Let’s be real—if you’re a nonprofit leader, you’ve probably had your fair share of awkward conversations with prospective board members about fundraising. It’s the elephant in the room during recruitment. While everyone loves the idea of joining a board to serve a great cause, when the conversation turns to “By the way, we’ll need you to help raise money,” things can get tense.
But here’s the thing: Fundraising is non-negotiable. Nonprofit boards are not just advisory bodies or cheerleading squads—they are mission-driven governance teams with a fiduciary responsibility to ensure the organization has the resources to achieve its goals. Yet, many boards shy away from emphasizing fundraising during recruitment, which leads to confusion, underperformance, and frustration down the road.
This article breaks down how to tackle that reluctance head-on and get your board fully on board with their role in fundraising.
Why Fundraising Reluctance is a Problem
It’s no secret that fundraising reluctance can cripple a nonprofit. In fact, a 2017 study by BoardSource found that only 52% of board members are actively engaged in fundraising. Meanwhile, only 33% of board chairs rate their board’s fundraising performance as “excellent” or “very good.” That’s a big gap, and it’s clear that many nonprofit boards are not pulling their weight in this critical area.
But the issue often starts during recruitment. Organizations either tiptoe around the fundraising topic or throw it in as a side note, hoping new members will simply figure it out. Spoiler: They usually don’t.
Set Clear Expectations from the Start
Problem: Many boards treat fundraising as an unspoken or lightly mentioned part of a board member’s responsibilities. As a result, new members often join without fully understanding the financial expectations, leading to disengagement and underperformance.
Supporting Data: According to a report from The National Center for Charitable Statistics, around 25% of nonprofit organizations cite “financial management” and fundraising as their board’s greatest challenges. That’s because board members often aren’t told upfront what fundraising involves.
Solution: Nonprofits need to clearly communicate the fundraising expectations during the recruitment process. It’s not a side gig—it’s a primary responsibility.
Two Practical Actions for Setting Expectations:
Create a Written “Board Commitment Form”: Have every prospective board member review and sign a board commitment form that includes specific financial responsibilities. This document should cover things like personal giving requirements (if applicable), attendance at fundraising events, and participation in donor outreach.
Hold a “Fundraising 101” Session for Prospective Members: Before extending an offer, invite candidates to a one-hour informational session where you lay out exactly what board members do in fundraising. This can cover donor engagement, event planning, and even how to make “the ask.” Use real-world examples to give them a clear idea of what to expect.
Reframe Fundraising as Mission-Centric Work
Problem: For many, fundraising conjures images of uncomfortable cold calls or soliciting family and friends. It’s no wonder people hesitate when they hear “fundraising.” If the board views it as a separate, somewhat distasteful task, they will never fully embrace it.
Supporting Data: The Stanford Social Innovation Review notes that organizations with boards that are deeply engaged in fundraising see a 200% increase in total donations compared to those where fundraising is treated as an afterthought. But engagement is directly tied to how fundraising is perceived: If it’s seen as vital to the mission, enthusiasm rises.
Solution: Shift the narrative. Fundraising isn’t about asking for money—it’s about giving people the opportunity to invest in something meaningful. You’re not fundraising—you’re inviting others to be part of the impact.
Two Practical Actions for Reframing Fundraising:
Connect Fundraising to Tangible Outcomes: Share specific stories with board members about how fundraising dollars directly impact the people you serve. For example, “$5,000 helps us provide 50 meals to homeless families” is more powerful than “We need to raise $50,000.” By making the mission real and specific, board members will see the importance of their role in securing resources.
Provide Training on “Storytelling” as a Tool for Fundraising: Train your board on how to talk about the organization in a compelling way. People are far more willing to fund a cause when they hear a powerful story about its impact. Equip your board members with the skills to tell those stories authentically in fundraising conversations.
Break Fundraising Into Manageable Pieces
Problem: Asking board members to “fundraise” without clear guidance can be overwhelming. They might not know where to start, who to ask, or how to go about it, and as a result, they disengage. The term “fundraising” feels like a huge, amorphous task that they’re ill-equipped to handle.
Supporting Data: According to a Nonprofit Hub survey, 56% of board members say they don’t fundraise because they “don’t know how.” That’s more than half of the board feeling lost or unprepared.
Solution: Break fundraising down into specific, manageable tasks. Not everyone is going to be great at making asks, but there are multiple ways to contribute to fundraising efforts—whether it’s stewarding donors, hosting events, or providing introductions to key connections.
Two Practical Actions for Breaking Down Fundraising:
Assign Specific Fundraising Roles Based on Strengths: Maybe one board member is great at building relationships with donors, while another is more comfortable hosting events. Identify each board member’s strengths and align their fundraising activities accordingly. This way, the task becomes more manageable and plays to their abilities.
Set Achievable Fundraising Goals for Each Member: Instead of a vague “we need everyone to fundraise,” set a specific, reasonable goal for each board member. Whether it’s raising $5,000, attending a set number of donor meetings, or securing a sponsorship for an event, breaking it into bite-sized pieces helps board members feel more confident and focused.
Foster a Culture of Accountability and Support
Problem: If there’s no follow-up, no peer pressure, and no consequences, it’s easy for board members to brush off their fundraising duties. This is particularly true if the board culture is casual about financial expectations.
Supporting Data: The Nonprofit Times reports that nonprofit boards with built-in accountability measures—such as peer evaluations or specific fundraising goals—are 75% more effective at meeting their fundraising targets than those that don’t have such structures.
Solution: Create an environment where fundraising is not only expected but supported. Board members should hold each other accountable and celebrate wins together. It’s not just about pressure—it’s about building a culture of success.
Two Practical Actions for Fostering Accountability:
Use “Fundraising Dashboards” to Track Progress: Develop a dashboard that tracks each board member’s progress toward their fundraising goals. Share it at every board meeting. This transparency creates a sense of accountability and encourages a healthy, competitive spirit.
Celebrate Small Wins: Fundraising is hard, so celebrate the victories—big and small. Publicly acknowledge board members’ efforts during meetings or through a monthly newsletter. Whether someone brought in a major donor or just secured a smaller grant, make sure everyone knows that each contribution counts.
Fundraising doesn’t have to be the awkward, avoided subject in nonprofit board recruitment. By setting clear expectations, reframing the narrative, breaking down tasks, and fostering accountability, nonprofit leaders can help their boards embrace their fundraising role with confidence.
Fundraising is essential for advancing the mission, and once your board understands how vital their involvement is, they’ll be more willing to step up. Fundraising isn’t just a “necessary evil”—it’s a powerful tool for creating the impact your organization exists to achieve. Now go out there and make sure your board knows that, too.
