You're a growing nonprofit organization with a compelling mission that addresses a vital community need. As your organization expands, maximizing your fundraising efforts becomes crucial. You can’t do this alone. You need your Board of Directors.

Your board of directors plays a pivotal role in your organization’s success. Ideally, you've assembled a team of talented, dedicated, and well-connected professionals who are passionate about your mission and committed to its success. These volunteer leaders set a nonprofit’s strategic direction, manage its finances, and provide governance oversight.

Board members also hold an invaluable role in an organization’s fundraising efforts. Simply put, a board can make or break an organization’s fundraising program. Through governance, networking, personal contributions, recruitment, and strategic planning, your Board can shift your fundraising from good to great.

Then why is it so challenging?

Some Board members might not fully grasp their critical role. You can enlighten them.

Before you start recruiting new board members, it’s essential that you know exactly what you want from your board.

The Board is responsible for overseeing the mission and purpose of the organization. Its duties include participation in strategic planning and making policy decisions, then securing the financing for them and the monitoring of their execution.

Members must be willing to attend the requisite meetings, follow through on commitments, and participate fully in the decision-making process.

The board also presents the organization’s image to the community and solicits its support in achieving organizational goals.

To ensure that all new board members understand their role, develop a job description that outlines these expectations and exactly what you expect from board members.

The Full Board's Responsibilities

​Board Member Job Description

In your job description, further specify expectations for:

Create a clear outline of the roles and responsibilities of the board members.

Duties of Individual Board Members:

Rationale

Board members set organizational policies and goals; delegating authority to the Executive Director to implement them in the day-to-day management and operations of the organization. Individual members of the board, however, have no authority to act independently of the full Board. When they do, it can be seriously detrimental to the organization's ability to carry out its Mission; Board cooperation and cohesiveness; and the organization's public image in the community. Board members who abuse their position may be disciplined or censured.

Board members are also "trustees" of their organization, approving an annual budget to ensure it can meet its financial needs now and in the future. In addition, board members monitor the overall financial health of the organization by reviewing annual reports prepared by an auditor recommended by the Executive Director. The Executive Director retains responsibility for the day-to-day operational expenditures.

​Finding New Members

The next step is finding your ideal board members. Complete a board demographics and skills matrix exercise to identify the current gaps.

Once you’ve identified the skills and demographics you lack to offer a variety of perspectives and assets to the organization, start with your current board members and their networks. Next, look at your donor base and identify a few major donors or prospects who could be good candidates or can introduce you to one. Finally, you may want to post a call for board members on LinkedIn to reach outside your traditional connections.

Ask your governance or nominations committee to draft a list of prospective new board members and share it with the rest of the board for review. When possible, recruit multiple candidates for each opening to ensure that you have an opportunity to pick and choose the best people for the job.

Every prospective member should be given a board recruitment packet that includes information about your organization’s programs, finances, staff, and leadership. One of those resources should also outline your expectations for board service.

Next, ask the candidates to complete an application for board membership. Set a firm deadline for receiving the application. It’s an easy way to see if they are willing to complete a task for you on a certain timeline. Be sure to include questions in the application that offer candidates a chance to share how they view volunteer leadership and, more importantly, the unique role they can play in meeting your organization’s needs.

Interviewing prospective members is critical. You can learn more about them, answer any questions they have, and, most importantly, get a glimpse into what working with this person will be like.
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Organizational Overview: The first part is a comprehensive overview of your organization’s mission, vision, strategic plan, programs, and finances. Encourage new board members, and those who haven’t recently engaged with your mission work, to visit your offices to see your work in action and to meet your program leaders. These experiences will help them become more effective advocates (and fundraisers) for your organization.

Fundraising Overview: The second part of the orientation should focus on fundraising. Board members often consider fundraising one piece of an organization’s fiscal health but when it comes to rolling up their sleeves and getting involved in it, they suddenly disappear.

To start, offer information about fundraising trends and best practices to help demystify the field and help new board members see their role within your fundraising efforts. Consider pairing a new board member with a current one who can help them settle into their new governance role.

Share your fundraising plan during the orientation and at the start of every fiscal year. Understanding this plan will help board members identify how they can be involved in helping the organization reach its fundraising goals.

This approach brings your new leaders into your work right from the start and sets them up for success.

After the orientation, it’s important for you to set expectations for the specific role you want each board member to play in fundraising.

Ask them to review the job description and time commitment expected and offer feedback. Confirm the level of support they will need from the staff to fulfill their role most effectively.

