I don’t know a single nonprofit trying to solve a problem that has an easy solution. If it was easy, would the organization need to exist? The challenges each of us face in service to nonprofit organizations are complicated. Identifying the root cause of problems often shines light on other complex challenges that are contributing factors. 

In my current role, I lead the philanthropy program for an organization focused on creating workforce development solutions and opportunities for individual’s career advancement to help people improve their lives and support industry growth. The organization’s purpose is to change lives while addressing the national workforce shortage in the construction industry. My work touches education, underserved individuals, youth services, and systemic poverty. When you look at each facet of the mission, there are nonprofit organizations doing wonderful work in each sector. When you look at the totality of the mission as a whole, there are a lot of moving parts.

What do economic development, poverty, education, and industry all have in common? Construction. I don’t mean that in the metaphoric sense, I mean that in the foundational sense. Construction is one of the largest industries in the United States. According to the Associated General Contractors, the industry employs 8 million employees and builds $2.1 trillion worth of structures each year. To be clear, that’s builds, it does not account for the trillions in the backlog of projects that can’t get completed because of a workforce shortage. Meanwhile, the U.S. Census reports that 36 million Americans were living below the poverty line in 2023. We have a disconnect. Forbes reports that the construction industry is one of top 10 highest paying and Construction Today reports a shortage of 500,000 workers. How can we use one problem to solve the other? 

You’ve heard me say before that I love a challenge – this is a good one! My career journey led me to this new opportunity about 18 months ago. I took a few months to fully understand the business model, players, and partners. When I started, I heard time and again that it would take me a year to fully understand the complexities of the organization. Every time I heard that, I brushed it off. I thought, I’ve been doing this for 17 years, I’m smart, how hard can it be? They were right. 

I started with a blank slate and no roadmap. I began by implementing elements of best practices in an organization that was completely new to formal fundraising. Best practices work, but not for everybody. Fundraising at a school or university is fairly straight forward. There is an annual fund, campaign initiatives, and an established donor pool. There are lane lines, calendar cycles, and enough bureaucracy to preserve the status quo. Everyone rows in the same direction but there are plenty of instances I encountered where donors didn’t see themselves in the established fundraising plan. The institution’s priorities were not aligned with their priorities. I had the opportunity to create something different. 

So, how do you build a fundraising program from scratch to solve one of the largest and most complicated challenges of our generation?  How do you eat an elephant? One bite at a time. Working with colleagues and board leaders we established a vision of what our fundraising priorities would be. This gave me the flexibility to create initiatives that would be any fundraisers dream. We didn’t add an initiative that we couldn’t measure. If we couldn’t prove how we would make a difference, I didn’t want it on the list. It had to be measurable. I began with the end in mind – donor stewardship. 

We’re not finished but we have done a lot in a short period of time. We defined initiatives, built reporting systems, and engaged current stakeholders and volunteers. I infused technology to fill the gap and assist with prospecting and research. I got scrappy. I didn’t use a $20,000 subscription from one of the big names in philanthropic technology; I used $20 a month open source AI to clone audiences and identify prospects. I started internally building relationships that are the foundation of philanthropic impact. You can’t do this work alone, it takes a team. We are building awareness from the inside out, this is still very new to everyone. 

It took 17 years of experience, theory, best practices, and gut feelings but I designed a program that I am proud of. It also took something else, vision and trust. The CEO knows that we are playing the long game. He gave me the time and space to do things the right way. He was a thought partner when frustration and doubt crept up. In one of those moments he asked me one of the most important questions I’ve been asked in my career, who do you want to be? The question alone motivated me to push forward. Find someone in your life who makes you think like that. 

This isn’t a 100 year old institution with a legacy of supporters. This role isn’t limited to a finite pool of alumni. We are changing the world by addressing some of the greatest challenges our society faces. The opportunity to build a donor network stretches from individuals to industry partners. Suppliers, owners, and philanthropists all have the opportunity to make a transformative impact. The best part is, we are just getting started. We built a program with systems and tools to deliver meaningful results to all of our stakeholders. We are leading from a donor-centered philosophy, I think Penelope Burk would be proud. As we grow we will transparently attribute philanthropic investment to outcomes. That is the kind of organization anyone truly committed to change wants to be a part of. 

As I think about 2025 and plan for the year ahead I am excited for the next phase of growth. I can’t wait to get the word out about how we are impacting people. I want to invite others to come alongside, collaborate, and build new programs with new partners. We are nimble, responsive, and open to new ideas. I’m excited to help current and potential donors understand the impact they can have and demonstrate the difference being made. It’s a complex challenge but without boldly addressing the challenge, there is no change.