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Your Philanthropic Practice

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The Philanthropy Practice = The Power of Thoughtful Giving for Community Transformation

Philanthropy done well isn’t an afterthought — it’s a meaningful investment in a stronger future for your community and for yourself. When giving is guided by intention and planning, it stops being charity and starts becoming a deeply personal strategy for change.

The plan begins with clarity: knowing what issues matter most to you and aligning your actions to create lasting impact. Strategic giving ensures every contribution — of money, time, or talent — becomes part of a larger effort to solve complex problems rather than offering short-term relief.​

Strategic and Intentional Planning for Our Giving

For individuals, being mindful about giving cultivates purpose and emotional well-being. Research shows that people who reflect on their charitable acts report higher levels of happiness and fulfillment, a sense of connectedness, and a clearer sense of identity. Strategic philanthropy also brings practical benefits — from tax advantages and multigenerational legacy planning to opportunities to strengthen family bonds through shared decision-making.​

Communities, in turn, gain not just funding but sustained engagement. When individuals plan their giving, they can support nonprofits in ways that stabilize services, build local leadership, and tackle systemic issues like education, health care, and equity.​ The true expertise of nonprofits, and their ability to be the connector between funders and communities, allows for greater understanding of what the needs are and how funders can work with nonprofits toward solutions.

And on a larger scale, widespread, well-directed generosity fuels innovation and resilience across the economy. Philanthropy provides risk capital for social progress — funding the ideas, programs, and people who move society forward when public systems can’t move fast enough.​

Given all of the Benefits, Why aren’t more philanthropists doing this?

So if there are all of these benefits, why aren’t more individuals and foundations doubling down on this? Focusing and planning is hard, it isn’t the norm, and honestly, no one is really pushing funders to change their practices. We ask nonprofits for evidence, accountability, reduced spending on overhead, programmatic deliverables in one year and many times, we don’t ever ask the question what does our community need? Local community foundations are wonderful resources to broaden your knowledge and awareness, as are consultants like us who offer an unbiased, non placed-based review and support for your planning. 

Intentional philanthropy, then, is not only about what or how much we give, but how we do it — thoughtfully, strategically, and in alignment with our values. It’s the difference between good intentions and lasting impact.

After 12 years leading a $27 million family foundation, I’m now consulting with donors and foundations to tackle what’s working—and, more importantly, what’s not—within the philanthropic ecosystem. I’ve joined a landscape crowded with well-resourced institutions like Harvard Business Review, Stanford Social Innovation Review, Grantmakers for Effective Organizations, Council on Foundations, Exponent Philanthropy, National Center for Family Philanthropy, National Committee for Responsive Philanthropy and more. Their research and tools are invaluable, but I believe my perspective augments what I lear from them: lived experience as a leader inside my own family’s foundation.

In this case, by “lived experience,” I don’t mean the grassroots proximity of those directly impacted by philanthropy’s decisions. I mean the reality of running a foundation from the inside: navigating family politics, entrenched traditions, resistance to change, and the slow, uphill climb of aligning practice with best standards.

Too many family foundations operate in insular patterns—hiring from within, resisting outside input, holding tight to “the way things have always been done.” But when I stepped into leadership, I pushed to align our work with external best practices. What I learned is that steering a family foundation toward meaningful change is like walking uphill through mud in weighted shoes: possible, but slow, draining, and full of obstacles.

Still, even in the frustration, progress emerged. And after reflecting on my tenure, I’ve distilled five lessons that I now carry forward into my work with other donors and foundations.

5 Lessons from Leading a Family Foundation

1. Change is Slow, But Progress Counts
Family foundations often fear or resist transformation, especially when traditions run deep. Change rarely comes in leaps—it’s incremental. Celebrating small steps forward helps sustain momentum and reminds us that progress is possible.

2. Clarity in Decision-Making is Essential
Foundations can stall when roles and authority aren’t clear. Establishing frameworks around who decides what—and when discussion is more useful than a formal vote—creates consistency and reduces conflict.

3. Always Ask: Where Are We, and Where Are We Going?
Too often, boards dive into day-to-day tasks without stepping back. Asking these two simple questions at least once a year can ground discussions in shared purpose and reveal blind spots in governance, grantmaking, and mission alignment.

4. It’s Not About Us—It’s About the Communities We Serve
Many donors view foundation assets as “family money” to control. But philanthropy’s power lies in shifting focus outward—to the people and organizations working on the frontlines. Trusting nonprofit expertise and staying proximate to their realities creates far greater impact.

5. Focus. Trust. Impact.
When family foundations try to fund everything, they spread resources and attention too thin. Focused priorities build trust—among board members, with grantees, and with communities. And trust is what ultimately drives measurable impact.

