Forward Thinking October 2025

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OCTO BE R 2025

Tu r n Yo ur B o ard in t o A m b a s s a d ors A pl ay bo o k f o r ho spi tal fo u n dations p. 5

M a k e your su b je c t m a t t e r e xp e r t s in t o e xp e r t c om m un i c a t o r s p. 10

Use A I t o op timiz e d on or j our n e ys a n d e xp e r ie n c e p. 14

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Forward Thinking | October 2025 Published by Association for Healthcare Philanthropy 2550 S Clark Street, Suite 810 Arlington, VA 22202 www.ahp.org Managing Editor Jenny Love Business Editor Michelle Gilbert Peer Review Committee Chair Sarah Fawcett-Lee, FAHP, CFRE Peer Review Committee Murray Ancell, MS, CFRE Michelle J. Collins Jolene Francis, FAHP, CFRE Ben Mohler, MA, CRFE Elizabeth Rottman, CFRE ©2025 Association for Healthcare Philanthropy. All rights reserved.

The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Association for Healthcare Philanthropy.

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Tur n in g Yo ur B o ard i n t o A mb a ssa d or s A Pl ay bo o k f o r He al t hc a re Found a t ions

By Lori Bower

Across the healthcare philanthropy landscape, one untapped resource has the potential to transform fundraising and visibility—your board.

Too often, board members are well-meaning but passive. They attend meetings, review financials, and vote on motions, but they aren’t engaged as advocates, connectors, or champions. And while some foundation leaders feel reluctant to ask more of them, the truth is that board members want to help. They just need the tools, the language, and a little bit of structure.

Here’s how you can turn your board into your most effective ambassadors—without making anyone feel like they’re being asked to “sell.”

W hy B oa rd Ambassado rs h i p M a tters Now Today’s fundraising environment demands more than strong case statements and polished appeals. Donors want personal connections. They want to hear “why this matters” from someone they trust.

Board members—especially in healthcare—often have powerful personal stories.

They’ve seen the life-changing impact of quality care. Many are former patients, family members of patients, or long-time champions of community health. But without a framework or clear ask, these stories stay locked inside the boardroom.

Activating your board isn’t about making them fundraisers. It’s about helping them become storytellers, door-openers and signal boosters in a way that feels natural and aligned with their role.

Here are a few practical moments where a board member’s story can make an impact: • Over coffee with a potential donor, sharing what inspired them to get involved.

• At a community or hospital event, offering a personal welcome or brief remarks.

• As a follow-up to a foundation-hosted workshop or tour, adding warmth and perspective in an email or phone call.

• In conversations with their professional networks, introducing the foundation to advisors, business owners, or civic groups.

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S tep 1 : St a r t w i t h Purpose , N ot Pani c

Can your board explain what makes your foundation different?

Can they speak to legacy, not just logistics?

Before we ask board members to talk about the foundation, we must clarify why it matters.

In a masterclass my organization, BowerComm, led with Placer Community Foundation (PCF), we used the phrase: “You are PCF’s best ambassadors.” But we didn’t stop there. We equipped them with simple tools and messages to help them understand: • What PCF stands for (“Prosperity for All”); • Why the work matters now (quality of life, long-term impact, legacy); • What kinds of giving options exist (donor advised funds, estate gifts, initiative funds); and • How their conversations can unlock generosity—not just money, but awareness, partnerships and trust.

Healthcare foundations can do the same. Start by revisiting your promise, positioning, and core values.

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Can your board explain what makes your foundation different from hospital billing?

From annual campaigns?

From capital drives? Can they speak to the legacy, not just the logistics?

St e p 2 : M a ke t h e Me ssa ge P e r s o n a l Board members don’t need to memorize a script—they need a story.

We teach the “three-sentence testimonial” model: 1. “I had no idea...

2. [Foundation] helped by...

3. You should…”

These simple prompts unlock authentic stories. For example: “I had no idea how many families struggle to afford hospice care. But our foundation created a fund to ensure no one is turned away. I tell people all the time—your support truly brings peace and dignity to the end of life.”

