Here’s what I’ve learned about getting your board involved in securing grants for our organization.
Grant funding can feel like a maze, right? We’re all focused on our compelling stories, strong data, and perfect budgets. And those things are super important. But I’ve realized we’re often sitting on an amazing resource that we might not be using to its full potential: our board of directors. They’re not just there to approve things; when they’re truly engaged, they can be a game-changer for landing big grant awards. I want to share how they can partner with us on our grant strategy, moving beyond just giving their stamp of approval to actually advocating and influencing.
More Than Just Saying “Yes”: Changing How Our Board Works with Grants
I used to think of our board mainly for oversight – checking strategic plans and financial audits. For grants, maybe they’d look over proposals before we sent them in. But that limited involvement leaves so much wasted potential! Our board members are people with different kinds of expertise, networks, and influence. To really tap into that, we need to shift our thinking. We shouldn’t just see our board as approvers, but as active participants, strategists, and champions in our efforts to get grants.
Why Getting Our Board Proactively Involved Is So Important
Grant applications aren’t solo acts only for our development team. Funders increasingly want to see proof of our organization’s stability, community connections, and strong leadership vision. A highly engaged board automatically signals these qualities. When our board members actively participate in the grant process beyond just a rubber stamp, it tells funders we’re deeply committed to our mission, have solid governance, and a wide base of support – all very attractive to them. Plus, being proactive means sharing the workload, getting diverse perspectives, and opening doors that might stay closed otherwise.
Laying the Groundwork: Educating Our Board on Grant Strategy
Before our board can truly jump in, they need to understand the landscape. Let’s not assume they have much grant experience. Comprehensive education is the crucial first step to turning them from passive approvers into proactive advocates.
Understanding the Grant World: Types, Trends, and Funders
We need to start by giving them a clear, but thorough, introduction to the grant ecosystem that’s relevant to us.
For example: Instead of simply listing “grant types,” we could have a board meeting agenda item called: “Grant Funding Landscape: Understanding Our Opportunities.” During that session, we could categorize potential funders:
- Government Grants: We can explain the process, typical application timelines, why aligning with federal/state priorities is key, and how competitive it is. We can share an example of a specific federal agency (like the Department of Labor or CDC) that has funded similar initiatives in our sector.
- Foundation Grants: We can explain the differences between family foundations, corporate foundations, and community foundations. We can highlight their varying priorities, application processes (like Letters of Inquiry vs. full proposals), and typical giving ranges. We can even discuss if a board member’s employer has a corporate foundation, or if a board member is on another non-profit’s board that has received significant foundation funding.
- Corporate Sponsorships/Giving: We can show them how the philanthropic arms of companies often align their giving with their business interests or employee volunteer programs. We can illustrate this with an example of a local company that funds community initiatives.
A practical step: I think we should create a concise “Grant Seeker’s Introduction for Board Members” document. It could include a glossary of common terms (like LOI, RFP, unrestricted vs. restricted funding) and a brief overview of our organization’s past grant successes and challenges. We should also highlight our current funding gaps and strategic targets.
Our Organization’s Grant Strategy: The Board’s True North
We need to lay out our overall grant strategy clearly and with good reason. This isn’t just about listing grants we want to apply for; it’s about making sure our grant efforts align with our bigger strategic plan.
For example: If our strategic plan says we need to expand a specific program to new geographic areas, we should connect that directly to grant opportunities. Instead of saying, “We’re pursuing a grant for program X,” we should say, “Our strategic plan calls for scaling Program Y by 30% over the next two years. To do that, our grant strategy focuses on securing multi-year capacity-building grants from foundations like the XYZ Foundation, which specifically funds program expansion in underserved communities, and pursuing federal opportunities through the [Relevant Federal Agency]’s ABC program, which matches our target demographics.”
A practical step: I suggest we present our grant strategy as a core part of our organization’s overall strategic plan. We should discuss specific unfunded projects or capacity-building needs that grants could address. We really need to ask for their input on these strategic priorities, making them feel like they own a piece of it from the very beginning.
