How can your board of directors best support your fundraising efforts?

I always find it intriguing that we heavily "recruit" board members with influence, expertise, and access to networks including potential donors, YET, we very rarely treat our board members like thought partners with expertise that can help improve operations and shape strategy. A few roles ago as an Executive Director, I decided to review each of my board members' resumes and schedule 30-minute coffee chats with the board members whose expertise could support the daily work of the organization. Over 6 months, I gained 3 thought partners and 2 fundraising partners from my board. They became even more invested in the impact of the work and our long-term successes.

Something I heard recently when Board members are asking for others to support the organization, they should ask by saying "join me in supporting...." instead of saying "please support". The perspective is very different when someone sees the Board members are contributors.

The board of directors plays a crucial role in supporting fundraising efforts for an organization. Board members should be personally committed to the organization's mission and demonstrate their support through financial contributions. Their commitment sets a positive example for other potential donors. They should leverage their personal and professional networks. They can introduce the organization to potential donors, partners, and sponsors, helping to expand the reach of fundraising efforts. Board members serve as ambassadors for the organization, advocating its mission and impact in the community. This advocacy can attract new donors and strengthen relationships with existing ones.

We often have asymmetrical expectations for boards regarding philanthropy. We believe they should drive revenue, but we (as staff) are rarely as present as we should be. It's a dyad and great board members already give of their "time" and "talent;" we must ensure we are constantly and consistently involving them in conversations that center around revenue. That's apprising them not only about our revenue successes, but when we're prospecting new individuals/institutions, stewarding current supporters (and involving them in that process), and asking their guidance on new or sustained programmatic ideas. If we can help board members feel a "there I am also" perspective, they are more likely to play a part in building support for our work.

I firmly believe that the most impactful way for our board of directors to support our efforts goes far beyond mere verbal endorsements. It's crucial that they actively engage by leveraging their own networks and influence. This involves reaching out to their professional and personal contacts who might be interested in our cause, organizing or attending fundraising events, and personally advocating for the mission we are committed to. Such proactive involvement not only amplifies our reach but also lends credibility and persuasiveness to our campaign, demonstrating a unified and sincere commitment from the top of our organization.

No que se refere às metas de capta??o, é importante que tanto a dire??o quanto o conselho tenham clareza sobre os objetivos a serem alcan?ados, estabelecendo um acordo explícito. Também é fundamental definir claramente os papéis de cada um e, a partir disso, avan?ar na implementa??o de um relevante plano de negócios.

Sometimes its helpful to have the board member mentor and guide the fundraiser in the organisation. This enables the board member to understand ground level realities well to help troubleshoot but also provides a window to the Board to see what is missing and how they can rise to the expectation

ASK! This is going to look different for each organization and each type of fundraising effort! From my experience, it is best to tell board members specifically what the needs are. Give them a list of people to reach out to, ask for event suggestions, let them know specific tasks they can volunteer for. Leading by example is good, but people don't always pick up on the "good example". Give them a task, have an accountability system, and ASK specifically for what the needs of the campaign, effort, or organization.

Clarity in how you need your board's support leads to better support. When you define how the board can best help you reach your organizational goals they have a path to help, don't make them guess.

Non-profits are known to sometimes change track and add on an activity that is not within the predefined scope of work.This, simply because funding is available and the donor wants the non- profit to undertake a specific activity. Boards should step in, in such cases. Depending on the funding prospects, Boards should either work out strategies to accommodate such interventions or perhaps persuade the donor to tweak her expectations or, simply decline the funding offer. In sum, the Board must be a party to such decisions even if the funding is small.

A great way in which the board of the institution can support the fundraising goal is by creating contacts with members of their networks to have exchanges that generate opportunities and joint efforts for the creation of proposals of interest to donors at the international level. They can also get involved in dialogue and discussion tables on issues that the institution is working on to learn more about the leaders who are making decisions and financing proposals for growth in the issues that the institution is working on. Last but not least, they can visit the territory, learn about the needs that exist, listen to what the people in need have to say, and review and evaluate the real impact of the projects carried out by the institution.

En tant que président de l'Apel Lozère, je souligne le r?le crucial du conseil d'administration dans le soutien des efforts de collecte de fonds par des actions. En surveillant régulièrement nos actifs, ils fournissent des commentaires constructifs, évaluant nos forces et faiblesses. Cette rétroaction honnête nous permet d'apprendre des succès et de nos déconvenues, ajustant notre stratégies annuelle pour pérenniser l'association. Avec un conseil d'administration engagé, nous progressons tous ensemble.

Une chose qu’il me semble primordial pour la compréhension des objectifs et l’alignement des effectives sur ces derniers : la transparence. Expliquer les décisions, la construction du budget, les grosses décisions qui l’impact, communiquer dessus. Pour embarquer tout le monde dans le projet et motiver les salariés. On n’a pas envie de lever des fonds quand l’objectif et ses raisons ne sont pas claires.

Hier würde ich sogar noch einen Schritt weiter gehen und einige ausgesuchte Spender fragen, was sie verbessern würden. Die Ergebnisse k?nnen dann in das Briefing des Vorstandes mit einflie?en.

Feed back can improve the performance and at the same time feed back can discourage. The most important thing is to select good one and make sure that the selected ones are in align with your dreams.

Being a spokesperson for the work the non-profit is doing is essential. Often your board members connect with people who the nonprofit does not. Spreading the word in these areas is key to growth.

