1. ENGAGING YOUR BOARD
IN FUNDRAISING
Presented by Gail M. Sudore, CFRE
The Center For Nonprofit Success
Cincinnati Fundraising Summit
November 17-18, 2009

2. “I’LL DO ANYTHING BUT FUNDRAISE”
~
WHY BOARD MEMBERS HATE FUNDRAISING
 Perceive it as begging for money
 Feel it requires them to take advantage of their
friendships to leverage gifts
 Fear of rejection
 Don’t know how to do it effectively

3. 10% would absolutely refuse to take a role
in fundraising
25% have never participated in any kind of
gift solicitation
50% find fundraising “distasteful”
75% would participate in fundraising if they
had to- but wouldn’t enjoy it!

4. “MEMBERSHIP ON THIS BOARD IS
NOT POWER, IT IS RESPONSIBILITY.”
“The board of directors—
its strength, involvement, and commitment–
is probably the most important determinant of whether the organization
stays alive.
A board is the vital link that connects the organization to the larger
community. At the most basic level, the board represents
the community to the nonprofit and vice versa. The quality of this
two-way relationship is the shape and content of a nonprofit’s
success.
It is a board member’s commitment, skills, connections, influence,
leadership, effort and willingness to give of their time that are
keys to making the organization work.”
~Peter Drucker, America’s foremost management authority

5. TRANSLATING
THE SENSE OF POWER/OWNERSHIP
INTO A SENSE OF RESPONSIBILITY
Organizations with engaged and well-connected
boards who use their personal influence and
donation to set a standard to stimulate funding
resources are usually the best known and
most respected organizations, whether or not
their programs/products/services/brand
are relatively known

6. AN UNDERLYING PRINCIPLE:
PHILANTHROPY IS BASED ON VALUES
Securing funding support centers on fund development, which embraces
but is not synonymous with fundraising
 Development is the process of uncovering shared values
 Development is a series of deliberate activities by which organizations
involve and retain funders/supporters/stakeholders in a (“shared ownership”)
donor-investor relationship
 Development is based on the premise that all giving is a form of investment
“The request for a gift is less an appeal for money to meet an organization’s
needs and budget goals than an invitation to join in an entrepreneurial
venture, an opportunity to invest in a process that pays dividends in the form
of a stronger, more vital community”
-Kay Sprinkel Grace, Author of Beyond The Tin Cup: New Strategies For Nonprofit Innovation And Investment

7. IT BEGINS WITH THE BOARD’S
JOB DESCRIPTION AND ORIENTATION
BOARD OF DIRECTORS BOARD ORIENTATION
JOB DESCRIPTION •PROGRAM:
POSITION: Member, Board of Directors Offer new board members a feel for the work of the
organization– what it does, whom it serves, what
PURPOSE: To provide governance… difference it makes– to get them emotionally and
intellectually connected and motivated.
RESPONSIBLE TO: As an entity...
•FINANCES:
PRIMARY ACCOUNTABILITIES: Help new board members become informed about
where money comes from, how it is spent, and the
•Understand and accept the organization’s state of the organization’s financial health, including
mission, purpose, principles and philosophy their role in fund development and fundraising.
•Ensure adequate funding for the organization’s •HISTORY:
work and operations Provide sufficient knowledge about the past so that the
present makes sense. Also, help new board members
•Support, promote, contribute (according to see their own participation as part of the organization’s
ability) and participate in the organization’s ongoing and evolving story.
resource/fund development and fundraising •STRATEGIC DIRECTION:
efforts Present a framework for new members to participate
effectively. Clarify the mission, vision, organizational
•Serve as an advocate and ambassador, for the
values, and goals that inform organizational actions.
organization, interpret the organization to, and
•ORGANIZATIONAL STRUCTURE:
interact with the community
Help new board members understand who does what,
SPECIFIC DUTIES: roles, responsibilities and lines of accountability.
•Share information on needs, trends,
resources, etc., of the community as ~From the “Board Orientation Chart”,
applicable BoardSource
BoardJobDescriptionGENERAL.doc

8. THE SIX MAJOR ROLES OF A BOARD MEMBER
 GOVERNORS Protecting the public interest, fulfilling corporate
obligations (which include financial management and organizational stewardship),
and ensuring the organization achieves its purpose “Co-creators of the future”
 AMBASSADORS Articulating, communicating and interpreting the
organization, its mission, work, validity, impact and value (i.e., how it meets the needs
and challenges the community faces) to the community, defending the organization
when it is under pressure, and representing the organization in their constituencies
and communities “Powerful Testifiers”
 ADVOCATES Promoting the interests of the organization and the
people it serves (the relationship of paid staff members to
the organization is often perceived in the community as one of “enlightened self-
interest”; because board members are volunteer leaders who give freely of their time
and effort, board members bring enhanced credibility to the organization and are
in a unique position to act as an advocate for the organization within the community
board members are the most powerful and effective advocates a nonprofit has, far
more effective than professional P.R. specialists, lobbyists and fundraisers)
“Passionate Champions”

