Nonprofit fundraising requires full engagement by the board of directors. If you are a board member or nonprofit leader – this column is for you. We offer serious suggestions for your consideration – things that have been shared with us over the years by those who can give and influence gifts at the highest levels.
Let’s start with “who is on your board?” People who can influence major gifts and resources want to know if they know anyone on your board. This is part of their evaluation of an organization’s leadership and capabilities. They want to know that your board can steward major gifts and investments and that you can deliver on your promise.
If you feel that your board is not comprised of “well known individuals,” we recommend two different actions. First, consider building a fundraising advisory committee. Our other recommendation is that you cultivate recognized leaders and explore whether or not they would be open to serving on your board. In both cases a change in culture will most likely be involved. Along with the benefits that accompany change there are also the bumps along the way. Take time to think about how you will work with new leaders and volunteers. Ask them about their expectations and be prepared to do things differently, or to explain the value and reasoning behind why things are the way they are right now.
Stakeholders and large donors want to know how you will meet your fundraising goals. A common question is “does your board give at 100%?” Some will ask, “how much does your board give and raise each year?” The question implies your board is actively engaged in giving and fundraising. Experienced major donors will ask is “do you have board members who can give or influence 80% of the funds you want to raise?” That can be a shocking question if you haven’t been asked it before.
Here are a few other things to consider during pre-campaign self-examination. Are we as board members known amongst the giving community? Are we known as trustworthy, and do we inspire confidence? Are we in a position to attract top leadership who – in collaboration with staff and board – can assure success? These are hard questions to ask and answer. But without active, engaged, and well-known leadership, fundraising is an uphill climb. No consultant or staff person and offset the strength and engagement of the board, no matter how brilliant their alternative plans.
Fundraising begins with an assessment of your board’s fundraising capacity, willingness to give, and most importantly their willingness to introduce you to those within their networks who may be able to help you meet your goals. Your CEO and board chair need to work together to identify, recruit, and – if needed – reconfigure the board. Spend your time and energy here and engage those who can give and influence top gifts before you begin campaign planning. At the end of the day, the success or failure of a campaign rests with who is serving on your board.
