly everything imaginable. In this second stage, the company became more manufacturer and supplier-focused, selling consumer data to build a marketplace for sellers.

In the third stage, Amazon now pits sellers against each other. When customers search for “Duracell batteries,” they are likely to list other brands first because “batteries,” as a search term, has been sold to the highest bidder. Amazon is no longer in the business of delivering to the consumer exactly what they want or supporting the sellers of the products; they are in the business of making money for Amazon.

How can nonprofits avoid the same fate?

Doctorow’s cure for the tech giants involves government regulations, breaking up monopolies, and renewing the importance of privacy rights. Admittedly, these are not the issues causing decay at nonprofits.

Instead, the issues that need to be addressed focus on defining or reaffirming a nonprofit’s mission and purpose. This is essential to never losing sight of their cause and the needs of the beneficiaries they serve. It’s also about clearly delineating what needs to be done and the activities pursued to achieve that mission.

This is by no means a suggestion that a nonprofit should not pivot if situations change. For example, March of Dimes was founded to address polio in children. When that disease was eradicated, they shifted their focus and now fight for the health of all children. GMHC was founded as the Gay Men’s Health Crisis when anyone afflicted with AIDS was likely to die. When drug regimens curtailed the disease, GMHC shifted its focus to “living” with AIDS.

There are also rare cases when a nonprofit will close once it has accomplished what it set out to do. Bill Gates has announced that the Gates Foundation will cease in 2045. He intends to accelerate its work and spend all of its funds, as he is not interested in building a future foundation that will lose its current focus.

What can you do to re-focus your nonprofit?

Strong leadership demands accountability to the non-profit’s purpose and is essential to meet the goals of its core mission. We advocate that nonprofits undertake genuine visioning exercises that create common goals and responsibility. Everyone at the organization — not just the marketing and development teams — must be on board. This is not about developing clever campaigns or marketing taglines, but rather core messaging that defines the vision and values of the organization. As Maria Lilly adds, “Core messaging that reflects the DNA of a nonprofit can help create a blueprint from which to operate and stay true to goals.”

Start by answering these questions about your nonprofit:

• Why does this organization exist? What and who do we serve? This is foundational to all activities – from operations to development.
• What are the measurable goals of success? And why NOW? Details matter. Do persona studies on the people you serve.
• Who is missing? Why? This exercise can serve to heighten focus or expand opportunistically.
• What are the barriers that prevent you –and your beneficiaries from succeeding? Be honest. Tackle weaknesses and challenges head-on. That’s strong leadership.

After addressing these issues, share the results with the entire organization. Everyone should be able to articulate the nonprofit's core vision, key target audiences, and commitment to deliver on a clear mission. This is key to avoiding nonprofit decay, building towards sustainability, and ultimately serving the greater good.

David Langton - Branding your nonprofit organization and building the right website are more critical today in the age of AI. I believe in harnessing the power of design to promote, educate, entertain, and inform — especially in the nonprofit sector, where a clear need for effective communication exists. We’ve worked with leading advocacy and cause-related organizations, including Alzheimer’s Drug Discovery Foundation, Children's Aid, The International Rescue Committee, and The Legal Aid Society.  I am on the Board of the NYC AFP Chapter and spoke about understanding your audience and building a better communication program at the AFP ICON Global Conference in Toronto. I am the president of Langton Creative Group, a New York design and branding firm, and author of Visual Marketing (Wiley). For over 15 years, I have taught communication design and media studies courses at Hostos College/CUNY in the Bronx.

by Jason Ellinger
Founder, Beard & Bowler

A board member once asked me something I’ve never forgotten.

They weren’t talking about our work.

They meant the videos their team made in-house.

Maybe you’ve felt that too, pouring your heart into a story that somehow doesn’t land.

That question made me realize how often organizations wrestle with the same challenge, how to make a story feel as powerful as it is.

The Real Problem: Forgettable Stories
This year alone, we've partnered with nonprofits across New Jersey, New York, Vermont, even Los Angeles, California. During all those projects we've come to realize that, it’s never a lack of story or purpose.

