Successful public media stations need the help of their board members with fundraising. Yet, some board members don’t want to do it. But their help can be critical in opening doors to major gifts.
My advice is based on personal experience as a manager and board member. It applies to fiduciary boards and advisory boards.
While staff members often take on the responsibility of securing financial support, board members can play a crucial role in fundraising efforts. However, for board fundraising to be effective, expectations must be set from the start, and a supportive culture must be cultivated within the board.
Establishing clear expectations is one of the most important steps in ensuring that board members actively contribute to fundraising. This begins with the recruitment process. Prospective board members should fully understand their fundraising responsibilities before they join the board. This can be achieved in several ways:
Formal Job Descriptions: Including fundraising duties in a written job description for open board positions helps set the tone early. In addition to attendance requirements and governance responsibilities, fundraising should be explicitly outlined as an expectation.
Candidate Conversations: When recruiting new board members, discussions about their roles should clearly explain fundraising expectations. By being transparent, organizations can ensure they attract individuals willing to participate in fundraising efforts.
Onboarding Agreements: New board members should sign an expectation agreement outlining their fundraising responsibilities and other key duties. This agreement can also include policies, such as a conflict-of-interest statement, to ensure ethical fundraising practices.
Regular Performance Reviews: Fundraising expectations should be reviewed periodically as part of a broader board assessment. This allows board members to reflect on their contributions, seek support if needed, and receive feedback on improving their efforts.
By establishing these expectations from the outset, nonprofit organizations can create a board fully engaged in fundraising and prepared to support the organization financially.
Most Board members will also need resources, training, and peer support to help them develop the confidence they need to be effective.
Board members who are deeply connected to an organization’s mission will find it easier to engage in fundraising. One way to reinforce this passion is by regularly sharing success stories and impact statistics during board meetings. These stories can serve as talking points when board members approach potential donors.
A compelling personal story can be one of the most effective fundraising tools. Board meetings can include exercises where members practice telling their personal connection to the nonprofit or recounting success stories that illustrate the organization’s impact. Practicing an “elevator pitch” about why they support the organization can also help members feel more prepared.
Not all board members will be comfortable making direct fundraising asks, but they can still contribute in other ways. Some may prefer writing personal letters, making introductions to potential donors, or hosting small gatherings to introduce new supporters to the organization. By offering a variety of ways to participate, nonprofits can tap into the unique strengths of each board member.
I write more about building a multi-faceted fundraising effort in my book, The Public Media Manager’s Handbook.
Dave Edwards helps professionals become more effective leaders through executive coaching and consulting services. He previously transformed WUWM Milwaukee Public Radio into one of the country’s most successful public radio stations and served as chair of the NPR Board of Directors. He also teaches classes at Marquette University and online.
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