“I’m no good at asking for money.” “I’m not comfortable asking for money.” “Fundraising is the staff’s job.” “How about if I just write a check and be done with it?” Sound familiar? Despite the integral role fundraising has in a nonprofit’s operations, for many board members, the thought of actually having to DO the fundraising can cause great anxiety and reveal steadfast resistance. Here’s a frank dose of reality as well as an approach to lessen the unease and struggle.
First, recall that the board is the governing body for the nonprofit; the board is responsible for ensuring the organization operates legally, carries out its mission, and has the necessary and continued funding to do so. That responsibility belongs to every single board member, not just those who may volunteer to help with a given project.
But, here’s the really key piece: The community perceives board members differently than any other supporter of the organization. Individuals who become board members are dedicated at a uniquely high level; they actually assume personal liability in support of the organization. Since board members aren’t paid for their work, the common conclusion for the reason behind that kind of dedication is that they hold a deep rooted belief in the organization and its mission AND they are acting on that belief. That is a powerful point of leverage in any fundraising effort.
For a moment, stop thinking about fundraising in terms of number of event seats filled, raffle tickets sold, annual memberships renewed, or capital campaign dollars raised. Instead, think of fundraising as a process, and one of the first steps in that process is relationship building. Therein lays a significant board role in fundraising efforts. Board members can draw on their knowledge of their communities and use their “leverage” to open doors simply by sharing their story and ensuring others are asked to join them in support.
Of course, any process requires advance planning. And, it’s never too early to start! First, identify the target audiences (including why they have been identified as a target), then determine whose stories would be appropriate for which audience. Next, opportunities for “telling the story” need to be identified—speaking engagements, personal visits, testimonials and quotes, etc. Then, those opportunities must be incorporated into a fundraising plan and, probably, a communications plan, including target dates for specific activities. The goal is to establish relationships and familiarity before ever asking for a cent. A board member who regularly promotes the organization in his professional and social networks is aiding the fundraising effort. Acknowledging that aid can encourage that board member to continue and do even more.
Second, are reasonable expectations. Individuals with whom the organization has an established relationship can and should be asked to consider an increase in their support, but be prepared for new supporters to start small. You may ask for a large check, but you may end up with a new volunteer. That’s ok. Next year, you may have both. Just be sure your budget also reflects the time needed to build relationships.
If a board member isn’t good at asking for money, use tools: resources, techniques, a script, a form to be completed by the donor (there’s a wealth of info on the internet and in the library or bookstore). If a board member isn’t comfortable making an ask, pair her with someone who is—one person can tell the story and the other can “close” or follow up. If a board member views fundraising as something done by staff or taken care of by an annual check (thank that person for the check and), remind him that it is a disservice to the organization to rely solely on the staff and/or his check book. His fiduciary responsibility as a board member demands his attention to and involvement in fundraising, and the health and sustainability of the organization depends on a broad base of support.
Money is what makes it possible for the organization to carry out its mission. There’s no getting around that, but with proper planning, fundraising can be broken down into manageable tasks, and the board can be empowered to participate with greater ease.
Sources:
What is a board’s role in fundraising?
http://nonprofitanswerguide.org/faq/fundraising/what-is-a-nonprofit-boards-role-in-fundraising/
Five Fundraising Mistakes We Make with Our Boards http://www.guidestar.org/rxa/news/articles/2008/five-fundraising-mistakes-we-make-with-our-boards.aspx
The Myths and Realities of Board Members and Fundraising http://www.guidestar.org/rxa/news/articles/2008/myths-and-realities-of-board-members-and-fundraising.aspx