What are potential roles for board members in supporting your organization’s relationships with foundations?
Foundations are similar to individual donors. When you know one, you know one. But there are ways nonprofit board members can support these relationships–as well as some ways board members may not be helpful.
Here are five ideas (or reminders):
Give. Most foundations want to know that 100% of board members make financial commitments to the organization. It’s not about the amount a single board member gives. Since boards will be more effective when they include representation from the community it serves, people will not be able to give similar amounts. It could be $10. Others may be able to give $100,000. Each board member can make a gift meaningful to them, and as a whole, the message is full investment by the board.
Show up. What is the board meeting attendance rate for your organization? Is it less than 75%? Showing up to board meetings is the most basic responsibility. Without being present, you just can’t do your job. Where else can board members be present? When foundation staff are visiting the organization, it makes a difference to see a board member there. The Selby Foundation asks for a board member to join the conversation during site visits. This helps us understand—directly from the board member—how the board advances the mission, cultivates a healthy partnership with the chief executive, and actively participates in raising money.
Ask the staff if contacting a foundation is how you can best help. Many times, what the staff needs most from board members is identification, cultivation and stewardship of individual donors–and sometimes advocacy for government support. The staff are typically very aware of foundations and how they work; they are the most appropriate people to form and sustain relationships with foundations in most cases. In general, board members should not reach out to a foundation without first talking with the chief executive; it’s highly likely there is already a history or a connection. Taking the time to coordinate planned requests will convey that the organization works as a team. A nonprofit board member should never attempt to reach a Selby Foundation board member to influence or inquire about grant status.
Get the basics right. When board members have an opportunity to talk with foundations, have the basics correct, including past history with the foundation, leadership of the foundation, the types of support the foundation provides. We were recently contacted by a nonprofit board member who asked for a sponsorship commitment on behalf of a recent grantee. Though the board member was well-meaning, we have an existing relationship with the staff who knows that we do not invest in events. Further, the board member addressed the request to a staff member who no longer works at the foundation and confused the foundation with a different entity. We know it happens, and we appreciated his passion. But sometimes “helping” is not helping.
Visit the programs. We can really tell when a board member has spent time immersed in the organization’s programs. They can go deeper than reciting an elevator speech or talking about the mission like a website. Observe a program or a performance. Volunteer for a day. Talk to the clients being served. If the mission does not allow for interaction or observation due to confidentiality, ask the chief executive for time with program managers. Talking to them will help you learn more about the depth of the organization’s work–as well as what the staff faces every day.
Board members are to be thanked for their volunteer leadership and commitment to the serious work nonprofits do for the people (and animals and special places) in our communities.
With thoughtful participation, they can make a big difference in the grant process and in foundation relationships–even when they are not taking on a leading role.