This article is excerpted from Lee's chapter on "Developing a Fundraising Committee" in The Vigilant Fundraiser, edited by George Stanois.

Charities, almost by definition fundraise to some extent or another. For many charities, the funds raised through donations, events and “drives” are the only money that the organization has to fund its good work. Because fundraising is so integral to the health of a charity, planning and implementation has to start at the top – the board and senior management. Fundraising is a team sport and the establishment of a permanent fundraising team (not an ad hoc committee) is essential to success.

A vigilant fundraiser actively recruits the skills that are needed

This is perhaps the most dramatic shift from past practice – moving towards recruitment of volunteers, as you would recruit paid workers. We want to hire for ability, not just availability. Instead of taking the first warm body to walk through the door to fill a position, or scrambling to find something - anything - for a volunteer to keep them busy, we want to create a job description for a certain task and recruit for skills related to that task. 

If you want to attract and keep good volunteers for your organization, you’re going to have to create a program that recognizes what motivates volunteers, and design positions that are desirable. Volunteers are too busy and too demanding – and there are too many other choices for them out there. 

Committee development

Considering that the financial health of a charity is a fundamental board responsibility then the logical place to start are board members. Ideally, board members are highly engaged and set an example for others to follow throughout the organization. A good fundraising committee focuses on establishing and building lasting relationships with donors as a shared responsibility throughout your organization not just fundraising and administrative staff. Everyone understands that they play an important part in fundraising success, regardless of their position.

A fundraising or development committee takes on a leadership role for planning and implementing revenue-generating strategies. Often a member of the board chairs them but ideally, community members who are not on the board are members too. In fact, your fundraising committee can be a brilliant "tryout" for future board members and an effective introduction into your organization’s culture.

The fundraising committee has basic responsibility for overseeing, advising and with staff, implementing the organization’s fund-raising activities. Its main duties are to:

1. Set policies, priorities, and goals for fund-raising programs for the current fiscal year.
2. Review the ongoing performance of each campaign.
3. Review campaign achievement versus its objectives.
4. Identify and rate all major prospects for support.
5. Recruit key volunteer leaders and solicitors for the organization’s fund-raising campaigns.
6. Be an active part of fundraising for the organization.

Chairs of development committees, like development directors, meet the income needs of the organization without exhausting its base of support. The best development committee chairpersons are able to see the job in its entirety. They have broad vision. They don’t fall in love with one fund-raising idea, event, or concept at the expense of the overall development effort.

Terms of reference

Thriving committees work within the rules of game. A written Terms of Reference or a Memorandum of Understanding, will include some kind of statement or description that clearly sets out expectations to volunteers and staff of what the commitment is that each person will make to the organization. These terms are set out to ensure that everyone knows what is expected of him or her and what impact they will have on the team.

Subjects or headings within these guidelines are:

• Structure and purpose: How many people are on the committee; the hierarchy and reporting structure as well as the reason the committee exists.
• Duties, roles and responsibilities:  Detail what the committee does and does not do in relation to tasks, targets and timelines. This can also include decision-making protocol or authority, finances and committee budget.
• Internal support: Staff / volunteer connections as well as budget or resources the committee has at its disposal.
• Meetings: Honestly outline the timing, length and content of what happens when the committee gets together.
• Terms of office: This is probably the most important piece; describing what each individual committee member is expected to do.  
• Sub-committees: Sub-committees allow for even further expansion of the volunteer program by creating special teams for specific purposes:  such as special events, major gifts, monthly donors’ gift club, stewardship and capital campaigns.
• Fundraising activities or deliverables: List the activities and actions for the team and everything the charity does to raise funds.
• Qualifications/experience: Outline the expertise, background and connections the volunteers should bring to the committee.
• Benefits of membership: Tell what is in it for your volunteers. Are there any professional development opportunities or other types of training?
• Dispute resolution: This is rarely done, but very helpful if and when a disagreement occurs.

The bottom line is that the clearer your document, the less room there is for misunderstanding or unmet expectations.

What type of person should be on the fundraising committee?

Generally, the type of people who are comfortable asking for funds are more extroverted than introverted. That said, quiet and reflective individuals also play a vital role in fundraising. They are often better researchers or listeners than their more outgoing counterparts. Paired together on a request for support, it is easy to see how they can be formidable team. One learns about the prospect’s interests and preferences while the other makes the pitch asking for the gift.

So although we are trying to anticipate whom our ideal volunteer might be for a specific position, don’t be too restrictive.  Be creative – and really, don’t wander too far from home. As is the case in fundraising, your most committed supporter, your closest “family” members are the most likely to help you out.

Once you have outlined your committee expectations and developed the necessary documentation to ensure clear communication, get the word out in your community. Start internally but also consider contacting service clubs and local churches. Also, recruiting committee members from event sponsors can be a way for your business champions to showcase their corporate responsibility – for your charities benefit!

Lee Pigeau is Director of Philanthropy at Queensway Carleton Hospital Foundation in Ottawa, Ontario.