Recently a colleague commented on a Sustainable Solutions’ blog post that suggested donor stewardship is the ideal fundraising-related task that board members can perform. The comment was an acute reminder that it is exceedingly difficult – and arguably hypocritical – for board members to communicate with monetary supporters when they have not contributed themselves.
The optics of such exchanges undeniably are not great. How can a supposed guardian of an organization who hasn’t donated personally engage in conversations that aim to intensify the attachment current donors feel to the cause? As board members, can we honestly expect others with whom we are interacting to feel compelled to increase the size of their gifts when we apparently don’t believe in the mission enough to invest a single dollar of our income?
Clearly such expectations are absurd. However, is it not equally irrational to suggest each board will make a personal donation annually to the charity? Normatively speaking, everyone on the board should give, although the probability of this occurring within most organizations is microscopically low.
Non-profit boards are not monolithic entities. People of different backgrounds, value systems, moral beliefs, political leanings, ages, socio-economic backgrounds, personalities and other variables occupy the governing positions of these organizations that create positive change in our communities. Inevitably they will have differing opinions in many areas including fundraising.
A few will be gung-ho about raising money. Some will understand the necessity of fund development but are reluctant to get involved. Others are most likely to avoid participation in fundraising activities altogether which includes making their own personal annual donation.
Although it may be unrealistic to expect a 100% donation rate from your board, there are attainable benchmarks and effective steps your organization can take to optimize its fundraising capabilities.
Aim for a 2:6:2 or 3:4:3 board composition.
At first glance it appears we are referencing different defensive football forms. Actually these ratios represent different compositions of board members’ degree of involvement in fundraising activities. Based on the assumption that a board consists of ten (10) people, each figure refers to the number of members who are involved at each level.
The first option of a 2:6:2 board focuses on assembling a board with two (2) members who are immersed and committed to fundraising. No task is too simple or complex, and these individuals are prepared and willing to perform any job necessary to ensure the charity obtains the financial and in-kind resources required to deliver its programs.
Six (6) of the members understand and appreciate the importance of raising money to safeguard the implementation of the organization’s programs. Each member is willing and prepared to invest varying levels of time, talent and/or treasure in the charity’s development of a fund development strategy. The remaining two (2) members are completely apathetic towards fundraising and want nothing to do with associated tasks.
The same categories represented by the three (3) figures also apply to the second option of a 3:4:3 board composition. Using this ratio, a charity aspires to have a board with three (3) members who are highly dedicated to establishing a sustainable fundraising system, four (4) with varying levels of participation and three (3) who are totally indifferent. Either of these options is far more achievable and considerably less daunting than the pursuit of a 100% board giving rate for most organizations. Successfully establishing such a composition places a non-profit in a highly favourable position to make significant progress towards fulfilling its mission and realizing its vision.
Invite board members from charities with successful fund development systems to mentor your board.
Approach organizations that manage established and effective fund development strategies such as hospital foundations, university advancement departments and national health charities and invite their board directors or trustees to guide and advise your board. Non-profits with preciously minimal experience in executing fundraising activities are frequently unacquainted with the concept of personal donations from board members. Learning how this practice fosters a “fundraising friendly” environment from representatives of larger organizations can energize and inspire greater involvement of board members of smaller charities.
At some point the novice non-profit recognizes that board giving is an important catalyst to generating an organizational culture of philanthropy. The initial apprehension felt among some board members of the smaller non-profit dissipates through the encouragement and guidance received from the mentoring charity. As time passes and its board becomes accustomed to making regular gifts, a positive attitude towards fundraising pervades the organization and launches it on a course towards long-term sustainability.
Have a respected current or past board member donate a “lead gift” and challenge everyone to follow suit.
A proven method of motivating ambivalent board members to commit their own pledge is inviting one of them to make a “lead gift” and challenge everyone else around the table to emulate their expression of philanthropy. The individual chosen should be highly respected by all members and someone who has demonstrated tremendous passion for the mission. It matters not if they are a current or past board members, but they must be the type of person one doesn’t wish to disappoint. Hopefully this individual repeats this action annually so it precipitates a succession of personal donations from all board members and creates the foundation for a solid culture of philanthropy.
Convince board members to support the aspect of your organization’s work that is the most meaningful to them.
Everyone is passionate about something. Donors give over an extended period to an organization when they desire to support a particular aspect of its programs for which they have a passion. Help each board member discover the specific element of your charity’s work that resonates the strongest with them and reveal how their financial support would amplify its impact.
