Tag Archives: Volunteers

Why He Joined This Board (AKA The Importance of Time, Talent, and Treasure)

Board MemberI was in a meeting recently promoting 100% board participation in the annual fund when a board member stated, in no uncertain terms, that the board benefits from his expertise, he doesn’t also have to give financially. He doesn’t believe you have to give time, talent, and treasure.

I can think of multiple arguments as to why this is an incorrect view of the situation:

  • Board members should offer both financial support and thoughful counsel to a nonprofit – providing only one and not the other is only fulfilling half of a board member’s responsibility.
  • Organizations are asked about the percentage of board giving – if board members won’t fully commit financially – why should a foundation?
  • The member who only gives advice is relying on others to financially support the ideas he provides, implying that he doesn’t believe in them sufficiently to invest his own money in the vision.

But, in truth, I was left wondering, why he joined this board in the first place.

Anyone who works with nonprofits as staff or in a volunteer capacity knows that nonprofits are always encouraging and cultivating volunteers to serve on their board. This person, we’ll call him Joe, opted onto this board. Was it because he is passionate about the mission? Maybe his friends encouraged him? Or, possibly, he likes the way it rounds out his resume as someone who gives back?

Whatever the reason – passion, peer pressure, or prestige – he is rewarded for his participation. The idea that he thinks that his expertise is enough presumes that he is better suited, more of an expert, or simply more valuable than other members of the board. And while there may be extremely unique situations in which this is true, more often than not, even though the expertise and point of view are valuable additions, it is unlikely that his input would make or break an organization. There are other attorneys, financial experts, childcare professionals, social workers, or even nonprofit consultants to replace Joe.

If, on the other hand, the whole board decides to follow his lead and give only time and talent, it can break an institution. Nonprofits need philanthropic investment—the treasure—especially from every board member to do the good work they do.

So, the next time someone explains that their time and talent are enough of a gift, ask them if they really want to be on this board at this time. Explain that “one of the priorities of this board is 100% annual fund participation and I hope you can join me in supporting this organization that means so much to both of us. Indeed, one of the reasons I joined this board was to do and support its good work. And that takes money. Money that cannot be supported by membership or dues, money that comes for individual donors like the two of us.”

And, if you want to want to ensure every volunteer understands this from the start, make sure you list, “donor of meaningful gift” in your job description. Or a specific amount if that is what your board requires.

If you feel that you have no choice but to keep this person on, consider that there may be other reasons people are hesitant to join your board. And give us a call so we can help.

Originally published in 2016

Making stewardship, gratitude, or solicitation calls this fall? Read this first.

If you are like many nonprofits, you are thinking about making phone calls this fall. I know I have been asked to make calls this month as a volunteer. It is a great way to connect with your members, donors, and volunteers. 

Your nonprofit may decide to call:

making nonprofit calls
  • Your entire membership to thank them for being involved (stewardship calls)
  • Previous donor calls (donation encouragement calls)
  • Previous donor calls (solicitation calls)
  • Recent donations (gratitude calls)
  • Volunteers (gratitude calls)

But, as one client reminded me, asking board members to make the calls is easy. Ensuring that someone is systematically following up on the information, questions, and comments gathered from the calls is the hard part.

In other words, how you handle the information you gain during the next few months will impact donations and retention for years to come.

The easiest way to anger a donor is ask a question, get an answer, do nothing with it, and never provide feedback to the donor.

Consider these 3 different scenarios that require 3 different responses:

  • One person asks what happened to their book donation from last year (not about how their DAF distribution for $5,000 was spent – only the book valued around $54)
  • Another asks why their favorite program isn’t running now that people are back in the buildings
  • A third person asks whether they can start volunteering in the next couple of months but not for the gala

Obviously, we can’t know what the answers are or who should answer them.

Phone Calls will be made to ___(group)___ by ___(group/individual names) ___ during ___(start date)___ to __(end date)___

