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Engaged Boards
WILL Fundraise!
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president,
asking matters
BrianSaber
presented by
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agenda
what motivates board service
the evolution of boards
six ways to engage the board
takeaways and questions

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questions?
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asking styles
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what motivates
board service
• attend 4 or more board meetings
(generally in the evening when
you might rather be relaxing).
The meetings may or may not be
interesting.
• work on a committee that may
also be meeting in the evening or
by conference call when you are
working.
• pay for the privilege.
• as a bonus…you get to fundraise.
the value proposition for board
service is counterintuitive
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motivation

• deep personal concern for the
achievement of the mission; for
the change that the organization
can make in the world
• the experience of being part of
an effective and supportive
group
• the personal satisfaction of
having an impact on the
direction and viability of the
organization
the rewards that
motivate board service
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motivation
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motivation
create a
culture that
encourages
the full
engagement
of all board
members
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the evolution
of boards

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evolution
Hands-on Governing
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evolution
Work
Wisdom
Wealth
Hands-on Governing
Work
Wisdom
Wealth
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evolution
Hands-on Governing
Board Operations
• supports a founding
leader or group
• does everything
• committee of the whole
• more of the management role
shifts to ED/staff
• board relies on the ED for
financial management and
programmatic leadership
• division of labor into committees

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evolution
Hands-on Governing
Board Composition
• friends & family
• “band of warriors”
• strong personal
commitment to the
founder
• broad range of professionals
with specific talents
• large donors
• strong personal commitment
to the mission
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evolution
Hands-on Governing
Board Fundraising Role
• ask everyone you know
for help
• run numerous small
fundraising events
• may or may not give
personal gifts
• provide fundraising oversight
• make significant gifts
• cultivate and solicit major
donors
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evolution
Hands-on Governing

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what work that the board has been doing is no longer
needed?
what matters that the board has been discussing
should be left to staff?
what are the areas where more board attention is
needed?
what work has the board not been doing that is now
needed?
discussion on role:
evolution
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1. design meaningful
board meetings
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attention on strategy and oversight
ED’s report focuses on strategy, not operations
Routine reports are sent in advance
Every issue brought before the board should have
been previously addressed by committee
Program component in every meeting
meaningful
board meetings

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meaningful
board meetings
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2. bring board members
to the mission
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establish an expectation that board members will visit
programs a certain number of times each year
require board members to report at a board meeting
what they learned on their visits
occasionally have staff or clients present anecdotes of
impact
the mission

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the mission
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3. agree on and
enforce expectations
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“I can’t do my job if I don’t know what it is and I
won’t do it if I’m not sure my teammates are
doing theirs as well.”
expectations

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establishing agreed-to expectations for board
membership (“a job description”)
quantifiable and attitudinal
expectations
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board meeting attendance
committee participation
committee or board leadership
personal contributions
fundraising involvement
measurable performance standards
expectations
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respect for fellow board members and the work they do in
their committees
readiness to check one’s ego at the door - “it’s not about me”
willingness to listen to and consider perspectives different
from their own
respect for the dedication and work of the staff
provision of helpful refinements rather than revisiting the
entire question
agreed-to cultural/behavioral norms
expectations

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expectations
raise important dollars
have board members feel like investors
set an example for other donors
institutions want to see 100% participation
goals of board giving
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goals of board “getting”
raise important dollars
have board members feel like investors
set an example for other donors
institutions want to see 100% participation
expectations
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goal: maximize both
expectations

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give and get
to the best of your ability
expectations
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everyone must
give
expectations
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Everyone must give
a personally significant gift
expectations

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everyone must
help cultivate relationships
expectations
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expectations
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everyone must
ask for something
expectations

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expectations
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some (hopefully most) must
ask for gifts
expectations
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expectations

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4
expectations
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board prospectus, job
descriptions, and policies
expectations
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board members can only do as much
fundraising as there is staff to support it
expectations

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4. develop a
structure to manage
the work of the board
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on a small board this could be the chair and one
other officer with the executive director
ideally, it would consist of the chair, the executive
director, and the committee chairs, some of whom
may also be officers (e.g. treasurer)
the committee would meet between board
meetings
establish a board management team
managing the work
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plan for and manage board activity
oversee and coordinate the work of the
committees
develop the agenda for board meetings
including whether a matter is for board
decision or for information purposes only
support and evaluate the executive director
what it should do
managing the work

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make decisions…except in
narrow circumstances
what an executive committee should NOT do
managing the work
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5. develop a board resource
commitment process
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annual individual meetings
board members = donors
the process

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board members should solicit each other
builds responsibility
strengthens relationships
develops leaders
trains askers
the process
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what else you can accomplish
evaluate prior year
reinforce board expectations
acknowledge board members’ overall contributions
in every way
identify all the ways board members can contribute
in the coming year
the process
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6. provide training

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most board members don’t know
how to fundraise
training
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training
what training do they need
crafting their unique case for support
understanding the basics of the asking
process
opening the door
asking good questions
dealing with no’s and maybe’s
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takeaways &
questions?
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asking styles

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