AHP Connect Articles

After attending an Association for Healthcare Philanthropy Conference in Chicago, I was struck by the untapped power of fundraising in Latino communities, the workforce challenges we face in attracting and recruiting the next generation fundraising professional, and the lack of a diverse pipeline in our field. Upon my return to Louisville, I collaborated with colleagues in human resources and clinical effectiveness at Norton Healthcare to add a philanthropy fellow to an already well-established clinical fellowship program.  

The creation of this fellowship experience was a first for Norton Healthcare and an investment of not only financial resources, but time and talent of the entire foundation team. As a result, we have created a two-year fellowship position to attract, recruit, and grow an emerging professional into a fundraising practitioner.  

The need for innovative, mission-driven philanthropy has never been greater. After more than 30 years in the profession, as a nurse, clinician and professional fundraiser, I understand that Chief Development Officers are not only stewards of generosity but also architects of the workforce that will carry our profession forward.  

Recognizing the complex needs of healthcare organizations, the challenge of recruiting a talented workforce in fundraising, and the lack of diversity in the profession, Norton Healthcare, a nine-hospital system based in Louisville, Kentucky, recognized an opportunity to build a pipeline of fundraising professionals who understand healthcare from the inside out. Thus, we established an advanced training program to attract and prepare candidates for experience in fundraising. Our organization understands that investment in our workforce is critical. This is why we support annual AHP and AFP membership, participate in global training and conferences, and have more than half of all front-line fundraisers certified by CFRE International.   

Our two-year, immersive program was designed to cultivate the next generation of development leaders. What makes this initiative unique is its intentional recruitment of talent with diverse life experiences and an understanding of clinical operations. Our inaugural fellow brought a deep understanding of patient care, operational excellence, and the emotional landscape of healthcare—an invaluable foundation for building authentic donor relationships. 

The fellowship was structured to provide comprehensive exposure across the full spectrum of philanthropy: 

This comprehensive approach ensured that by the end of the program, our fellow was not only technically proficient but also deeply aligned with the values and nuances of healthcare philanthropy. 

This program also reflects our commitment to diversity and inclusion in fundraising. By tapping into clinical leadership, a space that often includes more women and people of color, we are expanding the pipeline of professionals who bring varied lived experiences and perspectives to donor engagement. Representation matters not only for our teams but also for the communities we serve and the donors we inspire. 

Upon successful completion of the fellowship, our candidate accepted a fundraising leadership role at another respected health system—an outcome we celebrate as a win for the profession. Her journey exemplifies how investing in talent development can yield ripple effects far beyond our own institutions. We are now beginning the cycle to attract and recruit the next philanthropy fellow for Norton Healthcare. 

As we look to the future, I encourage my colleagues across the country to consider similar workforce innovations. Whether through fellowships, mentorships, or cross-disciplinary recruitment, we must be intentional about who we invite into this profession and how we prepare them for success. Healthcare philanthropy is about raising leaders who feel seen, respected, and heard as much as it’s about raising dollars. At Norton Healthcare, we are proud to be doing both.