FundClass Archives:

Elizabeth

I am currently in my first year on my first Board, that of a small humane society in a very poor rural county in Michigan. My burning issue is that most of the Board Members have been involved for many many years, either on the Board or off, and are burned out to the point of (I firmly believe) holding back the organization. However, any new suggestions or changes are met with strong resistance and resentment at the implication that things might be done differently. The most difficult part is that all involved are in it for the "right" reasons, i.e., they really do want to help the condition of companion animals in the county, and the reason they are burned out is that there are never enough volunteers or dollars to meet the needs.

If the organization were not involved in life-or-death issues, I would probably look for a more positive environment in which to contribute, but I am committed to the need to improve the lives of the animals here. Basic humane treatment of pets is a new concept to many of the residents of the county, and a lot of work is needed to reach even minimum levels of acceptable attitudes.

I need help understanding how to integrate into this Board and work on changing attitudes to "can do" instead of "can't do."

Ann Sp

Issues with my Board revolve around not only educating them about their role as fundraisers, but also about my constraints as one person in a "new" department (one-year-old). As a mental health advocacy group required per our Bylaws to have at least 51% of its Board diagnosed with a mood disorder, stigma plays a role in Board recruitment and finding qualified candidates willing to step up is a challenge. Education and recruitment is a slow process but always part of our overall strategy. I'm looking forward to hearing about new ideas to add to this strategy. Thank you.

Tom

I have a problem similar to Ann's. I'm trying to develop a nonprofit board for a new center for independent living for Tyler. The requirements of the funding source (federal agency heaven help me!). The requirements for the board are that 51% of members have some disability or other. I need some influential board members. The lead agency that's doing the project has been doing independent living center services on a shoestring for years with volunteers. The board is made up entirely of folks with spinal cord injuries and most are on disability and Medicaid/Medicare and don't have any money.

We have to raise the money even to write the grant because we don't have any staff and most of my guys are quadriplegic or computer illiterate and can't do all the typing and composition we need done. So we have to raise money for the center even before we can write the grant to get the money to start the center.

Anyone want to be me right now?

Ann Sm

As I live & breathe. I knew if I stayed on this list long enough, I'd hit the right class. I am currently on the board of a new, volunteer nonprofit called the American Nystagmus Network. I will NOT be volunteering for a 2nd round (we have a business meeting coming up this week in Minneapolis, MN at a biannual conference we are having).

I felt suspended by the fact that:

1. I had no clue as to what I was supposed to be doing.
2. I was a little overwhelmed by the lack of direction. The mission statement, written by the incorporator, is quite good, but I admit I felt "out maneuvered" with this particular group (due to a total lack of info or experience on my part).
3. I wanted very much to attempt fundraising, but apart from A LOT of reading on the internet and groups like this, due to time constraints, I have not obtained any formal training. I made 2 serious attempts and was rebuffed on both occasions--for perfectly valid reasons.

I would LOVE to see greater public awareness of this visual handicap, which affects an undocumented number of children and adults, along with resource information made available through various treatment centers.

I would also like very much to see a mentoring program in effect.

I will be out of town, Thursday through Sunday at our 2nd conference, which is taking place in Minneapolis, MN, but will be back to participate in the group on Monday. Even though I do NOT intend to re-up for the board, it would not prevent me from developing skills & utilizing them to benefit this all-volunteer organization.

Mary

Elizabeth, I once became director of an organization similar to what you describe. The common response to suggestions for change was, "We've always done it this way." The change will happen but slow as molasses and only if you hang in there.

The change for me started with my having one -- only one -- ally. So find your ally and use that for momentum and help you not feel so alone. Also, when board positions come up, be sure to nominate someone you know who is proactive. In time, even the board members who are set in their ways will start to be won over. Give good solid reasons for every change you suggest. Good luck.

Angela

I am the Development Director at a school which has an advisory board comprised of school parents, one alum and one outside community member. The office of Development is just a few years old, and a Development subcommittee of the advisory board was formed just two years ago. Because the number on the advisory board is small, the subcommittee has numbered a total of 3 members, plus myself. These people are very enthusiastic about the school their children attend however when it comes to fund-raising and marketing; they tend to leave that to me. The subcommittee meetings (which are limited to 30-45 minutes before the full advisory board meeting) are often either my updating them on what I have been doing -- writing grants, preparing brochures, writing press releases, etc. -- or, less often, brainstorming sessions on how to market the school. (By the way, with such a small committee, our meetings are often one, sometimes two of the other members and me.

