“We HAVE to get our board more involved in our fundraising activities!” is a common refrain echoed by charities worldwide.
It’s vital to their long-term sustainability since it creates a “fundraising-friendly” environment that is conducive to cultivating a strong donor base. Board “by-in” to fund development is attractive to grant-makers because it demonstrates their commitment to ensuring the organization has all resources needed to achieve its mission. Nothing but great results await any charity and the communities they serve when their leaders optimally participate in all matters related to fundraising.
Unfortunately, the process of encouraging board members to assume a greater role in fundraising doesn’t always go smoothly. New board members are sometimes blindsided by the sudden expectation imposed on them to donate and/or assist with planning fundraising events. Primarily government-funded agencies occasionally inundate their previously unengaged board with requests to help with multiple fund development initiatives. Caring board directors who do give and/or volunteer regularly are not always thanked or acknowledged as they should be. Worst of all, some are even “guilted” into playing a bigger fundraising role.
Whether by a mere oversight or abject recklessness, the way we invite our board to partake in fundraising matters can yield irreparably ugly reactions ranging from mild annoyance to pure outrage. The upshot is we risk losing valuable board members and jeopardizing our agency’s viability if we fail to consider certain variables affecting their potential level of fundraising involvement. Below are five (5) of these key factors:
1) Comfort Level
Bashful and sensitive people who prefer to keep to themselves or have their feelings easily hurt should not be expected to solicit major gifts or perform any significant ambassadorial duties. Similarly, people who are accustomed to interacting 1:1 with others may not be comfortable speaking in front of large gatherings. Knowing what types of actions board members are comfortable or uncomfortable taking is crucial prior to extending an invitation.
2) Time Availability
As the world emerges from the pandemic, people are spending less time at home. Work and social commitments, family obligations and outside hobbies are once again limiting the amount of disposable time we each enjoy. Not only must we be aware of a board member’s short-term availability, but we must also be wary of any vacations, business travel or weekly activities that may affect any long-term fundraising commitments of which they may be asked to make.
3) Skill Sets
The skills that a board member initially exhibits may not be the set which is most advantageous for the charity nor the ones they prefer to share. Only through effective communication with everyone on the board might we discover their respective attributes.
4) Frequency Of Communication
Fewer experiences irritate boards and donors alike worse than requests for support and other calls-to-action following extensive periods of zero communication. We all know that certain “friend” or family member who only calls when they want or need something. The same principle applies here and then some. Reaching out to supporters for any form of assistance when they haven’t been thanked or engaged in months or years is beyond crass and ignorant. It is a great way to lose their support permanently.
5) Weaknesses Or Limitations
Before asking them to join, charities want to know a prospective board member’s strengths or assets to determine their fit within the pursuit of the mission. However, organizations should be equally aware of a board candidate’s shortcomings. Identifying weaknesses that may negatively impact a charity’s programming or activities well into a board member’s tenure can have potentially catastrophic results for everyone involved.
6) Bonus Factor: Energy Levels
The pandemic sapped the energy from us all. What vigour we had prior to covid has dropped to nearly subterranean levels. Mentally, emotionally, physically and socially, we’re a wreck with no clue regarding how long it is to recovery. We may need to defer the key fundraising roles that we envisioned for various board members in 2020. Their current state may prevent them from fulfilling any fundraising-related duties effectively. Perhaps the best course of action is to wait patiently until everyone’s energy is at least partially restored.