This works whether they’re talking to a potential donor, a professional advisor, or

a fellow community leader.

It’s short, emotional, and grounded in personal experience.

Encourage each board member to think about their connection to the mission.

Did a loved one receive care?

Have they served on hospital committees? What impact do they want to leave in the community?

St e p 3: E qui p, D o n’ t Expect If board members are going to be ambassadors, they need tools: • FAQs about the foundation • A personalized action plan (e.g., “Talk to my estate attorney about PCF by June” or “Introduce the foundation to three colleagues by fall”) • Leave-behinds like story cards, brochures, or short videos they can forward via email We developed an “Ambassador Scorecard” to help board members track their activities. Categories included:

• • • •

Personal contacts Professional advisors Partnerships Public awareness

Each board member created a simple 2025 Ambassador Plan with one or two small actions in each category— manageable, not overwhelming.

And here’s the kicker: we monitored progress monthly as a standing agenda item.

Not to shame anyone, but to celebrate wins, reinforce value and keep momentum going.

S tep 4 : Sh ow T h e m th e I m p a c t of Th ei r Voi c e When a board member opens a door—to a donor, an advisor, or even a media mention—it’s important to circle back and show them what happened.

For example: • “Thanks to your conversation with Ken and Cherie. They’re exploring a fund for the cancer center.”

A b ou t the Au t h or

Lori Bower is president of BowerComm and founder of the Nonprofit Growth Institute.

With more than 25 years of experience in strategic communications and philanthropic marketing, she helps healthcare and community foundations turn clarity into action.

Through her signature programs—Journey to Yes and Strategic Plan Navigator—Lori empowers nonprofit teams to build focused messages, stronger donor relationships, and measurable results.

• “That op-ed you helped

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C om m o n B o a rd M em b e r Q u est i on s (an d H o w t o A n s we r Th e m)

Q W h a t i f I d o n ’ t k n o w all t h e g i v in g o pt i on s ?

A

That’s okay! Say, “Let me connect you to someone at the foundation who can help.”

pitch generated 42 new email subscribers.”

• “Your introduction to St. Mark’s Church led to their first-ever endowed fund for health education.”

These kinds of micro-successes are proof that their voice matters. And when people feel effective, they do more.

St e p 5 : R e m o v e t h e F e a r of F un d r a i si n g Let’s be honest: the word “fundraising” makes most board members squirm.

Q W h o s h o u ld I t a lk t o ? I

d o n ’ t k n o w w h e re t o st art .

with the people you already A Start know—your financial advisor, your golf group, your book club.

Q W h at i f s om e o n e s ays n o ? not a failure. You planted a A That’s seed. Generosity grows over time.

Instead, frame their role as inviting generosity or connecting others to impact.

They’re not asking for money. They’re: • Sharing their story • Making introductions • Recommending giving options • Affirming the foundation’s trustworthiness We often say: “You don’t have to make the ask. You just have to open the door.”

When board members un-

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derstand that their role is about relationships, not pressure, they lean in.

Re a l Res u l ts fro m Re a l B oa rds At Placer Community Foundation, we’ve seen ambassadors: • Secure multi-year gifts from donor-advised fundholders; • Generate legacy society members through estate conversations; • Grow nonprofit endowments by connecting mission-driven donors; and

• Reach new professional advisors who now recommend the foundation to clients.

None of this happened through flashy campaigns.

It happened because people they trusted—board members—spoke up.

Because when board members tell their story, open doors, and champion your work, they become something more. They become mission ambassadors—trusted messengers who extend your reach, amplify your voice, and invite others into your vision.

F i n a l T h oug h t Your board doesn’t need to become a team of fundraisers.

They just need to believe in your mission, understand their role, and have the tools to speak with confidence.

What Yo u Can D o N e x t 1

Host an ambassador workshop. Make it interactive, not preachy. Get people talking.

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Provide starter language and FAQs. Avoid jargon. Use stories.

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Help them make a personal plan. Start small. Celebrate follow-through.

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Monitor progress and reinforce it. Put “Ambassador Update” on your board agenda.

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Create feedback loops. Show them how their voice created action.

