An interesting thread from the LinkedIn Group
On Fundraising, Hosted by AFP
How to convince a board to have a role in fundraising
I have an interesting situation: a board who believes fundraising is virtually entirely the job of the development staff (me, in this case).
Not to shirk a role in fundraising but would you have any advice on responding to a board who is vehement about their position and offended (so far) by my overtures to convince them that a board has great responsibility for fundraising?
Ron Mills • hi Scott, interesting scenario. Our board runs virtually all our fundraising events as we otherwise need to pay staff overtime to be there on weekends/weeknights. We, the board, are generally accountable for getting community buy-in, whether it be foursomes for our golf event, participants for our trivia night or prize/monetary donations. The agency staff plays a very minimal role as we have a small office and no fund development staff. All that said, it surely doesn’t answer your question. I’m involved with other NPOs that have “policy only” boards which sounds like your situation. In those cases the staff at the organization is significantly larger with a dedicated fund dev role and sometimes support staff. In this scenario I can understand the “policy only” board to a certain extent but realistically a board generally represents local business and therefore has great contacts for all “things” benefiting fundraising efforts. Still haven’t answered your question … hmm. I guess I wasted your time as I don’t have a good answer other than to tell them you know Ron, VP of a board and he fundraises.. along with all other board members.
Maybe baby-steps; do they solicit friends/business acquaintances for items that can help fundraising efforts?
Andrew Olsen, CFRE • You’re not going to change them if they don’t want to change. Especially if fundraising was not a clearly set expectation when they accepted their seats on the board.
Does your organization have board term limits? My suggestion is to quickly cycle them out and when you recruit new members, recruit specifically for ability / willingness to raise funds. And make it a part of the job description from now on.
Let me clarify - if they bring other value to the organization by being on your board, then you may want to just accept that they won’t raise $. If they are well known in the community and can draw donors (cash or GIK) to the org, get you free media, etc., then keep them even if they won’t raise $ for you. If they’re willing to make introductions to individuals or companies that you can then solicit, they’re worth keeping on as well.
But if they object to raising money and won’t use their personal or business networks to help meet the organization’s goals, then I would suggest finding other ways (outside a board seat) that they might play a role in your org.
Anne Smith • I would bring in an outside consultant for a day to speak to your board. Someone who is respected in their circles, perhaps even someone you can get recommended to add to the agenda by someone on your board rather than staff leading the charge. OR have a “like” organization who has successfully engaged the board in fundraising to share their strategy and outcomes with your board (or with you to present to the board).
I think education is the only way to turn the culture around. Peer pressure is helpful but education first. As new board members are brought on, they should be clear on their roles and responsibilities. If the new board members are already hip to the idea of fundraising (do it for other boards, etc) then they will become the natural influence that begins to shift the board.
Doug Wagner • Part of the answer may lie in the financial position of your non-profit. If you are in a good position, your board may think their efforts aren’t necessary. However, if you are in a less-than-good position, this may be your opportunity to get them to talk about their fiscal, financial and fiduciary responsibilities. I think Anne has some good points…but isn’t it sad when you have to bring in an expert to be an expert on your organization?
Using a “Board Member Job Description” is a good idea, and fostering a sense of responsibility from the chair and members of the Fundraising or Development Committee is necessary.
Jane B. Ford • I heartily concur with Anne’s comments. It is nearly impossible for staff to change the mind of a nongiving board. When I work with groups like this, the first thing we do is have a board workshop on the generally accepted roles and responsibilities of board members. Of course, one of the main responsibilities is giving the money. Often these boards have been willing to to a follow up session called the “GIving Game” which opens their minds to attitudes towards giving and often leads to positive changes, over a period of time.
I also like the idea of working with a board member so that the request for education comes from the board, not the staff.
Good luck!
Katie Stratton • I agree with much of what was said by all the individuals listed here specifically that this is a great opportunity for the education of the board. If you look at organizations who are the most successful in their fundraising efforts they are often staff-driven, volunteer-assisted. Yes, it is your job to fundraise - it is what you were hired to do, but you can make the case to your board that anyone working alone is never as strong as they are working as a part of a team.
I use the analogy of a hand. As the development professional, if I am out there on my own raising money, I’m like one finger of a hand. I can poke at things, but it isn’t easy to pick anything up with just one finger. When I have at least one volunteer partner who is a board member or loyal donor it’s like all of a sudden my thumb comes into play and I can start to pick things up. The more involvement you receive from board members and other volunteers, the greater the ability of using your whole hand.
Asking board members to build their comfort level by helping to make introductions and be a part of the fundraising process (by partnering with you and talking about why they volunteer with the organization) is always a step in the direction toward helping them gain comfort with the idea of fundraising.
Best of luck!