  1. Assignments
    • Who is assigning the calls (and providing the call information and sample script)?
    • Who is tracking that the calls are made?
    • When should reminders be sent?
  2. Tracking the questions
    • Who will track that a comment was made or a question was asked?
    • Is there a contact report that should be filled out?
    • How will you track that a contact report was filled out? i.e. is there a central document like a Google Doc, is it entered into the CRM, or is every report sent to one person to track?
    • Will development staff be told each time a response is necessary with any comments that might be helpful? How will they be notified? Or do they need to check the tracking document? How often?
    • Who will let the appropriate person at the organization know there is a question or comment that needs to be addressed?
  3. Who can be assigned to respond? Who decides who should respond? Responders could include:
    • Fundraising Staff
    • Executive Director
    • Programming Coordinator
    • Volunteer Coordinator
    • Admin
  4. Who will check that the person was contacted a second time? Follow up. Follow up. Follow up. It is stewardship. It is logical. It is also the only way you will retain a donor. Someone needs to know that they oversee this.
  5. Who will collect and track contact reports? Each interaction with a donor provides valuable information. Don’t assume the volunteer – or even staff member – will be there to remind you of the facts in a week, a year or 3 years. Turnover is high. And memories are short.
  6. Analyzing the results
    • Did the people called have a higher donation level or retention rate after receiving a call?
    • How much time did volunteers actually spend on the calling process?
    • Did everyone make their calls?

Create a formal process from start to finish. Keep it simple. But make it an essential part of calling. 5 minutes to make the call. 5 minutes to write the call report. Or one minute and one minute if you just leave a message.

This seems to be a lot of work for a few phone calls, doesn’t it? The good news is once you create your system you may only need to revise it from time to time. So start assigning those calls.

We can’t guarantee the calls will make a difference. But, we are so confident in this follow-up process that we encourage you to use it anyway. Try it. You will raise more money and retain more donors. You’ll see.

Want to read more about End-of-year strategies? Here are a few from our archive:

Five End-of-year Segmentation Strategies

Which is Easier? Getting a Teenager into College or Getting New Donors in December?

Want to Learn a New Fundraising Trick?

Do You Need to Increase Resources for Your Nonprofit but Can’t/Won’t/Are Afraid to Hire?

Organizations are trying their best to make do with less resources. Maybe you noticed your own reductions in:  

Need to Increase Resources
  • Funding 
  • Staff 
  • Volunteers 
  • Time without their families around 
  • Clothing that fits 

Even if you are making do with less, the need for your services has not decreased. We all want to help as many people as possible through the pandemic whether it’s providing food, arts/entertainment, or spiritual comfort.  You may even know that you need to increase resources for your nonprofit, but you can’t/won’t/are afraid to hire.  

Fundraising is essential 

Fundraising cannot hold off until herd immunity is a reality. Bottom line is that to raise more money, your need to increase resources for your nonprofit. Particularly staff to do the work. Whether you are holding off on hiring based on budgetary cuts, furloughs, or unfilled positions, nonprofits are more under-staffed than usual. But organizations have options. 

Staffing options to help you increase resources for your nonprofit 

We can, of course, help with an executive search. But, if hiring in this current environment is too overwhelming financially, mentally, or time-wise, consider interim placement from Mersky, Jaffe & Associates. 

We can bridge the gap to help you: 

  • Keep your fundraising on track until you decide your next hire (or until that person is hired) 
  • Create a development or stewardship plan for 2021  
  • Execute your existing fundraising and stewardship plan 
  • Help oversee and deploy volunteers to keep them engaged and motivated to strengthen your nonprofit  
  • Analyze your current fundraising strengths and weaknesses and help you develop a model to move forward 
  • Be the leader, support, and/or hands your nonprofit needs to raise the necessary funds during the pandemic 

We understand that it’s hard to determine your staffing needs when you don’t know what the world will look like in six months. That is why interim staff helps fulfill your needs on a contract basis without added costs of employing someone and increasing your long-term expense. Let’s set up a time to talk about how we can help you raise more money in 2021.  

Read more on Interim Placement

Interim Placement (also known as Fractional Employment)

Strong Leaders Help You Fundraise During a Pandemic

A Tale of Two Case Studies – Part 1*

Strong leaders help you fundraise during a pandemic - Be strong

The pandemic has changed fundraising and development for 2020 (and, perhaps, beyond). Most annual, capital and endowment campaigns have been halted. We have developed a love/hate relationship with Zoom. And, fear has so profoundly infected nonprofits that many may not recover. But what hasn’t changed? Strong leaders are still essential and can help you succeed in almost any circumstance. And, strong leaders help you fundraise during a pandemic.

Want proof? Here are case studies from two very different congregations that are working towards multi-million-dollar campaigns and finding success because of their leadership. Well, here is the first one. Check back next week for number two!

Organization 1 – The Scene: 

A suburb of a small city. A small congregation (fewer than 300 family units). Turnover of the most senior staff – including all clergy within the past two years. Passionate leaders who understood that without a capital and endowment campaign, there would be an annual deficit. And that an annual deficit for the foreseeable future was unacceptable.  