I don't have much experience in working with boards before this position, and I crave advice on how to help my subcommittee -- and the rest of the board -- become more actively involved in development efforts. I feel that most of the advisory members feel that development is really secondary to their role in charting the course of the academics of the school

I have suggested:

1. Having a development committee separate from the larger advisory board.
2. Inviting more people from the greater community to serve on the advisory board, or just the development subcommittee of the board. I would want people with connections and/or development experience

Neither of these suggestions has been met with anything more than nods, and "we could think about that."

Any help and/or advice is GREATLY appreciated.

Don

Tom and all...would it be possible to create two Boards? A Board of Advisors and a Board of Directors, with varying responsibilities and accountabilities?

Brigitte

I am the development officer for a nonprofit think tank on Asia and we have used the idea of two boards, a board of advisors and a board of directors, since we were founded over a decade ago. It's a model that has worked very well for us and each board has its own function. The board of advisors provides counsel, if needed, on research issues and individual members serve as project advisors. They are consulted on an ad-hoc basis and the group is much less formal than our board of directors. The directors convene twice a year for a formal board meeting and some are closely involved in operational issues, including fundraising. Hope this helps. Feel free to email me for questions.

Tom

"The change for me started with my having one -- only one -- ally. So find your ally and use that for momentum and help you not feel so alone."

It also helps immensely if that ally is wealthy and influential. Poor board members have little influence in my experience, no matter how enthusiastically they support what you're doing.

We revived our board of directors at one of my former agencies by bringing a nice oil millionaire on board. He brought about 5 of his cronies on board and we were off to the races. It's lovely having supporters you have to rein in instead of ones you have to flog.

Tom

"Tom and all...would it be possible to create two Boards? A Board of Advisors and a Board of Directors, with varying responsibilities and accountabilities?"

Don,

In a word -- Yes! In 20 words -- We're looking at doing that once we've got up and running and have an actual staff, budget and some offices.

Mary

Angela, we all have the problem you describe. People would rather go have their teeth worked on then do development.

From what I've seen, the only way to pull people in is to walk them through the process and let a couple of successes get them excited. And the way to walk board members into development is by scheduling a half-hour during a board meeting, say, after the break, to do non-threatening stuff like annotate lists. Providing fundraising letters for people to write personal notes on, and having them do thank-you calls, are other activities that go over pretty well. Everyone, I think, gets tired of process, thinking, doing things on their initiative. People really do appreciate being given a black-and-white task to do. And you will get follow through if you slave drive them while they're in the same room with you.

Bob

Excellent point! Thanks for the reminder.

Cynthia

Wow! We are off to a galloping start! I'd like to thank those who have put some of their burning issues forward and those who have already provided some suggestions.

So far, these are the topics that I've seen surface:

Board recruitment ... attracting influence and affluence

The "new kid" ... dealing with resistance to change

Roles and responsibilities ... who's job is it anyway?!

Orientation ... no wonder I'm confused

Board as fundraisers ... give and get or get off?

Advisory Boards ... pros and cons

Have I missed any? Would any of you "lurkers" care to put those fingertips to the keyboard and add to the list? We're all here to learn so don't hesitate -- if you think you're nervous -- want to trade places?! I'll let you "idea percolators" add to this list on Wednesday and then we'll start to go through the topics systematically.

I will also provide you with a list of web sites that I have found effective. I'm a firm believer in not reinventing the wheel! This brings me to a final point that Kim Klein (of the Grassroots Fundraising Journal and Chardon Press) hosted a discussion for FundClass called, "How to Get Your Board Involved in Fundraising". Check the archives under Topic # 19 from October 1999 - you'll find some very useful information. www.fundraisersoftware.com/library/fundclass/fctop019.html

Mark

Burning issue this one is on fire and I have 10 days. Our little inner city catholic school is having a $300 a plate black tie dinner in Beverly Hills. Some attendees may be giving extra donations in our adopt a student program, adopt a program program. Are there any little token gifts we could give them to charm them & show our appreciation? Please let me know.

