Q: How did you first get into fundraising or nonprofit work? What drew you to this field?

My original goal was to become a teacher after working in the public school system for several years. My career took an unexpected turn after I enrolled in a few classes at my local YWCA. Because of my background leading health & well-being programming focused programs for youth, I was offered the opportunity to serve as Project Director for the California Department of Health Services' Community Challenge Grant, bringing together five human service agencies to reduce unintended pregnancies and strengthen families. The Community Challenge Grant funded 134 agencies across California under Governor Wilson's initiative to reduce welfare dependency and expand programs that helped young people thrive.

I was later recruited to Santa Barbara to lead the initiative for Girls Inc. One of our key community partners was the Boys & Girls Club, and I was amazed by the depth and impact of their work with young people and families. Seeing firsthand how the organization changed lives inspired me to pursue a career in youth development and fundraising. Nearly 28 years later, I'm still passionate about securing the resources that provide young people with the opportunities, support, and experiences they need to reach their full potential.

Q: What has been one of your most memorable or rewarding moments in your fundraising career so far?

One of the most rewarding aspects of my fundraising career has been the youth and people I've met along the way. I've had the privilege of working with courageous young people whose resilience and determination inspire me every day, dedicated volunteers who generously give their time and talents to help others, and a community of donors and partners who believe in investing in brighter futures. It is an honor to work alongside so many compassionate people who are committed to making a lasting difference in the lives of youth and families.

Q: What inspired you to join the AFP Greater San Fernando Valley Chapter?

I have been an AFP member throughout my fundraising career because I believe in the value of lifelong learning, collaboration, and professional connections. I joined the AFP Greater San Fernando Valley Chapter to connect with fellow fundraising professionals, learn from one another, and build a strong sense of community among those dedicated to this important work. Fundraising continues to evolve, and it is essential that we challenge ourselves, think forward, share ideas, and support each other as we grow and strengthen our profession together.  I have enjoyed the AFP leadership, the events, workshops, celebrations, and regular AFP communications.  I see fellow AFP members in the community...we are tied in a unique way of making funds available for our organizations—we always greet one another and know we are all working together towards positive outcomes for our community! :)

Q: What do you enjoy most about being part of the chapter?

What I enjoy most about being part of the chapter is the variety of opportunities to learn, share, and connect with fellow fundraising professionals. The chapter provides a valuable space to stay informed about changes impacting the nonprofit sector, including fundraising trends, best practices, and evolving regulations. I appreciate the opportunity to continue growing professionally while building relationships with others who share a passion for strengthening our communities through philanthropy.

Q: What’s one fundraising strategy, tool, or approach you’ve found especially effective lately?

One approach I’ve found especially valuable is using AI as a tool to enhance my fundraising strategy and decision-making. I enjoy using AI to explore resources, research emerging trends, and better understand current conversations happening in our communities. It helps me gather insights, strengthen my outreach, and think more strategically about stewardship and donor engagement. While technology is a valuable resource, the heart of fundraising remains building authentic relationships and connecting people to a mission they believe in.

Q: What’s a challenge you’re currently navigating in your work, and how are you approaching it?

One challenge I am currently focused on is strengthening collaboration. The San Fernando Valley is home to so many incredible, life-enhancing organizations, and I believe we are stronger when we work together. By engaging with others, sharing ideas, and exploring opportunities to complement and enhance our collective efforts, we can better serve our communities and create greater impact.

I am committed to building those partnerships, starting with inviting members of our chapter to an upcoming workshop next month at BGCWV. Together, we will explore ways to collaborate, strengthen connections, and identify opportunities to work collectively to better address community needs. I believe collaboration is one of the most powerful ways to create lasting change.

Q: Can you share a specific example where ethical practices positively shaped an outcome or strengthened trust in your work?

One example of how ethical practices have shaped my work is knowing when to prioritize mission alignment over funding opportunities. Over the years, I have had companies reach out about sponsorships where the focus was more on cause-related marketing than truly supporting our mission. While these companies were ethical and their support was appreciated, it is important that we ensure partnerships align with our values and the needs of the youth and families we serve. 