The Questions: 

A feasibility study was done to test interest before the pandemic. Would their members still support the effort? Could their prospects still give at pre-pandemic levels? Were members ready to have the conversations about five- and six-figure donations?  

The Campaign to Date: 

The campaign committee is leading by example. And others are following. Is it easy? No. Is there fear, changing circumstances of prospects, and sometimes people who can no longer give what they would/could have given a year ago? Yes, yes, and yes. But the campaign leadership are moving forward. They are raising money for their endowment and some capital needs, one gift at a time. Three months in, they are more than 20% to their goal. And that doesn’t include the fact that they have increased their annual giving for this year, with additional annual commitments secured for four more years. The simultaneous dual ask, one for endowment/capital and one for annual has proven incredibly successful. 

Bottom Line: 

They are systematically reducing their annual deficit with both increased annual gifts and substantial, five-year endowment commitments. And they are expanding their campaign committee to help broaden their fundraising efforts. Proving, strong leaders help you fundraise during a pandemic. 

*Part 2 has been postponed. Stay tuned….

Did You Know That Volunteers Are Twice as Likely to Donate as Non-volunteers?

It’s true. Volunteers are twice as likely to donate as non-volunteers. Now, months into the pandemic, how do you define a volunteer?  

Volunteers Are Twice as Likely to Donate as Non-volunteers

In pre-pandemic times, your list of volunteers was obvious. They were the people contributing their time and skills. That could have been serving as a Greeter to anyone who walked through your doors, stocking shelves at your food pantry, helping create a magical event, mentoring young members, or serving on your board or a committee.  

But now, mentoring depends on internet connections, many of your volunteers may be considered “high risk” and can’t or won’t come into your organization’s facility.  And your needs and opportunities may have shifted dramatically. Add to that reduced staffing, work from home scenarios that vary, and a host of safety restrictions. Many people who were at your organization weekly in February, may have barely heard from you since March.  

Now, let’s go back to my original premise

Volunteers are twice as likely to donate as non-volunteers. It’s time to re-engage these folks. Making volunteer retention a priority is another aspect of donor retention. Volunteers have the potential to become your most engaged donors. But they have to be asked.  

Today is the day to write, call and email your volunteers. And show them the love and appreciation you felt while they were walking through your doors. And, hopefully, the feelings will be mutual.  

Would You Rather Solicit A Major Gift Over Zoom or With a Live Chicken

Would You Rather Solicit A Major Gift Over Zoom or With a Live Chicken

What has changed for you during the pandemic? Your employment? Or at least the way you work? Your family life? Or the time you spend with your family? Your eating? Or where you eat most of your meals? The essentials of life, food, family, work, and so much more look very different than they did months ago. For most of us, we didn’t have a choice, we adapted to the curve in the road.

Fundraising and solicitations also need to adapt. And I am here to tell you that it can work.

You can solicit a major gift over Zoom

I would take a sizable bet that if, even six months ago, I had suggested you solicit a major gift over Zoom you would have had a very strong reaction. Probably you would have laughed, then deleted my email, then unsubscribed from my blog. It would have been like suggesting you bring a live chicken to your donor meetings. I guess it could be done, but it would only reduce your chances of success and eliminate donor confidence.    

Back to July 2020 and I am here to say Zoom solicitations can be done successfully.

Our clients who have continued to work on their capital campaigns during the pandemic are finding that process looks different than expected, but the outcome can be the same. Or even better than anticipated.

Organizations who have taken time over the past few months to organize and plan their campaign in the current climate will find that things have normalized to a point where donors are ready to talk. These organizations have checked in and connected with donors, members and volunteers. They probably utilized their volunteers to keep them engaged and deepen the relationships. And, similar to other types of stewardship, these “touches” have kept prospects engaged, primed, and ready to be asked for a donation.

At MJA, the pandemic has changed our business too

We do not visit facilities or attend meetings in person. We do continue to teach volunteers and professionals how to make a game plan for each prospect, how to get the appointment, and, of course, how to solicit. We make sure the solicitor has the appropriate documents, that the staff and volunteers understand each step of the follow up and acknowledgement process, and we have sat in as a box, and participant, on Zoom solicitations. And while we were all a bit nervous to start, it works.

Donors still feel passionately about organizations, particularly those they have previously supported. Some donors have had to change their financial plans due to COVID-19-related issues, but many don’t. There is significant philanthropic capacity looking for meaningful opportunities.  And if you have been stewarding those who have it, they will still be ready to give if you make the compelling case you have always needed to make:

  • Why give?
  • Why to this organization?
  • Why to this organization right now?