Denise K. • I was previously in this situation as Executive Director of an organization. As an interfaith non-profit, the board was comprised of individuals appointed by our supporting churches. They were kind and caring but had no idea what being an active board member entailed. In line with the recommendations above, I started talking more about the organization’s financial challenges at each board meeting. I invited a consultant to come in and give a one hour overview on the fundamentals of board of director roles and responsibilities. (A staff member from our local United Way did this for free.)
I introduced the “consultant” topic based on the fact that we had a number of new board members. (I think this is better received coming from the ED.) I also discussed the giving climate and emphasized the fact that we needed everyone to act as ambassadors of the organization. We talked about practicing a one minute elevator pitch to raise awareness of the agency’s work and mission, and developed a monthly open house where board members could begin to invite people to see inside the organization.
As stated by others, I also took strides to attract new board members who were actively engaged and had more community contacts. As new members came on board, the executive team and active board members did more to orient board candidates to expectations, time commitment, etc.
Some results I experienced: 1) As the board composition and culture changed the board began sponsoring and staffing an annual fundraising gala–a huge event held at a prestigious club with entertainment provided by our city’s opera house. I left the organization a few years ago, but as of last year the event was still being held annually. 2) Some board members became more involved in generating in-kind donations and developed an “Adopt a Room” program for one of our shelter sites. 3) the active members resigned as the culture changed and they saw that just filling a chair did not meet the requirements of the position.
Dawn Svenson Holland • I’d strongly recommend you and your ED read Gail Perry’s “Fired Up Fundraising.” It helps break through the clutter and presents a ton of ideas to get to the heart of the unique issues faced by the composition of your board team.
Deborah Miller • When I came to my organization, the majority of the board was not involved in the fundraising process. I have been trying to gradually change that. First, if you have only one board member who would like to get involved in the process, start with that person. My chair of our resource development committee very much believes in the fundraising process so I have been using him to convey information to board members — peer to peer. I have also been trying to show the board members that there are numerous ways to be involved in the fundraising process besides soliciting gifts — making thank you calls, opening doors, sitting in on foundation site visits, etc.
We never seem to be able to get our entire board involved in the process, but little by little more of them are getting involved. In addition, I do sit in on meetings recruiting new board members, so I try to convey to potential board members that fundraising is part of their responsibility as a board member. Next on my to - do’s with the board is to send occasional articles about fundraising. Some of them will read these, many may not, but our board is a work in progress!
Susan Detwiler • I concur with most of everything that’s already been said. I also think the language and emphasis needs to change. The purpose of a board of directors is not to raise money. It is to ensure the viability of the organization to fulfill its mission, not just now, but in the future. If you start with that, then it’s hard for them to disagree. Then the ED, Board Prez or consultant (not development staff), generates a discussion of what does it take to ensure the viability of the organization. Invariably, somewhere on that list is resources — all kinds of resources: human, facility, good will, and money. That’s when the discussion of the board’s role in generating the resources can begin. But now it’s THEIR idea. Good luck!
Claire Kerr • If everyone on your board believes fundamentally that it’s not their job to fundraise, that idea is unlikely to be shaken no matter how much good material, books or inspirational thoughts you present them with. I agree with those who say you’ll have trouble changing that culture.
Groups do take the shape of their leader. If you can convince one big influencer and set him or her in motion it’s possible you can get them to motivate others.
I find that boards are often influenced by specific examples from similar, local or competing orgs. This has probably worked to your disadvantage before with “Why don’t we do X, org Y does X..!” Now use it to your advantage.
I suggest digging out some case studies on “board-walks” or other fundraising programs that local or rival groups are doing in your area to engage their leaders. Seeing their peers (often in their own network) getting involved (getting press) to raise money directly might help you change attitudes.
Tough sell!! That you describe them as “offended” by your suggestions doesn’t sound good. When you bring new members in for the future you can make your expectations clear but good luck with this group.
Claire Kerr • I also wanted to share this blog post from Allison Jones about board membership for Gen Y leaders, some interesting insights from young people about service:
http://www.allisonj.org/2010/06/04/recap-ynpchat-the-importance-of-board-service-for-young-nonprofit-professionals/
I’m the one who posted: Don’t sit on a board if you aren’t willing to fundraise — Don’t be THAT board member. 
Scott Evans • Wonderful comments, everyone. Thank you very much for your time and attention to my situation. Best to all, Scott
Diane C. Hill • I also recommend the book by Gail Perry and part of the AFP Fund Development series: Fired-Up Fundraising: Turn Board Passion Into Action. I discovered it last year at the DC Foundation Center library, and it is so “spot on” that I just had to buy a copy. An easy read and full of practical tips — including a good read for your board chair and ED. Link at Amazon: http://www.amazon.com/Fired-Up-Fundraising-Passion-Action-Development/dp/0470116633/ref=sr_1_1?s=books&ie=UTF8&qid=1280986279&sr=1-1 . Good luck!
