When a nonprofit hires paid staff, especially development professionals, the board’s Fundraising Committee faces a new challenge: staying helpful without getting in the way. The line between governance and operations can blur easily. It’s tempting for well-meaning board members to step in and “help” with staff duties, but that can create confusion, frustration, and even slow the work down.

So what should a Fundraising Committee do when the organization already has a staff-led development program?

Focus on Strategy, Not Execution

The Fundraising Committee’s job is to set direction, not to send emails or manage campaigns.
Instead of drafting appeal letters, they should:

• Review and approve the overall fundraising strategy presented by staff.
• Ensure that the strategy aligns with the organization’s mission and budget needs.
• Ask thoughtful questions: “Does this plan diversify our revenue?” or “Are we too reliant on grants?”

Example: Instead of writing the annual appeal, the committee might review the fundraising calendar, suggest adding a mid-year donor stewardship campaign, and approve the tone and key messaging staff have proposed.

Lead by Example

Fundraising committees should model generosity and engagement. That means:

• Making a meaningful personal gift each year.
• Leveraging their networks to open doors, make introductions, and host small gatherings.
• Championing a culture of philanthropy across the board.

Example: A committee member doesn’t ask staff for a list of prospects to cold-call. Instead, they look at their own LinkedIn or personal contacts and say, “I know two people who’d care about this cause. I’ll set up a lunch and invite our development director to join us.”

Monitor Progress, Don’t Manage Tasks

Fundraising committees should review results and metrics, not assign duties. They provide oversight by keeping tabs on whether fundraising goals are being met, but they don’t run the campaign themselves.

Ask:

• Are we on pace to meet our annual goal?
• How are donor retention rates trending?
• Are we investing enough in donor stewardship and major gifts?

Example: At quarterly meetings, the development director presents updates. The committee reviews trends (like a dip in mid-level donors) and discusses whether board members can assist with outreach or strategy refinement, without dictating tactics.

Support and Partner with Staff

The best committees treat staff as partners, not subordinates. They provide thought leadership, feedback, and encouragement.

• Ask how the board can be most helpful.
• Celebrate staff wins and advocate for resources when staff are stretched thin.
• Respect boundaries. If a staff member is executing an event, the committee’s role is to promote it and attend, not to plan the menu or run the registration table.

Example: The committee might help recruit corporate sponsors or rally board attendance for the gala, but not take over vendor coordination.

Keep the Big Picture in View

The committee’s role is to ensure that fundraising efforts remain sustainable, ethical, and aligned with mission priorities.
That includes:

• Reviewing fundraising policies (gift acceptance, donor recognition).
• Discussing long-term revenue mix: earned income, grants, major gifts, etc.
• Evaluating whether fundraising supports strategic priorities rather than short-term fixes.

Example: When staff suggest pursuing a large government grant, the committee might discuss whether the program requirements fit the mission, rather than writing the proposal themselves.

Governance vs. Operations in Practice

The Fundraising Committee’s Role

A well-functioning Fundraising Committee acts like a compass, not an engine. It helps ensure the organization is heading in the right direction, keeps philanthropy at the heart of governance discussions, and empowers staff to lead the day-to-day work. The key is collaboration–mutual respect between board and staff that turns oversight into partnership.

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