It’s about helping others see, hear, & feel the impact the way that you do every day, yet somehow, what feels powerful in person can fall flat on screen.

That’s the frustrating part, right?

You know the work is life-changing, but the story doesn’t always hit the way it should.

Too long. Too polished. Too safe.

When your mission is on the line, forgettable just won't cut it.

So we started asking a better question.

What actually makes a story unforgettable? Something that actually sticks...

We’ve learned that producing a video that's even remotely memorable, comes from clarity, emotion, & purpose, not perfect lighting or fancy gear.

Plan a Story That Moves People
Start with who, not what.
You’re not making a video for everyone.

You’re making it for one person.

Maybe it’s the volunteer who’s unsure if they have time.

Maybe it’s the funder who needs to feel the impact behind the data.

Or maybe it’s the neighbor who’s never heard your name before.

Before we ever roll a camera, we ask 3 simple questions:

1. Who is this for?
2. What do you want them to feel?
3. What do you hope they’ll do next?

It’s not about marketing strategy. It’s about empathy.

Lead with emotion, not information.
People don’t connect to bullet points.

They connect to belief.

After years of filming stories for mission-driven teams, I’ve seen it over & over.

The videos that move people aren’t packed with stats, they’re anchored in a single human story.

A parent. A teen. A turning point.

You don’t have to tell everything.

You just have to show one moment that captures what your mission really means.

Keep it real, not scripted.
Some of the best stories start with imperfect words.

You don’t need a script that sounds corporate. You need truth that sounds human.

The rhythm we use is simple:

Hook: “We weren’t sure this would work…”

Context: “It was a rainy Monday morning in Newark.”

Challenge: “The team was tired, but we tried again.”

Change: “Then Maya walked in.”

Soft nudge: “Sometimes small wins are the biggest.”

That kind of storytelling works because it feels like a conversation, not a campaign.

Produce With What You’ve Got
You don’t need expensive gear.

You need stories that feel real.

We’ve filmed powerful pieces using nothing more than an iPhone, good light, & a quiet room.

The gear helps, sure. But it’s never what people remember. It helps by removing distractions & pulling people into the story more.

However, what your audience will really remember is the feeling.

Invite people behind the curtain.
Some of the most-shared moments we’ve ever captured were never planned.

A laugh after a joke.

A hug from a counselor.

A passing nod from the ED.

These are the scenes that build trust.

The ones that remind viewers your story is human, just like theirs.

Let silence do its work.
When someone shares something vulnerable, we don’t rush to the next question.

We wait.

Five, maybe ten seconds.

That’s when the truth shows up.

That’s when you see what really matters.

Those pauses hold more power than any line in the script.

Share It Where It Matters
A good video doesn’t belong everywhere, it belongs where your people already are.

We’ve seen stories thrive on:

Instagram → where community & volunteers live

Email → where your most loyal supporters still open & care

LinkedIn → where funders, partners, & corporate sponsors scroll with intention

Grant Applications → where you've explained the "what" but need the "why"

When the story is shared in the right space, it does more than inform, it moves.

That’s the part most teams forget → Distribution is part of storytelling.

You Don’t Need Perfect. You Need Real.
This isn’t about chasing viral moments.

It’s about being remembered by the people who already believe in what you do.

So next time you're thinking about filming a story,

sharing a moment,

or trying to figure out what to post...

Try this:

→ One story.

→ One honest video.

→ One real message.

If you’re looking for a storytelling or a video partner that understands your world,

& knows how to turn real stories into lasting impact...

We’re here to help you make videos people don’t just watch,

but feel, remember, & share.

Maybe that’s what real storytelling is about.