Jeanne

Are there some wonderful photographs of children you could have laminated, with a little story on the back, along with name of agency, say 10 photos? and perhaps add your agency's name? I'm reminded of a beautiful set of photographs UNICEF had some 10 or so years ago, that were used for calendars but were also available as posters or posters on poster board - 9x12

If you have such photos, it could be done pretty quickly. I think something that reminds the donor of children will spur donations. But of course you need in today's day and age to be careful about individual rights. Perhaps photos of kids in classrooms and other settings rather than individuals.

Tanya

I have the problems of :

1. I am but a Admin Assistant who has taken on the roles of Volunteer Coordinator, Fiscal Committee Chairperson, Developmental Director, and Board Development.

2. The CEO (who I admire greatly) IS pretty much our Board due to lack of Board involvement.

Our Board meets quarterly and is basically an update to the Board on how the organization is doing. I picked up on a dead Fiscal Committee and am trying to develop a fundraising program but even though we have 5 people who were very interested in helping on the committee, do absolutely nothing. The rest of the Board just agrees with what the CEO says and just plays follow the leader. I have spoken with the CEO regarding this and she is in agreement about the Board and would love for them to actually make a contribution or input of ideas to the organization.

So my hot issues are:

What can I do to get the Board involved?

How do I go about recruiting new Board members actually willing to work? And, on a side note, how do I go about getting the organization to actually pay me for what I do?

Tom

I would be very careful here. You need to first discover whether your ED really wants an active board. In my experience, a dead board is often dead because the ED wants it to be dead. This is not to impugn your ED in any way. Organization founders and charismatic directors often want a nice quiet board that doesn't muck about with the organization and make their lives difficult. There is nothing more nosy and problematic than an active fundraising board. They like to make DECISIONS and to create STRATEGIC PLANS. All of these traits of active boards mean work for EDs and development officers. More than one Development Director has lost his job by recruiting a bunch of ACTIVE board members.

Three ways to find active involved board members. Find people who have a passion for your cause and then.

1. Network
2. Network
3. Network

Finally, how do you get them to appreciate (and pay) you for what you do. The board and ED have to appreciate the importance of the development process. You have a board that doesn't seem to appreciate that. I'm willing to bet your ED doesn't either. If the ED wanted development to happen, she would have arm-twisted the (admittedly compliant) board into hiring a professional instead of dumping all this work on you as an afterthought. She should have at least sent you to a whole truckload of seminars and workshops.

So in answer to your question.......... Replace them or go work somewhere else. Unless you know someone wealthy who will give you a million bucks or so because they like you personally, it doesn't sound hopeful for your fund-raising efforts. You might land a grant or two, but chances are pretty slim that you're going to get much action out of  the bunch you've got.

Try to get the ED charged up about bringing on some new board members.  Then watch to see whether she actually does anything about it. I just left an organization where the board chairman had been promising me for two years that we would bring on some influential and active board members. The board consisted of this wealthy businesswoman and three of her top administrative staff from her company (votes tended to be unanimous on that board I guarantee). When I pressed for her to get on with the process of expanding the board, she waffled at first, then started putting together a list of people she thought she could control and who wouldn't give her any trouble (or be very interested in raising any money either in point of fact). I told her, she was wasting her money on a development officer and offered my resignation (which was promptly accepted).

By the way, have another job lined up BEFORE you do something noble like that. It's just economic good sense. Take it from someone who knows.

Make sure before you break your heart trying to help this organization that this is something they want to do. There are many "fee for service" type npo's that get by on government grants and contracts and do virtually no fund-raising. These can do a lot of good, but they only talk about development and fund-raising and do relatively little about it because they WILL lose total control if they bring strong board  members into the organization.

Ann Sm

Thank you Tom. GOOD advice; good observations. Now I know I'm not crazy.

Cynthia

So -- I'm back having thought of a few "burning board bothers" myself! Thanks again to those who've contributed and added advice. Please note I've adjusted some of the titles and order to accommodate important points and attempt a logical sequence (to me anyway, however I am left handed and can write backwards as fast as I write front wards which might explain my kind of logic!). You'd have to make a reeeaaaallllly compelling case for me to change the order. Here's the agenda for this board development discussion:

Roles and responsibilities ... who's job is it anyway?!
Board recruitment and screening... attracting influence and affluence... beyond the pulse!
Qualities of a good chairperson ... who is at the helm? ... or, is there an iceberg ahead?!
Orientation and training ... no wonder I'm confused!
The "new kid" ... dealing with resistance to change
Board as ambassadors ... the 60 second commercial
Board as fundraisers... give and get or get off?
Advisory Boards ... pros and cons
Evaluation ... mirror, mirror on the wall!