If your existing Board is struggling with engaging in the fundraising efforts, you’ll need to take steps to re-ignite their passion by:

​Beginning the Conversation

Finding Board champions is essential to building momentum.

Begin with the Board Chair. Initiate a fundraising specific conversation with your Chair to encourage a focus on fundraising during meetings.

Find common ground by making the vision and mission the focal point of all discussions. Continue to ask how you’ll fulfill your mission and reach your vision without funding.

Meet individually with each Board Member. Meet with each board member to get their feedback on their role as a fundraiser. Do they understand their role? What questions do they have? How do they feel? What do they need?

Plan a Board retreat. Identify a time, outside regular meetings, where the board gathers in a semi-casual, interactive setting, to focus on their role in the organization. Some Boards like traditional retreat settings, like a lodge or hotel. Others may prefer something less formal, like an afternoon potluck at a community center or park.

No matter the setting, include a “mission moment” where a beneficiary of your organization speaks about the direct impact the organization has had on their life. This will motivate the board and connect them to the heart of your organization.

Aligning Expectations

During the retreat, you all can make sure your fundraising goals are realistic, yet advance certain key ideas. These will vary by organization depending on your fundraising strategy, but should include the following:

Personal Contributions:

Networking & Support:

Moving Forward: Going Above and Beyond

Once you have your minimum fundraising expectations in place, consider your maximum expectations? Certain Board members will be willing to go above and beyond. Identify them and cultivate those relationships.

Ensure these Board members feel successful in their additional fundraising endeavors by assessing their insights and encouraging open dialogue.

Clarify expectations around event attendance. The majority of the Board should be present at major fundraising events. These events are key times for other constituents to see your leadership in action. It’s also one of the best times for Board members to actively advocate for your organization and build relationships. Keep putting those key event dates in each Board meeting packet.

​Discuss Fundraising at Every Board Meeting

Many Boards create meeting agendas that do not feature fundraising updates or minimize them by covering the topic for five minutes at the session’s conclusion. Don’t be one of these Boards!

If fundraising is central to a mission, it should be a central aspect of Board meetings, whether that’s through discussing prospects, evaluating results, or introducing opportunities.

This recurring agenda item serves as a reminder that successful fundraising requires a diligent and consistent focus. It seems basic, but it’s often overlooked.

During these meetings, you can create opportunities for board trainings and education around fundraising.

Dispel Misconceptions

“I don’t like to ask for money.”

Fundraising isn’t just about asking for money.

So many organizations don’t have this conversation enough— the conversation that fundraising is not about money. It’s about achieving your mission to bring positive change. Utilize the “mission moment” and tap into the reason Board members joined your Board. Tap into their passion for the cause.

This is a great opportunity for Board members to openly discuss their connection to the organization and their motivation to volunteer. They may be worried about their own fundraising limitations, or they may reflect on the joy they have in working with the cause. Only through an open conversation can they realize that can be the case for other members, as well. This will create a greater sense of camaraderie on the Board.

Educate and encourage board members to engage in various aspects of the fundraising process.

Help each member identify the ways they can be ambassadors, connectors, solicitors, and stewards.

Ambassadors simply spread the word about your organization’s work and impact. Connectors introduce potential volunteers, donors, and corporate partners to the organization. Solicitors actively seek opportunities to ask individuals for monetary support. Stewards thank and appreciate everyone who supports the organization.

Much of this can be done through their social media platforms, in their social circles, and through their professional connections.

Board thank you calls and handwritten notes to express gratitude and to begin building a relationship with donors is a critical step to keeping donors engaged and giving on a regular basis.

Board stewardship can be added to the board meeting agenda so that a short period of time for each meeting is dedicated to members writing notes or making phone calls.

Develop a menu of ways board members can engage, solicit, and thank donors and champion your organization. Ask each of your board members to commit to a few activities they can complete during that year.
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“Fundraising is begging.”

Board members might fear rejection.

Who doesn’t, right? Board members may feel that fundraising is “begging,” or that they’ll make a prospective donor uncomfortable or caught off-guard.

If you’ve trained your board members to exude passion for your mission, they’ve made their own personal financial commitment, you’ve cultivated the prospect, and brought that board member into the process well before the ask, there’s no question you will get a yes.

Ask board members what’s holding them back from talking about your organization or feeling comfortable soliciting a gift. How can you allay their fears? Coach the board member on the fundraising cycle and what they can do to ensure a potential donor eventually says “yes.”

But I Don’t Know Any Rich People

Lacking a contact list packed with wealthy friends and other potential donors is a common concern among board members.