So, it may feel strange, like holding a bird, to solicit a major gift over Zoom but it’s time to adapt and try new things. Unless you are one of the many people who decided to adopt chickens during the pandemic. And then, you might be able to hold your chicken while on a zoom call and still be successful. Life certainly has changed.  

If you would like to learn from our experience so you can plan and execute your capital campaign or annual fund major gifts program, please click here to schedule a free consultation.

5 Types of Pandemic Volunteers

5 Types of Pandemic Volunteers

Furloughs and layoffs are everywhere, and nonprofits are no exception. But, since you still have a mission to fulfill and services to offer, volunteers offer an interesting opportunity. There are, potentially, more people available, but less time to train, track, and collect volunteers. Sometimes it feels like you need to babysit volunteers. But what if you could look at these prospective free workers like you would consider childcare.

Before we get into the details of the 5 types of Pandemic Volunteers, you need to do a bit of work.

Start by considering what you are not getting done. Then, think about what you are doing that could be done by somebody else (if that person were reliable.) And lastly, how much internal knowledge is required for each task.

Now, consider the 5 types of Pandemic Volunteers:

  1. Mother’s helper is someone who needs specific tasks but may need to ask a lot of questions, at least at first, to learn the ropes. The good news is if the task continues, they will get better and better. This could be a teenager looking for something to do when camp is cancelled or a volunteer who isn’t always super reliable, but you want to keep interested and connected.

    Since you don’t know how much this person will achieve, consider small tasks with short deadlines. A mother’s helper could clean out closets that got left mid-semester or prep materials for your re-opening. Printing, photocopying, and collating are also possibilities.
  2. Babysitter is someone with some experience, needs guidance for expectations on a regular basis but is mostly independent. Each “babysitter” will come with some expertise that you may be able to use.

    For instance, someone who knows Excel can create a list of all current and lapsed $250 donors and provide the lists to “Night Sitters,” “Camp Counselors,” and “Camp Directors.”
  3. Night sitter is someone who can keep things going and is independent after an initial explanation. This person is used to jumping into new situations and can give you the confidence to sleep through the night because the job is getting done.

    A night sitter has been a volunteer for you and/or other organizations and can do things like make calls on your behalf. Provide a script and a list of contacts and that person can help you steward mid-level and entry-level donors while you focus on major donors.
  4. Camp counselor is someone who can rally the troops and is ready for leadership responsibilities, meaningful tasks, and whom you know is reliable. They may have volunteered or worked with you in the past or can demonstrate their expertise.

    Camp counselors can replace you to offer trainings to “night sitters,” “babysitters,” and “mother’s helpers.” And they can be the resource for most questions that would stop other volunteers from moving forward. They can help you steward higher-level donors.
  5. Camp Director is someone who can act as an employee or colleague. They have the skills that you would hire, if you had the money and time. They can supervise for you, explain tasks to others, organize volunteers and staff alike, have specific skills that you are missing, and are 100% reliable.

    Camp directors can help you make sure the trains are running on time. They are volunteers who can help with marketing your services, provide human resource advice, and financial and/or fundraising expertise. You may even rely on these people already. The one problem is that this skill set is hard to find in a volunteer and may have to be a hired as an Interim (aka Fractional) Placement. It would be less expensive than a full-time employee because they could be an independent contractor, but will still add to your costs.

If you would like help thinking through your volunteer strategy, click here to schedule a free 30 minute consultation.

Are Your Annual Fundraising Goals Are Too High, Too Low, or Just Right?

Do you think your annual fundraising goals are:

  • Way too low,
  • Somewhat too low
  • Just about right
  • Somewhat too high
  • Way too high
  • N/A

This is one of the questions we ask when we conduct an Organization and Development Assessment Survey which we ask clients to complete when we begin engagements. Depending on the client, there are between 60-90 questions on the survey that help us understand an organization’s current situation, and its potential for improvement.

Off target fundraising goals

But I love this question.

This question shows an organization’s optimism, how well it tracks its gifts and whether it understands what their goals could or should be.

Based upon the answer to this one question, we can help improve outcomes, but that is another whole article.

The facts are clear. According to a recent article by Zach Shefska of MarketSmart, only 43% of organizations met their major gift fundraising goals in 2019. Unless there were unusual, unexpected circumstances, 57% of nonprofits need to improve their goal setting along with their fundraising capabilities.

To treat this subject with the detail it requires, this will be a two-part article with the “extremes” today, and the middle ground next week.