I will start Thursday's discussion with some websites that provide good material on roles and responsibilities of boards (and lots of other stuff related to this agenda), as well as give you my own thoughts on this particular topic. I'll look forward to your input!

Nancy

If its not too late, I'd like to throw in another burning issue. I'm a staff member for Development with an organization founded about 28 years ago by a very charismatic man with a clear, strong mission. Board members were invited by him, and joined because they were inspired by his vision. But he did all the planning, all the fundraising, all the staffing, etc, etc, etc. Now he is retired, still lives near our campus, but is in frail health and doesn't participate very forcefully any more. However, the Board members still consider it his organization, look to him for guidance, and wait for him to tell them what to do. Staff members, myself included, are also people who are moved by his vision and revere his example, but we are now moving ahead with the business of running the organization in the current environment.

We have just come through a search for a new Director, which some Board members defined quite openly as a search for a person who will be active like the Founder was in the 70's and 80's, meaning, a carbon copy of him. I don't envy the new Director, who is due to start next spring...

Our burning issue is to help the Board members see the current situation and the current staff as the heart of the organization, and to get them to join that bandwagon instead of an old bandwagon!

This organization is in Japan, I'm one of two Americans on the staff, the Board members and most of the staff are Japanese, but I don't see much difference in the burning issues that are coming up in North America!

Mark

Nancy,

We have a similar problem with our parish priest who is the inspiration for many board members. I have been pushing him to pass the flame to someone else in a semi-formal ritual with him being a half back/coach more than a quarterback. He actually was a quarterback in college. We are pushing him to support the new Latino priest and let him lead and revamp the mission statement. Ultimately, the mission statement is the biggest predictor of success because it should provide the inspiration not just a person. I graduated from the UCLA Anderson School of Entrepreneurial studies. In our case studies analysis, the mission statement was the key for a business to succeed whether profit or nonprofit. I hope this helps. At least you aren't alone.

Cynthia

Hi Nancy -

You win the prize for distance so far! (I might be opening a competition here, which I don't mean to do ... in the interest of staying on topic).

Floundering after the Founder - ahhhh, I know it well. Let's discuss that issue within the first 3 issues in particular - roles, recruitment and qualities of a good chair. Please make sure you join in the discussion and raise your concerns during those topics and perhaps we can give some perspective.

Tanya

Hey Tom. Thanks for your valuable input. I should have added a little clarity to my statement. Our ED resigned about a month ago to move back home. We have decided that we are not going to replace her, instead spread her duties out between the 5 Administrators (me included). Our ED had very little to do with the Board other than to occasionally update the Board on issues. I really believe that some on the Board just don't know what they are supposed to do. The majority just doesn't want to do anything. I do believe the CEO has some responsibility in the way the Board works. She is very aggressive (just the way she is). 

The positions that I have were not put on me; I volunteered for them (kinda). We currently do not have a DD position. 

I can relate to the person earlier who stated that the fiscal meetings consisted of them updating the committee on what that person had done. 

I know that if I had more time to put into fundraising and PR the organization could grow and offer more beneficial programs. My paid position of Admin/Human resource Assistant takes a majority of my time. 

Caroline

Hi Cynthia,

You were my mentor at a recent NSFRE conference. After setting the fr plan, to my committee of the board, at a mid Toronto community services agency, and telling them they had to raise a mere $5,000 among the themselves I was turfed from my job. The ED gave the board total control but was always in the background manipulating their movements.

They are now trying to do it on their own by cutting and pasting my very successful grant proposals for new foundation asks. My question is how does a 'cause blind person' deal with or recognize bad top down management and get out before this happens.

After serious deliberation about continuing in the fundraising field, I have received several job offers and have accepted one that meets my criteria.

Many thanks for a great class.

Cynthia

Caroline

I'm not sure that you being turfed from your job bodes well for my mentoring! However, I do remember you and I believe the issue here is self-preservation (either in an agency or working with a board). While it's not on our agenda it is a worthy topic to look at briefly.

