Four Steps to Creating a Strong Fundraising Board

“Our board was not built to be a fundraising board.”

If I had a quarter for every time I’ve heard that, I would be a philanthropist rather than a fundraising consultant. One of the first questions we ask an organization that contacts us about providing counsel for a campaign is about the involvement of its board: What is its role in fundraising, and what are its prospective roles as leaders and donors for the campaign?

It is becoming alarmingly frequent for people to answer that their board is not a fundraising board, was not recruited to give and get money, and will be of little help as donors or solicitors for the campaign. Many organizations believe that the first step in undertaking a successful campaign is conducting a feasibility study. In fact, the first step in preparing for successful fundraising should be a period of time spent strategically and deliberately building the fundraising awareness, ability and strength of the board.

I do live in the real world and realize that it’s not easy to recruit smart, talented board members who have resources, have access to and are willing to solicit others of means, and have a passion for your cause. I’ve also heard every year for the past 20 that “people are busier than they have ever been.” Sooner or later we have to reach the point where people are as busy as is possible and we can remove that phrase from the common vernacular.

I also realize that we have been through right sizing, down sizing and an economic downturn that continues to reduce the size of the corporate volunteer corps — the corps that has long been a major source of nonprofit board members.

Incidentally, some of the weakest boards have been built by organizations going to local companies and asking for a “representative” to serve on their board. These organizations ultimately end up with someone who serves because they’re told to do so, rather than out of a commitment to the cause. However, these factors make the work of building a strong board all the more important to the success of an organization.

So, what is the key to raising money during a tight economy? The answer: a strong board. In fact, a strong board can overcome virtually any challenge that an organization may face.

But building a strong board doesn’t happen by accident or luck, nor does it happen overnight. It requires a well-defined strategy, a commitment to change on the part of the board and staff, an understanding of the current board’s strengths and weaknesses, and a commitment to spend time and resources to identify, cultivate, and properly recruit and orient strong board members.

There is no easy way or quick way, but it can be if you follow these four steps:

1) Change the role of your nominating committee from a group that simply fills empty board seats to a “Committee on Trusteeship” charged with evaluating the performance of the overall board and each individual board member. This committee also must work to identify weaknesses of the overall board and correct them.

Make your strongest board member the chair of this committee. This gives the committee the clout to get its job done and demonstrates that it is a priority. Far too many nominating committees meet once a year — an hour before a board meeting — to decide who they can get to serve on the board. The Committee on Trusteeship, by contrast, is a year-round, working committee that constantly is evaluating the needs of the organization and the ability of the board to meet those needs. It also should cultivate prospective board members who have the abilities to fill board needs and, when properly cultivated, recruit those people to serve.

2) Make certain that new board members come in with their eyes wide open. The recruitment process should include a frank and thorough explanation of what is required of the board as a whole and what would be the expectations of the specific member being recruited. If someone is being recruited because of his ability to give and get money, he needs to know that expectation up front. If he agrees to serve on the board knowing what is expected, you likely have a good board member that will serve you well over time. If he doesn’t agree, then he wouldn’t have been willing to do the things that you needed from him had you lured him onto the board by not fully disclosing your expectations.

Do not bargain with your expectations. I routinely encounter organizations that have created side deals with a number of board members during the recruitment process. We often hear comments such as, “Bob is on our board, but we promised him he did not have to come to meetings” or, “Betty is on our board but we promised her she did not have to ask for money.” These side deals often lead to boards in which everyone has basically agreed to do nothing, and therefore nothing can or will get done.

3) Approach the process of board recruitment just as strategically and thoroughly as you would the cultivation of a major-gift prospect. Begin with research to determine if the person in question has an interest in your area of service and the talents that you need on your board. If you’re looking to build fundraising strength, determine if she has regularly given to and solicited gifts for other organizations. Then begin the cultivation process. Anyone who agrees to serve on your board that has not been thoroughly cultivated and educated about your organization is not coming in with his eyes wide open. You don’t want board members who agree to serve simply because they could not refuse the solicitor. You want board members with a genuine interest in your mission (although it helps to close the deal if the recruiter is someone they can’t refuse).

4) When the prospective board member is cultivated and educated, it’s time for the request. This should be done face to face — just as any good solicitation — by a team of people that have a relationship with the prospect. This team should have a plan for the meeting, a job description that shares the general responsibilities of board members and any specific skills that the prospective board member is expected to bring to the board.

If he agrees to serve, with eyes wide open, you have a good board member. If he doesn’t agree, you have avoided frustration for both parties.

So, if your organization needs to raise money, in good economic times or bad, the best thing you can do is to build a strong fundraising board. It won’t be easy and it won’t be fast, but it is one of the greatest investments that you will ever make in strengthening your organization for the future.

David H. King, CFRE, is managing partner and president of Atlanta-based fundraising consultancy Alexander, Haas, Martin & Partners. He can be reached via www.ahmp.com