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I n sid e r Ti p s f o r Su b ject M a tte r E x p e r t s

By Andrea Taylor One of the most exhilarating things about being a fundraiser is our proximity to brilliance. If we work in healthcare, we are surrounded by researchers, physicians, program directors, and leaders who are often visionaries and make groundbreaking contributions to science and medicine.

They can be our secret weapons. While we fundraisers are enthusiastic, our general understanding of a given subject may only go so far.

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Experts, on the other hand, can offer a path to donor enlightenment by translating complex research or revealing innovations.

Consider enhancing your cultivation efforts by asking a physician to review the latest treatment advances at a gathering. Or persuading a research scientist to conduct a behind-the-scenes tour of her lab. Or using virtual Q&A sessions with institutional leaders to discuss the latest hospital expansion or program developments.

While there are many benefits of engaging subject ex-

perts, it can be a challenge to enlist a leading authority’s support. Most are busy people who may not want to be pulled away from their bench or examination room. Others might be wary of fundraising.

If we’re lucky, though, they will set aside their reservations and agree to lend their expertise.

Most of the time these experts are a smashing success. But sometimes things don’t go as planned—and perhaps this is to be expected. While subject experts are the masters of their universe, this doesn’t mean they

are master communicators.

This is where fundraisers come in—it is our job to facilitate their success. So often we book experts to speak about their work and then have no further contact with them until the day of the event. But if experts are to be truly successful, we need to help them prepare. Here are some ways to elevate their performance:

De s cribe the au d ience.

Your expert needs to understand who they are talking to and what the goal is. Will they be meeting with fellow colleagues or a lay audience? Will there be just a couple of people, or will they be speaking to hundreds?

Gauge the audience’s level of understanding for the topic and communicate this to the expert.

A d v oca te fo r s im plicity.

Chances are the expert will be talking to a group who are eager to hear what they say yet may have limited knowledge of the subject.

The age-old advice about explaining it to a 10-year-old is about right. The goal is to get the audience excited about the topic, not to overwhelm them. Caution the expert about getting too technical and advise them to avoid jargon or the excessive use of acronyms.

En cour a g e a uni q ue persp e c t i v e .

Storytelling is one of the most effective ways to reach an audience, so urge your speaker to share more than just their data. Perhaps they could discuss what drew them to their field and how they became involved with it. If it’s a difficult topic, the expert’s unique perspective or some personal anecdotes will help the audience warm to the subject.

Let t h e a ud i e n c e see i n si d e .

Ensure your subject matter experts are actually experts at conveying their subject

Everyone likes to be an insider. The audience will get a small thrill if the speaker reveals preliminary findings or if they announce a new program or breaking news.

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M a na ge ti me constra ints.

first two slides if they have 10 planned.

An expert shouldn’t try to cram a life’s worth of research into a 45-minute lecture. If they are speaking to a lay audience, suggest they provide an interesting overview rather than present highly complex research.

Hel p t h e e xp e r t prepa re .

Help them pace their presentation by offering to be a timekeeper. You don’t want them spending the majority of their time speaking on the

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Speaking of slides, encourage your expert to use their visuals judiciously. Most audiences can’t decipher a slide crammed with text. Suggest using infographics or easyto-read charts that highlight the major points. And, if the presenter is exceptional, consider foregoing the PowerPoint altogether. I attend-

ed a talk by a geriatrician who spoke for 45 minutes without the assistance of any visuals and, even after many years, her presentation stuck with me.

P rom ot e a udie n c e i n t e r a c t i on .

You want to make sure the audience is engaged, so advise the expert to opt for a more relaxed format. Perhaps they could periodically check to see if the group is following key points. Also,

ask the expert to provide sufficient time for Q&A.

P a y a ttenti o n to t h e enviro nmen t.

I’ve worked with specialists who were incredibly personable, but they disappointed me when I put them in a more formal lecture-like setting. On other occasions, I’ve partnered with experts who were used to delivering lectures and could effectively distill information, but they did not enjoy engaging with a small audience. Understand your expert’s comfort zone. You want to create a setting that will allow them to shine.