You mentioned recognizing bad top down management and getting out before there's trouble. I'm going to challenge all of you to trust your intuition on this one. If you wake up in the morning and DREAD going to work, that's a pretty strong message. Many people don't "listen" to that and end up with ulcers or worse. Life is too short! If you are good at what you do, you will find an alternative. If you aren't good at what you do -- find out what you are good at and pursue it with a passion!

I mentioned the Charity Village website this morning and an article I wrote on getting a job in fundraising. Part II of the article touches on questions you should ask BEFORE you take a job. You might want to add, "describe the board's level of involvement in fundraising". This advice may help you not jump into a pot of boiling water!

Back to the agenda - I believe I'm starting with Roles and Responsibilities of Board Members! Stay tuned...

Cynthia

Thoughts for the day!

I'm still curious about your success strategies for keeping boards on track - I know we've got lots of examples of where boards can get derailed but let's try to focus on the positive!

If your agency's mission is the "lighthouse in the fog" is it VISIBLE to everyone in the organization? One hint for helping board stay focussed on the mission is to give everyone name tents at every board meeting. This is really helpful for new members as they get to know their colleagues and a Godsend for veterans who have a "seniors moment" and can't remember the name of the person they've sat on the board with for the past three years (been there, done that)! Most importantly - record the mission on the side that faces the board member and before any resolution is voted on, have them refer back to the mission and ask themselves, "is this resolution furthering our purpose?"

In relation to "Floundering after the Founder" - a major part of it comes back to the mission - his or her vision is your lighthouse. It may be necessary to revisit the mission and revise or recommit to it before the agency moves on. In Nancy's case, it feels like there needs to be a ceremonial "passing of the torch" and permission (trust) that those committed to the founder's vision can move forward with his blessing. It will still be a challenge, particularly after such a charismatic leader but important to point out to board and staff alike that the agency will NEVER clone the founder, nor should they if they really want to grow in new directions. It's the struggle, the pruning of the branches that strengthens and fills out the tree.

Cynthia

I got an email from a subscriber who was seeking advice about roles, responsibilities, and relationships between board members and staff and between board members and other volunteers. Here's what the person had to say, "Staff and a few insiders make decisions off-line and meetings are devoted to reports and assignments - handed down from on high, or even by email from staff in between. (The same pattern applies at the board level.)"

I don't think it's such a bad thing that meetings are devoted to reports and assignments. On the contrary, often meetings can become "coffee sessions" and considering everyone's valuable time, I would encourage the chairperson to be somewhat of a taskmaster. The point here is that (without knowing the role the person is playing with this agency) there hasn't been clear communication about the various players' level of authority.

Again, who does what depends on what was discussed and communicated throughout the agency. If there is questionable activity, the only way it's going to change is to ask that it be reviewed openly (and possibly voted on) during a meeting. How do others handle this situation?

Paul

Warning: Lurker coming out of the closet!!

Cynthia, the name tents is a great idea - I constantly struggle with some board members about keeping that as the central focus. I only have 2 years exp. as an E.D. and 5 in non-profits, but here's my farthings worth. I am the first employee of a small non-profit, human services ministry that's primary focus is emergency financial assistance - evictions, power, heat, Rx, food, etc. What I learned quickly is that nothing happens quickly. The founder/unpaid director had alienated a large segment of agencies in town, the board was simply a requirement for 501(c)(3) status, most funding came from friends, family, associates, and church members (about $150,000 a year). The established principles were that no funding would be accepted from the government or United Way and that no property would be purchased to eliminate the cost of upkeep on that property. Additionally, no staff would be paid to reduce overhead. Because of this solid stance, a slightly larger nonprofit offered a merger but the boards could not reconcile the issue of unpaid staff and non-ownership of property. The month I took over 2/3 of the volunteers quit, the next month the landlord sold the building and the new owner gave us a year to move out. Ok, enough background.

Basically, I have had to wait out the board. Most did not really want to work, so I picked a few champions and started making changes. We purchased a building for half the value and our mortgage is half the previous rent. Repairs and upgrades to the building were covered by specific donations and in-kind work. At the ribbon cutting for the building the founder was present to help cut the ribbon. This established her endorsement of the action and served as her final function with this dramatic change. I had learned that the "old guard" was giving her regular updates as to my activities and our financial situation, which was a major hindrance.