Understanding the Burden: A Funder’s Perspective
It’s helpful for our board to understand what funders are really looking for, and the challenges that come with grant seeking. This can foster empathy and appreciation for our team’s efforts.
For example: We can describe a typical funder’s grant review process. “Funders often get hundreds of applications for just a few grants. Reviewers look for clear problem statements, solutions based on evidence, measurable outcomes, strong leadership, a clear community need, and financial stability. They do their homework, checking 990s, board lists, and even news about our organization.” We can share anonymous stories about proposals that succeeded and why, and those that didn’t due to things like not fitting priorities or seeming to lack capacity.
A practical step: We could share anonymized examples of successful grant narratives or impact reports from other organizations (or our own) that clearly show what funders value. We can also discuss common reasons grants get rejected (things like not fitting their priorities, a weak evaluation plan, or not showing enough need).
Smart Placement: Using Each Board Member’s Strengths
Once our board is educated, the real power comes from strategically using each member’s unique talents, connections, and influence. This means really understanding what each person can contribute.
Mapping Influence: Board Member Networks and Relationships
Every board member has a unique network. These connections are truly invaluable.
For example: During a board retreat or a dedicated governance committee meeting, we could do a “network mapping” exercise. We give each board member a list of major grantmakers (foundations, corporations, government agencies) that we want to target. Then, we ask them to identify anyone they know at these organizations: board members, program officers, influential donors, or even individuals who have received funding from them. We need to document these connections. One board member might be on the board of a bank with a significant corporate giving program. Another might have played golf with a university dean whose institution consistently gets large federal grants, so they understand the ins and outs of that application process.
A practical step: Let’s create a confidential “Board Member Influence Inventory” that lists their professional affiliations, philanthropic interests, and known connections to grantmaking entities. We need to update this regularly.
The Power of an Introduction: Warm Approach to Funders
A warm introduction is so much better than a cold call or an unsolicited Letter of Inquiry (LOI). Board members can create these critical entry points.
For example: Instead of our development staff just blindly sending an LOI to a foundation, we can identify a board member with a connection to that foundation. We’d ask that board member to help set up an introductory meeting or a quick phone call with a program officer. For instance, “Board Member Smith, we’ve identified the XYZ Foundation as a strong potential funder for our literacy program expansion, given their interest in early childhood education. We noticed you’re on the board of their community college. Would you be willing to introduce us to someone like Program Officer Johnson, perhaps by email, explaining our shared interest in educational outcomes and suggesting a brief introductory call?” We should give them a concise, funder-specific elevator pitch to use.
A practical step: For our key grant targets, let’s assign specific board members as “door openers.” We should give them talking points, a quick summary of the proposed project, and a clear request for an introduction. Then, we need to follow up diligently, but always respectfully.
Sharing Knowledge: Industry Expertise and Strategic Insights
Our board members bring so much professional expertise that can truly strengthen our grant proposals and strategy.
For example:
- Financial Expertise: A board member who’s a CFO can review complex grant budgets, making sure they’re realistic, compliant, and clearly explain indirect costs or matching fund requirements. They can spot opportunities for in-kind contributions or leveraged funding that make our proposal more attractive.
- Legal Expertise: A board member with a legal background can review grant agreements, ensuring good terms and reducing risks. They can also advise on complying with federal regulations if we’re pursuing government grants.
- Programmatic Expertise: A board member who works in a related field (like a healthcare provider for a health-focused non-profit) can add credibility and insights to our program design, evaluation methods, and needs assessments. They can validate if our proposed solution is effective or suggest new approaches that might appeal to funders.
A practical step: When we’re developing a significant grant proposal, we should pinpoint specific sections where a board member’s expertise would be beneficial (like the budget narrative, evaluation plan, or policy implications). We can then schedule a dedicated, focused meeting or review session with that board member. We need to value their time by being prepared with specific questions and documents.
Boosting Advocacy: Board Members as Mission Champions
Board members aren’t just connectors; they’re powerful advocates for our mission.