First, & most importantly, I’m a husband of a beautiful wife & father to two amazing boys - a 5 year old & a 1 year old.
Of secondary importance, I am the owner of Beard & Bowler Productions, a Commercial Filmmaking creative company that helps nonprofits raise funds & awareness through the power of storytelling via video.
I have worn all the hats, including an English bowler, in my time building this company & have been privileged to work with a long list of businesses, agencies, & organizations. There is genuine power to the art of storytelling and I’m proud to be part of a company that uses this power to make an impact in our world.
As with any good story there are numerous details I must not go into great detail over here. From my days as a hard news journalist to A.J. Video to Beard & Bowler I continue to learn & grow. Only greater things to come… just you wait.

by Carolyn Vine
Chief Development Officer, Robin Hood

At Robin Hood, we’re fortunate to have a distinguished board that brings both generosity and insight to our fight against poverty in New York City. These are people who could spend their Tuesday afternoons doing just about anything, yet they choose to sit around our conference table wrestling with questions about resource allocation and fundraising strategy. Recently we decided to ask them a simple question. How can we make these meetings more valuable for you?

Their answer caught us off guard in the best possible way. They told us they want less information and more conversation.

It turns out our high-achieving, data-loving board members weren’t hungry for more PowerPoints or longer updates from staff. Instead, they wanted to dig into the messy, important stuff — the strategic debates that don’t have easy answers. They asked for discussions about how we allocate resources across our portfolios, real talk about our fundraising challenges, and honest conversations about what is working and what is not.

They also said they would like more time set aside for dialogue with one another rather than presentations from us. Suggestions included devoting a larger share of the agenda to discussion, experimenting with round robins or breakouts, and creating more informal moments for social connection. The common thread was clear. They see real value in space for candor and relationship-building.

They spoke about what they called our “meeting hygiene.” They asked for cleaner pre-reads with a simple “Top 5/Bottom 5” from our CEO, dashboards that do not just celebrate wins but acknowledge struggles, and agendas built around conversations we actually need to have rather than information we need to deliver.

Here is what we learned. Our board members are not just donors or advisors. They are ambassadors who take our story into their networks every day. They do not need another slide deck — they need talking points that stick, stories that resonate, and the kind of insights that only come from genuine dialogue with peers who care as much as they do.

Our hope is that board members will leave meetings not just informed but energized, having the kinds of conversations that lead to introductions, advocacy, and the kind of sustained commitment that transforms an organization.

Your board doesn’t need more slides. They need conversation — and you might be surprised where it leads.

Carolyn oversees all fundraising activities at Robin Hood and leads the Development, Marketing, and Events team in their work raising funds to support the organization in its critical poverty-fighting work. In that capacity, she is responsible for reaching annual fundraising goals of more than $150 million and driving Robin Hood’s development strategy by identifying new partners and initiatives to expand its fundraising platform, including planned giving, an endowment campaign, and a next-generation leadership group. Prior to joining Robin Hood in 2010, Carolyn worked at the global investment firm, D. E. Shaw & Co., in the Resource Development and Fundamental Research groups, focusing on business development, recruiting, and research.  She has an M.Sc. in African Studies from the University of Oxford. She earned a B.A. in English Literature from Columbia University.  A native New Yorker, Carolyn is passionate about making this city a more equitable engine of opportunity for all, and she has fought to do so in her fundraising roles at Robin Hood for over ten years.  She lives in Manhattan with her husband and two small children.

by Matthew Weber
CEO, Development Guild

The World is Moving at Warp Speed

Look around. Politics, AI, economics — everything is shifting faster than any one leader, board, or organization can track. Your donors, staff, and community are living in a different reality every six months. The ground is not just shifting under your feet — it’s accelerating.

Meanwhile, your board cycle is quarterly. Your planning cycle is annual. Your strategic plan is five years old and out of date.

And here’s the uncomfortable truth: when the world moves faster than your organization, you fall behind. You lose relevance, trust, and momentum.

Nonprofits are built to endure — but right now, endurance is not enough.

The Problem Isn’t Just Speed — It’s Alignment

Most organizations are not short on ideas. Staff have them. Donors have them. Communities have them. The problem is that leadership often doesn’t know what their people are actually thinking. They don’t know the insight, hopes, or hidden energy inside the organization.

Instead, boards make decisions based on fragments: a consultant’s report, a few major donors’ voices, the staff who spoke loudest at the retreat. That’s not strategy. That’s selective listening.

When everyone in your ecosystem is moving at their own speed — donors, staff, alumni, patients, members — the risk isn’t just confusion. It’s fragmentation. A base that could be galvanized splinters. Leaders push forward with outdated assumptions. And the mission suffers.

