How can board members evaluate a fundraiser's performance?

In all my years in this sector, I've yet to meet a board member who truly understood fundraising. Quite the contrary. They're typical of the "let's have a gala!" or "my sister knows Bill Gates' sister-in-law's best friend; let's apply!" mindset??. It's my humble opinion that, to do their job effectively, the fundraiser needs to lead the board. Yes, report to them (a good dashboard is essential), but also to guide them in what constitutes effective fundraising. Board members should be making thank-you calls, not micromanaging their fundraiser.

The role of Board Members is first and foremost governance. As such, they should not evaluate a fundraiser's performance. That role belongs to the organization's management. Instead, the Board should be involved in facilitating fundraising activities that lead towards the organizations fundraising and engagement goals. They do so by opening their network, championing the organization, talking about why they support the organization and how other's support through the organization will help achieve shared outcomes desired by all involved (org staff, Board, other donors, and those seeking services at org). They should also understand the progress of the entire development team towards the financial and engagement goals.

Few Boards understand that fundraising, good or bad, is a cumulative result of EVERYTHING that a nonprofit does. If programs and services suck, so will fundraising. If accounting and stewardship of resources stink, so will fundraising. If interoffice and external communications is weak, so will be your fundraising.

Setting clear goals and expectations is crucial for evaluating a fundraiser's performance. Collaborate with your fundraiser to establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that align with your organization's strategic plan and fundraising strategy. Define key performance indicators (KPIs) to track progress and outcomes, focusing on aspects like donor retention, conversion rates, acquisition, satisfaction, and loyalty. These KPIs should provide a comprehensive picture of the fundraiser's effectiveness and impact. By setting these clear objectives and metrics, you create a transparent framework for assessment, enabling both the organization and the fundraiser to understand what constitutes success.

Amen, Pam. The best boards trust their organization's staff leaders. They work with (not for, not in charge of) the staff experts. And if the staff leaders aren't experts... you need new leaders!

Evaluating a fundraiser's performance effectively involves thorough review of their data and reports. Regularly examine these documents for clear indications of goal and KPI achievement, as well as efficient resource and budget utilization. Look for trends and patterns to identify strengths and weaknesses in the fundraiser’s strategies and activities. Ask the fundraiser to provide detailed explanations, context, and analysis for the data presented. This will give you a deeper understanding of the impact of their work and the challenges faced.

. How many donors were acquired on a period of time . Which is the income? . Acquisition cost for a new donor in terms of roiling and payback.

Donors, beneficiaries, partners, volunteers, even your own team—these are the folks whose perspective matters most. Surveys, interviews, focus groups, even testimonials and case studies: get creative with how you collect their thoughts. Ask them everything! How they see the fundraiser, the value they get, their level of engagement. Are they feeling wowed by the performance, just entertained, or ready to walk out? Don't forget to give your fundraiser a mic too! Let them share their own insights and how they react to the feedback. Remember, it's not about throwing tomatoes (hopefully!). It's about understanding what resonates, what needs tweaking, and how to make the whole fundraising show even more impactful.

What IF board members really made time to regularly communicate with the lead fundraisers? Nonprofits would get so much more done, and fundraising would actually become fun for everyone involved. Board members, be encouraged to see the fundraising process in real time from the development professionals’ perspective. It is far more informative than just reviewing the end result. Understanding the “why” and “how” behind the work is important to evaluating “what” fundraisers do. Sadly, that’s where the disconnect often happens between board members and fundraisers. More conversations around the mechanics of fundraising also sharpen board members. It will help them become more knowledgeable about what it takes to reach revenue goals.

It is also important to understand where the institution is in its development as well. Important questions to answer:How old is the institution? What is the fundraising history? How have donors been stewarded previously? What hurdles does the fundraiser face? What is their understanding of the institution and its strategic planning? Does your fundraiser demonstrate an ability to forge strong relationships with a variety of stakeholders?