If your answer is that your fundraising goals are:

“Way too low” – your organization probably

  1. had an unexpected windfall (that new $200,000 gift or a one-time stellar event with great honoree(s) you weren’t expecting) that skewed your results;
  2. experienced an expected reduction in staff during the year which led to extremely conservative goal setting; or
  3. pulled a number without a plan.

If it’s the new, and very large donation, I hope you have your stewardship in place. That will be essential to make that person(s) feel great and hopefully give again.

If you had a staff change, consider that you were likely to have a decrease in annual money because

  • you didn’t want to pay appropriately
  • weren’t willing to invest in executive search to fill the post (which seems like a poor trade-off), or
  • you didn’t think you could hire right away.

Remember that staff turnover costs money. Investing in your staff’s satisfaction is essential.

If you just pulled a number without a plan, I hope that you have since corrected your mistake and created a fundraising plan.

“Way too high” – your organization probably:

  1. had a senior officer—without real development experience or knowledge of your donors—set a high goal without a plan on how to achieve it
  2. unexpectedly lost one or more major donors/cancelled an event
  3. had a change in fundraising staff or volunteers

Setting goals without a plan is more common than people like to admit. It is a practice that leads to trouble for the organization. If you are not working on a detailed plan to improve donor retention, move donors from mid-range gifts to major gifts, or create new strategies and stewardship for major donors, you should not be increasing your goal. A big goal may make the leadership feel good in the short term, but the reality will harm both staff and volunteer leaders’ morale and confidence in the long-term.

Unexpected losses are unfortunate. A one-time occurrence of this kind, if at the wrong time of the fiscal year, is virtually impossible to overcome. But, more than once, then it is the organization’s fault. Consider diversifying annual fundraising. It may be easier to have one $100,000 donor than 10 donors at $10,000 but losing one $10,000 gift will have less of an overall impact.

Over-reliance on events can be catastrophic when an honoree gets sick or a last-minute snowstorm postpones your organization’s largest source of income. It’s great when the event works, but when it doesn’t, your goal may end up “way too high.”

Did your volunteer fundraisers leave this year? It pays to have a constant source of new fundraisers each and every year. I know organizations that rely on the same 2 or 3 volunteers for 10+ years. They write the letters, make the follow up calls and ask their friends with only minimal staff involvement. That creates stale messaging, donors who remain the same or decrease their amounts (no real incentive to do anything else) and fundraising that drops dramatically with any change.

“N/A” – Your organization does not have fundraising goals – your organization probably should:

  1. Walk through the streets while people yell “Shame!” and throw fruit at you (a Game of Thrones reference)
  2. Know you need help for 2020

Goal setting creates accountability, expectations and demands a detailed plan. With a solid plan, our development operation will not be based on wishful thinking but rather a set of prepared processes that will ensure success.

That leaves fundraising goals that are “Somewhat too low,” “Just about right,” and “Somewhat too high” for Part 2. Check back on our blog www.merskyjaffe.com, and if this blog was forwarded to you, then subscribe on our homepage to read the rest.

And, if you would like to talk to us about a Organization and Development Assessment for your nonprofit call us at 800.361.8689.

Dealing With Disruptive Board Member(s)

The Disruptive Board Member EffectTwo organizations with which we have been working have very similar concerns.  At each nonprofit, there is at least one board member who is disruptive to meetings. And both have leadership that want that to change.

The Disruptive Board Member(s)

Based on a board member’s personal approach—often rooted in personality—there is at least one person who:

  • Likes to point out problems but has no time or willingness to help with solutions
  • Insists that their solutions are the only way to find a successful path forward
  • Cannot get past a specific issue resolved in a way they did not support so that now they are having trouble supporting anything
  • Tries to dominate the meeting (or specific agenda items)
  • Believes the cohort they represent needs more attention or resources
  • Is invested and wants to understand the details of decisions but doesn’t have enough time to participate in committee work. (Which often translates into someone who wants to revisit every committee recommendation in a deep dive at board meetings)

How does the rest of the board feel?

The result is that one bad apple can upset the cart. Or, in this case make the board meeting uncomfortable for everyone.

Not everyone is going to raise their hand and tell you they don’t enjoy volunteering for your nonprofit. Instead, they may step off the board at the first opportunity, make less of an effort to be at meetings and make your nonprofit less of a priority in their lives. And once a volunteer has shifted focus to other nonprofits or life-priorities, it’s not easy to bring them back.

What can be done?

