Board Members and Fundraising: What's Realistic to Expect

Almost every nonprofit leader has felt the gap between what a board could do for fundraising and what it actually does. Board members join because they believe in the mission, but many arrive with no fundraising experience and a quiet dread of asking anyone for money. The result is a recurring source of tension: staff who feel unsupported, and board members who feel guilty without knowing how to help. Setting realistic expectations early is the way through, and it starts with being honest about what the board's role in fundraising actually is.

Why fundraising is part of the job

Board members hold a duty of care for the organization's wellbeing, and financial health is central to that duty. An organization that cannot fund its mission cannot deliver it. That does not mean every board member must become a solicitor, but it does mean fundraising is a shared board responsibility rather than something that belongs solely to staff. The most useful framing is that the board is responsible for ensuring the organization has the resources it needs, and there are many ways to contribute to that beyond making a direct ask.

Give or get, and what that really means

Many organizations adopt some version of a give-or-get expectation, meaning each board member either contributes personally, helps raise an equivalent amount, or some combination of the two. The principle behind it is sound: a board that funds the organization itself can credibly ask others to do the same, and donors do notice whether the people governing a nonprofit support it with their own resources. The mistake organizations make is leaving the expectation unspoken. A give-or-get policy works only when it is set clearly, agreed to before a member joins, and applied with sensitivity to what each person can realistically afford.

It is also worth stating plainly that a meaningful gift looks different for every board member. What matters is that the gift is significant relative to the giver's means, not that it hits a fixed number. A board where everyone gives something they consider meaningful sends a stronger signal than one where a few large gifts cover for widespread non-participation.

Realistic ways board members can help

The single most common error is to assume that helping with fundraising means asking strangers for money. For most board members, the highest-value contributions are not direct solicitations at all. They are the relationship and credibility work that makes solicitation possible.

• Make a personal gift that is meaningful relative to their means.
• Open doors by introducing the organization to people in their network.
• Thank donors with a personal call or note, which staff rarely have time to do at scale.
• Share the organization's story authentically within their own circles.
• Lend their name and credibility to events and appeals.
• Help identify and research potential major donors.

Notice that only one item on that list is asking for money directly. A board member who is uncomfortable soliciting can still be enormously valuable by making introductions, thanking donors, and telling the story well. Matching people to the roles that fit them is far more productive than insisting everyone do the part they dread.

What is not realistic

It is equally important to be clear about what a board cannot be expected to do. A volunteer board will not replace a professional development function. Most members have full lives and other commitments, and fundraising is not their day job. Expecting board members to personally raise the bulk of an organization's budget, or to cold-solicit large numbers of strangers, sets everyone up to fail. The board's job is to govern, give, and open doors. The sustained operational work of fundraising belongs to staff or to outside partners brought in for that purpose.

Setting expectations that hold

The organizations that get the most from their boards are the ones that are explicit from the start. They put fundraising expectations in writing, discuss them during recruitment so no one is surprised after joining, and give board members the training and tools to act on them. They also make participation easy by preparing talking points, drafting thank-you scripts, and pairing reluctant members with experienced ones. Expectations that are clear, agreed to in advance, and supported with real help are the ones a board will actually meet.

If your organization wants help defining a realistic board fundraising role and the support structure to make it work, Universal Events Inc. is glad to help. Reach us at info@universalevents-inc.com.