Reach for the Stars: The 2014 Fundraising Professionals of the Year Awards Winners
Fieldman's "day job" is senior account executive at digital-marketing firm Fathom. But he brought 13 years of nonprofit work to his involvement with EDWINS, including positions as a fundraiser for the Jewish Federation of Cleveland and director of development at MedWish International.
Today, it's nearly impossible to get a reservation at EDWINS on a Friday or Saturday night. More importantly, more than 40 students are improving their lives in the six-month EDWINS curriculum before being placed in restaurants around Cleveland.
We're honoring Fieldman, in part, for his dogged determination to get funding for what was, for the most part, still a dream, and for the huge push that led to EDWINS' opening in 2013. But also, we're thrilled by the vision that Fieldman, along with Chrostowski, showed in creating a self-sustaining nonprofit organization that showcases the feasibility of a properly planned and implemented social enterprise.
vice president of development
Many recent reports have indicated that the average tenure for a fundraising professional at a nonprofit is about 18 months. In a sector that sees dizzying turnover rates, it's a tribute to Patrick Mulvey's dedication to the University of Texas MD Anderson Cancer Center that he has stayed with the hospital for nearly 30 years.
Mulvey started at MD Anderson in 1985 as assistant director of development services. He was promoted to director of development services in 1986 and director of development in 1989.
From 1991 to 1999, he held concurrently the positions of associate vice president for development, executive staff assistant for the University Cancer Foundation and executive director of the capital campaign at MD Anderson. He was promoted to vice president for development in 2000.
From a staff of six individuals in 1985, the development office has grown under Mulvey's leadership to more than 125 staff members. From 1991 to 1999, it was reorganized to increase operational efficiency, a new planned-giving program was created and, in 1995, a $151 million capital campaign was successfully completed in two and a half years. In 2000, the development office increased philanthropic giving to more than $100 million a year, an achievement it has matched and exceeded every year since. For example, in FY2009, development raised $184.8 million; in FY2010, $340.9 million (with a transformational gift of $150 million); and in FY2011, $200.7 million.