Nonprofit boards are often described as essential to an organization’s success — yet many executive directors and nonprofit leaders quietly struggle with a familiar frustration:
the board shows up for meetings, but not for fundraising.
To be clear, governance matters. Compliance, fiduciary oversight, and strategic direction are critical responsibilities. But when it comes to long-term sustainability, boards that only govern — without actively supporting revenue generation — leave staff carrying an impossible load.
The truth is, fundraising is a team sport, and engaged boards can be one of the most powerful assets in building stable, diversified funding.
So what does meaningful board engagement in fundraising really look like — and how do you get there without making board members uncomfortable or overwhelmed?
Funders don’t just evaluate programs — they evaluate leadership. An active board signals that:
Many grantmakers and major donors specifically ask about board involvement in fundraising and financial oversight. When boards are disconnected from revenue efforts, it raises concerns about sustainability.
More importantly, relying solely on staff — especially in small nonprofits — increases burnout and limits growth.
One of the biggest barriers to board engagement is fear. Many board members hear “fundraising” and immediately think they are being asked to beg for money.
But fundraising is not just asking for donations. It also includes:
When board members understand that their role is about opening doors, not carrying the entire fundraising burden, participation increases.
Strong board engagement begins with recruitment and onboarding.
Every board member should clearly understand:
This doesn’t mean every board member must give or raise the same amount, but it does mean everyone contributes in a meaningful way — whether through personal giving, connections, or advocacy.
When expectations are vague, engagement becomes optional. And optional fundraising almost always becomes no fundraising.
Even passionate board members can feel unsure about how to represent the organization.
Support them with:
When board members feel confident talking about the organization, they are far more likely to share it with their networks.
Remember, most people want to help — they just don’t want to say the wrong thing.
Not every board member will be comfortable making direct asks, and that’s okay.
Instead, identify:
Then assign roles that align with those strengths.
Engagement grows when board members feel useful, not forced into uncomfortable situations that don’t match their skills or personalities.
Telling board members to “help with fundraising” is too abstract. But inviting them to support a specific effort is much more effective.
For example:
Clear, short-term actions feel achievable and create momentum.
If fundraising is only discussed once or twice a year, it will never feel like a shared responsibility.
Regular board meetings should include:
This keeps revenue front and center and reinforces that financial sustainability is part of everyone’s job, not just the development team’s.
People repeat behaviors that are acknowledged.
When board members help secure funding, make connections, or support campaigns:
Recognition builds confidence and reinforces that their role truly matters.
When boards are actively engaged in fundraising, something powerful happens:
staff feel supported, leadership feels shared, and the organization becomes more connected to the community.
Fundraising stops being a stressful, isolated function and becomes part of the organization’s culture.
And for small nonprofits especially, this shift can be transformational.