Moving Forward

Family foundations serve dual purposes: preserving family connection and supporting public good. But too often, the “togetherness” function overshadows real impact. What if both could thrive? By grounding operations in strong decision-making, focus, community trust, and accountability, family philanthropy can move from “doing good” to doing better.

The philanthropic ecosystem is far from efficient. Yet family foundations, and individual donors, hold enormous potential if they’re willing to look inward—with honesty, humility, and a commitment to evolve. That’s the practice I’m committed to supporting.

When I launched Erdle Consulting Group in 2006, I set out to tackle the persistent challenges I’d witnessed in the nonprofit fundraising world. Drawing on more than a decade of hands-on experience, I wanted to reimagine how donors, nonprofits, and communities could work together for greater good.

My time at Davidson College—though brief—was transformative. There, I saw firsthand what truly effective fundraising and fund development could look like. Later, as I raised corporate funds across Latin America, I kept returning to a simple question: How can we create solutions that work for both donors, nonprofits and beneficiaries?

Erdle Family

Whether I was helping launch a new academic building at Davidson or supporting childcare for entrepreneurial women in Colombia, one thing remained constant: authentic, mission-driven conversations. By focusing on core values, desired impact, and real solutions, we built strategies that advanced the goals of both donors and the communities about which they cared.

One of my personal core values – family.

Today, these same principles guide our work in philanthropy. Every partnership begins with a deep dive into your core values, philanthropic identity, and vision for impact. We assess who’s involved, clarify your “why,” and then map out a path to operational excellence and meaningful results. Together, we craft a plan that lets you grow, prioritize, and lead with purpose—while keeping the process refreshingly simple.

As we continue to build connections and drive change, we hold ourselves to the same standards we encourage in our clients. Here are the five core values that shape everything we do at Erdle Consulting Group:

Core Values of Erdle Consulting Group

1. Strategic Impact Through Planning and Execution

Real impact doesn’t happen by accident—it starts with a thoughtful plan and evolves into a lifelong practice. We work side-by-side with clients to transform ideas into action, ensuring every strategy delivers measurable results and lasting value for donors, foundations, and nonprofits.

2. Simple, Client-Focused Solutions

Philanthropy should be accessible, not overwhelming. Our four core modules simplify planning and grantmaking, making it easy to get started while honoring what makes each client unique. We blend best practices with flexibility, so every solution fits your needs and advances your mission.

3. Thought Leadership and Continuous Learning

Staying ahead means staying curious. We connect you with the latest insights and proven practices from across the sector, helping you build dynamic plans that reflect your values. Our commitment to lifelong learning ensures you’re always prepared for what’s next.

4. Collaborative and Relational Philanthropy

Great philanthropy is built on trust and relationships. We help clients move beyond transactions to create genuine partnerships—with individuals, foundations, nonprofits, and communities. Together, we foster open dialogue and co-create solutions that drive lasting, community-led impact.

5. Operational Excellence and Systems Thinking

Success is sustainable when it’s rooted in strong systems. We help clients align their values, streamline their operations, and measure what matters. By embracing systems thinking and decisive leadership, we guide you toward the joy and fulfillment of a well-executed, values-driven plan.

These values are more than words—they’re the foundation of every client relationship and every project we take on. At Erdle Consulting Group, we believe that when you lead with purpose and clarity, you set yourself—and your philanthropy—up for lasting success.

Here are some questions you might ask as you think about your Core Values:

  • What are the most meaningful moments in my life, and what made them significant to me?
  • When did I feel most proud of myself? What values were present in those moments?
  • Who inspires me, and what qualities or values do they embody that I admire?
  • What are the top three things I want to be remembered for?
  • When have I felt most fulfilled or truly alive? What was happening, and what values were being honored?
  • How do I want these to show up in my community and through my giving?

  • What is our foundation’s purpose or mission, and why do we exist as “One” foundation? How can we build concensus around our shared values?
  • What behaviors and practices already exist that positively contribute to our success?
  • How do we want to be perceived by our clients, partners, and community?
  • What are the “non-negotiables” in how we operate or make decisions?
  • When have we faced tough decisions, and what principles guided us through?
  • How might we differentiate between our individual values and our shared values?
  • How do our core values influence our approach to our engagement beyond our board, to our partners, and our community?

adult holding a child's hand

I’ve been involved in fund development and grantmaking for as long as I can remember. As a kid, I’d tag along with my dad delivering food bags for our church at Thanksgiving and Christmas. Later, I became his right-hand fundraiser for Davidson College, the arts project he co-founded, the Diocese of Virginia, and even local restaurants and beautification projects in our hometown of Alexandria, VA.

Along the way, I learned that fundraising isn’t just about asking for money—it’s about stewardship: building real relationships between an organization, its mission, and its donors. Giving shouldn’t feel like a burden—it’s a chance to connect your passion with a cause about which you care. People give to people, not just to programs. A great Development Director builds trust, and that trust leads to lasting, meaningful support.