Practical Ways to Get Informed When the World is Moving Faster

The common challenge is not a lack of information — it’s a lack of timely, aligned information. Different parts of the organization are hearing different things, and by the time it’s pulled together, the moment has passed.

There are ways to sharpen the picture:

• Micro-surveys in the flow of engagement. Short, frequent questions after events or in emails can provide quicker reads than an annual survey cycle.
• Listening circles. Brief, structured sessions with donors, alumni, or staff surface themes that might otherwise remain siloed.
• Social media signals. Your community is already expressing what it cares about online. Tracking what gains traction — and what falls flat — provides a real-time pulse.
• Staff as early detectors. Program staff and gift officers often sense shifts before leadership does. A regular channel to capture what they’re hearing keeps signal flowing to the top.

Each of these helps. But each is still a snapshot — partial, slow to compile, and hard to translate into the kind of clarity boards need to move decisively.

Listening at the Scale of Your Mission

Mission isn’t shaped by a handful of voices — it lives in the whole ecosystem. For a university, that can mean 300,000–500,000 people when you include alumni, students, faculty, staff, neighbors, and partners. For a hospital, it’s patients, families, clinicians, donors, and advocates. Citywide nonprofits can encompass entire neighborhoods. That’s the true scale — and it’s where decision-making breaks down, because traditional methods can’t reach that many people fast enough.

BIG Question collapses the lag. What used to take months — interviews, surveys, analysis, a slide deck — now happens in hours. It runs as a live, always-on strategic conversation: you pose one bold question, your community responds immediately, and AI surfaces patterns in real time. By the time your board meets tomorrow, you’re not relying on fragments. You’re looking at a living, collective picture of what matters now — not last quarter.

And it’s not "listening" for its own sake. It’s decision-grade output.

Here's what you can expect:

• Top three mission priorities with quantified backing from your full community.
• Trade-offs surfaced — the tensions your board must address head-on.
• Clear next actions: what to do in the next 90 days vs. the next three years.
• Signals of risk and opportunity — blind spots, minority views, and emerging trends.
• Language that lands: distilled phrases and framing you can use immediately with donors, press, and staff.

That’s the difference between chasing your mission and driving it: hours, not months; always-on, not once-a-year; results you can act on while the moment is still hot.

Strategy at the Speed of Mission

The real opportunity is not simply to gather more input, but to align your community fast enough that it makes a difference. Hours, not months. A living picture of what matters now, not what mattered last quarter.

Because when leaders move with speed and alignment, momentum follows. Decisions carry weight, communication lands cleanly, and the mission advances with the full force of its people behind it.

That’s the essence of leadership in a fast-moving world: not chasing urgency for its own sake, but channeling it into clarity, coherence, and action.

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 Development Guild 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.

by Justin Kuczma, CFRE
Development Manager, St. John's Senior Services

Growing up, life was often a struggle. We would go days (sometimes longer) without electricity. Having a reliable car was out of the question, and I spent many years wearing shoes that were too small with my toes sticking out of holes in the front. In first grade, despite limited means, my parents signed me up for Cub Scouts. They knew the importance of being part of this incredible organization. I went on to become an Eagle Scout and continue to this day as a volunteer leader with Scouting America (formerly the Boy Scouts of America).

After high school (uncertain of a clear direction), I attained an associate’s degree in Massage Therapy and the next couple of years were filled with a series of moves and dead-end retail jobs. Two years and a divorce later, life took an even steeper downturn, leading to a few months of homelessness and couch-surfing. Eventually, a local summer camp job offered temporary stability, providing food and shelter. Rock bottom didn’t take long to hit after that. I took a minimum-wage job at everyone’s favorite seasonal Halloween store, where I dressed as a gorilla and danced on the side of the road.

Determined to improve, I accepted a job at a local grocery store. Over seven years, roles across three states ranged from stocking produce to pharmacy work. It was a paycheck-to-paycheck existence, and I constantly struggled to get ahead. I wanted more for my family and kept searching for a better job.