I believe nonprofits must stay true to their mission, even when funding opportunities are available. Thankfully, this has only happened a couple of times in my career, and in those moments, we made the difficult decision to walk away. Staying grounded in transparency, respect, and integrity has helped us build trust with our community partners and donors. At the end of the day, integrity matters.

Q: What’s one thing most people might be surprised to learn about you?

Something people might be surprised to learn about me is that early in my career, I wore many hats while working in the public school system. I started as a temporary administrative assistant in the Special Education Department, became an instructional aide, and even drove a school bus-and I loved that role, because I had the privilege of being one of the first and last people students saw each day—welcoming them in the morning, supporting them throughout the day, and safely bringing them home.

I have great respect for the “big yellow bus” and the important role school bus drivers play in the lives of students and families. Those experiences reminded me that mentorship and connection can happen in many forms. Whether in a classroom, on a bus, or through nonprofit work, I have always valued the opportunity to support young people, build relationships, and help them feel seen and encouraged.

Q: If you could give one piece of encouragement to fellow Valley fundraisers, what would it be?

My encouragement to fellow Valley fundraisers would be to never put funds ahead of the relationships you build with caring people who believe in your mission. The donors and supporters we have the privilege of working with are individuals who genuinely want to make a difference and create positive change in the lives of others.

Take the time to listen to their stories, understand what inspires them, and build authentic connections. One of the greatest joys in my role has been getting to know people who share in my personal mission of making a difference for youth and families. As fundraisers, we have the responsibility and privilege of earning their trust by honoring their generosity and being thoughtful stewards of the gifts they entrust to us.

The relationships we form through this work are what make it so meaningful. I often say this work is not just hard work—it is heart work. When we lead with authenticity and purpose, we have the opportunity to bring people together to create lasting change.

The Real Ethics Problem in Fundraising Isn't the Gift. It's the System Around It.

by Rizwana Jmari

A session on major gift ethics revealed something bigger than a decision framework: most fundraisers already know what's right. What they lack is permission to act on it.

At The Ethical Nonprofit Summit 2026, hosted by Diana Farias Heinrich of Habra Marketing, Mario Galeano, Vice President of Development and Communications at Union Station Homeless Services and Board Member of our chapter, delivered a session titled Raising Millions Without Losing Your Soul: The Ethics of Major Donor Fundraising. He put a scenario in front of the room. A donor offers your organization $5 million. It would close a real budget gap and expand your impact. But there are strings: influence over how programs run, naming rights that may not sit well with your values, and pressure to prioritize the most visible outcomes over the most needed ones.

Would you take it?

The room's answer was revealing. Almost no one said yes outright, and almost no one said an unconditional no. The largest group, by far, wanted to push back and renegotiate the terms. A smaller cluster wanted more context before deciding anything. A few would accept the gift and try to manage the conditions down.

That spread is the real finding here, more than any single “correct” answer. A room full of experienced, well-intentioned professionals, looking at the identical scenario, landed in noticeably different places. Galeano's point wasn't that some of them were more ethical than others. It's that they were reasoning from different starting places: some focused on outcomes, some on relationships and context, some on boundaries that shouldn't move regardless of the dollar amount attached. Understanding which lens you default to, he argued, is the first step to making a deliberate choice instead of a reactive one.

Ethics as a muscle, not a rulebook

It's tempting to treat fundraising ethics as a compliance exercise, a code you memorize and check against. Galeano framed it differently: ethics is less about memorizing rules and more about developing the capacity to reason through situations that don't come with a clean answer attached. That framing matters because most real gift decisions aren't obviously wrong. They're gray. A donor's request sounds reasonable on its face. A contract's terms shift gradually. A funding stream that once felt like a lifeline starts quietly reshaping what the organization actually does.

The AFP Code of Ethical Standards gets at a version of this same tension. Fundraisers are expected to ensure that contributions are used in accordance with donors' intentions, and that explicit consent is obtained from the donor before altering the conditions of a gift. Those are clear rules. What they don't resolve is the harder judgment call underneath them, whether a donor's intentions are actually the right thing for the organization to be steering toward in the first place. That's where reasoning has to do the work a rule can't.