For example:
- Attending Funder Meetings: When a big funder visits our organization or we’re invited to present, we should include a relevant board member. Their presence shows how much our leadership is committed and invested. A board member speaking passionately about our mission can be much more impactful than staff alone.
- Testimonials and Endorsements: We can ask board members to provide quotes or letters of support for specific grant applications, highlighting their personal commitment to our organization and the program. These genuine endorsements can add significant weight. If a board member is a prominent business leader, their letter emphasizing the economic and social impact truly strengthens the proposal.
- Sharing Impact Stories: We should encourage board members to share stories of our organization’s impact within their networks, whether at social gatherings, professional events, or on their own social media. This organic advocacy spreads awareness and builds a positive reputation that can indirectly help with grant seeking.
A practical step: We should provide board members with concise, compelling impact statements and success stories they can easily share. When a site visit or important funder meeting is scheduled, we need to proactively invite a relevant board member to attend and prepare them with talking points.
Making It Happen: Weaving the Board into Our Grant Process
Engagement can’t just be random. It needs to be part of our normal organizational routines and grant development process.
Strategic Grant Committee: Focused Board Oversight and Action
For organizations really serious about using their board for grants, setting up a dedicated grant committee can be super effective.
For example: A “Grant Strategy & Engagement Committee” could include 3-5 board members (maybe even our Treasurer or a finance expert) and key development staff. Their role could be:
- Reviewing our grant pipeline and strategic priorities quarterly.
- Identifying potential board member connections for specific funders.
- Giving strategic input on large grant proposals.
- Helping with introductions or direct engagement with funders.
- Championing new grant opportunities to the full board.
- Reviewing funder feedback, both for successful and unsuccessful proposals.
A practical step: I think we should propose forming such a committee to our board chair. We need to clearly define its purpose, what it covers, and how often it meets. And we need to make sure staff support is provided to the committee.
Timely Information: Keeping the Board Informed, Not Overwhelmed
Our board members are busy. Information needs to be concise, relevant, and timely, avoiding too much information.
For example:
- Board Meeting Agendas: We should include a standing “Grant Development Update” item. Focus on 2-3 key opportunities, progress on major applications, and any new significant leads that came from board connections.
- Pre-Meeting Materials: Provide a brief “Grant Pipeline Report” that lists upcoming applications, grants under review, and recent awards/declines. Highlight where board input or action is needed. Using visuals like a simple color-coded tracker would be great.
- Action-Oriented Communications: When we ask a specific action from a board member (like an introduction or reviewing a section), we should use clear email subject lines (e.g., “Action Needed: Introduction to XYZ Foundation”) and include all the necessary context and draft language.
A practical step: Let’s develop a streamlined communication plan for grant-related information to the board. We need to clearly distinguish between items “for information” and “for action.”
Celebrating Successes: Reinforcing Engagement and Thanking Them
We should acknowledge and celebrate every grant success, big or small, publicly crediting board members who contributed. This makes them feel valued and encourages them to keep engaging.
For example: When we get a significant grant, we should send an immediate email to the full board, clearly stating the grant amount, the funder, and the program it will support. If a board member helped with an introduction or gave strategic input, we should explicitly name them and thank them. “Special thanks to Board Member Jones, whose introduction to the Smith Family Foundation was instrumental in securing this multi-year grant!” During board meetings, we should recognize contributions and share the direct impact of the grant. We should also send personalized thank-you notes to board members who provided direct assistance.
A practical step: Let’s create a clear protocol for announcing grant awards to the board, always including specific recognition for board members who contributed directly. We can even publicly acknowledge their contributions in annual reports or at gala events (with their permission).
Tackling Challenges: Addressing Potential Roadblocks
Even with the best intentions, getting our board effectively involved can have its challenges. But we can use proactive strategies to avoid them.
Time Constraints: Respecting and Optimizing Board Member Time
Board members are volunteers with busy schedules. Wasting their time is a surefire way to lose their interest.