Eventually, a role at a medical supply company offered an introduction to office work but still didn’t lift the financial burden. One pivotal day, with bills piling up and creditors calling, the realization hit: Change was needed to make a better life for the family.

A Blessing in Disguise

December 4, 2018—a needed opportunity came. I was fired from my job at the medical supply company and I spent a few minutes during that meeting in a daze. My fourth child was on the way and money was tight with Christmas a few short weeks away. Once again, faced with an uncertain future, I went out to my car and called my wife to give her the terrible news.

A single text would set my life on a new course …

Through my volunteer work with Scouting America, I got to know Frank Capozzi, the local Field Director of Seneca Waterways Council. Frank noticed my knack for connecting with other volunteers and recruiting families to join Scouts. After I was unexpectedly fired from my job, I reached out to him: “Frank, I was just fired. When can I start?”

Despite the initial obstacle of not holding a bachelor’s degree, the encouragement of leadership at the Council led to a job offer, marking the start of the next chapter in my life as a District Executive.

The three years I spent in this role were a hands-on, college education. One of my first tasks was to recruit a whole new board for my district, train them, and empower them to conduct meaningful meetings that would help to achieve our mission. That was only the first two months. From there, I learned how to develop and manage 10 different budgets totaling more than $100,000. Within six months, I went from asking doctors’ offices for medical paperwork to meeting with school superintendents, bank presidents, and highly influential leaders across the greater Rochester area.

This is also where I learned about fundraising. During my third week on the job, I drove to a small Pack in a Rochester suburb to talk to them about Friends of Scouting (FOS). This Pack had never donated before so I wasn’t sure what to expect … they raised more than $3,000.

Finally, at 35, I knew what I wanted to be when I grew up. This new career path provided a voice for those in need, and an opportunity to make a difference. At the end of 2021, I decided to leave Scouting America to focus solely on my fundraising career.

Focusing My Career on Fundraising and Pursuing the CFRE

Lollypop Farm became my next step—a dream job working for a cause close to my heart. There, exposure to successful fundraising strategies was instrumental, leading to notable successes, from boosting monthly giving and increasing Giving Tuesday revenue to securing major gifts. Through hard work and perseverance, I raised $1.5 million in 18 months.

In December 2023, the time came to set new goals. The CFRE credential seemed like a distant possibility, but with a solid plan to complete credits and a resolve to make it happen, 2024 became the year of my CFRE journey. By that summer, all my credits had been completed and it was time to schedule the test.

October 10, 2024, a week before AFP LEAD, I took the CFRE exam. Walking back to the front desk after completion, the receptionist handed me the results face down. My heart pounded as I turned that paper over and read the words, “We are pleased to inform you that you have PASSED the Certified Fund Raising Executive (CFRE) Examination.”

Passing the CFRE exam validated years of effort and affirmed my commitment to making a difference. This achievement isn’t only about a credential; it’s a testament to perseverance and a reminder of the value found in unconventional career paths. My goal now is to inspire others on their journey and advocate for those in a similar position to mine.

My journey is far from over. I hope to advance into a Director of Development role and, one day, become an Executive Director. I want to support my wife as she pursues her master’s degree (and possibly a doctorate) in Art History. I want to provide a strong foundation for my children to follow their dreams—whether as a music composer, video game designer, engineer or, in the case of my five-year-old, a T-Rex. We’ll see how that one goes!

Above all, I’m committed to making a positive impact on my community and supporting the causes that matter most to me.

Justin Kuczma, CFRE, is the Development Manager at St. John's Senior Services in Rochester, New York. He earned CFRE certification in 2024 and currently serves as a 2025 CFRE Ambassador.  This article was written as a benefit of CFRE's Thought Leadership Chapter Sponsorship.

by Dr. Pazit Levitan
Founder, The Path to Impact

The Fall season is upon us. The air shifts, the light softens, and we move toward the close of the calendar year. This is the most vibrant stretch of our work: Giving Tuesday, year-end campaigns and the intensified giving that sustains our mission.

