Strengthen board and volunteer relationships

By Jen Howe

4 essentials to amplify your fundraising

Board and volunteer leaders are important fundraising allies — blending governance, giving, and networks. Strengthening these relationships increases strategic alignment, advocacy, and long-term philanthropic potential.
To strengthen board and volunteer relationships, nonprofit institutions should focus on four core practices: setting clear expectations, fostering open communication, creating meaningful engagement and stewardship opportunities, and managing transitions with intention and care.
More meaningful engagement leads to deeper commitment, expanded influence, and sustained giving. When volunteer leaders feel valued and empowered, they become enduring partners in advancing your mission.

Strong relationships are at the heart of effective fundraising. While it's common to focus on donors, volunteer leaders — especially those on boards or committees — are often your organization's most valuable advocates.

Research shows that volunteers are more likely to donate and contribute significantly more than non-volunteers. Engaged volunteer leaders strengthen your institution’s capacity, help shape strategy, and open doors to new opportunities.

However, cultivating and retaining effective board and volunteer engagement requires intentional planning, clear structure, and regular communication. Here are four essential practices to deepen relationships with board members and volunteers and drive meaningful impact.

A high-performing board starts with clarity. Successful organizations often:

Revise bylaws and establish clear term limits.
Define leadership rotation and succession plans.
Outline and socialize roles and responsibilities among board members.

Volunteer leaders should:

Prioritize your organization in their giving.
Stay informed on institutional goals and serve as active ambassadors.
Support donor cultivation, solicitation, and stewardship.
Uphold strong governance and advocate for fiscal responsibility.
Help translate strategy into compelling philanthropic messaging.

Internally, staff must also establish ground rules. Assign board stewardship responsibilities to key roles, and document these expectations clearly. Board engagement should be proactive, codified, and continuously reinforced through shared ownership.

Too often, board meetings focus heavily on presentations and reports. While reporting is essential, meetings should be spaces for two-way communication and strategic dialogue.

Encourage engagement by:

Shifting from staff-driven reports to board-facilitated discussions.
Empowering committee chairs to lead agenda items.
Personalizing meeting prep with context tailored to each board member’s interests.
Following up consistently between meetings through one-on-one check-ins.

Develop personalized engagement plans for key board and committee members. These plans should include regular touchpoints, customized communications, and shared goals.

Transparent communication builds trust and reinforces partnership. One effective strategy includes connecting board members directly with program managers, directors, or middle managers involved in executing organizational priorities. This multidirectional communication supports implementation alignment and builds stronger relationships across the institution.

Create space in meetings for reflection and feedback. Allow board members to share how they’d like to engage, what they’ve found meaningful, and where they see opportunities for impact. These conversations not only increase engagement but may also surface untapped strengths.

Volunteer engagement is not one-size-fits-all. Organizations that build strong volunteer relationships consistently create diverse opportunities for connection:

Host board and committee dinners, appreciation receptions, or informal social gatherings.
Invite board members to attend special events, mission-driven activities, or relevant community engagements.
Recognize personal milestones such as birthdays, work anniversaries, or professional achievements.

Incorporate stewardship into the rhythm of board management. Consider:

Quarterly thank-you calls from the executive director or board chair.
Written notes from staff members or program beneficiaries.
Annual recognition during donor or volunteer appreciation campaigns.

Also consider hosting annual retreats that combine reflection, planning, and peer engagement. These retreats can help deepen commitment, generate fresh energy, and reinforce shared purpose.

Stewardship for volunteer leaders should mirror the intentionality and personalization of major donor stewardship. When board members feel seen, heard, and valued, they are more likely to step into leadership roles and champion the mission more actively.

Even the most committed board members eventually step back. To ensure continuity and preserve relationships:

Establish and reinforce term limits.
Use annual performance reviews or one-on-one conversations to assess engagement and identify natural offboarding windows.
Create emeritus or honorary roles for high-impact volunteers who want to remain involved without ongoing commitments.

Make transitions meaningful by:

Celebrating contributions publicly.
Offering legacy engagement through strategy or fundraising advisory councils.
Inviting former members to remain connected via events or communications.

Strategic offboarding strengthens your board culture by opening seats to new talent while honoring past service. When done well, these transitions reinforce your organizational values and ensure the board remains dynamic, responsive, and reflective of your mission.

Build the relationship like you would with any major donor

Volunteer leaders give their time, ideas, and networks — and often their financial support. Stewarding their engagement like that of a major donor means: