FUNdraising Good Times Board Members: Are You Ready to Run a Campaign?

Fundraising for nonprofits requires the full commitment of the board. If you are a board member or nonprofit leader, this column is for you. We offer some serious suggestions for consideration—points that have been shared with us over the years by those who can give and influence giving at the highest levels.

Let’s start with the question, “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 assessment of an organization’s leadership and capabilities. They want to know if your board is capable of managing major gifts and investments, and if you can deliver on your promises.

If you feel like your board is not made up of “known people,” we recommend two different steps. First, consider creating a fundraising advisory committee. We also recommend cultivating relationships with established leaders and seeing if they would be willing to serve on your board. In both cases, a culture shift will likely be necessary. In addition to the benefits that come with change, there are also bumps in the road. Take the time to think about how you will work with new leaders and volunteers. Ask them what their expectations are, and be prepared to do things differently, or explain the value and reasoning behind why things are the way they are now.

Stakeholders and major donors want to know how you will achieve your fundraising goals. A common question is, “Does your board give 100%?” Some will ask, “How much does your board give and raise each year?” This question implies that your board is actively engaged in giving and fundraising. Experienced major donors will ask, “Do you have board members who can give or influence 80% of the funds you want to raise?” This question can be shocking if you’ve never been asked it before.

Here are some other things to consider during your pre-campaign self-examination. As board members, are we known to the donor community? Are we recognized as trustworthy and do we inspire confidence? Are we able to attract high-level leaders who, in collaboration with staff and the board, can ensure success? These are tough questions to ask and tough to answer. But without active, engaged, and well-known leadership, fundraising is an uphill climb. No consultant or staff member can match the strength and commitment of the board, no matter how brilliant they may be.

Fundraising begins with an assessment of your board’s fundraising capacity, willingness to give, and most importantly, willingness to introduce you to those within their network who can help you achieve your goals. Your CEO and board chair should work together to identify, recruit, and, if necessary, reconfigure the board. Dedicate your time and energy to this task and engage those who can give and influence the largest gifts before you begin planning your campaign. Ultimately, the success or failure of a campaign depends on the people on your board.