Grant-seeking and strategy is often siloed within the development department, but it doesn’t have to be. In fact, your nonprofit has a valuable asset in your corner that too many organizations don’t use—their boards.
Usually, the development team will simply report on grant success to the board as part of development progress reports. But when staff and board members collaborate effectively, they combine operational expertise with strategic relationships that can dramatically expand and enhance your nonprofit’s grant pipeline.
Think of this shift as an evolution in your fundraising culture, where the board doesn’t just approve budgets but actively co-creates opportunities. In this guide, you’ll discover a practical, three-step framework to help you engage your board in grant strategy and outreach, aligning every conversation around mission impact and fundraising sustainability.
Step 1: Build the Grant Strategy Together
Before your board can effectively support grant acquisition, they must understand the “why” behind your grant approach. Deliver this information in a “Grants Bootcamp,” a 60–90-minute workshop integrated into a board meeting or retreat. Build an effective bootcamp plan by determining:
Workshop Goals
This bootcamp should feel less like a lecture and more like a strategic think tank. By giving your board members space to analyze priorities and weigh in on your goals, you empower them to see the direct link between their governance role and your fundraising success.
Each nonprofit’s bootcamp goals will look different, but regardless of your specific objectives, ensure you:
- Connect to strategy: Review your strategic plan and identify three to five key programs or initiatives that are “grant-ready.”
- Create a unified case for support: Develop shared messaging that both board and staff can use when speaking with funders.
Workshop Flow
Once you’ve set your goals, it’s time to structure your workshop accordingly.
Part 1: Strategic Plan Review
Start by having staff present the major pillars of the strategic plan. Ask your board:
- Where do you see the most urgent funding needs?
- Which initiatives would create the biggest community impact?
This conversation grounds the board in real organizational priorities while inviting their strategic insights.
Part 2: The “Grant-Ready” Filter
Grant strategy differs from other fundraising streams because it requires a balance between mission-critical work and funder interest. That means that not every program will fit into your grant strategy. With that in mind, staff should define what makes a program “grant-ready”—for instance, clear metrics, a specific budget, and an innovative approach. As a group, evaluate each initiative through this lens.
Remember, this analysis shouldn’t be based entirely on internal data. Thompson Grants recommends using a grant database with updated information so you can reverse engineer your grant strategy, finding opportunities first and deciding which programs fit best.
This shared exercise builds mutual understanding; development staff learn how the board evaluates opportunity cost and risk, while the board gains clarity on why some programs are prioritized over others for external funding.
The Result
You’ll leave with a concise Priority Funding Plan, which is a one-page document outlining your top projects, brief descriptions, and funding needs. This becomes the playbook for your board-enabled grant development pipeline.
Also, this workshop strengthens your culture of collaboration. Board members will begin to see themselves not only as decision-makers but as champions who can articulate your impact story in conversations with peers and partners.
Step 2: Activate the Board for Grant Outreach
Once your board understands the strategy, it’s time to activate their networks. Conduct a “Prospect Mapping” session to uncover valuable connections among board members. This process looks similar to traditional prospect research, but is focused on foundations and other grant-making institutions.
How to Run the Exercise
1. Staff Preparation
Before the session, ask your development team to compile a “dream list” of 10–20 ideal potential funders that align with your grants playbook. Then, during the meeting, distribute this list to each board member. For each funder, ask three key questions:
- Does anyone have a direct connection to a trustee or staff member?
- Does anyone know someone connected to the foundation?
- Does anyone have insider knowledge, like recent shifts in funding focus?
Record every connection, no matter how small. Even casual overlaps—shared schools, faith communities, or social circles—can open doors.
Defining Outreach Roles
After mapping out your network, explain what different levels of board involvement look like:
- Tier 1: Direct Advocacy: A board member makes a personal call or email introduction to the foundation’s program officer.
- Tier 2: Endorsed Proposal: A development staff member drafts the proposal and references the board member’s connection.
- Tier 3: Strategic Editing: The board member reviews the proposal for clarity and alignment based on their strategic knowledge
These layers allow for scalable participation, making it easier for each board member to engage based on their comfort level and relationship strength.
No matter their outreach tier, encourage board members to think of this not as “asking for money” but as “opening doors for impact.” When framed around relationships and mission alignment, outreach feels purposeful and authentic rather than transactional.
Step 3: Create the Structure for Sustainable Collaboration
To make this partnership sustainable, you need structure. When grants are consistently part of board conversations—not just a one-off initiative—you’ll unlock more reliable results. Follow these steps to make collaboration effortless:
1. Establish a Development Committee or Grant Task Force
Your board members are busy, so in-depth discussions of grant priorities in every meeting likely isn’t realistic. Instead, form a small group of two to three engaged board members, plus key staff (like the Executive Director and Development Director). This committee will meet monthly to review grant activity, brainstorm new prospects, and plan outreach. It keeps the process agile and strategic without overburdening the full board.
Over time, this task force will become the bridge between governance and operations. It ensures board involvement remains focused, agile, productive, and proactive.
2. Build a Grant Dashboard
Transparency builds momentum, and with technology, you can ensure every board member is on the same page. Create a Grant Dashboard in your regular board packet to track:
- Dollars submitted, pending, and received
- Upcoming deadlines or audits
- Next action items for board members
Add a short narrative summary at the top of each dashboard—highlighting trends, lessons learned, and progress toward your annual fundraising goals. This gives the board both context and clarity about where their efforts are paying off. This visual accountability tool keeps everyone aligned and aware of progress.
3. Celebrate Wins and Efforts
According to eCardWidget, board member appreciation fuels engagement. When a grant comes through because of a board connection, celebrate that member during meetings and in internal communications. Even if the grant isn’t awarded, acknowledge the outreach effort.
A culture of appreciation not only strengthens relationships but also inspires continued involvement and strengthens your board as a fundraising team. Try small gestures—personal thank-you notes, recognition at your annual meeting, or a shoutout in your newsletter. Positive reinforcement keeps your board invested in the process.
Engaging your board in grant strategy transforms them from passive observers into powerful fundraising partners. This approach strengthens alignment between governance and operations, enhances external credibility, and builds a more resilient funding model. In short: your board isn’t just part of the process; they’re a cornerstone of your grant success.