A four-question filter

Galeano walked through a practical filter he uses before saying yes to a major gift, a large contract, or a new funding relationship. It comes down to four questions:

Mission alignment. Would we be doing this without the donor's money? If the gift is pulling the organization toward work outside its core competency or strategy, that's a warning sign, even when the number attached is large.

Power and control. Who is actually shaping the work? A donor asking for “input” on hiring or program design can sound collaborative in the moment. Left unexamined, that input has a way of becoming an expectation, and eventually a precedent every future donor assumes applies to them too.

Impact on people. What does saying yes cost your staff? Custom reporting, unusual deliverables, and donor-specific requirements can look painless from the outside while quietly overloading the team that has to deliver on them.

Long-term consequences. What does this decision normalize? One exception, made under enough pressure, tends to become the new baseline (the “well, we've always done it this way” pattern), whether or not anyone intended it to.

Galeano's rule of thumb is if two or more of these are compromised, that's a signal to pause, not to push forward.

This connects to something the research on nonprofit funding backs up more broadly. A 2024 study in Nonprofit Management and Leadership found that donor-imposed restrictions can lead organizations toward mission drift, increased administrative burden, and reduced ability to respond to changing community needs. A separate study of arts and culture nonprofits found that heavy financial restrictions were associated with weaker program outputs overall, directly complicating the common donor assumption that tighter strings guarantee better mission fidelity. The lesson isn't that restricted funding is inherently bad. It's that restrictions carry real organizational costs that are easy to underweight against the appeal of a big number.

When “input” becomes control

One of the more uncomfortable through-lines in the session was how gradually influence can shift into control. A donor who says “I trust your organization, I'd just love some input” rarely intends to take over decision-making. But without a clear boundary, that input compounds: first into an expectation, then into something closer to a governance role the donor was never meant to hold.

Galeano was candid that his own organization had lived this pattern during a period of rapid growth, when the pull of available contracts started guiding decisions more than the mission was. The correction wasn't a policy memo. It was a decision to turn down funding that no longer served the people the organization existed to serve, a hard call made harder because staff jobs were tied to it.

This is the piece the Community-Centric Fundraising movement has been pushing the sector to reckon with directly, that sharing power with the community and the people an organization serves matters as much as sharing power with donors. Galeano's filter is, in effect, a practical operationalization of that idea. A way to notice, gift by gift, whether power is concentrating somewhere it shouldn't.

The conversation nobody rehearses

Knowing where the line is doesn't help if you don't have language ready when a donor crosses it. Galeano offered a simple three-part structure for those conversations. Acknowledge what the donor cares about, align it with the organization's actual priorities, and redirect toward where the gift can do the most good.

In practice, that sounded like: I hear that this program matters to you. We're actually fully funded there right now, but our adult services center has real, unmet need. Would you consider directing your gift there instead?

Handled that way, a redirected gift often lands better for everyone, including the donor, who typically wants to see real impact more than they want to dictate the terms of it.

Saying no to a restriction, Galeano was clear, doesn't have to end a relationship. Donors who are genuinely aligned with an organization's mission tend to respond to honesty better than fundraisers expect, often better than being told yes to something that quietly wastes their gift.

The real gap: support, not knowledge

The line that anchors the whole session is this one: most people in fundraising don't struggle to know what's right. They struggle to feel supported enough to act on it.

That reframes the entire topic. It suggests the limiting factor in ethical fundraising isn't usually a fundraiser's personal integrity. It's whether the organization around them has built a culture where saying no is survivable. Harvard's Amy Edmondson has spent decades studying this dynamic under the label of psychological safety, defining it as a shared belief that people won't be punished or humiliated for raising concerns, questions, or mistakes. Research on organizational silence extends the point: when people expect that speaking up will be ineffective or risky, silence becomes the rational choice, not a personal failing.

Applied to fundraising, that means a gift officer's willingness to push back on a donor has less to do with their individual courage than with whether leadership has made pushing back a safe, expected part of the job.

Building it into the system

For fundraisers in leadership positions, Galeano's closing point was direct. This isn't a fundraising issue, it's a leadership decision. Culture sets the boundaries. Leadership reinforces them. Staff follow what's modeled, not what's written in a policy binder. He was candid that getting his own board to this point took roughly three years of one-on-one education, framed around long-term sustainability rather than abstract ethics, a framing boards tend to respond to.

