HOW TO OVERCOME FUNDRAISING STRUGGLES

(PART 2)

During our previous discussion, we have identified that the biggest problem area board chairs
and executives face is fundraising. We also said that employing strategies in recruitment and
prioritizing fundraising responsibilities help in solving this problem.

Now, after a successful recruitment, what you need is the proper orientation of your board
members. In order for them to give their share in the success of the organization, they must
have a clear grasp of their roles and responsibilities. It is only rational to think that a board
member can only be fully functional if he truly knows the role he plays in the organization.
During orientation, provide a new board member with a copy of their job description
incorporated in the board’s fundraising policy. This way, they will know the part that they will
play in fundraising. Encourage them to ask whatever questions they may have in order to make
sure that everything is clear. Starting with a clean slate is a good thing for the nonprofit. As an
extra precaution, let the new board members sign the job description as proof that they have
read and understood their roles and responsibilities. You can also provide trainings them.
Although you have already conducted a thorough recruitment which would mean that you
have selected members who have the skills and knowledge, fundraising trainings are still highly
recommended. During these trainings, they can be taught different ways in order to make
themselves more involved in the fundraising efforts.

Of course, there is no faster way of making your board members involved in fundraising than
having them make a donation themselves. Personal giving is not usually made a requirement
for board members but a nonprofit should always strive for 100 percent board giving. The
amount of the donation is not what is important. What the nonprofit needs to achieve is that
every board member must give donation in support of the organization. Studies show that a
board member who makes personal giving becomes more articulate and persuasive in
encouraging potential donors to donate, because their sincerity comes through.

Board meetings must also be conducted as often as practicable. The agenda in these meetings
must encompass all organizational goals in connection with fundraising. Everyone who are
involved must take part in the brainstorming of new strategies to employ against potential
donors. Reporting on and celebrating organizational successes is also vital. This may be done
through the use of fundraising summary. In this summary, the history of personal giving by each
board member can be very persuasive for the latter to contribute without calling them
individually.