Why the Last Board Gifts Are the Hardest to Secure, And What to Do

In recent weeks, I’ve found myself in more than a few conversations with nonprofit leaders who are stumped and frustrated about reaching the all-important campaign milestone of 100% board participation.

The specifics from conversation to conversation are remarkably similar. These leaders have done everything right. They’ve engaged the board in both project and campaign planning. They’ve included project and campaign updates on every board agenda. They’ve involved board members in asking one another. They’ve asked for specific amounts. They’ve even passed unanimous board motions about achieving 100% participation.

And still… the last few gifts remain elusive.

If you’ve ever struggled to secure the final few board gifts in a capital campaign, you are far from alone. It’s not unusual for most board members to respond promptly and enthusiastically, and then for a small handful to dodge calls, delay decisions, or drift into “gift limbo” where they say they’ll “do something” but never quite commit.

So what’s really going on, and what can be done?

Fortunately, you have more options than you may think.

Why Persisting to 100% Participation Is Worth It

Attaining 100% board giving to a capital campaign is not just a symbolic nice-to-have — it’s absolutely essential.

Major donors, foundations, and community partners look to the board as the leadership body that validates the project.

• Savvy donors routinely ask about board giving before accepting campaign meetings.
• Foundation grant applications often inquire about board participation as a requirement for consideration.

If the board isn’t all in, others won’t be either. It’s that simple.

5 Common Reasons Board Members Delay Their Campaign Gifts (and What to Do About Each)

If your board giving is stalled at anything less than 100%, don’t give up. Your task now is to diagnose what’s happening one board member at a time — and then tailor your approach accordingly.

1. They’re Ashamed

For some board members, the early leadership gifts they’ve heard about in campaign reports feel impossibly large. They worry their gift will disappoint or won’t “matter” in the grand scheme of the campaign — so they delay.

How to open a dialogue: “I could be wrong about this, but I sense there’s something holding you back from making a commitment to the campaign. I know you love this organization and I wonder what’s on your mind. What can I do to help?”

2. They’re Overwhelmed

Some board members aren’t familiar with multi-year commitments, donating appreciated securities, donor-advised funds, or gifts of other complex assets. When something feels complicated, it’s natural to stall.

How to open a dialogue: “Sometimes board members delay campaign commitments because the mechanics of a multi-year or asset-based gift have felt unfamiliar. How are you feeling about the different ways you might structure your gift? Would it be helpful to meet again and review different ways that others have structured their gifts to this campaign?”

3. They’re Waiting for a Financial Event They Don’t Control

Sometimes the delay has nothing to do with you, your organization, or the campaign. Your board member may be waiting for a liquidity event, inheritance, real-estate sale, or pending payout. When timing and amounts are uncertain, decisions get deferred.

How to open a dialogue: “I’ve been thinking about the variables you’ve shared with us in past conversations. I wonder if you’d be willing to consider a ‘starter’ gift or even a conditional pledge—something that confirms your intent to give, with the understanding that the exact timing or amount may change once things crystallize. That would allow us to reach 100% board participation (and begin leveraging the benefits that milestone confers) while giving you the time you need to make your ultimate gift. What do you think?”

4. They Were Put Off by the Solicitation Process

This is delicate territory, but important to surface — especially since campaigns often shake up the routine ways boards handle giving. Perhaps the suggested amount felt inappropriate. Perhaps the board member felt undue pressure. Perhaps the tone was off.

How to open a dialogue: “We’ve checked in a few times about your gift to the campaign, but today I’d actually like to hear your thoughts on the process of being asked. Your perspective is incredibly important to us. How has it felt for you? Has anything not sat right?”

5. Your Campaign Isn’t a Priority for Them

This is uncomfortable, but essential to name. It is entirely reasonable to expect that your organization is among the top philanthropic priorities for every board member.

If it’s not, the issue isn’t the campaign. It’s board alignment.

How to open a dialogue: (Best if this is led by the Board Chair) “For this campaign to succeed, we need 100% participation from the board — not necessarily equal gifts, but equal commitment. We haven’t been able to confirm your gift to the campaign and I can’t help but wonder if something is amiss. I could be mistaken but I sense that we may not be a priority for you right now. Am I right about that? Or is something else going on? Is there anything we can do to get back on track?”

Sometimes, nothing can be done to get a drifting board member back on track. If you find yourself in this situation, it’s not the end of the world. It is, however, time to thank them for their service and gracefully release them from the board. Note that this conversation is best conducted by the board chair or governance committee chair, not a staff member.

Additional Strategies to Move Toward 100% Board Participation

Here are a few more strategies to bring about 100% participation from your board.

1. Educate the Board on the Power of 100%
   Remind board members that collective participation matters. Not reaching 100% hamstrings your solicitation efforts with major donors and foundations. You will probably need to convey this at multiple meetings in order for it to stick.
2. Establish and Communicate a Clear Deadline
   Ambiguity breeds delay. Set a firm deadline connected to a real campaign milestone. For example, a foundation proposal that requires 100% board participation or the start of solicitations that are farther afield from ultimate “insiders.” Be sure to let the board know why this particular deadline matters.
3. Bring in a Peer
   A fellow board member who has already made a thoughtful stretch gift can often unlock a stalled conversation in ways staff cannot.
4. Celebrate Board Gifts at All Levels
   When you recognize only top gifts, others feel diminished. Celebrate participation, leadership, and stretch giving — not just gifts with a lot of zeroes.
5. Report on Board Participation at Every Board Meeting
   Transparency accelerates decisions. Keep progress toward 100% participation updated and central at every board meeting.

Securing the last few board gifts is rarely easy, but it is important. With empathy, clarity, and individualized strategies, you can attain 100% stretch participation. And once you do, your campaign will be stronger for it.