The Markkula Center for Applied Ethics has long argued that ethical decision-making improves when organizations treat it as a repeatable process rather than a series of isolated judgment calls, building shared frameworks people can return to under pressure instead of relying on individual willpower in the moment. Galeano's four-question filter is a version of exactly that, a structure that turns “do the right thing” from a slogan into something usable on a Tuesday afternoon when a $5 million offer lands on your desk.

References

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.

Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725.

Yoko Coleman serves as Senior Director of Strategic Partnerships & Membership at VICA. Her love for fundraising began at the Academy of Television Arts & Sciences, where she discovered the power of building genuine donor relationships, a belief in trust she has carried ever since.

A former Board member of the AFP Greater San Fernando Valley Chapter, Yoko shares what she values most about the community and the simple systems that help her stay consistent with donors. In this spotlight, she offers this core reminder:

“There’s no better feeling than a donor’s trust. That’s where it all starts—trust!”

Q: How did you first get into fundraising or nonprofit work? What drew you to this field?
I started working for my first nonprofit organization at the Academy of Television Arts and Sciences. I watched my boss, VP, Corporate Relations, cultivate relationships with potential foundation donors from start to finish. The process was exciting and we were trying to secure funding for the archives and educational programs under the Academy's Foundation. When everything came to fruition, it was very rewarding to see the results from the hard work we put into the relationship. After going through the processes and achieving the first win for the Foundation, I was hooked. I said to myself, "Okay, this is what I want to do."  

Q: What has been one of your most memorable or rewarding moments in your fundraising career so far?
There’s no better feeling than a donor's trust. Starting and maintaining longstanding relationships is key with donors because if they have the relationship with you, that means they trust you-you are trusted for your service, quality of work and handling of the relationship. This is valuable in the development world because that's where it all starts—trust!

Q: What inspired you to join the AFP Greater San Fernando Valley Chapter?
I was introduced to AFP by  AFP member, Brian Lam. When I met some of the members at the first mixer I attended, I was inspired by those in the room and immediately joined the Chapter, later serving on the Board. The members of our chapter are warm and help each other. The team effort is truly there. If needed, one person will seamlessly pick up where the other left off when working on events and projects.

Q: What do you enjoy most about being part of the chapter?
I enjoy the camaraderie we have, the input we consistently receive from our group, the sharing of experiences and always having a learning moment. I continue to grow from our group.

Q: What’s one fundraising strategy, tool, or approach you’ve found especially effective lately? 
 Have a system in place to continually maintain communication with your donors. Be patient, giving new donors a chance to get to know you and gain that trust that I emphasized earlier. This tool is golden to me. I use reminders in my database system to stay on top of things.

Q: What’s a challenge you’re currently navigating in your work, and how are you approaching it? 
 As we all experience in the nonprofit world—wearing many hats and trying to meet deadlines! I have the challenge of juggling administrative tasks, sales, client relations, external events, event planning and management of our ambassador committee. 

Q: What’s one thing most people might be surprised to learn about you?
I was a top seed tennis player through junior high and high school, still hold the record for the running long jump, was prom queen, and sang in an alternative band during and after college.

Q: If you could give one piece of encouragement to fellow Valley fundraisers, what would it be?
Join AFP! I have gained so much through my membership and continue to enrich my life and career because I am a member. Reach out and get involved with your chapter once you join. This organization affords you the luxury of advice from your peers, friendship and encouragement. And what does it cost? Joining AFP!

by Jennifer Haake

Development Associate - Jay Nolan Community Services

Throughout my time as a fundraiser, AFP ICON has been held up as an opportunity to learn about the top trends in the field.  

This conference centers the mission of fundraising on connecting people to make a positive impact through their giving, while also showcasing new technologies and strategies to enhance those connections. The first AFP ICON I ever attended was in March of 2020 through livestreams, which felt like a lifeline amid the chaos of shifting to working remotely. Professionals at the top of our field were reassuring all of us attending that we were going to get through this “unprecedented time” together. They had ideas on how to shift direct mail appeals to social media and email campaigns and how to hold donor conversations over Zoom that were personal and solidified relationships. So going into AFP ICON 2026 at the San Diego Convention Center, I felt this was a trusted resource to learn about the latest developments in our field and an opportunity to talk shop with other fundraisers.

