From Reluctant Trustees to Fundraising Partners: How Nonprofits Can Engage Their Boards
Nonprofit board members are typically prepared to oversee finances, protect the organization’s mission and contribute personally. What sometimes catches them off guard is the expectation that they will help attract financial support from others.
That hesitation does not necessarily mean trustees are unwilling to participate. Many simply associate fundraising with directly asking someone for money—a task that can feel uncomfortable without the right preparation. Nonprofit leaders can address that reluctance by treating fundraising as a shared, relationship-based responsibility.
Set Expectations Before Someone Joins the Board
Fundraising responsibilities should be discussed during board recruitment, not introduced after a new trustee has accepted the position. Written board agreements can explain whether members are expected to make a personal contribution, secure outside support or complete a combination of fundraising activities.
Clear expectations also help prospective members decide whether board service is the right fit. Someone who supports the mission but cannot meet the board’s responsibilities may be better suited for a committee, advisory role or volunteer opportunity.
When recruiting, nonprofits should look beyond personal wealth. The strongest fundraising partners are often people who have useful relationships, credibility in the community and a demonstrated willingness to work on the organization’s behalf.
Give Trustees the Knowledge to Represent the Mission
Enthusiasm alone does not prepare someone to speak effectively with potential donors. Board members need a working understanding of the organization’s programs, priorities, financial needs and future plans.
A concise board resource guide can provide essential information, including:
- The nonprofit’s mission and history
- Current programs and measurable results
- Funding priorities
- Examples of how donations are used
- Frequently asked questions
- Brief talking points and impact stories
Fundraising education should continue throughout a trustee’s service. A short training segment during regular meetings can help members practice telling the organization’s story, introducing its work and responding to common donor questions.
Offer More Than One Way to Participate
Not every board member will be comfortable making a direct solicitation, but nearly every trustee can support fundraising in some capacity. Nonprofits can provide a menu of specific activities rather than issuing a general request to “help raise money.”
Trustees might:
- Introduce staff members to a prospective donor or corporate partner
- Write personal thank-you notes
- Invite guests to tour a program
- Host a small gathering
- Attend a donor meeting with an executive or development officer
- Share information about the organization with their professional network
- Help identify people who may have an interest in the mission
- Thank donors by telephone
These assignments make fundraising more approachable while allowing board members to contribute according to their skills, relationships and comfort levels.
Pair Board Members With Experienced Staff
Trustees can be particularly effective at opening doors and strengthening relationships, but they should not be expected to manage significant donor conversations alone.
Development professionals and executive leaders understand the organization’s funding needs, donor history and gift opportunities in greater detail. When staff and trustees work together, board members can provide the personal connection while staff guide the conversation and handle the technical aspects of securing a contribution.
This team approach also reduces the risk of confusing a donor, making an unsuitable request or promising something the organization cannot deliver.
Focus on Relationships, Not Just Solicitations
A board member’s greatest fundraising value may be the ability to help potential donors develop a stronger connection to the organization. An introduction to a program leader, invitation to an event or personal conversation about the mission can move that relationship forward.
Board members may also have valuable knowledge about a prospect’s interests, community involvement or previous experience with the organization. Staff can use those insights to create more thoughtful and relevant engagement.
Fundraising becomes less intimidating when trustees understand that their role is not always to ask for a check. In many cases, their job is to help donors learn, connect and see how their support could make a difference.
Create Accountability Through Specific Goals
Even well-intentioned volunteers can lose track of commitments when responsibilities remain vague. Each fundraising assignment should include a clear action, timeline and staff contact.
Annual conversations with individual trustees can also help nonprofit leaders review participation, discuss challenges and establish new goals. These meetings should be collaborative and focused on finding realistic ways each board member can contribute.
Regular follow-up is equally important. If a trustee agrees to host a gathering, for example, staff can help select a date, prepare an invitation list and coordinate the logistics.
Recognize Progress and Share Success
When board involvement produces a new relationship, sponsorship or major contribution, the nonprofit should celebrate it. Recognition reinforces the value of the trustee’s work and demonstrates to other members that successful fundraising does not require professional sales experience.
Sharing the story behind a successful gift can be particularly helpful. Board members can learn how an initial introduction developed into a meaningful donor relationship—and see how similar actions could produce results for the organization.
A fundraising board is rarely created by issuing demands. It develops when nonprofit leaders provide clarity, knowledge, practical opportunities, staff support and consistent encouragement. With that structure in place, trustees can grow from hesitant volunteers into confident ambassadors who help expand both the organization’s relationships and its resources.
Source: The Chronicle of Philanthropy