David Nidus • Hi Scott,
Lots of good advice so far — My two cents:
Your mission is compelling, and folks are likely on the board for a reason. Can you pull them back in to offering the help you need by explaining how each dollar raised will tie into that many more patients saved, etd.?
If you have any champions on the board on this issue, think of making them your task-force…they can gradually get broader based board activity.
Think also about what you are asking them to do. Is it very directed? (Clarity my temper any fears) Are you giving them the support so that their time/name/whatever is used as effectively as possible? Are you making it sound easy enough? Find their comfort level by giving them something at first that requires no work/no leaning on friends…etc…Maybe get one member to host an “information session/cocktail hour” for !0 friends at which no donations will be accepted — the argument being, you hang out with your friends anyhow, and why not share with them what you do/devote time to so they can know you better. You can be there to “help” — perhaps coordinate a 10 minute presentation from a young person who is being helped….and have a sign up list for people who are interested in learning more (receiving development contact). If anything pans out about it crow about what the board member has contributed. If this sounds too intense for them, you may want to think of another easy lift for them which will create the “warm mushies” and engender further effort.
You may also want to use foundations to “inform” them of expectations. In my arena, I’ve worked with several foundations who won’t even come to a site visit unless you promise them board members. Others wont give w.o 100% board giving….etc…If a foundation says it in black and white… you might be able to bring some folks around to reality. By the way, I accessed your 2008 Annual Report and saw a rich “Advisory Board” including several “philanthropists” — could they “advise” the board (perhaps at a board meeting as part of a training activity) on the expected standard? (Of course be careful here … these may be more honored donors than “advisers” and if you feel a philanthropist is going to get so turned off by your board’s attitude that they stop interacting or giving… you’d want to find another resource to use). Best of luck.
Randy Johnson • One of my mentors has used the 3 W’s to describe board participation - Wealth, Wisdom, Work. Take a look at your board and determine who is there to garner better access to wealth, who should you rely on for insight and strategy, and who will be willing to volunteer and do the nitty-gritty. Perhaps starting there would give value to all board members and smooth the tensions. Long term - change the culture as described by the others with clear expectations (board member job description), definition of terms - what does fundraising mean to a board member, and set target goals connected to mission and strategic plan of your organization. Build the compelling reason for fundraising. If the board doesn’t feel it, will the community?
Andrea Granieri • @Andrew: Board members who bring their sphere of influence with them–for the GIK, cash, or media attention you talked about–that IS fundraising!!
@Scott: I have heard that at our organization, it used to be that board members were not expected to fundraise. It’s a very difficult expectation to change, and we’re still working on it!
Something that hasn’t been mentioned, but has been helpful for us, is defining what it really means to fundraise. People tend to have this misconception that they’ll be running around beggin their friends for money all the time. In reality, fundraising can be making a “thank you” phone call, helping to strengthen a relationship between the organization and the donor, inviting someone for a tour, having a prospect over for dinner, etc. Get them started with FRIEND-raising!! It really is just one baby step short of making the ask.
Also, it has been our organization’s experience, that boards listen to a third party. I have sat at meetings and have said something, and no one pays attention. 5 minutes later, someone from outside the organization says it, and everyone jumps on it like it’s the best idea ever. I wish it weren’t the case, but an “expert” really works!
Lou Cartier • Having worked closely with boards and spoken on this topic several times, I’d suggest you draw energy from the bright side - your board addresses the issue of their responsibilities for resource development! Too often, the ED or board chair lack the wits or the courage to push the issue. And when she does, one or two very loud voices push back … and the “moderates” (educable) sit on their hands.
My advice is to break the topic down into bight-size components that may be more palatable: ask who will help you refine the case for giving, major gift prospect pool, fundraising calendar, ad hoc strategy for a handful of important personal calls, etc., etc. Take what you get and build on it. Hang in there, Scott. Please, I want to hear about any breakthroughs, however small.
Andrea Kihlstedt • What an excellent conversation. I agree with most of what’s been said, but to be a bit provocative, Scott…in some way your board is right! It is your job to shape and organize and support the fundraising program in a way that engages them in various ways they might help.
It’s a very rare board that doesn’t need the smart and strategic guidance from a staff member to function effectively in fundraising. So stop pushing them to fundraise and start asking them to do one thing and then another and then another. They may fundraising despite themselves.
You also might take a look at the Asking Matters website to see if you can find some helpful videos or articles or blogs that might be of interest to your board members. We find that most board members are interested in knowing about their personal Asking Styles and they can find that out on the Asking Matters site.
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