The Board Committee That Won't Ask
A youth mentoring nonprofit has a 14-member board. Its fundraising committee has five members, but only the chair attends meetings. The board approved a 100% board giving policy two years ago; current participation is 57%. The committee chair is the largest individual donor at $20,000 annually and says she will write a check but will not solicit friends. The executive director wants to send each board member a list of five prospects and a script. Several board members have said they joined to advise on programs, not fundraise. The organization's gala is in four months and the committee has not met since the last gala.
1. Diagnose why the committee is stalled and what the executive director should stop and start doing.
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The committee is stalled because it lacks a clear purpose, task-level roles, staff support, and agreed expectations. Members joined for program advice, and the chair's personal wealth does not mean she is comfortable soliciting. Sending prospect lists and scripts without training or consent will increase resistance and blur confidentiality.
The executive director should stop surprise assignments, guilt-based giving appeals, and the assumption that every board member must solicit. Start by clarifying that board fundraising includes giving, connecting, advocating, and advising. Meet members individually, rebuild the committee around short-term tasks such as gala table hosts, introductions, and donor thank-you calls, and provide a staff liaison. Set a monthly agenda with decisions, not just reports.
2. Propose a volunteer engagement plan with roles beyond solicitation that still advances fundraising, including board giving.
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Begin with board giving: have the chair or a peer ask each member confidentially, offer a payment plan, and seek 100% participation rather than a uniform amount. Then offer an engagement menu: ambassadors host small gatherings, connectors make introductions, advocates speak to community groups, and committee members review donor segments or manage gala tasks. Match assignments to interests and skills, provide orientation, and let staff handle research and follow-up.
Set measurable goals: 100% board giving, each member making two introductions or thank-you calls, and every gala task owned by a named volunteer. Recognize contributions publicly and privately. The committee should meet monthly for 45 minutes with a clear decision agenda. This approach advances fundraising without forcing every volunteer into a solicitation role.