For optimal support in fundraising efforts, cultivate a board of directors who take pride in the organization's work and act as passionate advocates for its mission. Position them as invested stakeholders in the mission, fostering a sense of ownership and commitment. Encourage board members to actively support and promote the organization's impact, which not only enhances visibility but also attracts potential donors. If you instill a sense of financial accountability, the board becomes instrumental in securing and managing resources, contributing significantly to the overall success of fundraising initiatives.

Board members can be the strongest ambassadors and advocates for your organizations. However, they are only as informed and inspired as you create the opportunities for them to be. When they are communicated with, engaged beyond meetings, and feel that they themselves make an impact for you, they naturally and authentically dive in. We have to put that work in. Otherwise, I think the idea of what your work is all about is an abstract concept for some. And I say often - leadership leads.

The use of good and truthful stories of both the journey and the impact of the organization's efforts always go a long way in affecting the way the organization is perceived and by extension attract positive attention that can scale up revenue. This the board has to take a lead on.

One thing we have done as a staff team is to collect stories and testimonials from program participants, and then shared them at the beginning of the board meeting. Really inspired and motivated the members as well as provide them with the stories to tell.

I find most Boards spend their time focusing on each other, and becoming extremely insular. To be successful, a Board must focus on recalibrating, recruiting, and pushing PSA messages, then constructing an Advisory Group that won’t be enamored by Board politics, but will be willing to solicit, assist, and fund. That is where the excellent expansion will be.

Expanding the network of supporters and advocates is one of the most effective ways a board can support nonprofit growth. Asking each board member to host a dinner or gathering with their network allows you to broaden the network of the nonprofit in an intimate setting. Offering a large annual fundraiser and asking each board member to sponsor a table and fill that table with their friends, family, and coworkers provides an opportunity to share stories with a diverse audience and attract more champions to your work.

Dizer que faz parte, que trabalha e que apoia uma Institui??o Social, é usar de sua autoridade, da sua relevancia pessoal, dos valores que vive e prega, para chancelar aquele espa?o. é expandir sua rede, é trazer para perto da Organiza??o, as pessoas que confiam em você, quebrar a primeira obje??o e dar a oportunidade da pessoa conhecer melhor a Organiza??o Social.

Having mainly a strategic function, the board must have pivotal rule in expanding the network of the organisation. Board members should make introduction not only to relevant individuals for the current way the organisation fundraise but also expose senior management team to new ways of fundraising not yet tested by the organisation (ie social investment, crowdfunding..) . If board members have fundraising experience, they can also support the team by mentoring senior team members.

Dazu sollten alle Vorstandsmitglieder ein festes Anforderungsprofil bekommen. Wen sollen sie ansprechen? Bis wann? Was ist das Spendenziel bei den einzelnen Personen?

You can encourage active board involvement in fundraising by highlighting the importance of celebrating your organization's achievements and milestones. Your board's crucial role in enhancing your fundraising narrative is upheld by showcasing your successes. This collective acknowledgment not only boosts team morale but also resonates with potential donors, underscoring the meaningful impact of their support. Embracing this role strengthens your fundraising efforts, fostering a culture of shared accomplishment and increasing your appeal for sustained support.

Your board members should be right there sharing the spotlight with the organization. Encouraging board members to share success stories with their network and community.

This is so crucial in not-for-profit work. Staff and volunteers are expending themselves everyday for the cause. To have recognition for those efforts is invaluable.

Il faut que le conseil d’administration soit connecté aux réalités du terrain. Des décisions ou directives de personnes qui ne comprennent pas les réalités des équipes au quotidien ne peut pas les motiver et les comprendre!

Es valioso si los miembros del Board pueden celebrar los logros de manera pública en sus redes sociales personales, sobretodo si son personas influyentes en el campo de trabajo.

Every board member must play a role in fundraising. Not everyone is great at but there are many roles that support an organization’s fundraising efforts. I find the best role is not so much asking but telling a story of the organization’s impact in themselves and who they serve.

Pay attention to Donor Management. Try to build strong relationships between your board leaders and donors. Personal recognition for donors, information and updates on project milestones, and expressions of gratitude go a long way in creating strong bonds. Use your board chair's influence to further your cause in the public sphere. Involve them in media appearances, speeches and social media campaigns to increase visibility and support. Remember that an active and engaged board can turn fundraising challenges into opportunities for growth. By aligning their efforts with your organization's mission, your board of directors becomes an invaluable asset in achieving fundraising success.

Um bom conselho é ativo e possui um conhecimento multifacetado sobre os temas conduzidos pela organiza??o. Uma dire??o eficiente reconhece a importancia do seu conselho e mantém um diálogo constante, realizando consultas e trocando ideias de forma contínua. é essencial dedicar tempo às conversas com os membros do conselho, indo além dos momentos formais de reuni?es. Embora isso exija esfor?o, sem dúvida potencializa as decis?es da dire??o, mitiga erros e alinha expectativas de forma efetiva.

Additionally, board members can participate in fundraising training to enhance their skills, collaborate with staff to develop fundraising strategies, and play a role in stewardship by maintaining relationships with key donors. Ensuring alignment between the board’s vision and the organization’s fundraising goals is essential for a cohesive and effective approach.

Participate! Actively scout for opportunities and donors. There is nothing worse than a BoD that shows up to meetings, listens, perhaps weighs in on a few topics then leaves.