Over time board votes broke down along lines of "before director" and "after director" as resistance to change developed. But over the course of months my direct, and pointed, requests for help in areas of expertise caused more senior members to resign, opening the way for new blood. The boards' only previous work was to sign ten letters with a personal note during the once-a-year direct mail campaign. The only event in five years had been to raffle off a donated, used BMW. I should note that half the annual funds were generated by the founder's church and her husband was the senior minister. Early this year we paid an outside consultant to come in for a board retreat (a friend of mine and former boss), stacking the deck in the direction that the new Board President and I wanted to go. We have managed to rewrite our bylaws, revise our mission statement, and include a vision and purpose statement to help further define the boards focus.

So, although not a complete success story (a work in progress) it is possible to overcome obstacles but I would define the two most important factors as:

(1) Have enough patience to be stubborn in your goals, and

(2) Find your champions, even one, and work with them to design the change you envision.

To possibly help you in these two tidbits of info I would strongly recommend the end page of Colin Powell's autobiography. This might sound unusual as a tool for managing change but being retired Navy I can relate to the General's thoughts. They are simple thoughts that are one sentence each and only a lucky thirteen, but they have assisted me in staying focused on my vision for my organization.

Colin Powell's Rules:

1. It ain't as bad as you think. It will look better in the morning.
2. Get mad, then get over it.
3. Avoid hanging your ego so close to your position that when your position falls, your ego goes with it.
4. It can be done!
5. Be careful what you choose. You may get it.
6. Don't let adverse facts stand in the way of a good decision.
7. You can't make someone else's choices. You shouldn't let someone else make yours.
8. Check small things.
9. Share credit.
10. Remain calm. Be kind.
11. Have a vision. Be demanding.
12. Don't take counsel of your fears or naysayers.
13. Perpetual optimism is a force multiplier.

And finally, because we are a ministry and I believe in the power of prayer check out "The Prayer of Jabez" by Bruce Wilkinson (currently #1 on the NY Times bestseller list) and hold on to Jeremiah 29:11.

Hope this isn't to long and not sure if it contributes but there are plenty of success stories every day if you're willing to look for and remember them. If you want something done badly, it probably will be.

Thanks for listening,

P.S. I'm sorry, Kim Klein has great info on "Founders Syndrome" in her literature - check that out also.

Cynthia

Three cheers for the closet lurker!

I want to thank Paul for taking the "success challenge" and telling us what worked in his organization. There are lots of great points but here's the crux of it ...

"So, although not a complete success story (a work in progress) it is possible to overcome obstacles but I would define the two most important factors as:

(1) Have enough patience to be stubborn in your goals, and

(2) Find your champions, even one, and work with them to design the change you envision".

What Paul didn't mention was his clarity and focus - he wouldn't have known who his champions were without those. I believe that the challenge in life is determining WHAT we want, not how we're going to achieve our goal. Once you have the vision, you'll be amazed at how things align themselves. (Rent "Field of Dreams" for some inspiration and truly believe ... if you build it (whatever "it" is for you) - they will come! I understand the term "stubborn" (because I am) but I prefer to think I possess the more positive quality of "tenacity"!

Nancy

When I worked for an organization where decisions were not made openly in meetings, but were handed down from on high, I found the best strategy was to leave. I spent some time there pointing out to people that the way the organization worked is not democratic or open, but they chose not to see what I saw.

One possible alternative, depending on the size of the organization, is to set your sights on becoming one of the insiders. To do this, you have to observe carefully what it is that makes people insiders and figure out how to be that kind of a person.

Once you become an insider, you have the chance to make things more open for the rest of the organization. The risk, of course, is that you get coopted and become one of the people who say, it's really much simpler and quicker if we don't have long arguments in staff meetings, and more efficient this way... The view from that perspective is also quite rational seeming, that's why it's hard to convince people if you see a need for change.

There is clearly an issue related to what roles and responsibilities are SAID to be and what they really are in practice. This is a problem when people see reality differently. I haven't found a good way to sort out what is perspective and what is a real disconnect between rhetoric and reality.

Tom

"What Paul didn't mention was his clarity and focus - he wouldn't have known who his champions were without those. I believe that the challenge in life is determining WHAT we want, not how we're going to achieve our goal. Once you have the vision, you'll be amazed at how things align themselves."  

