I am often asked two questions about development committees that I will attempt to provide some perspective on.
1. We are a small board, should we still have a development committee?
2. How do I as staff engage with this committee?
In my earlier years, I would have answered the first question much differently. I struggled with such a committee early on as I reacted this way.
1. Committees being way more work than doing myself.
2. I know how to fundraise; teaching is time consuming. It is just me, I don’t have time!
3. All they want are more reports. I need action.
Today I recognize my old patterns as arrogance and foolishness. I would get discouraged by seemingly having to do the work myself anyway and pretending it was the committee. Through the years, mentors and great board members helped me understand the power and how to best utilize committees. So let me share some of what I learned.
Development committees are essential. Think about it for a minute. What is the one thing that will bring your programs or organization to a halt?
In the organizations in which I was involved, that answer was cash flow. Without cash flow programs do not exist. And naively depending on government funding or grants alone for cash flow is a tragedy waiting to happen.
With cash flow being at the core, what message do we want to send to the board, our funders, our new recruits? Fundraising is optional? Giving is nice? Trying to focus board members on giving and getting gave me stress and excruciating headaches. I suffered several consequences throughout the years trying to pressure arrogant board members into giving and getting. Until I learned the secret of the development committee. How about you?
A development committee focuses on the bread and butter of a nonprofit. This standing committee constantly reminds board members of the relationship between donors and cash flow. It keeps fundraising at the forefront of each board meeting through reports and action items.
Does this mean the rest of the board is off the hook? Absolutely not!
It means rather than staff beating their heads against the wall to make board members participate, it is a peer-to-peer pressure. Committee members bring a stronger and more compelling call to action.
Think of it this way. You are a teenager. Are you going to listen to a coach or a parent? Who is more influential? If you think a parent, we might want to have a different conversation.
The development chair is as critical of a position as a board chair. Together they can be the determining factor in the success of your organization. As you implement a development committee, even a 1-2 person one, insist on a good job description, emphasize a solid selection process and establish close working relationships with staff immediately.
That brings up the second question. What is the staff role in the development committee?
Stay tuned!
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