JOSHUA M. BIRKHOLZ is CEO of the international fundraising services firm, BWF. He is a philanthropy and fundraising innovator with nearly two decades’ experience leading nonprofits, universities, and healthcare centers around the world. He is the author of Fundraising Analytics: Using Data to Guide Strategy and Chair of the Board of the Giving USA Foundation.

AMY LAMPI is an Associate Vice President at BWF with two decades of direct fundraising experience in the arts, education, and healthcare. She is a recognized thought leader within the Tessitura Network and AFP, past president of the AFP Greater Houston Chapter, and frequently lectures on donor relations and fundraising analytics for the Center for Philanthropy & Nonprofit Leadership at Rice University.

Foreword (to come)

Acknowledgments (to come 4/27)

Introduction

After years of discussion and refinement, we settled on eight key characteristics or “Factors” of the modern fundraiser. We believe these characteristics distinguish the greatest fundraisers from all who have gone before, and then used those traits to fashion these concepts into persona-based chapters.

Chapter 1: The Data-Driven Factor

Is the growing emphasis on data science and predictive analytics a threat to the relationship builder? How might a frontline officer embrace data as an asset for building stronger relationships with the right people and the right things? Expect a practical understanding of data and decision science with nonthreatening practical applications.

Chapter 2: The Innovative Factor

Is it enough to pursue best practices? A modern fundraiser will be committed to determining what is best for their organization. And what is best may not even exist yet. This is the domain of next practices. The 21st-century fundraiser is committed to continual fundraising improvement. In this chapter, we will show you the way.

Chapter 3: The Collaborative Factor

Fundraising is a team sport. But many fundraisers may not understand the full value of the fundraising ecosystem growing all around them. From supporting infrastructure to managing volunteers, opportunities to collaborate abound.  You will see some real-world examples of working with others to do more than you ever thought possible.

Chapter 4: The Authentic Factor

As our culture places a higher value on authenticity, fundraising organizations need to respond with transparency. Fundraisers are more effective if they embrace their true selves and use their own words. The most effective fundraisers are those who deeply believe in the mission. Donors respond to these fundraisers because they truly believe in them.

Chapter 5: The Confidence Factor

\Why does it seem to be the same fundraisers or organizations come out on top? Success favors the bold. Good fortune favors the prepared. How might you be a more confident fundraiser who embraces the worth of the programs you advance? Our hope is to give you the confidence to be the best fundraiser you can be.

Chapter 6: The Advocacy Factor

Truly great development professionals build cultures of excellence all around them—in their organization and outside its walls. Advocacy can take many forms, from encouraging a young person to enter the profession to furthering next practices in the industry. Cultivation can be more than guiding a donor on a journey. A 21st-century fundraiser will cultivate both a culture of philanthropy and an industry of inspired quality.

Chapter 7: The Digital Factor

Digital is more than a giving channel. And it is no longer adequate to just have a “techie kid” for digital. Commerce and Marketing have changed dramatically with the digital revolution. The relationship-based professional has much to gain by embracing this change. From prospecting to warming, and from donor experience management to direct relationship building, the digital and social landscape presents new opportunities for the astute fundraiser.

Chapter 8: The Leadership Factor

No longer is it enough to be the best fundraiser in the room. Leaders of the modern fundraising enterprise have the responsibility and privilege to be so much more. Through a commitment to character development, continual learning, confirming the fundamentals, innovation, and modeling excellence, the leader of a development program can bring out the best from her team and build a successful program of significance.

Closing

Index

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