But they don’t need to know rich people. Invite them to think of their peers, acquaintances, anyone who might be interested in the work of the organization. Maybe they’d like to learn more. If the board members love this organization, perhaps their networks will, too. Don’t assume they won’t be interested. Don’t say no on their behalf. Let them in on what is being accomplished—maybe they’ll get just excited about it as others are!

Ask them how they would be comfortable sharing their passion for the cause with others.

Board members with few connections can support fundraising. Board members who are terrified of doing a solicitation can support fundraising.

Brainstorm things they can do:

Create a simple Engagement Form highlighting the various actions a board member can take in each of the four categories: Ambassador, Connector, Solicitor, Steward. At the first meeting of each year, ask every member to complete their form.

This form can then be used to guide the midyear self-assessment conversations.

Your board needs help talking about your organization and why it deserves and needs donor support.

This may seem strange given the assumption that board leaders are the real “insiders” of an organization. However, board members may be wary of fundraising if they weren’t given a good orientation when they started or aren’t provided regular updates about your organization’s latest successes, challenges, and opportunities.

You want to do everything in your power to facilitate fundraising for Board members.

Prepare talking points, such as stats demonstrating the need for the cause, or personal success stories, or powerful metrics that speak to change created by the organization. Board members will more readily become top-notch ambassadors, and donors, if armed with persuasive points that are clear, concise and compelling.

Distribute these useful talking points. Encourage Board members to pair up and briefly practice making the case for your organization to each other. Make them comfortable promoting the mission.

Create standard talking points and an “elevator pitch” so everyone is literally speaking from the same hymn sheet.

Board members should have a handful of “pitches” they can share with community members to demonstrate the impact and to help interested parties support the mission.

Be sure to provide them with templates to:

It can often be a long and winding road to a fundraising win, so be sure to connect the dots for the Board and highlight contributions Board members may have made. It could be a single Board member victory, such as an introduction to a new major donor, or a victory by the organization, such as hosting a successful major event. This recognition and gratitude will go a long way in encouraging future successes.
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Develop Board Leadership

Board members are not fundraising professionals. Many of them haven’t fundraised beyond the chocolate, popcorn, or cookie dough sales of their childhood.

Keep an eye open for training opportunities for your board members. Promote training opportunities to your Board Chair and members. Use board meetings to offer tips and tricks. Encourage their professional development as leaders in fundraising and philanthropy.

Appreciate Your Board Members

Remember, your board members are volunteers. They volunteer their time, talent, and treasure. Say thank you. Show your appreciation. Boost their confidence. Help them.

The dynamic between board and staff isn’t always easy. But you need your board to help you raise money to fund your organization. You owe it those you serve. No money, no mission.
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​Board Performance—Measuring Progress, Setting Limits, and When to “Bless and Release” How Are We Doing?

After you’ve “hired” your dream board, performance evaluation is essential. It helps the board reflect on their collective and individual performance and helps staff identify where their volunteer leaders may need more support or direction. Encourage your governance committee to have each board member complete a self-evaluation. Review the results as a group. If improvements are needed, ask the board members what they need in terms of resources and staff support to do a better job next year.
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Term Limits

One of the most important expectations for board members is their length of service. Board members are very busy people, and we want to be respectful of their availability. That’s one reason setting term limits to two or three years (at most) is helpful. Term limits also help breathe new life into a board by bringing in new people with new experiences, networks, and ideas.

Bless and Release

We’ve all known board members who, despite having the best intentions, rarely show up for meetings, are unreliable, don’t respond to emails or phone calls, and inconsistently make an annual gift. Your board’s annual self-evaluation is a great opportunity for the board chair and CEO to learn what’s behind these members’ lack of involvement. Encourage your leaders to discuss their expectations for board members with them and whether this role is still a good fit. If everyone agrees, it’s time to “bless and release” that member. It may seem awkward but, it’s likely that you will make it easier for the volunteer to step down gracefully.

Reporting Fundraising to Boards [discussed above already]

Fundraising needs to be an agenda item during every board meeting. And I don’t just mean an update on fundraising goals. Focusing only on the dollars raised encourages the board to only consider transactional relationships with donors (asking and giving). We know this isn’t an effective approach. To shift this conversation, share metrics such as:

Donor Retention

Giving Levels

Donor Engagement

Board Giving

The quicker you engage your Board and help them understand their pivotal role, the sooner you'll see a positive impact on your fundraising efforts.

To avoid issues or course-correct when a board has wandered from the path, it is important to recruit carefully, set clear expectations, and train and manage the board responsibly.