My top priorities going into the conference were that I wanted to learn about new software options to enhance our department’s productivity, meet other fundraising professionals and hear ideas that were working for them that we could put into practice, and see how I can grow our monthly donor society and corporate giving. In spite of so many great sessions taking place at the same time, selecting which talks to attend was made less stressful by having the slide decks available in the app for most options along with knowing we’d get recordings of all sessions about a month after the conference ended. I went through the descriptions and tried to create a good spread over the three days of different topics I wanted to focus on. I also made sure to schedule time to see a few speakers whose fundraising and marketing podcasts I love listening to.

I have been slow to adopt AI technology, but I wanted to learn more about some ways it could be used to enhance my work and what concerns I should keep in mind when using it. My first session of the conference was about using AI to cultivate major donors. It was so popular, that I was among a large group of people who didn’t get a seat and sat on the floor. The two speakers detailed the types of AI they both used and the many prompts they combined to pull donor reports and task reminders. They also went over how they safeguarded donor privacy by limiting what information they fed into the AI and how they used a donor number for each person instead of their name. It made me feel that I could be more efficient with my time to make sure I was reaching out to more donors.

When I entered the Exchange, there were so many companies showcasing updated databases and other technologies that could enhance our department’s workflow. The knowledge I gained from the earlier session about AI helped me feel more comfortable  asking questions from the people doing live demos for their AI products and weigh different options against what our department has been using. 

The opening keynote featuring the Futurist, Jamais Cascio, co-author of “Navigating the Age of Chaos-Living in Chaos” reminded me of why AFP ICON had meant so much to me in 2020. Amid the chaos of disasters (such as the LA Fires that affected us the year before), losses of funding and political turmoil, AFP reminds us how to keep calm and work through it. As the future gets Brittle, Anxious, Nonlinear, Incomprehensible (BANI)-we will do best to react by being Bendable, Attentive, Neuroflexible, and Interconnected.

Over my time at the conference I met fellow fundraisers from across the country who were facing similar challenges to me. Many of us were trying to learn about how to attract more corporate giving and we compared notes from different sessions we attended on the topic. I had a strong sense of camaraderie with the people I met at sessions especially when I arrived early to one with tables in the front and we were encouraged to discuss amongst ourselves during sessions. I felt like we were back in school tackling  a group project sometimes. I exchanged cards and LinkedIn profiles with a lot of people I want to keep in touch with as our nonprofits face the real world group projects.

I listened to a great talk on how to find more donors in my community. He discussed how to interpret donor behavior and the importance of timing and consistency in building relationships with them. He had examples of how to identify people who aren’t major donors yet, but could be with the right ask. I’m working on a summer campaign and keeping in mind his point about framing your donor’s gift as “providing the happy ending to the story.” I’m focusing on how their gift of a defined amount will solve a specific problem for someone we serve.

Another thing I learned from an AFP ICON session that I will put into practice was how to keep up communication with monthly donors. Even though many only want their thank you letter for all their gifts at the end of the year, a speaker suggested sending a postcard half way through the year or quarterly with 3 bullet points on the front of things they helped us accomplish and a hand-written note on the other side. Our pool of monthly donors is not too big for that to be a daunting task and this sounded like a way to reach out in a more personal way.

I’m really glad I attended AFP ICON 2026. I made some great connections, got inspired and learned some new practices I can use to enhance our fundraising strategy. We even upgraded our database to a new one under the same parent company after a long demo we went through at the conference. It had some additional features we had wanted for some time to run our Marketing and Development department more efficiently. Getting to look through the database features with the sales team and ask lots of questions in person really helped us make our decision. Overall, I would recommend attending AFP ICON 2027 to anyone looking to stay on top of the newest developments in fundraising.

By Naaman Cordova

Director of Institutional Giving

Braille Institute

On April 27, 2026, Braille Institute convened the Aging and Disability Funders’ and Media Forum, bringing together philanthropists, journalists, accessibility advocates, and nonprofit leaders for an immersive and collaborative exchange. The event offered a look at how organizations can build stronger, more strategic relationships with foundations, corporate partners, and the media—relationships that are essential to advancing equity and independence for aging and disabled communities.