Before formally working in development, I was a program director for a nonprofit right out of college, running a sports event to raise awareness for people with disabilities. I saw firsthand how trust with participants—many of whom had physical challenges—led to powerful connections. Donors engaged not just out of sympathy, but because we showed them what’s possible. That’s the kind of community-driven impact that makes all the difference.

Sometimes, selling “the need” works, but what really resonates are the mindset shifts that bring joy, opportunity, and real impact back to giving—for donors, organizations, and communities alike

Giving as an Opportunity: Five thoughts

    1. Prioritize Community Needs Over Transactions
      Leading organizations and donors are moving beyond transactional giving by engaging in deeper conversations. Focus on the problem as defined by the community, and consider who is involved in causing or solving it—and who should be brought to the table. This approach ensures solutions are truly relevant and impactful.

    2. Commit to Knowledge & Learning
      The most effective funders—whether government, private sector, or individuals—make time to learn from other communities and organizations. For example, piloting a Guaranteed Income project with the Arlington Community Foundation in 2022 deepened my understanding of the causes and cycles of poverty. Learning from beneficiaries and the real effects of policy was transformative and informed better solutions.

    3. Celebrate Giving as an Opportunity
      Giving should be a celebration and a chance to connect with causes that reflect your values. When donor, organization, and beneficiary missions align, it creates stronger relationships, more giving, and lasting partnerships that make a real difference.

    4. Understand What Makes a Strong Nonprofit
      Look to leaders like Paty Funegra, who launched La Cocina (Kitchen of Purpose) to help immigrants access culinary training and hospitality jobs. She became an expert in her field, diversified funding and placement sources, and ultimately created a robust model for organizational strength and funder appeal. Her checklist for organizational capacity is a valuable resource for any nonprofit.

    5. Foster Connection at All Levels
      Breaking down silos between funders, organizations, and communities is essential. The more connected we are, the better we can protect, support, and strengthen our economy and society. Collaboration helps us avoid extreme solutions and fosters mental well-being by giving people purpose and connection.

 

photo of puzzleAlthough I have been working deeply in the foundation industry and field of philanthropy for the last 13 years, I have been a fundraiser, in some form, since the moment I stepped out of college. My father shared his love of his service on boards, leading fundraising campaigns, and his strong roots in local faith based outreach.

Service and giving back are deeply instilled in my upbringing.

My first roles in “development” were all but traditional.

As a program manager in one not-for-profit position, I played a customer service role. In another I served as public relations manager. It wasn’t until after I went to business school that I had my first REAL job in Development, helping run a $250 million capital campaign for Davidson College.

The lessons learned from my informal education in fundraising and building relationships, partnered with my formal development practices led me to look a bit differently at my work.

Here are a few lessons learned that tell you more about my approach when working with a non profit organization or fundraising team.

5 Key Lessons from My Nonprofit and Fundraising Experience

    1. Development Is Mission-Driven and Community-Focused
      Development isn’t just about raising money—it’s about deeply knowing your programs, your community, and your audience. I’ve learned that you can’t just talk to donors; you have to bring your mission to them. Aligning every decision with your core purpose keeps your work authentic and impactful.

    2. Build Relationships & Tell Stories
      I get restless sitting still, so I make a point to connect with colleagues across the organizations in which I work. At the Hospital for Special Surgery, I was the first from my office to regularly meet with doctors, asking about their expertise and passion for healing. Building these relationships helped me tell powerful stories to publications like the New York Post and Women’s Health These stories brought in knowledgeable patients to the doctors and resulted in more donors to us.

    3. Ask Authentic Questions of Donors
      One of my favorite roles was with an international organization. I spent time understanding each program’s needs by speaking with program directors, then traveled to Miami and Bolivia to hold meetings in Spanish with corporate partners who were our funders. By sitting down face-to-face, I quickly learned that their real interests often differed from what was in their glossy brochures. By aligning our programs with their true challenges, we secured larger and longer-term donations.

    4. Connect the Dots and See the Bigger Picture
      Even as a funder or consultant, I always look beyond the immediate issue to see the broader landscape. Stepping back helps me spot gaps or opportunities. This big-picture perspective is what I do best.  I put myself in the donor or community’s shoes and offer fresh insights – and then dial us into a plan that helps organizations (and funders) achieve their goals.

    5. Invest in Long-Term, Meaningful Partnerships
      Time is a precious resource. I urge both donors and fundraisers to build deep, ongoing relationships. Creating a new program to match a donor’s interests should be a long-term partnership, not a quick fix. Nearly half of a nonprofit’s time can be spent on fundraising and donor management, so it’s critical to build a two-way street where the organization’s expertise and the donor’s desire for impact are both respected.