Académique Documents
Professionnel Documents
Culture Documents
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* Giving USA is published by the Giving USA Foundation and compiled by The Center on Philanthropy at Indiana University
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2007: 1,900,000
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The great imbalanceif you want to raise real money it is in the assets and that takes relationships!
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Team
Process
Donor
Mission
Cultivation
Linkage
Board
Solicitation
Ability
Staff
Stewardship
Interest
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Organizational Development
Stage I Organizations
Founders dominate Limited Sources of Funding Board involved primarily with operation and program delivery Lack of clear board expectations Lack of future vision Modest or no expectations to fundraise or give Board the operates as a committee of the whole
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Stage II Organizations
Diversified funding Board primarily involved with fund development, stewardship and advocacy Clear board expectations that are enforced Focused future vision Staff driven programs Directors chosen on background, merit and skills Directors selected at large Functioning nominating procedure Board focused on critical issues
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9. Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. Solid personnel policies, grievance procedures, and a clear delegation to the chief executive of hiring and managing employees will help ensure proper decorum in this area. The board must establish pertinent policies, and adhere to provisions of the organizations bylaws and articles of incorporation. 10. Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate and make known their needs in terms of member experience, skills, and many other considerations that define a balanced board composition. Boards must also orient new members to their responsibilities and the organizations history, needs, and challenges. By evaluating its performance in fulfilling its responsibilities, the board can recognize its achievements and reach consensus and which areas need to be improved. Source: BoardSource www.boardsource.org
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1)Identify the kinds of skills, knowledge, connections and experience needed on the board to move the organization forward. What do we have and what it missing? 2) Cultivate potential board members through thoughtful interaction over time. 3) Recruit potential board members by describing what is needed for the organization. Detail what will be expected and answer all questions or concerns. 4) Orient new board members to the organization and to the board - the organizations program and history or big issues. To board service through minutes, bylaws, committee lists, rosters, key staff members, etc. 5) Engage all board members with an eye to their skill set. Assign a board buddy and ensure the experience is good for all. 6) Educate the board on the subject that will make them excel in their role. Internal and external issues, mission moments and open discussion encourage participation. 7) Rotate members off the board. Establish and adhere to term limits. Do not automatically re-elect. Establish new thinking and develop new leadership. 8) Evaluate board and board member performance. Identify ways to improve and encourage self assessment. 9) Celebrate every small (and large) achievement of the board! Highlight the many things that are going well and make room for some humor!
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Current Members 1 2 3 4 5 6
Prospectives A B C D E F
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1 Community Connections Religious organizations Corporate Education Media Political Philanthropy Small business Social services Other Qualities Leadership skills Willingness to work Personal connection with the organization s mission Personal Style Consensus builder Good communicator Strategist Visionary Areas of Expertise Administration/Management Entrepreneurship Financial Management Accounting Banking and Trusts Investments Fundraising Government International Affairs Law Marketing, Public relations
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Human resources Strategic planning Physical plant(architect,engineer) Real Estate Representative of clients
Special Program focus (education, health, policy, social services
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BOARD MEMBER RESPONSIBILITIES General expectations: 1. Be familiar with the organizations mission, policies, programs, strengths and opportunities for growth. 2. Help lead the board and take on special assignments. 3. Listen attentively to feedback about our organization and guide individuals to follow established policies and procedures. 4. Suggest future board members. 5. Speak on behalf of the board, but only when authorized persons ask you to. 6. Stay abreast of the trends that affect our organizations field of interest. 7. Be flexible and bring a sense of humor to your board tasks. Meetings: 1. 2. 3. 4. Participate knowledgeably in all board and committee meetings and other activities. Ask relevant questions while supporting the majority decision. Keep executive session information confidential. Suggest agenda items for meetings so no significant policy matters are overlooked.
Relationship with staff: 1. Offer relevant advice and support. 2. Avoid asking special favors of the staff until you speak with the director. Avoiding conflict of interest: 1. Keep the entire organizations interest at heart and dont cater to special interest groups. 2. To avoid even the appearance of a conflict of interest, disclose any possible conflicts to the board chair. 3. Bring a sense of fairness, ethics, and personal integrity to each task or decision. 4. Never accept gifts from (or give them to) anyone who does business with the organization. Fiduciary responsibility: 1. Carefully consider the control and transfer of funds. 2. Read and understand the organizations financial statements and participate to help the board Fundraising: 1. Make an annual personally sacrificial gift. 2. Assist the development committee and/or staff by with fundraising strategies by engaging your own contacts in the community (corporations, foundations, individuals) and by participating in fundraising activities.