This season is more than deadlines and goals. It is a magnifying lens that reminds us how fortunate we are to work in the space of change-making, where every day brings opportunities to encourage philanthropy, uplift communities and strengthen organizations. Our professional world is filled with donors, community members and colleagues deeply invested in the cause. Few professions give us such a clear view of how compassion and commitment turn vision into impact.

Yet, alongside this privilege lies an unspoken truth. Our work is demanding. We navigate expectations, balance organizational needs with personal lives and often encounter stress, miscommunication or unrealistic goals. The good news is that these challenges can be catalysts for growth, if we meet them with courage, humility and a learning mindset.

As a mentor, advisor and proud member of the AFP-NYC community, I have seen how focusing on one challenge at a time can unlock better understanding, improved communication and meaningful change. Below are three specific challenges I have confronted, along with lessons that may help us see them through a fresh lens.

Challenge One: Navigating Difficult Dynamics within the Organization
Lesson: Strengthen Collaboration through Trust

A mentee once described tension between program executives and development staff. Some program staff felt that development and marketing “dramatized success stories” to appeal to donors. Within any organization, it can be difficult to fully understand another department’s methodology, which often leads to misinterpretation or judgment.

One way to overcome this is to build trust with those who are skeptical. In this case, the development professional attended more program events to gain first-hand understanding of the community and invited program colleagues to review and shape communication with stakeholders. The result was greater mutual respect and stronger collaboration.

At the heart of fundraising is relationship-building, not only with donors but also with the colleagues who walk the path to impact alongside us.

Challenge Two: Feeling Overwhelmed with Seasonal Tasks
Lesson: Set Clear Priorities, Accept Support and Work at a Steady Pace

Development professionals are multi-talented. We are storytellers and negotiators. We are compassionate yet assertive, energetic yet patient. We listen deeply, speak with conviction, steward donors, model leadership, manage events, track data and solve problems. Each of us should be self-aware of what we do best and where we welcome help. Fundraising is a marathon, not a sprint.

It is no surprise that the last quarter of the year can feel overwhelming. To prevent burnout, set realistic goals and manage expectations of others. When someone is available to share the effort, accept it with grace. Communicate clearly about what needs to be done and where you need help. Clarity is a strength: when you invite others to share the workload, you not only relieve pressure but also deepen everyone’s sense of participation.

Challenge Three: Uncertainty About Career Growth
Lesson: Embrace Lifelong Learning as a Path to Advancement

Even with four academic degrees and my CFRE, I continue to nurture growth through continuing education, mentorship and learning opportunities. Every professional should balance what is needed in the current role with what will elevate them for the future.

The joy of self-growth is as important as professional advancement. Choose learning that fits your aspirations, time and budget, but also inspires and fulfills you. The AFP community is an extraordinary place to do this. Participate in  upcoming  events, join our mentorship program, explore training  opportunities, volunteer or simply invite a peer for a brief conversation to exchange wisdom. Professional development is not only about acquiring new skills. It is about staying renewed and grounded for the long journey of self-growth and leadership. In an ever-learning mode, we get inspired and new doors open for our consideration and our exploration.

As we enter this season of intensity and giving, let us remember that the challenges of our work are also part of its unique rewards. Growth does not come only from year-end totals but from being present in the journey, tending to relationships and appreciating the privilege of walking this path together.

May this Fall be a season of achievement, inspiration and purpose. Let us approach each hurdle as an opportunity for self-growth. Every challenge is an opportunity to reflect, think, and act, and when you need a compass, remember my personal motto: Progress over Perfection!

Pazit Levitan EdD CFRE is a seasoned nonprofit executive and Founder of the boutique advisory firm The Path to Impact, where she guides nonprofit leaders through fundraising strategy, leadership transitions, board development, and professional growth. She currently advises nonprofits and foundations, serves in interim leadership roles, and collaborates with professionals and philanthropic leaders to turn their vision into reality. Pazit serves on the board of AFP-NYC and its Mentorship Committee. She earned her EdD from Columbia University, with a dissertation exploring how women become influential leaders in nonprofit organizations. Based in NYC, she embraces the city’s cultural richness. Pazit is also a teacher and facilitator, helping individuals and teams become effective change-makers, and is authoring The ABCs of Impact, a guide to living a life of purpose.