Working productively with your board of directors is key to organizational success. Ensuring that all board members are engaged with fundraising is a process that starts at the beginning of recruitment and evolves based on the resources, networks, and talents of your board members. In my work with boards, I have found that there is a lot of variation in what successful engagement looks like, but a few common elements stand out:
Recruit with Clear Expectations
It is imperative to begin relationships with potential board members with clear expectations. This is not just for fundraising, but also for anticipated time commitments, including full board and committee meetings. Make every effort to have the next year’s dates already established so that everything is up front.
A larger question is around expected financial contributions. Do you have a minimum annual donation? Is this a set figure, or do you require that all give at a personally meaningful level?
Think critically about these issues when setting requirements. Many organizations have started rethinking minimum contribution amounts, as they often shut those who are not wealthy out of board service. Consider the work of your organization, the importance of representing the community that you serve, and how a diverse set of board members can enrich governance beyond their own individual capacity to give. Board diversity is stubbornly low—this information sheet from BoardSource contains some excellent questions to consider as you go about recruitment.
Cultivate Relationships Between Board Members
Beyond individual participation, a board ideally comes together as a cohesive whole that is greater than its component parts. To that end, one way to help new recruits learn the ropes is to establish a buddy system. Unless you are starting a brand new organization, each year you are likely onboarding just a few people and will have a reservoir of experience to draw from. Pairing members who can learn from each other’s experience has numerous benefits. Fundamentally, building internal relationships helps to increase collegiality and demonstrates the value of board service. For fundraising specifically, more experienced members can demystify the process for new recruits.
Think Holistically About Fundraising Responsibilities
When I first began working with boards, I believed that it was necessary for all board members to be directly involved in fundraising—either by making regular solicitations of their own, or accompanying staff. What I have learned, however, is that many are just not comfortable making the ask. In rethinking my approach, I have had to think more broadly about fundraising responsibilities and building on board members’ strengths.
For example, while some board members will be great solicitors who can identify and cultivate prospects, others could be excellent stewards. There is no better person to thank another donor than a peer—having this thank you come from a board member can complement staff and leadership stewardship. One of my clients has a monthly process for engaging the entire board in thanking donors—not only has it led to greater board involvement in fundraising, but it has also yielded valuable information about donors who may have the capacity to give more.
I love working with boards to create a culture of philanthropy. Is this an area you need to work on? Please reach out and let’s discuss how you can increase board engagement