D o a tes t r un.

At the risk of stepping on egos, most experts benefit from a rehearsal. Even if they are a gifted lecturer, it doesn’t hurt to confirm their presentation meets the time requirements and that the material won’t go over the audience’s head. If the expert balks at a test-run, at least check-in to handle any last-minute details.

expert to think of you as a partner. Make yourself available to ensure success.

If they want to know more about the audience, provide that information. If they need assistance with set-up or other arrangements, then offer to help.

Since the expert is sharing their knowledge and taking time out of their busy schedule, make sure to express your appreciation. Reinforce the expert’s significance— they help you connect to a particular community, audience, or donor.

Build these collaborations with subject experts and incorporate their expertise into your cultivation efforts—they may be some of your most powerful fundraising partners.

A b ou t the Au t h or

Andrea Taylor has extensive experience in healthcare and higher education development, where she led successful teams and major campaigns. At the University of California, Irvine, Andrea managed all aspects of fundraising for the School of Medicine and UCI Medical Center.

Now, she serves as a fundraising advisor and author. Andrea writes about philanthropy, exploring the psychological challenges of fundraising and sharing best practices for development professionals.

Above all, encourage your

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Ma p p ing t he Fut u re of F u n d ra i si n g Us in g A I -P o w e re d Don or J ou r n eys

by Katy Spencer In healthcare fundraising, timing isn’t everything; it’s the only thing. As digital experiences continue to evolve, donor expectations are rising, and philanthropy must evolve with them.

With seamless digital experiences everywhere else in their lives, philanthropy cannot afford to feel like a paper trail. Supporters now expect personalized, meaningful engagement reflecting their experiences and values.

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Donor journey mapping offers a powerful way to meet these expectations, creating structured and strategic pathways from first contact to lasting loyalty.

When thoughtfully mapped and powered by AI, these journeys do more than guide supporters along a path.

They open new doors.

Wha t D on or J o ur n e ys A re a n d Why T h e y Ma t t e r A donor journey is the expe-

rience a supporter has with an organization, from their very first interaction to the long-term relationship that may follow. It is not a single event, appeal, thank-you letter, or invitation. The entire series of touchpoints includes emails, calls, gratitude moments, impact updates and future appeals. A donor journey shapes how a donor feels about the organization and its mission over time.

These journeys are especially compelling in healthcare fundraising. Patients and

families often experience life-changing moments within hospital walls, whether it is a life-saving surgery, compassionate end-of-life care, or a small kindness shown during a difficult stay. These experiences create emotional bonds that can extend far beyond discharge.

Donor journeys recognize that emotional connection and offer a way to nurture it intentionally. Instead of reacting to individual gifts, fundraisers using donor journeys design thoughtful paths that honor the donor’s story, provide ongoing value, and invite deeper engagement in ways that feel personal and meaningful.

By moving from isolated interactions or mass cam-

paigns to continuous, relationship-centered experiences, healthcare organizations can build stronger, more resilient donor communities.

Mapping out every possible donor journey may sound overwhelming. In the past, it often was. Designing individualized touchpoints for hundreds or thousands of supporters would have required more time, resources, and data analysis than most teams could manage.

Artificial intelligence offers new possibilities. By helping fundraisers predict donor needs, personalize engagement, and automate timely outreach, AI transforms donor journey mapping from an aspirational idea into an achievable strategy.

A I ’ s R ol e i n D o n o r J our n e ys Let’s clarify one thing before we discuss artificial intelligence (AI) in depth: AI is not here to replace the human elements of fundraising. It is here to enhance them.

Fundraisers have long understood the value of segmentation, like grouping donors by recency, frequency, and gift size. Soon, that will no longer be enough to drive results.

AI acts as a strategic tool that helps fundraisers understand donor behavior more deeply and engage more personally at scale without becoming overwhelmed.

AI can analyze broader patterns across systems such as CRM databases, email platforms, and website activity.

It can predict which donors are likely to give again, which may be at risk of lapsing, and which first-time supporters may be ready to deepen their engagement.