For example: When we ask them to review a part of a proposal, we should specify the exact section and the estimated time commitment. “We’d love your input on pages 7-9 (the Evaluation Plan) of the ABC Foundation proposal. We think this will take about 30 minutes of your time. Would you be able to review it by [Date]?” Provide materials in advance, clearly outline expectations, and offer flexible ways to engage (like email review, a quick call, or an in-person meeting). If we ask a board member to make an introduction, we can provide a pre-written email they can simply copy and paste or customize.
A practical step: Before making any request, we should consider the board member’s known schedule and expertise. We need to make every interaction efficient and impactful.
Lack of Detailed Understanding: Giving Them Easy-to-Digest Information
Some board members might struggle with the technicalities of grant writing or the specifics of certain programs.
For example: Instead of showing raw data, we can use compelling infographics or short videos to explain program impact. When discussing a complex grant, summarize the key points – the “what” and “why” – rather than going into every single detail of the application. If a board member is asked to review a budget, we should provide a high-level summary that explains the main allocations before diving into line items. We can also offer to schedule individual briefing sessions for those who prefer more in-depth discussions.
A practical step: We need to tailor our communication style and level of detail to each individual board member. Provide digestible summaries and visual aids for complex topics.
Too Much or Too Little Reliance: Finding the Right Balance
The goal is collaboration, not dependency. Our staff should still own the grant process, but we should draw on the board’s strengths.
For example: We need to clearly define roles. Our development staff leads the grant identification, writing, and submission process. Board members provide strategic guidance, open doors, and lend their specific expertise. We should avoid expecting board members to write sections of proposals, but we should expect them to review and enhance specific components where their expertise is invaluable. For example: “Sarah (Development Director) is drafting the XYZ Foundation proposal. We are asking Board Member Chen (Legal Counsel) to review the compliance section, and Board Member Davis (Finance Expert) to review the budget narrative, before final submission.”
A practical step: Let’s create a clear division of labor matrix for grant development, clearly outlining who is responsible for what. We should share this with the board.
Maintaining Confidentiality and Ethical Standards
Grant seeking often involves sensitive information. We need to make sure board members understand how important confidentiality is.
For example: Remind board members that discussions about specific funders, grant amounts, or strategic partnerships are confidential. Clearly state this during new board member onboarding and periodically as a reminder when we talk about specific grant strategies. If a board member’s connection to a funder is very sensitive, we should discuss proper ways to engage. We need to ensure all interactions with funders are ethical and transparent, avoiding any impression of undue influence.
A practical step: We should include a clause on confidentiality in board member agreements or operating procedures. We can also reinforce ethical guidelines for funder relationships during relevant discussions.
The Big Impact: A Board-Driven Grant Approach
When our board moves beyond just routine approvals to actively, strategically engaging in our grant-seeking efforts, the change is huge. This proactive partnership diversifies our funding, boosts our organizational credibility, and ultimately, supercharges our ability to deliver on our mission. It creates a great cycle where board members feel more invested, which leads to more success, and that in turn deepens their commitment.
Imagine this scenario: We identify a big federal grant opportunity. Instead of just our development staff working on it, our board’s Grant Strategy Committee reviews the Request for Proposals (RFP) against our strategic plan, confirming it’s a good fit. A board member remembers a former colleague who’s now on the advisory board for a key division within that federal agency – so a warm introduction happens. Another board member, a data analytics expert, offers to fine-tune our proposed evaluation methodology, making the proposal’s measurable outcomes section much stronger. The finance professional on our board carefully reviews the budget, finding a way to use an in-kind contribution that significantly increases our project’s perceived value to the funder. When the proposal is submitted, it carries not only the expertise of our staff, but also the powerful endorsement of a deeply committed, highly connected, and influential board. This is the difference between simply hoping for success and strategically making it happen.
Getting our board involved in grant success isn’t just a nice extra; it’s a strategic necessity for any organization wanting to grow sustainably and have a real impact. It takes intention, education, clear communication, and a commitment to valuing and using the unique assets each board member brings. The time and effort we put into truly engaging our board will pay off far beyond the grant money itself, building a stronger, more adaptable organization ready for long-term success.