Video · Finding your purpose: Engaging your board in your fundraising vision
By Bianca Derouene
We’re using the word thrive often these days.
As nonprofits emerge from crisis, we want to do more than survive. We want to lean into our fresh sense of purpose and drive real change in our communities. (Check out our recent conversation on this topic.)
Transformation will require transformational revenue—and that means transformational leadership, starting at the board level. Like any major strategic initiative, fundraising depends critically on board leadership—as strategists, personal investors, and ambassadors.
Aperio and the NYUSPS George H. Heyman, Jr. Program for Philanthropy and Fundraising convened a conversation among fundraising leaders to explore ways to engage boards in what comes next:
Our panel shared their insights and experiences on these topics:
How do you create an exceptional experience for boards, as our most dedicated volunteers and donors?
How do you engage boards in developing your fundraising strategy?
How do you translate ideas into progress that is meaningful for both the board member and the organization?
How do you avoid common pitfalls?
Panelists included:
Colleen Crino, Chief Development Officer, Creating IT Futures
Janine Quijije, Chief Advancement Officer, Communities in Schools
Marianna Tu, Chief Executive Officer, America Needs You
Through crisis, we learned what boards could become
At Aperio, we hear about boards every day—the good, the bad, and the ugly. We hear the success stories, the good days, the doors opened, the gifts secured through real partnership. We hear about the frustrations, the lack of clarity, the limited access, and the fear.
Our panelists—all seasoned fundraising leaders—have seen all sides of board engagement too. This past year, they experienced board engagement at its best: board members stepping up, rolling up their sleeves, and sharing their talents.
Initially, boards met frequently with leadership to support crisis decision-making. Sustainability issues—such as liquidity and fundraising options in light of canceled events—were top-of-mind.
At Creating IT Futures, Colleen Crino tapped into her board members’ business expertise. Board members helped her leadership team ‘pivot’ the organization’s work and care for the team. For example, she approached one board member to redesign youth programs to account for the important role of parents in a virtual environment. Together, they created a concept and roadmap. The board member is now funding this new concept, and it’s being built.
Marianna Tu’s board at America Needs You is supporting her with strategy and decisions about how to move forward. Many conversations relate to operations—such as returning to the office, public statements on key issues, etc. But the board has been particularly helpful in helping her raise sights as a leader. “Right now,” she said,” the board is helping us think about: great, we were just internally focused trying to get through this last year; let’s really take a step back now and look at the world around us and make sure that we’re beginning to think again about our future.”
Colleen shared: “It was really all about respecting the place where the board members were: just like the rest of us, in crisis mode personally and with their business—and thinking about how they could use that experience to best help inform our work.”
The real question is: How do we keep it going?
Reflecting on the past year, Marianna summarized a burning question for many nonprofit leaders today: “This past year, we’ve had really high engagement from our board, and I think our board has been maybe more engaged than they ever have been because we’ve been in a crisis situation and they’re making so many decisions so quickly…Actually the question is: How do we sustain that beyond?”
The answer, panelists agreed, lies with nonprofit leaders and fundraisers. Taking an intentional, proactive approach to engagement can unlock new and sustained value—for both organization and the board member.
Janine Quijije, of Communities in Schools, shared that it all starts with recruiting and onboarding. Board members’ responsibilities to give—personally be donors—and open doors should not be a secondary consideration or topic that sneaks in after the main onboarding. It should be front and center. “Onboarding,” she said, “is really important to ensure that they understand not just their…fiduciary responsibilities, but also: how do they talk about your mission, how do they engage, what are the different opportunities for them to be able to invite friends?”
For members already on the board, there’s often some ‘resetting’ of expectations required. Staff need to inspire and educate board members, help them see their role in it, and demonstrate that their role can be filled with confidence.
Colleen shared that, when she started working with her current board, fundraising had not been a focus of their role. “What I had to do,” she said, “is treat each one of them as we would treat an individual donor prospect, from scratch, engaging them…it’s been about cultivating each one of them as individual donors…I had to…treat them as individuals so that they understand that their participation and contribution is as important—and even more important—than my most valuable donors.”
Marianna shared that, as a CEO, her focus has been on creating a culture of collective work on fundraising. Her staff now ensures that multiple team members think about and engage each donor—including each board member. They bring that same approach to board meetings and board discussions about donors. Her goal is to see multiple board members talk and share at meetings, including on conversations about prospective donors. “At its best,” she said, “board fundraising looks like board members beginning to collectively see where they might have overlapping relationships and start to drive that forward together.”
Avoiding pitfalls
Board engagement is a particularly fraught area of fundraising—but it doesn’t need to be. Our panel shared that, with courage and honest conversation, you can open new possibilities for your fundraising programs and your board members themselves.
According to Janine, the most common mistake that nonprofit leaders and fundraisers make is: “not talking about it.” That is, they tiptoe around fundraising issues and questions. She recommends bringing uncomfortable conversations to the forefront, which will build relationships and reduce our reliance on (often faulty) assumptions
Those conversations must include discussion of power dynamics that reinforce systemic racism—even for organizations created to dismantle it. Several years ago, Community in Schools intentionally shifted from a charity mindset to a justice mindset. Everyone—including all board members—are moving along their DEI journey alongside their fundraising journey. Everyone is in a different place, and talking about is the only way forward.
Marianna cautions against “not asking board members for gifts because you’re scared.” It’s time to normalize talking about board members’ personal giving. They’re on your board for that reason, and it’s a great thing to provide them with opportunities to advance your mission.
Marianna asks board members directly: “How do you think about your philanthropy? What times of year do you normally give? Are there other things you’re involved in? What is your process? Your priorities? How do you make those decisions as a family?”
And finally, Colleen says, we need to avoid “keeping the board in box, on the shelf almost.” Board members are influential, often powerful, people. They are, however, still people. And they are on your board to help. Nonprofit leaders must proactively break down intimidation and the almost ‘mythical’ role we have ascribed to boards, which stands in the way of meaningful partnership.
“They’re part of the team,” she says. “They’re here to help us, both financially and strategically. [We need] that mindset…integration, as opposed to separation.”
Getting started
As parting thoughts, the panelists shared these takeaways to help you work with your board to advance your purpose:
“Engag[e] your board members as individuals and really [allow] their talents to shine, in addition to your vision for how they should contribute.”
“Ask a lot of questions. Always be asking questions.”
“Really think about the internal relationships and dynamics you have as a staff that affects how you’re talking about, managing, and engaging with the board.”
“Mak[e] sure you take more time to get off the dance floor and spend more time in the balcony…we’re in the day-to-day grind, and it’s hard. Just [be] reflective. Doing so will make sure that you have a different perspective on the work, how to respond to the day-to-day grind and the challenges that arise…but it also helps you think about what’s possible.”