For healthcare organizations, patient experiences vary widely, and emotional connections run deep. AI cannot replace a fundraiser’s instincts or stewardship.

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However, it offers a critical advantage: it helps teams prioritize limited time and resources by focusing on real-time donor behavior rather than assumptions or static lists.

As an example, on a daily basis, organizations can integrate AI platforms with their CRM to identify upsell segments within their database (e.g., most likely make a second gift, most likely to upgrade to mid level). From there, these constituents are sent pre-approved email automations. This journey and automation strategy allows organizations to maintain

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consistent, personalized outreach even during high-volume seasons or across large supporter bases.

At the same time, it is essential to recognize what AI cannot do. It cannot replace the authenticity of a heartfelt thank-you. It cannot substitute for a fundraiser’s understanding of a donor’s personal journey with a hospital or healthcare system. AI can suggest when to reach out and with what type of message, but the tone, story, and relationship-building must still be driven by human connection.

When used thoughtfully, AI can strengthen donor journeys by ensuring the right message reaches the right person at the right time, while leaving room for human empathy to do what it does best.

H ow D on or J our n e y Ma p pin g R a i se d $ 1 .4 M illio n f rom G r a t e f u l Patients Over the past year, we worked with a healthcare client to build a fully automated donor journey for recent patients. The goal was

simple: reach patients who had meaningful experiences with the hospital but had not yet made a gift.

The journey opened with messages of gratitude, inviting patients to reflect on their experiences, share their stories, and stay connected to the community. The early touchpoints focused on emotional connection and storytelling rather than transactions. Soft fundraising appeals were introduced only later in the sequence, emphasizing impact and opportunities to give back.

The results spoke for themselves. In the first year alone, the organization raised more than $1.4 million in indirect donations from grateful patients. The majority of these gifts arrived months after the initial outreach, illustrating how thoughtful donor journeys plant seeds that grow over time.

The success of this effort was driven by the combination of smart segmentation, human-centered messaging, and consistent, patient follow-up, which created an experience where donors

felt seen, valued, and invited instead of pressured.

Ho w You C a n Bui l d a Do n or J our n e y Mapping donor journeys may sound complex, but it becomes manageable and impactful when broken down into a few core steps. Whether using basic CRM tools or more advanced AI platforms, the process centers on setting clear goals, creating meaningful content, and maintaining consistency over time.

Here’s a simple framework to start building or refining donor journeys with support from AI.

De f in e yo u r go al Begin with a clear objective.

Are you trying to welcome new patients? Upgrade onetime donors to monthly supporters? Re-engage lapsed donors? Knowing the desired outcome shapes the entire journey.

Segment thoughtfully: Use your CRM data to group donors by key traits such as gift history, engagement level or patient experience. If you

have AI tools available, use them to identify even more specific opportunities, such as determining which patients are most likely to give for the first time or are at risk of disengaging.

P re -bu ild me aningf ul content Think in sequences, not single messages. Plan a series of two to six touchpoints that build on each other over time. Make every interaction feel intentional and donor-centered.

U se smart su ppre ssio n s Respect donors by excluding

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Abou t t h e Au th o r

major donors, active volunteers or anyone already receiving messages from another campaign. Protecting inbox space builds trust and improves engagement.

M o n it o r , t e st an d adj ust

Katy Spencer brings 10+ years of experience in direct fundraising and development operations to Doing Good Digital with a specialty in annual fundraising strategy.

She is a certified professional in Blackbaud Raiser’s Edge NXT® and Blackbaud Luminate Online® in addition to her experience with various donor management and email platforms.

Katy holds a BS in Human Services and Psychology and a MS in Nonprofit and Civic Leadership (MNCL).

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Donor journeys are not a set-it-and-forget-it strategy.

Review performance data regularly. Test different subject lines, timing strategies and content approaches, and adjust based on what resonates.

Take t h e F i r st St e p Sometimes all it takes is one step in the right direction, so let’s do that! For this example, let’s use Lapsed Donors.

Build a short series of two to three intentional touchpoints that speak to their experience as donors, aiming to renew the connection and invite continued engagement.

