Nonprofit board members should absolutely fundraise! This has become a bit of a controversial position; As soon as fundraising boards became all the rage a few years ago, detractors began pushing back. Takes board members away from more important tasks? Biased against board members who don’t have privileged connections? So much of a commitment that it scares good board members away? We’ve seen criticism fly from all sides.
The fact is that fundraising is a fundamental cornerstone of effective nonprofit governance. Board members who fundraise show commitment, lead by example, and help guarantee their nonprofit’s future. If your particular board likes the idea but is facing some hurdles, it’s not only possible but imperative to find some creative solutions.
First and foremost, affirm to your board members that this work is irreplaceable. Their fundraising efforts embody a demonstration of belief in the nonprofit’s mission and strengthens the board’s relationship with donors. When board members take an active role, they forge personal connections with supporters. These relationships create a sense of community and shared purpose that can enhance donor loyalty and engagement over time, well beyond what even the best development staff or fundraising consultant can achieve on their own.
Moreover, requiring board members to fundraise promotes accountability and transparency. It underscores their fiduciary responsibility to ensure the financial stability of the nonprofit. By actively participating in fundraising, board members are more likely to scrutinize the organization’s financial decisions, budgets, and resource allocation, ultimately contributing to better financial stewardship.
Despite the huge upside to having a fundraising board, we don’t recommend trying to go from zero to hero instantly if your board isn’t currently doing any fundraising. Trust your board to come to its own conclusions about the benefits, assess itself honestly, and build a strategy for success. Support formalizing a reasonable give and get policy that is free from socioeconomic bias. If needed, hire a consultant to coach board members, conduct mock pitches, and co-create scripts, letter templates, and other materials.
Recognize that each nonprofit board’s transition to becoming a fundraising board will look different. At one of our favorite Hudson Valley nonprofits, the process was directed by the board members, who are drawn largely from the arts community. Despite their lack of experience and contacts, they wanted to support their organization in the strongest possible way, and agreed to each sign up one or two business sponsors in Q4. What an inspiring first step!
On the other hand, the repercussions of trying to force results can be devastating. Although resistance to participating in fundraising is frustrating, don’t try to force out uncooperative board members. It will take years to repair the trust and cohesion that your board will lose. Instead, encourage uncooperative board members to transition to emeritus roles where they can continue to contribute their wisdom without the requirement to personally fundraise. Recruit new board members who are energized by the idea of asking for money (and getting it!).
Is your board excited about fundraising but not sure how to get started? Ursa Minor offers one-day workshops and ongoing, on-call support for nonprofit board members ready to foster a culture of shared responsibility by becoming fundraisers.