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___________
Essential
Indispensable
4) What might we have done differently to improve our meeting today? ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 5) What was the most valuable contribution we made to the organizations welfare today? _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ 6) Did we use the time allotted for the meeting wisely, if not why? _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ 7) What are the most important topics we should address at our next meeting? __________________________________________________________________ __________________________________________________________________
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1. Do I understand and support the mission ___ ___ ____ of the organization? 2. Am I knowledgeable about the organizations programs and services? ___ ___ ____ 3. Do I follow trends and important developments related to this organization? ___ ___ ____ 4. Do I assist with fundraising and /or give a personally significant annual gift to the organization? ___ ___ ____ 5. Do I read and understand the organizations financial statements? ___ ___ ____ 6. Do I have good working relationship with the chief executive? ___ ___ ____ 7. Do I recommend individuals for service to this board? ___ ___ ____ 8. Do I prepare for and participate in board meetings and committee meetings? ___ ___ ____ 9. Do I act as a good-will ambassador to the organization? ___ ___ ____ 10. Do I find serving on the board to be a satisfying and rewarding experience? ___ ___ ____ Comments: _________________________________________________________________
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1. Board Role and Responsibilities Leads the board in regularly reviewing and updating the boards statement of its roles and areas of responsibilities, and what is expected of individual bard members. Assists the board in periodically updating and clarifying the primary areas of focus for the board, and helps shape the boards agenda for the next year or two, based on the strategic plan. 2. Board Composition Leads in assessing current and anticipated needs to board composition, determining the knowledge, attributes, skills, abilities, influence, access to resources the board will need to consider in order to accomplish future work of the board. Develops a profile of the board as it should evolve over time Identifies potential board member candidates and explores their interest and availability for the board Nominates individuals to be elected as members of the board In cooperation with the board chair, contacts each board member to assess his or her continuing interest in board membership and term of service and works with each board member to identify the appropriate role he or she might assume on behalf of the organization. 3. Board Knowledge Designs and oversees a process of board orientation, including gathering information prior to election as board member and information needed during the early stage of board service. Designs and implements an ongoing program of board information arid education. 4. Board Effectiveness Initiates periodic assessment of the boards performance. Proposes, as appropriate, changes in board structure and operations. Provides ongoing counsel to the board chair and other board leaders on steps they might take to enhance board effectiveness. Regularly reviews the boards practices regarding member participation, conflict of interest, confidentiality, etc., and suggests improvements as needed. Periodically reviews and updates the boards policy guidelines and practices.
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5. Boards Leadership Takes the lead in succession planning, taking steps to recruit and prepare for future board leadership. Nominates board members for election as board officers.
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______________________________________________________________________ Task force ______________ Task force ______________ Task force ______________ Task force ______________ Task force ______________ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____
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Board Activities Annual board retreat and planning session Community nonprofit activities i.e., United Way events, etc. Community sponsored educational opportunities
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How do we make a consent agenda function efficiently? Information on the items to be included in a consent agenda is distributed to board members well ahead of the meeting. This allows thorough examination of the routine items without using up valuable meeting minutes. If a board member has a question, he or she can contact a referenced colleague to clarify a concern. If this is not helpful enough, during the meeting before a vote, any discussed separately. To keep the process intact and efficient, this is the only comment allowed concerning the contents of the consent agenda. To streamline the process even more, board members could be invited to contact the board chair before the meeting to request that an item be removed and placed on the regular agenda. What precautions need attention? Although the use of consent agendas is becoming more common, there are still many people who are not familiar with this meeting procedure; their use needs to be well explained to all board members to ensure that everyone understands both the rationale and the steps involved. To achieve the objective of a consent agenda-to save valuable discussion time for meaningful issues- it is important to make sure that board members receive support materials well before voting and that they familiarize themselves with the details. When putting the agenda together, the board chair and the chief executive need to pay special attention to include only items that are suitable for mechanical processing. Board members need to be vigilant so that debatable issues do not accidentally pass through without appropriate deliberation.
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FUNDRAISING IS
Consider for a minute what actions can be taken to support fundraising. Contact 5 to 10 prospects personally by phone Cultivate/steward event attendees Call donors and thank them for their gift Send a personal note to lapsed donors Send a solicitation on personal letterhead Make a planned gift Solicit a gift from those in your sphere of influence Indentify future board members Accompany staff on cultivation/solicitation calls Speak frequently about the organization, its programs/services Send a thank you note to donors Host an event you in your home Submit names for a fundraising campaign Identify potential corporate donors
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#1)__________________________________________________________________________
#2)__________________________________________________________________________
#3)__________________________________________________________________________
#4)__________________________________________________________________________
#5)__________________________________________________________________________
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Your Name: ________________________________ Please list below the name of at least two prospective donors to your organization. These should be individuals who have some level of linkage and ability. They may also b e current donors who are only giving at a fraction of their potential. Once you list their name think about what it will take to cultivate an interest in our organization. What steps can you follow, with the help of staff, to move their relationship forward? Prospective Donor: _______________________________ Cultivation Plan:
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