My Board is NOT Doing Anything

What are you doing to encourage them to do something AKA fund raise? The development staff should show the board what they need, why they need it, and how they are going to get it. A little guidance goes a long way.

The Board President, Executive Director or a consultant can generate a discussion of what does it take to ensure the strength of the organization. At some point money will come up. Always talk about the financial challenges of the organization at your meetings. Usually, a board member will suggest a solution that can become contagious.

Consultants are great to introduce the process of fund raising. Beware, I have seen total boards reject the idea completely. They misunderstand their role and expect development staff to work as individuals when fundraising.

Give your board members tools. Practice your NPO’s elevator speech to raise awareness.
Ask your board members to host gatherings that inform community members of the NPO’s mission and developments. No ask is attempted at these gatherings.

Look for new board members that have contacts and the ability to give. Make sure their expectations are clearly stated before they agree to join the board.

Development staff should clearly state board member expectations. Start small and work each new board member to tasks as they feel comfortable.
Board members can:
Make Thank you calls
Generate in-kind donations
Encourage other board members to be active
Ask for a gift
Join a fundraising committee
Host a gathering (friend raising)
Give a gift (many foundations require 100% board participation)
Help strengthen a relationship
Invite someone for a tour

For more ideas read Fired-up Fundraising by Gail Perry

Seven Musts in Board Development

1. Clearly state expectations before a new board member agrees to volunteer. Create a board packet that states the expectations of the board. Include information about the NPO. Don’t shy away from what you need form your board members.
2. Give incoming board members a tour of your facility. This is the hook. If your prospective board member is not moved maybe they should move on. It is great to have a big name or big pocket but if you can’t engage them or your NPO is not the right fit ask this person if they could recommend someone else.
3. Present a testimonial or story about someone that benefited from your NPO’s good work. This keeps the purpose of the board in the forefront.
4. Ask board members to give their own testimonial. Why did your Chairman join the board? What moved him/her?
5. Remind current board members of the good work you are doing by showing them new programs or activities. A refresher tour or invitation to a quiet event can have a tremendous impact.
6. Make sure there is time for board members to get to know each other. Plan on extra time at the end of your board meetings for people to talk, not about board issues, but about themselves. This camaraderie will help your board member connect and work together as a team.
7. Start your requests out as small tasks and build the requests as each board member increases their comfort level. Not all board members will be ready to jump in and ask for donations. In fact most won’t be. So start them of with specific smaller tasks such as phone calls to get their “feet wet.”

A Really Good Board Member

A really good, dedicated board member should be passionate about your nonprofit. They should think of your organization first, not third or fourth or as they have time.
Involvement in your nonprofit should actually change your board member’s life. Ideally, they will change their schedule to make room for your nonprofit in their day. Your board members should be volunteering for more than just board meetings. They should live and breathe your nonprofit. In doing so they will tell others why the nonprofit is so great.
Being a member of two or more non-profit boards can create several conflicts of interest, especially when the two organizations have similar missions and/or serve similar constituencies, and/or compete for the same funding sources. That aside, being a good board member takes a huge time commitment. Board members need to be dedicated to your nonprofit. You do not want them to fit you in when they can.

How Do I Get My Board Members to Give?

I have been successful in urging board members and management staff to give by sending a quote from a fund raising book. in the book The Annual Campaign, Erik Daubert defends your request for board support on page 72. He states, "Members of your board of directors should recognize and be willing to support your organization through their charitable contributions. . . Why would perspective donors make a contribution if your own board members have not? If the people who are supposed to be the most committed volunteers in your organization are not willing to support it financially, why should others be expected to do so?"

I have added similar quotes in my introductory letters to board and staff with positive results. Think about it, as an employee if I don't support and believe in the organization I work for, why should anyone else?

Nurturing Your Board

There are many types of boards. Some are governing others advisory. They are all responsible for fundraising. So how do Executive Directors and Development Professionals get the Board Members to do their job? Well, we provide the tools and encouragement to help the volunteers to feel comfortable. If asking for a gift is too much for a board member, maybe making thank you calls is more their pace. It may take a board member a year or longer before they are ready to invite a friend for a tour of your NPO.

To fire up board members it is a good idea to start with a tour of our facilities or presentation of your program.
Take notice: Are they effected by what they see or are they uncomfortable?
Do they offer advice or volunteer to help? Do they clearly understand our mission?
Tell them about stories of the individuals that are being served.
Let board members tell their stories. Is there a connection? Passion?

Show the plan:
Where are we? Where are we headed? What are our immediate needs? How about in the future?

List the areas that you need help. All board members should have choices of fundraising tasks.
Personally contribute (mandatory)
Participate in special events
Regular attendance at board meetings (mandatory)
Serving on a board committee
Voice in the community
Asking for advice
Host a gathering or tour
Thank you calls (for attendance at an event or for a donation)
Cultivate a prospective donor
Make the ask

Board of Directors and Bylaws

An effective Nonprofit Organization has a competent Board of Directors. This competency is derived from several factors. But the key is to have a set of bylaws that are followed and used to strengthen the NPO.

Within the Bylaws the required number of board members should be listed. It is best to have a minimum and maximum number. This helps when there is an unexpected resignation or two. The Membership Chair will have the opportunity to carefully select a new member rather than rushing to fill a position with someone that may not be the best person for the NPO.

The terms of office need to be listed. Also state if or how many times a term may be repeated. I have been on boards that were required to change their bylaws in order to renew their officer terms. To avoid this, a provision can be made to renew a membership as an exception if there is a majority vote in favor of the renewal. This allows a particularly effective board member to stay on while others serve their terms and step down. It also helps in cases where there are no new volunteers to step in.

An election process and by law change protocol should also be listed in the bylaws. This typically includes written notification one meeting before the election.

Removing a board member. This is not as difficult as it seems. But the process should be clearly stated in the bylaws. For instance; How many meetings should a board member be allowed to miss before they are asked to resign? What if they do something publically that does not look favorably on the NPO? What if they become seriously ill?

Let’s assume that your board members were properly introduced to your NPO and given a clear list of expectations. Then a simple phone call or letter will take care of the situation. Many times board members are relieved to be given an out. Or they may not realize how many meetings they have missed or how important their presence is valued.