A Cause That Resonates

Disability and aging are universal experiences that shape nearly every life in some way. Today, approximately one in four adults in the United States lives with some form of disability. At the same time, aging remains an inevitable and ongoing process. For many individuals, growing older means eventually acquiring a disability, whether through sensory changes such as vision or hearing loss, mobility limitations, or cognitive conditions including Alzheimer’s disease and dementia.

Despite the breadth and inevitability of these experiences, philanthropic investment has historically fallen short. According to a 2019 study by Candid, less than 1% of U.S. philanthropic funding was directed toward aging-related issues, and only about 2% supported disability-focused efforts. These disparities are particularly concerning as the Baby Boomer generation continues to age in record numbers.

At the same time, nonprofit organizations serving these populations face increasing pressure. Reductions in federal funding and social service programs have placed additional strain on providers working to support older adults, people with disabilities, and their caregivers. In this context, cross-sector collaboration is no longer optional—it is essential.

Responding to a Growing Need

Braille Institute of America is a nonprofit dedicated to supporting individuals with visual impairment and promotes independence, dignity, and quality of life for people of all ages. In recent years, Braille Institute has experienced a significant rise in demand Today, more than half of the 15,000 individuals the organization serves annually are seniors experiencing age-related vision loss.

Recognizing both the urgency of this need and the importance of partnership, Braille Institute launched the Disability Funders Forum series in 2023. The goal: to connect mission-driven organizations, raise awareness within the philanthropic community, and highlight the value and potential of investing in aging and disability initiatives.

The April 27 forum marked an important evolution of this effort. For the first time, the event incorporated a dedicated media and public relations component, expanding the conversation to include storytelling and visibility as key drivers of change.

A Hybrid Gathering with Broad Reach

Hosted at the Weingart Center within Braille Institute’s Los Angeles headquarters, the forum was designed to be both accessible and inclusive. The hybrid format allowed participants to attend in person or virtually via Microsoft Teams, with approximately half of the audience joining online.

The event drew 93 registrants from across the country, including participants from Southern California, the Bay Area, Milwaukee, Boston, Colorado, Arizona, and Texas. Attendees represented a wide cross-section of organizations, including vision-focused nonprofits, aging and disability service providers, cultural institutions, and philanthropic entities.

Promotion efforts were supported by key partners such as the Association of Fundraising Professionals–Greater San Fernando Valley Chapter, The Nonprofit Partnership, and Vision Serve Alliance, reinforcing the collaborative spirit at the heart of the event.

Funder Panel: Building Authentic and Strategic Partnerships

The first panel of the morning centered on philanthropy, featuring Elizabeth Pianalto (Director of Corporate Responsibility, Experian), Jennifer Berdugo (Strategic Planning Director, AARP), and Jasmine DeGuzman Lacsamana, MPH (Program Officer, Archstone Foundation). The discussion was moderated by Brian Sheridan, Senior Director of Strategic Partnerships at Braille Institute.

Each panelist shared insights into their organization’s funding approach and the evolving role of partnership in their work.

Jennifer Berdugo of AARP highlighted the organization’s commitment to community-based collaboration and local impact:

“We’re really looking to grow our reach locally. And so, we try to find those opportunities to get to know like-minded organizations where we have similar priorities. We’re also looking to reach new and diverse audiences…and finding the right trusted partners for us to connect with.” –Jennifer Berdugo, AARP

AARP’s Community Challenge Grant program, which offers up to $25,000 for quick-action projects, exemplifies this approach by supporting initiatives that enhance livability for older adults. Berdugo emphasized that strong applications are grounded in mission alignment, sustainability, and potential for long-term impact. She also encouraged organizations to engage with local AARP chapters, which can provide volunteer support and partnership opportunities.