This could include offering a message board to share their note of gratitude to hospital staff, a survey about what they want to learn more about or a compelling story that relates to their

past giving. You could also consider making the email plain text so it looks like it is coming from a gift officer’s inbox and hyper-personalize it.

Use your CRM to segment and suppress thoughtfully. If your email platform includes AI tools, explore how they can help refine timing or personalizing the messaging.

Set up the series in your email tool using the segmentation and suppression groups and activate the automation.

Review your results regularly. This includes not only donations, but also clicks and engagement. Are you seeing more engagement on a particular type of content? If so, how can you incorporate more content like that?

I f You O n l y D o One Thing You do not need to map every possible donor journey overnight. You also do not need an advanced AI system in place tomorrow. However, you do need to start thinking in journeys, not just appeals.

Instead of asking, “How can we ask for another gift?” ask, “What happens after someone gives for the first time?”

institutions that serve them.

Fundraising should reflect that same care, thoughtfulness, and humanity.

Instead of focusing only on who responded last month, think about, “Who are we nurturing today for tomorrow’s impact?”

Donor journey mapping, supported by AI, gives organizations the tools to do exactly that. It allows fundraisers to be more strategic without losing authenticity, more consistent without sacrificing empathy, and to meet supporters where they are at the right time, with the right message, in a personal way

Even one intentional journey, such as a thoughtful welcome series for new donors or patients, can shift how supporters experience your organization. It moves fundraising from isolated transactions to an ongoing relationship built on trust, gratitude, and shared purpose.

that is personal and stays with them.

You do not have to do everything at once, but you should begin moving toward a fundraising model that builds relationships.

When AI and human insight work together, the result is not just better fundraising.

It is stronger communities, deeper trust, and a future where every donor feels seen, valued, and connected to your mission.

When you map the journey of your donors with care and intention, you move from reactionary to strategic. And for healthcare fundraisers, that’s not just innovative, it’s essential.

A Sm a rter, Mo re H um a n Fu ture fo r F u ndra ising At its core, healthcare philanthropy is about honoring the deeply personal experiences that connect patients, families, and communities to the

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SPONSORED CONTENT

A Strategic Approach to AI Integration for Nonprofits

By Laura McGarry, Managing Principal, Graham-Pelton In today’s rapidly evolving technological landscape, nonprofits face the challenge of integrating artificial intelligence tools into their operations. At Graham-Pelton, we recognize AI’s transformative potential in elevating philanthropy and enhancing nonprofit effectiveness. This article outlines our strategic approach to AI adoption, providing a roadmap for organizations seeking to harness these innovative tools.

I d e ntify ing Areas of O pportuni ty Our AI integration journey began with a thorough operational assessment, focusing on identifying time-consuming tasks suitable for automation, processes causing staff frustration, and areas where efficiency improvements could significantly impact our work. By mapping

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these pain points, we created a clear picture of where AI could make the most substantial difference, including transcribing conversations, drafting materials, and refining messaging. This targeted approach ensured our AI adoption strategy aligned directly with organizational needs and goals.

Evalua t i n g A I Mark e t O p t i on s With opportunities identified, we conducted a comprehensive evaluation of available AI solutions. Our process included examining product reviews to understand marketplace options, then narrowing our focus to 5–6 products for detailed evaluation.

We established clear assessment criteria, evaluating each product’s capabilities and limitations while thoroughly reviewing company policies for data security, pri-

vacy, and protection compliance. Crucially, we prioritized solutions that wouldn’t use our inputs to train their large language models, maintaining work confidentiality and integrity.

We also assessed userfriendliness to ensure colleague adoption and compared pricing and terms to fit our budget. After determining which tools met our standards, we trialed products to gain deeper understanding.

This thoughtful evaluation process ensured we chose tools aligned with our values and goals. The objective wasn’t simply picking products—it was finding partners to help us grow and enhance our impact. By following this strategic approach, nonprofits can successfully integrate AI while maintaining their mission focus and operational integrity.

Read the full article 

Modern fundraising demands a bold, fresh approach.

clearly

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