9. THE SIX MAJOR ROLES OF A BOARD MEMBER CONTINUED:
 INFORMATION GATHERERS Finding out what the
community needs, challenges, issues and opportunities are, learning what the
perception of the organization is in the community, and bringing those needs,
challenges, issues and opportunities to the organization (which can help the
organization improve its program, services and work)
 CONSULTANTS Sharing their professional knowledge, skills and
expertise
 SPONSORS Giving money (making a financial contribution within their
ability) and raising money (identifying and cultivating sources of support, making
introductions and connecting the organization with sources of support, promoting the
variety of opportunities and ways for individuals and institutions to be able to support
the organization, and obtaining financial support from the community
3 W’s, 3 C’s, 3 G’s Board
Wealth, Wisdom, Work
Commitment, Clout, Contacts/Connections
Give (money/resources), Get, or Get Off (the board)
BoardRoleInOrganizationalSustainabilityAndResourceDevelopmentHandout.doc

10. THE SPECIFIC ROLES OF BOARD MEMBERS IN
THE FUND DEVELOPMENT PROCESS
The fund development process requires and encourages a partnership
(and coordination) between board and staff and provides each with
opportunities to be a resource, catalyst, and implementer. Board members
are an organization’s major investors, regardless of the size of the gift they
(or their institutions) make. As major investors, board members have a
primary and crucial role in fund development. This role consists of those
subtle, frequently intangible, and not immediately measurable acts which draw
current and potential donors/funders and supporters closer to the organization
and more deeply into an understanding of shared values. These include:
 PROSPECT IDENTIFICATION
 QUALIFICATION
 DEVELOPMENT OF STRATEGIES
 CULTIVATION
 EVALUATION
 SOLICITATION
 FOLLOW-THROUGH/FOLLOW-UP
 STEWARDSHIP
 RENEWAL

11. ENGAGING IN
PROSPECT IDENTIFICATION
 Complete a biographical information/profile form and assessing fund development quotient
checklist BoardOfDirectorsBiographicalInformationProfileFormGENERAL.doc ChecklistForAssessingBoardMembersFundDevelopmentQuotient.doc
 Provide referrals of potential supporters/donors (simple list of names; “since the last meeting”
prospect identification sheet; major donor referral form/tool) ProspectIdentificationSinceTheLastMeetingSheet
FundDevelopmentTool.doc MajorDonorReferralFormGENERAL.doc
 Make a list of friends and close personal contacts who are interested in the cause, organization
or similar organizations and send them a brochure and newsletter with a personal note, “I thought
you might find this of interest…”
 Attend community, donor recognition, legacy society and special events to learn about
prospective supporters/donors, their interests, families and future plans; after the event, report
on the contacts made and the information garnered/exchanged
 Talk to personal, professional & business contacts/acquaintances (e.g. attorney, accountant,
banker, financial planner, insurance agent, etc.) and arrange for them to feature/distribute
information, brochures, newsletters, posters/displays, etc., in the lobby/reception area of their
offices/facilities
 Assist in the continuing information and data collection process by clipping/forwarding pertinent
newspaper, magazine, professional journal, e-newsletter, blog articles, etc.; provide “ground
level” information
 Acquire mailing lists for the organization from community, civic, fraternal and professional
groups/organizations belong to; facilitate a mailing list “exchange”
 Convene and host a gathering of current enthusiastic long term donors to involve them in
prospect identification, review and development
Make it a practice to prospect identify at every board meeting!
Keep all prospect review sessions confidential

12. ENGAGING IN
QUALIFICATION
 Assist with formulation of prospect profiles and the verification of
information and data
 Assist in the assessment of the connections and “match” between
prospects and the organization
 Help prioritize prospects based on capacity and readiness;
participate in a “silent prospecting” exercise (silent prospecting
process sheet/tool) SilentProspectingProspectIdentificationAndQualificationFundDevelopmentTool.doc

13. ENGAGING IN
DEVELOPMENT OF STRATEGIES
 Make a meaningful gift to the best of individual ability (the 100% standard makes
a powerful statement to the community and prospective donors!)
 Assist with the identification of the best and most effective ways to approach, cultivate
and solicit prospects
 Identify where can “open doors” Many times aboard member can open doors to
prospects for whom the nonprofit’s staff cannot gain access
 Insist on spending adequate time as part of board and committee meeting agendas to
discuss, plan, strategize and evaluate, in order to pursue continuous improvement in
the organization’s fund development and fundraising capacity and ensure success!
Make it a priority topic-- at the top of the agenda,
instead of the bottom!
 Champion an annual board retreat/advance that includes significant time for fund
development and fundraising planning
 Participate in a “Sight Raising” brainstorming session, a form of strategic marketing
focused on how to best influence the gift levels of other board members, key donors,
volunteers and stakeholders, and on securing leadership gifts
 If an experienced board member, work one-on-one with/mentor new board members
to help develop their fund development quotient
 Participate actively in all board training and development sessions; attend a
professional association (e.g. AFP, OANO, etc.) program for board members
and share the experience with the rest of the board