Jasmine DeGuzman Lacsamana of the Archstone Foundation emphasized the importance of relationship-building and accessibility within philanthropy:

“The onus is on us as program staff, as funders, to get to know the organizations that are seeking funding, to get to know those that we would like to partner with, and there is a lot of opportunities for that still to happen.” –Jasmine Lacasama, The Archstone Foundation

Although Archstone does not accept unsolicited letters of inquiry, Lacsamana noted that program staff are open to informational conversations and view themselves as resources for organizations seeking to better understand funding priorities. The foundation’s current focus includes amplifying the voices of older Californians, mobilizing communities, and strengthening organizational resilience.

Elizabeth Pianalto of Experian underscored the importance of transparency and authenticity in nonprofit partnerships:

“I want to have authentic relationships with nonprofit partners that are very transparent, and I feel like it’s my responsibility to lead with that transparency.” – Elizabeth Pianalto, Experian

Experian’s philanthropic work focuses on financial inclusion and economic mobility, with a commitment to donating 1% of earnings before interest and taxes. While its grantmaking is largely by invitation, Pianalto stressed that many partnerships emerge organically—through employee engagement, volunteerism, and community presence. She also noted that unsolicited email requests are often ineffective due to volume, encouraging nonprofits to prioritize personal connections whenever possible.

Media Panel: Elevating Stories That Matter

The forum’s second panel shifted focus to media engagement, with insights from Alan Schwarz, Editor at Forbes and creator of the Forbes Accessibility 100 list, and Gilien Silsby, Director of Communications and Storytelling at the California Community Foundation. The panel was moderated by Sandy Shin, Vice President of Communications for Braille Institute.

Gilien Silsby provided practical guidance on crafting effective media pitches. Pitches should be personalized, relevant, and concise. Reference a reporter’s recent work, keep your message focused, and include compelling data and links.

She also emphasized the importance of building relationships with journalists over time, noting that organizations must be willing to engage not only when coverage is positive, but also during more challenging or critical moments:

“If you want to pitch positive stories, you also have to deal with the “negative” stories.” –Gilien Silsby, California Community Foundation

Alan Schwarz reinforced the need for originality and thoughtful targeting: He cautioned against generic, mass-distributed pitches and noted that awareness days or months are often less compelling to reporters than unique, untold stories. Instead, he encouraged organizations to think creatively and to consider what would genuinely capture a journalist’s attention:

“Do your homework. Find out what gets me going. What gets me going? Math? Yes! Stuff that’s just really, really cool, and different and interesting and rises above the typical.” – Alan Schwarz, Forbes Magazine

Both panelists stressed the importance of empathy—understanding the needs, pressures, and priorities of media professionals—and positioning stories as valuable, engaging content that makes their work easier.

Looking Ahead for Collaboration

Events like the Aging and Disability Funders’ and Media Forum create space for shared learning, relationship-building, and strategic alignment. They help bridge gaps between nonprofits, funders, and media professionals to elevate the experiences of those most impacted. With demographic shifts accelerating and demand for services continuing to grow, these connections will only become more vital. Sustainable, systems-level change requires ongoing investment, increased visibility, and a commitment to inclusive partnership.

Braille Institute plans to continue this work through future Funders and Media Forums in 2026 and beyond, further strengthening the networks and conversations that move the field forward. To collaborate on a future Funders & Media Forum, contact Naaman Cordova, Director of Institutional Giving at Braille Institute: ncordova@brailleinstitute.org

Elizabeth Weinberg is a thoughtful, relationship-centered fundraiser who believes the strongest philanthropy begins with connection, purpose, and trust. Drawn to work at the intersection of people and impact, she brings a reflective and community-driven perspective to fundraising and donor engagement.

As a member of the Association of Fundraising Professionals Greater San Fernando Valley Chapter, Elizabeth shares insights on building authentic relationships, navigating growth within a developing philanthropy program, and balancing emerging technology with meaningful human connection.

Q: How did you first get into fundraising or nonprofit work? What drew you to this field?
I’ve always been drawn to work that sits at the intersection of people, purpose, and impact. Fundraising felt like a natural fit because it’s about learning what people care about, and how they want to contribute to something larger than themselves. What keeps me in this field is the opportunity to build authentic relationships and help connect generosity to meaningful work.

Q: What has been one of your most memorable or rewarding moments in your fundraising career so far?
Some of my most meaningful moments in fundraising have been when employees, who may not be making high salaries, choose to give financially. These gifts are often the most powerful, because employees see the impact of the organization’s work firsthand. Their generosity is a reminder that everyone, regardless of income, can make a difference. Moments like these reinforce for me that fundraising is ultimately about trust, care, and connection.