You're right about that! You can make just about anything happen if you can explain it in a way that people understand it. If you cannot clearly articulate what you are doing, you won't be able to attract people to your cause. Like Habakkuk says, "Make it plain..."

Ann

Paul, I want to thank you as well. I was not even able, due to a complete lack of experience, to identify, much less quantify the things you talked about in your email. In the face of obstinacy on a new board, I stuck it out--even though I felt I had not significantly contributed. I'm happy to say, although I was not sure I wanted this at first, that I was asked to serve again. THIS time however, things will be different. My goal was to learn as much as I could about fundraising AND membership drives and do it. I now know where to go to get the help & guidance to get me started. As for patience, endurance, etc, I've learned that and have tried to nurture the valuable relationship of a nonprofit pro who due to a conflict, is unable to work with the group. The primary issue in this case is similar to what you describe. The board wants an all volunteer group. At this point, I certainly understand their financial position, which is why it is absolutely imperative I begin to work on my goals.  The board has accomplished enough in the first 2 years to enable me to try to structure a plan of action. 

Thanks for letting me ramble. Perhaps, as I fumble along with my plan, I can share it so I know I'm going in the right direction?

Mary

This is a subject of great interest to me but I haven't participated much because I'm not sure where the conversation is going. What has worked well for me in fundclass in the past is having the facilitator bait the conversation with questions and topics lead us along.

I think if you are working with a board that is growing and evolving, many things are a matter of time. What works most quickly to get a board running more functionally is a good retreat facilitator. A facilitator can bring unspoken problems to the surface, teach the nuts and bolts of good meeting process, and help the board better understand its purpose (become more mission-focused).

Donors feel a lot more comfortable giving to organizations that run well, and one way to get your organization to run better is via such a retreat. These can be expensive and many NPOs can't part with the $$ to pay for this service. Do you have a donor who would be interested in directing a donation toward board development? That's the route I took most recently.

Ann

Mary, thank you for the input. As a member of an new & emerging board, going into a 2nd term serving, I'm happy to say, we're more relaxed with one another & I think maybe there will be more productivity time around.

We are having a board retreat in 10/01, being moderated by an experienced leader (who happens to be the sister-in-law of our president). I am looking forward to it.

In the meanwhile I have what may seem like an infantile question for you or anyone else. I am feeling more energized after a biannual conference we just had want to start working on a membership & contribution drive. I will probably have to begin this on my own. I can handle this. Here are my questions. Sorry folks, I'm not a professional. I'm new at this & don't know my you-know what from my you-know what!

1. I wanted to take our current membership roster to find out who didn't
   renew membership, drop them a personal note, tell them how we miss their presence, is there anything we can do, or is there a suggestion they would like to make to the current board, blah, blah, blah? It's a lot easier working with an existing database than creating a new one.
2. I planned to develop a list of potential members, not donors per se, as we don't offer enough to justify going after larger donors yet. I'm not sure how to develop that list. I assume it would include anyone with an obvious interest in the medical condition that we address (nystagmus). So I would be wanting to approach medical professionals, MD's, OD's, neuros, DO's, etc., as well as community service people.

Are there sites on the web that provide association info that would be compatible with the kind of membership I'm trying to develop? I'm going to work on corporate membership as well, but I want to start small. I believe in beginning with small goals that are very attainable, then branching out to larger ones & developing a more "global" view along with it. If that makes sense.

We maintain a very successful & focused email list at the present. We have approximately 375 people (very few duplications) on the list. I'm not sure how many actually participate in the list, but it has to be at least 50-100 active participants. I thought about working that list as well, against the current/past membership list. I need to work on an approach.

We are a very small organization. I would so appreciate any insight any of you have. As for mine or the role of others on the board, it is not clear-cut in all cases. But my sales experience & dynamic personality (at times!!) would be a real asset in terms of "funds acquisition"! We are NOT large enough at this time, nor do we offer enough service/etc. to justify a grant. While we had 100% board fulfillment in terms of dollars & cents, which is great, & helpful in generating respect for the board by it's members, it is just a beginning.

Don't mean to go on. I'm just kind of sifting through things to see how to start. We will have a teleconference board meeting in about a week. I would really like to present something concrete to them. I know they will be overjoyed to see action.

Thanks all, in advance.