14. ENGAGING IN
CULTIVATION
 Personally approach acquaintances/contacts, introduce them to the organization’s
CEO and/or development staff and set up a visit(s), tour(s), program presentation,
luncheon with the CEO/board chair, etc.
 Open a dialogue (the cornerstone of cultivation) with prospective and current donors;
respond confidently to all questions from prospects, as well as seek on behalf of the
prospects, the answers to more complex inquiries
 Wear an “ask me about…” button (to spur conversation and dialogue)
 Host a “point of entry” event, “giving circle”, “breakfast/lunch/dinner/coffee club”, or
“book club” type forum
 Personally invite prospects to an event/function
 Pick up a potential donor and transport them to organization events, tours, program
presentations, etc. (drive time is an opportunity to talk and begin to establish a
personal relationship)
 Captain a table at a special event
 Leverage personal and professional contacts; acquaint legislators, city council
members, public officials and key community leaders with the organization’s
case for support
The purpose of cultivation is to build relationships and uncover shared values!

15. ENGAGING IN
EVALUATION
 Listen to feedback from prospects and donors and share information
garnered/exchanged with board and staff
 For prospects have connections with: help determine/gage if
those prospects have been provided all the necessary and right
information and in the form best for them; if adequate cultivation
is being/has been done; if the timing of contacts, communication,
cultivation activities and other actions have been appropriate, right,
timely and effective; and if more needs to be done before the
solicitation can be made
 Provide input on who should be included in the solicitation meeting

16. ENGAGING IN
SOLICITATION
 Accompany staff on visits to prospects; take an active (vs. passive) part in the “ask”;
take the lead-- invite prospective donors, arrange and serve as host of the
visit
 Personally deliver information (or tokens of thanks)
 Write personal notes to prospective donors and donor renewals on solicitation
materials, correspondence, etc.
 Follow up with prospects who are unable to attend events
 Arrange for or make a presentation to community, civic or fraternal groups/clubs
personally belong to
 Obtain a gift from the institutions, corporations, organizations personally involved with
 Apply for matching gift support through own employers/institution/ corporate giving
program
 Set up a challenge campaign (e.g. will give, or get, $5 for every $25 a donor(s) gives
or will match every $10 gift up to 10 gifts); conduct a challenge during a fundraising
event (e.g. match every gift given during a 15 minute period of time); challenge
campaigns can be conducted on an individual basis or collectively as a board, set
specific dollar and/or participation goals, and have a specific time table or be open
ended
 Host a small event/party/function for major prospects in home, office, restaurant or
other location

17. ENGAGING IN
FOLLOW-THROUGH/FOLLOW-UP
 Provide an “action update” to the board and staff as appropriate and meet
with staff to determine and plan the next steps
Follow-Through= continuous, sustained and seamless action at every step
and stage of the fund development process- even solicitation
Follow-Up= a renewal of action/activity
The implementation of each step will determine what specific
follow-through/follow-up is needed

18. ENGAGING IN
STEWARDSHIP
 Write personal notes or thank you letters to donors
 Make thank you calls (pure thank you calls with no suggestions of an “ask”);
participate in a “thank-a-thon”
 Send an e-mail or make a personal call to event patrons (within a week of
the event) to thank them for their attendance
 Send holiday, birthday, anniversary, milestone or other special occasion
cards to prospective and current donors
 Make calls and/or write notes/e-mails to lapsed donors (to simply inquire
about how they feel about the work the organization is doing and obtain
feedback and input, with no suggestions of an “ask”); share information
garnered with board and staff
 Participate in recognition events
 Host a meeting(s) of “corporate council”, “foundation council” or other
donor/funder/philanthropic demographic “councils” (dialogue, input and
feedback purposes)

19. ENGAGING IN
RENEWAL
 Arrange a “testimonial” focus group of current donors and invite other board members,
community leaders, etc. (can also invite selected prospects as appropriate) to discuss
what motivated them to give to the organization; share own personal passion and
commitment to the cause
From High Impact Philanthropy by Kay Sprinkel Grace
Renewal of donors starts the fund development process/cycle
(from the point of re-quantifying donors based on their recent gifts) all over again
BoardMemberIndividualFundraisingPlan.doc BoardRoleInFundraisingKimKleinArticle.mht