Q: What inspired you to join the AFP Greater San Fernando Valley Chapter?
AFP has always represented a community of thoughtful, values driven professionals, and the Greater San Fernando Valley Chapter reflects that spirit. While I’m also a member of the Greater Los Angeles Chapter, I appreciate the smaller group dynamic of the Valley chapter. It creates space for deeper relationships with speakers and members.

Q: What do you enjoy most about being part of the chapter?
Fundraisers don’t always get the space to reflect or be candid about the challenges and joys of the work, and the chapter provides that. It’s energizing to learn from peers who are navigating similar questions and to feel part of a profession that genuinely wants to grow together.

Q: What’s one fundraising strategy, tool, or approach you’ve found especially effective lately?
I’ve been at Kaiser Permanente Bernard J. Tyson School of Medicine for a year, and success requires both learning and building strong relationships. Because we are building a program from the ground up, I constantly remind myself to slow down, and that building a robust philanthropy engine is a marathon, not a sprint. 

 
On the tools side, I’ve also been appreciating how better data and emerging AI tools can support more personalized outreach—but only when they enhance, rather than replace, human connection. Technology is helpful when it allows us to listen better and respond more thoughtfully.

Q: What’s a challenge you’re currently navigating in your work, and how are you approaching it?
We’re in a foundational phase of building systems, processes, and partnerships to support long term fundraising success. That means balancing  infrastructure building with relationship  building. I approach it by staying focused on why the foundation matters: the stronger it is, the more time we’ll ultimately have for meaningful donor engagement and impact.

Q: What’s one thing most people might be surprised to learn about you?
Because my job requires a lot of extroverted energy, I also need quiet, reflective time when I’m not working. While I truly enjoy meeting new people and building relationships, I’ve learned that being “on” most of the time can still be a challenge and finding balance matters to me.

Q: If you could give one piece of encouragement to fellow Valley fundraisers, what would it be?
Remember that people give because they care, not because they’re persuaded. When fundraising feels challenging, taking the time to ask what truly matters to a prospect or donor can open the door to deeper connection. It may sound familiar, but there’s wisdom in the idea that asking for advice often leads to generosity. Our work matters, and the relationships you’re building, even the quiet and behind the scenes ones, are making a real difference.

By Tarry Kang, CFRE

Senior Director of Development, Division of Student Affairs

California State University, Northridge

Earning the Certified Fund Raising Executive (CFRE) credential is often described as a professional milestone—but in practice, it’s much more of a journey than a destination. For me, that journey proved deeply worthwhile in ways that extended far beyond the certification itself.

One of the most valuable aspects was the community I found along the way. Through study groups, professional networks, and conferences, I connected with colleagues from across the country who were equally committed to advancing their craft. These weren’t just casual connections—they became mentors, thought partners, and, in many cases, lifelong professional peers. Michele Wray Khateri, my study and accountability partner, was instrumental throughout the process—critical in helping me maintain focus and stamina when the demands of preparation could have easily derailed my progress.

The CFRE process also grounded me in the fundamentals of ethical and effective fundraising. It required a disciplined understanding of the “rules” of the profession—donor rights, stewardship standards, accountability, and the principles that guide sustainable philanthropy. More importantly, it clarified where there is room for flexibility and innovation, and where there are non-negotiable boundaries. Jack Alotto and Ben Mohler were especially influential here, serving as exceptional teachers and mentors who strengthened my learning, my approach to fundraising strategy, and my test taking strategy.

Perhaps the most immediate outcome was a noticeable increase in confidence. Preparing for and earning the CFRE affirmed that my experience aligned with national standards of excellence. It gave me a stronger voice in strategic conversations and a clearer framework for decision-making.

That confidence, paired with the credential itself, also contributed to my professional advancement. The CFRE signaled readiness for greater leadership responsibility and played a meaningful role in my promotion.

In the end, the CFRE journey wasn’t just about adding letters after my name. It was about sharpening my practice, expanding my network, and stepping more fully into my role as a fundraising professional.