Chapter Leadership Brief 3.21.25

by Ashley Brannan
Marketing Manager, Community Boost

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

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

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

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

The Case for Community-First Marketing

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

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

That shift rests on four key principles:

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

Transparency and Trust

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

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

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

Shared Purpose and Participation

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

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

This might look like:

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

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

Impact and Action

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

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

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

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

Sustained Engagement and Participatory Culture

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

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

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

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

Looking Ahead

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

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

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

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

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

Chapter Leadership Brief 4.18.25

by Margaret M. Holman
President, Holman Consulting

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

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

 

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

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

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

The Aftermath of 9/11: Hope in Community

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

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

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

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

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

The Power of Hope in Fundraising

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

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

Moving Forward

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

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

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

Chapter Leadership Brief 4.4.25

by Sunil Oommen
President, Oommen Consulting, LLC

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

But what about our board members and their fundraising efforts?

Oh, right. Them.

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

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

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

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

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

So, how do we break that frustrating cycle?

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

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

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

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

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

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

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

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

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

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

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

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

Chapter Leadership Brief 4.4.25

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

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

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

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

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

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

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

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

Chapter Leadership Brief 3.21.25

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

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

The challenge? Most nonprofits struggle to bring them back.

The Industry-Wide Challenge: A Slow, Uncertain Process

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

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

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

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

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

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

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

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

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

3. AI Engagement is Driving Increased Giving Across Donors

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

Why AI is More Effective at Re-Engaging Donors

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

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

Reactivating Lapsed Donors: A Smarter Approach to Sustainable Giving

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

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

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

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

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

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.