20. RESOURCES AND ADDITIONAL INFORMATION
 Board Source www.boardsource.org
Workshops, trainings, annual conference, assessment tools, and an extensive website and
selection of information and material on nonprofit governance (requires fee-based membership;
books & publications for purchase; some information and services are available for free)
 Blue Avocado http://www.blueavocado.org/
An on-line magazine for nonprofit boards; regular columns include Board Café (free subscription)
 National Council on Nonprofit Associations www.councilofnonprofits.org/
A national network of state and regional nonprofit associations serving more than 20,000
member organizations; by linking local nonprofit organizations across the nation through state
associations, the National Council helps small and midsize nonprofits manage and lead more
effectively, collaborate and exchange solutions, engage in critical policy issues affecting the
sector, and achieve greater impact in their communities; provides technical assistance and tools,
conducts research on issues and trends impacting the nonprofit sector, and offers educational
programs, conferences and workshops/seminars, a “Nonprofit Solutions” resource center, the
“What You Need To Know” newsletter, and a wide variety of books, publications and materials
(requires fee-based membership; some information and services are available for free)
 Ohio Association of Nonprofit Organizations www.oano.org/
A statewide membership association of more than 600 nonprofit organizations representing the
breadth and diversity of Ohio's charitable nonprofit sector;provides leadership, education, and
advocacy to enhance the ability of Ohio's nonprofit organizations to serve their communities;
offers trainings, conferences, workshops/seminars and networking opportunities; services include
“Ask An Expert” and a Standards of Excellence organizational certification program (requires fee-
based membership; some information and services are available for free)
 Leader to Leader Institute http://www.pfdf.org/
Helps social sector organizations achieve excellence in performance and community building
by providing guidance in managing for the mission, making innovation a part of all strategy,
developing productive partnerships, collaborations and alliances, facilitating dispersed leadership,
promoting and building richly diverse, inclusive organizations and communities, and using self-
assessment resources for establishing mission, goals, and objectives

21. RESOURCES AND ADDITIONAL INFORMATION CONTINUED
 Center on Philanthropy at Indiana University http://philanthropy.iupui.edu/
A leading academic center dedicated to increasing the understanding of philanthropy, improving
its practice, and enhancing participation in philanthropy; provides information, research, books
and publications on philanthropic trends and practices, and offers training and workshops on
fundraising and fund development through its Fundraising School (most information is available
for free; “Fundraising School” offerings are tuition/fee-based)
 Association of Fundraising Professionals www.afpnet.org/
An international professional association that represents more than 30,000 members in 207
chapters throughout the world, dedicated to advancing philanthropy through advocacy, research,
education and certification programs; fosters development and growth of fundraising
professionals and promotes high ethical standards in the fundraising profession; an excellent
resource for a wide variety of fundraising information, books, publications and materials,
educational programs, trainings, conferences and workshops/seminars, professional certification
programs, and networking; offers an extensive resource center that provides customized
research assistance on fundraising issues, techniques, methodology and best practices (requires
fee-based membership; some information and services are available for free)
 The Chronicle of Philanthropy http://philanthropy.com/
An excellent source of news on the foundation and nonprofit world; website, printed and on-line
journal with news for nonprofit organizations on grant seeking, foundations, fund raising,
managing nonprofit groups, technology, charitiable organization tax considerations, nonprofit
jobs, and more; searchable database of grants; features include a searchable “guide to grants”
database, a “new grants” section which lists grants of $20,000 and more made by foundations,
companies, and other private sources, and a “deadlines” section which lists newly announced
deadlines for grants and other awards nonprofit groups are eligible to apply for (available by
subscription; some features and articles available for free)
 FundRaising Success www.fundraisingsuccessmag.com
A monthly published periodical containing practical information on fundraising methods and
techniques, strategies, issues and trends, innovations, and more; regular columns include “To
The Point”, “Easier Said Than Done”, and “Speaking Of Fundraising” (free for qualified recipients)

22. 5 X 5 GREAT IDEAS!
Engage board members by evidencing:
 Gratitude- show you appreciate them
 Recognition- how you fit recognition to the task, mission and motivation
 Enthusiasm- for them, and for your organization
 Acknowledgement- show them their time and work are valued
 Time-Sensitivity- show that you make the use of their time worthwhile
Retain board members with:
 Inspiration- keep them close to the product!
 Dedication- yours will lead to theirs
 Energy- applied to tasks and relationships
 Appropriate tasks- match their tasks to their motivation
 Special thanks- thank board members sincerely and often
~Kay Sprinkel Grace

23. CONTACT INFORMATION
Gail M. Sudore, CFRE
Consultant, Author and Speaker
c/o 61 Liberty Street
Dansville, NY 14437
E-mail: SudoreG@gmail.com
Tel: 607-483-5383
Skype: gail.sudore
Specializing In Building Visionary, Excellent And Extraordinary Organizations