How can I get my board more involved in fundraising?
This is an excellent question that I’m frequently asked by staff members. One of the main reasons I encourage you to share these monthly articles with your board is because this profession attracts a rare breed of individuals. We need to help others better understand what we do when we’re requesting support…and explain the methods in our madness!
For most, the thought of asking for money is unpleasant at best. Even though my sister and I shared the same parents (who were conscientious volunteers diligently serving the causes they loved) she has trouble understanding how I could ever enjoy fundraising. My response to her concern is simple, “If you go in with an attitude that the worst someone can say is ‘no,’ it’s actually quite fun!” This is especially true when you feel a passion for the cause you are furthering and have done the necessary homework to know you are approaching a “warm” prospect with a viable investment opportunity.
Board members usually volunteer their time because they appreciate the mission/purpose of a particular charity. I believe that the reason a special event often becomes the fundraising default is because that type of revenue generation usually falls within the general public’s comfort zone. But that doesn’t mean it’s the best ROI (Return on Investment). In fact, many of these efforts are known to be better “friend raisers” than fundraisers, but a lot of charities miss the opportunity to capitalize on that potential by failing to gather names and addresses of attendees. Ticket sales can also suffer if the nonprofit hasn’t properly prepared volunteers to sell.
Mind the gap
One of the major responsibilities of the board (which most are well aware of) is the fiscal health of the organization. However, that rarely translates into active involvement in requesting support. Why is that?! I believe there are a number of reasons:
- It’s not polite for Canadians to discuss money, therefore…
- Fundraising is rarely identified as an expected result from potential board members.
- We don’t orient new board members very well about the organization’s strategic plan, identified needs and opportunities for investment.
- We don’t divide the spectrum of fundraising tasks into manageable chunks and ask our board members where they are most comfortable working.
- We don’t provide enough training in order to build individual confidence for those willing to ask for money.
- Board members may not understand that stewarding our existing donors is just as important – if not more – than securing the initial gift. Demonstrating gratitude and ensuring the investor stays informed of the charity’s accomplishments builds strong relationships and, at the risk of repeating myself for the third month in a row, is just good manners.
- Many board members of organizations that have budgeted for a fundraiser or entire department often believe they have just delegated “that nasty task” when, in fact, the staff are there to facilitate (and simplify) the volunteers’ work, who bring the necessary credibility to the cause.
What are you passionate about?
I often ask board members: “What is it about this organization that lights the fire in your heart?” Passion for a cause is one of the most compelling cases for support; frankly, it’s contagious! Nonprofits can certainly strengthen their appeal to selected prospects by ensuring that they prepare their “ambassadors” with the necessary information they need to represent the organization among those friends, peers and colleagues who they believe could share their passion.
My mentor 20+ years ago came from a long line of volunteer canvassers. She was an active unpaid fundraiser from the 1930s to the 1990s and willingly approached everyone in her address book to build the momentum of some of Toronto’s largest charities. When asked what she saw as the role of the board in fundraising, her response was a very adamant (strike on the table),”WELL it’s ELE-men-tary my dear!” She was a staff person’s dream come true – someone who didn’t mind approaching the people she was closest to and sharing her deepest passion for important causes.
The advent of fundraising as a career has changed that picture significantly, but if we are to effectively involve members of the board, it’s only fair that we start where they are instead of expecting volunteers to do something well that the majority of individuals aren’t comfortable even attempting! Remember to help board members identify “prospects” versus “suspects” by using the Linkage – Ability – Interest approach to identify likely matches.
Admittedly, fundraising is a quid pro quo (you scratch my back and I’ll scratch yours). The best canvassers recognize that when they ask for support, chances are, they’ll be asked to reciprocate. My mentor slowed down her fundraising requests in her seventies after her husband died because she recognized she couldn’t continue to give at the same level she was asking; she understood and respected that reciprocal nature. It’s our job as staff to do the same.
What works?
We need only to reflect on our own discomforts to understand that we can’t fit a square peg into a round hole very easily. So why force it? Instead, help those in your organization (board, volunteers and staff) identify their strengths and transferable skills and equip them for success.
- Find or recruit a champion on your board, someone who understands the vital role that he or she can play in building the organization’s credibility and enlist their help.
- Recruit board members who understand the importance of financially supporting the cause, as well as giving their time; their leadership sets the tone. (Google for samples of board applications that clearly outline expectations.)
- Divide the fundraising tasks and match the work to the personalities (e.g. extroverted people with sales backgrounds may be more comfortable asking for a major gift, while an introspective board member could prefer doing prospect research).
- Make no assumptions – ask your volunteers what part of fundraising they would like to be involved in and help them do the job well.
- Provide training, coaching and mentoring. Role-play if necessary to ensure the canvasser knows how to ask and how to close the deal. Pair an experienced fundraiser (paid or volunteer) with a newcomer to strengthen the request.
- Encourage volunteers to attend external training sessions (if the budget permits) to reinforce consistent messages.
- Be sure that your canvassers understand the difference between “begging” and providing an investment opportunity to a well-researched prospect.
- Help board members understand the different types of “no,” none of which are meant as a personal rejection (often a canvasser’s greatest fear).
- Finally, do everything in your power to ensure the request is successful. Knowing your pitch got the intended result is a heady and addictive experience!
Cynthia Armour is a freelance specialist in fundraising and governance. A Certified FundRaising Executive (CFRE) since 1995, she volunteers as a subject matter expert with CFRE International. She works with boards and senior staff to ensure that strong leadership will enhance organizational capacity to govern and fundraise effectively. Contact Cynthia directly at 705-799-0636, e-mail answers@elderstone.ca, or visit www.elderstone.ca for more information about her services.
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