Getting on board with fundraising

Fundraising is rarely any board member’s favourite agenda item. However, given financial oversight is a core board responsibility, it cannot be ignored. 

Boards are responsible for ensuring an organisation remains solvent, compliant and sustainable over the long term. Revenue underpins all three – without it, mission and impact flounder. 

It’s not unusual to find board members falling into one of two traps that cause organisational dissonance: stepping back on the basis that fundraising is an operational matter or stepping too far in by overriding staff expertise and pursuing opportunities that are not aligned with purpose, strategy or existing relationships. 

Staff are employed for their expertise in fundraising practice, campaign design and donor engagement. They are ultimately responsible for delivery. Empowering them to succeed with active and appropriate governance support will orient the organisation for fundraising success. 

  That support sits across four areas: strategic direction and monitoring; bringing networks to the table; advocating for the organisation; and assisting with partner stewardship.   

Strategic direction 

A board’s first responsibility is to set and review the organisation’s funding strategy, ensuring it is realistic, diversified and resilient to external shocks.  

Funding goals should align with the organisation’s mission, vision and long-term objectives. Risks and opportunities should be robustly charted and all potential funding streams should be exploited as appropriate. 

Many organisations in New Zealand rely heavily on grants or government contract funding, which leads to major vulnerability. A fully diversified funding strategy should include grants, business sponsorships, philanthropy, earned revenue, community fundraising and bequests. 

Once agreed, the strategy needs to be monitored with boards holding management to account for delivery. 

If fundraising is not yet a recurring item on the meeting agenda, it should be placed near the top alongside the financials. Many charitable boards make it a lower priority occasional item, which can see it dropped off when other discussions run long. 

Reporting should be clear and consistent, covering targets, progress, forecasts and key risks or variances. 

Network leveraging 

The board has a role to play in leveraging networks – fundraising is often about access to the right people, at the right time, with the right message. Board members can help by bringing their contacts to the table, facilitating introductions and creating opportunities for staff to present the organisation’s case.  

This does not mean that board members must personally solicit financial contributions, although some may feel comfortable doing so and should work closely with staff to ensure a cohesive approach if engaging in this way. The board role is to open doors and extend the organisation’s reach. 

Most people have broader networks than they expect – across work, community and personal interests; and some will have networks across business, government and philanthropy that can open doors that staff alone cannot unlock. 

Board composition affects the networks and experience available to support fundraising so recruitment and succession planning should take this into account. 

Advocacy 

Trustees play a vital role as organisational champions with clients, supporters and stakeholders. Understanding the organisation’s story and impact and sharing that within networks is a core responsibility. 

This advocacy can take many forms: speaking at events, hosting prospective donors or simply making introductions. Board members should be present at organisational events whenever possible and engage with guests rather than staying within board or staff circles. This builds awareness and confidence in the organisation. 

Stewardship 

The final critical area is sponsor and donor stewardship. Securing a sponsorship or gift is the start of the relationship. Boards have a responsibility to ensure donors feel valued, recognised and connected to the organisation’s mission.  

Strong stewardship supports repeat giving and deeper engagement over time.   

Staff should develop stewardship plans with clear roles for board members, such as attending donor events, writing thank‑you notes or participating in key meetings.  

Conclusion 

Fundraising sits alongside financial oversight and requires board attention. Boards that set direction, support staff, use their networks, and stay connected to partners strengthen the organisation’s position. 

In a demanding funding environment, boards that engage in this work move beyond governance alone and help build long-term sustainability. 

Jenni Giblin is an accomplished fundraiser, and the founder and principal of Funding HQ, which provides skills development, coaching and consultancy services to charities, community organisations and councils throughout New Zealand.