AHP Connect Articles

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Outsource to People and AI to Increase Efficiency in a Small Shop 

One of the smartest moves a small foundation can make according to Amy Keller, Vice President of Operations and Benefactor Engagement at Vail Health Foundation, is strategically outsourcing, both to skilled freelancers and AI tools to maximize efficiency. Don’t hesitate to delegate routine tasks, like graphic design or email formatting, to experienced professionals on platforms such as Upwork, whose freelancers often charge a fraction of the rate of a traditional agency. (Bonus: it’s also a great way to test potential future hires.) At the same time, harness AI for drafting content, data analysis, and summarizing meetings to accelerate your workflow and spark new ideas. “AI just takes that first step and accelerates how fast you can get something started,” Amy says. Leveraging both human and technological resources allows your core team to focus on building relationships and delivering results, giving you a real edge despite limited capacity. 

Cultivate Young Leaders Who Believe in Your Mission 

The Saint Mary’s Foundation’s Up Next program shows that engaging the next generation of donors starts with connection, not solicitation. Michelle Rabideau, CFRE, MPA, President of Saint Mary’s Foundation, designed the program for young professionals ages 25 to 45. The five-session, cohort-based experience helps emerging leaders gain a better understanding of how philanthropy and healthcare intersect, offering a unique inside look at how the hospital serves its community. Each cohort participates in a white-coat physician shadow experience, hospital tours, and candid conversations with leadership, helping participants see the hospital’s mission up close. Since its launch, Up Next has welcomed 12 classes and 133 alumni, generated more than $130,000 in direct giving, and produced a pipeline of new champions as board members, corporate partners, and even hospital employees who carry that sense of philanthropy’s purpose forward. 

Enhance Donor Engagement and Fundraising Success with Smarter, More Personal Events 

Dan Murphy, Vice President & Chief Philanthropy Officer at Dignity Health Foundation Inland Empire, encourages you to shift your focus from large, costly galas to intimate, salon-style gatherings, which consistently offer more personalized engagement and a higher return on investment. Prioritize major gift cultivation by empowering your board members to leverage their networks and bring prospective donors into warm, welcoming environments—think unique private venues, homes, or even workplaces that spark curiosity. Choose board members who understand from the outset that major gift fundraising is a central part of their role and use clear accountability measures like a board member scorecard to ensure their active involvement in these high-impact events. Pay special attention to logistics such as parking, clear signage, familiar catering, and creative touches like having staff serve as bartenders, all of which enhance guest experience. 

Foster a Supportive Team Culture for Greater Productivity Without Burnout 

Darrien Garay, Senior Director of Development at Peconic Medical Center Foundation, makes it clear that building a supportive, non-competitive team culture is the real engine behind productivity, enabling teams to “do more with less.” When trust and collaboration flourish, team members step up for each other, take smart risks, and openly share ideas, helping everyone innovate and adapt to change more quickly. He emphasizes that teams with high trust move faster, learn from setbacks, and are better equipped to weather staff turnover or shifting circumstances. Importantly, this approach isn’t about pushing your staff harder; it’s about creating an environment where people feel valued, safe to make mistakes, and able to contribute their best without fear. By focusing on support rather than competition, you make it possible to accomplish more together, without the cost of burnout. 

Reimagine Fundraising by Prioritizing Philanthropic Culture Over Events 

If your foundation relies heavily on large-scale events for revenue, it might be time to rethink your approach. Maegan Dyson, MBA, CFRE, and Summer Hoggard, CFRE, from Conway Regional Health Foundation, demonstrate the power of moving from a fundraising model dominated by big-lift community events like Dazzle Days and their annual Duck Derby, to a strategy focused on intentional, relationship-based giving. Following a capital campaign that revealed both potential and growing pains, they reorganized roles, strengthened ties and alignment with hospital leadership, improved internal systems, and built formal programs in annual giving, planned giving, and donor stewardship to establish a stronger, more sustainable donor pipeline. They also redefined the board’s role, introducing term limits and recruiting members who could open doors and connect the foundation to key community partners. The result is a leaner, more strategic operation that’s raising more, engaging better, and proving that when small foundations think big, real transformation happens. 

Use Authentic Storytelling to Build Trust and Inspire Giving 

If your stories feel more like marketing than meaning, it’s time to shift your strategy. Kristin Sukraw, Chief Storytelling Officer at Storyfind, and Deborah Lehmann, CEO and President at The Ottawa Cancer Foundation, stress that genuine storytelling is critical to enhance the perception of your organization’s brand. In fact, stories are remembered 22 times better than facts and fata. Deborah learned from The Ottawa Cancer Foundation’s past mistakes and restructured the organization’s storytelling collection method and format. By switching to an “open call method” rather than reaching out to patients themselves, The Ottawa Cancer Foundation discovered that they need to be empathetic in not only the way they tell their patient stories, but also in the outreach itself. Now, they stay away from restating the mission statement, regurgitating a series of facts, and using their organization’s “three uniques”. All that was left was an honest story, because in the end, stories are not ours to ask but rather gifts to be offered.  

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