If this has been going on for some time, one meeting will not change how everyone feels. Like stewardship or altering a donor’s perception of your organization, it will take consistent proof that change is happening. But you can start showing your intentions by:

  • Moving the agenda along. Keep time and limit conversations to predetermined timeframes. There will be some conversations that need to be extended, but not every conversation falls into this category. You probably already know who a good timekeeper will be. Asking that person for help will show that you understand the strengths and weaknesses of individual board members and you are trying to make change.
  • Having a private one-on-one conversation, outside of the board meeting, can help the person(s) in question feel heard.
    • Express to the board member that, to you, it feels as if they want a deeper understanding of the development/finance/program decisions. If this is true, suggest they join the committee where the discussions can go deeper on certain issues- when they have an hour or more to consider the issue. If they cannot/will not join the committee – ask them for suggestions as to how they can participate without diminishing the committee’s work prior to the meeting.
    • Explaining that as board-chair you are having trouble getting through the agenda in a timely way – and ask if they have suggestions. Be open to the responses. It may be that many members want fewer agenda items with deeper discussion or that allowing a deeper dive on one pre-determined issue would feel more meaningful.
    • Repair damage by making it less personal. We can assume that everyone is at the board table because they care, but just as in any for-profit business, decisions often have to be made for the good of the organization and not necessarily the good of the individual board members. We all have to get past our personal issues and focus on the larger organizational goals.
  • Training sessions reminding board members of:
    • Their responsibilities to the nonprofit
    • The value of introverts. Allowing the loudest board members to have the most impact is dismissing the importance of an introvert’s value to your board.
    • Basic skills that when absent can derail board meetings. (Think about how many people at the table understand how to read a P&L vs. asking questions that are obvious to those in the know)
  • Holding a retreat to regain consensus. Sometimes, people have to be reminded of the positive energy that can happen within the group. Using ice breakers, small group exercises that acknowledge different learning styles (pictures help some people think outside of the box and oral stories help others.

And, of course, if you would like help with your specific board’s governance issue or your nonprofit’s next retreat, email me by clicking here.

A Guide to Powering Up your Board Member Recruitment

Board Member Recruitment Let me start by saying that before you focus on board member recruitment, you need a standing committee on governance and leadership development. If you don’t, read this or this first.

OK, now we are on the same page and everyone understands the importance of a standing committee on governance and leadership development.  Among the ten basic responsibilities of board members is one that states thatthe board should “replace itself.” But, board member recruitment means that you have to continually generate and explore prospects for leadership roles in the organization as well as for potential board members. Here are 8 ideas for your committee to test out:

  1. Consider your constituents/members. One of the life lessons we are learning from the upcoming mid-term elections is that people seem to want to be represented by people who look and act like themselves. Board member recruitment should include representatives of your work. Members, current/former beneficiaries, or program participants can all be considered.
  2. Think about who has reached out to you. People who are looking to get more involved but first want to peek behind the scenes at a nonprofit will often reach out to you. They will invite the Executive Director or another staff member for coffee or to meet up. It might be after an event, “I will be at pancake breakfast with my kids, can we talk for a few minutes about this idea I had for a wine tasting event.” Whether or not you want to add a wine tasting is irrelevant – that person is thinking about how to help your nonprofit. And that is a good indicator that they may want a deeper involvement.
  3. Look at your committee members. This is a tried and true method of identifying potential board members who are committed to the organization and do what they say they will do.
  4. Read your donor lists. Now focus in on the cumulative giving lists. If your nonprofit means enough to them to give year after year, they have already demonstrated their passion for your mission and vision.
  5. Perform a formal search. This will take time and energy, but if you think you have people who would get more involved, if only they were asked to do more than serve pancakes, offer them the opportunity to raise their hands. Put out calls on social media (LinkedIn could be incredibly valuable here), in newsletters or hand written notes to target specific people. List opportunities to join different committees that could use an infusion of new volunteers (read: all committees). Finance, development, events, governance, programs, marketing, and/or membership are all options.
  6. Ask your current board members who are not on the governance and leadership development committee for suggestions. This may seem obvious, but over time a strong committee might not be soliciting nominations from other board members.
  7. Look outside the box. Contact local organizations that train board members (e.g., United Ways) or look online to nonprofit board recruitment sites.
  8. Talk to your current volunteers. Some volunteers want to help a day here or there with no long-term commitment. But, if you ask your volunteer coordinator who the most reliable volunteers are, there will be obvious answers.

Of course, once you identify candidates, the next step is to research them. But I will save that for another article on board member recruitment.