Cynthia

"Hi Everyone,

This is a subject of great interest to me but I haven't participated much because I'm not sure where the conversation is going. What has worked well for me in fundclass in the past is having the facilitator bait the conversation with questions and topics, lead us along."

Well, this email is humbling to say the least but obviously an important point. I have to admit facilitating online is TOTALLY new to me so your input is important and welcomed. I thought I was directing the conversation through our agenda (see below:)

Roles and responsibilities ... who's job is it anyway?!
Board recruitment and screening... attracting influence and affluence ...beyond the pulse!
Qualities of a good chairperson ... who is at the helm? ... or, is there an iceberg ahead?!
Orientation and training ... no wonder I'm confused!
The "new kid" ... dealing with resistance to change
Board as ambassadors ... the 60 second commercial
Board as fundraisers ... give and get or get off?
Advisory Boards ... pros and cons
Evaluation ... mirror, mirror on the wall!

but, it seems I'm still leaving some confused. Don't hesitate to help me anyone - we are all here to learn!

I'd like to move into Board Recruitment and in the interest of "baiting the conversation with questions and topics" let me ask the group, how do you recruit board members? Generally speaking, I like examples of what's worked but if it's easier to share your nightmares, the floor is open -- maybe that's where we can be more helpful. I will still give you my own tips after people have shared their knowledge. Let's just keep talking because it helps us all!

Janet

I am interested to know about the financial commitment that your organizations require of their board members.

Jeanne

Hello,

I've got a question about a special kind of board:

Community Action Agency Boards are tri-partite by law, representing the   private sector, public sector and the community they serve. Representation from the community should be democratically selected, and often includes housing projects, churches, etc. Most members do not have personal wealth.

Could someone with experience in stimulating Community Action Agency Board fundraising involvement advise on how to bring together the whole board in a development capacity? Individuals have been very involved in getting public monies, and there is some excellent corporate participation. What suggestions do you have for how to develop "a new push", especially in attracting major donors?  

Don

Your "10 tips" is "Bullseye" information for those interested in Board recruitment. Thanks!

Joel

Janet,

I don't have a copy of our board manual in front of me so this won't be the specific term used, but our policy pretty much states that each individual board member will make a contribution(s) that is essentially a stretch gift for the year. Board members are told they will be expected to fund-raise and contribute to the YWCA.

Paige

Most of our board members were recommended by our founding chair or me  
(ED). Our year 2001 additions included 3 corporate sponsors (president/CEO level), 1 mother of a former client (we are a children's charity), and 1 friend of the founding chair.

Other board members have rarely participated in the nomination process. The nomination process consists of a brainstorming session at 1 board meeting, after which I send out packets and call the potential members.

Don

The qualities you listed are certainly noteworthy. In addition to those qualities you listed, I seek to match our Chair with the present needs of our agency. For example, as we entered our Capital Campaign, there seemed to be reasons why one person may be best "at the helm" over another.

During our formative years, another person had more political connections with government officials and during another cycle, a different person was asked to chair to guide us through some challenging Board politics.

In each case, all were leaders that shared the attributes you listed but personality and style differed greatly.

Bobbi

"What qualities did your best chairperson have?"  

I'd have to say from an Exec. Dir. point of view, a few other critical qualities that I feel have made a good Chair include: has timely and thorough follow-through and is a motivator for other BOD members. ALSO ditto to Don's comments about finding leaders who fit the time and need as well.

Very motivated yet would sometimes ran ahead full steam without others in tow, as if on their own program (great leader for a one-person team). Another is one who had wonderful intentions, yet lacked follow-through. Both of these qualities made me uneasy, as I was never quite sure where the 'board' was coming from & didn't feel like they were working for an agreed upon common purpose. I found myself questioning their ability to really support the ED and/or the organization. We eventually had a retreat to help set some common goals for myself and the organization as well as establish some working committees that eventually help to provide some check and balance.

Mary

Good subject -- board chair.

I served on a board chaired by someone who was very pleasant and upbeat but not proactive. It was a staff-led organization except what the staff did was more like drag our apathetic/naive board toward some excellent but ambitious goals. I could hardly stand it. So the point about leadership matching the growth of the organization is a good one.

I personally prefer chairs who runs a tight, crisp meeting. I think this keeps board member attention on policy and tends to discourage analyzing issues to death, which leaves board members feeling exhausted by meeting end and without proper energy to deal with the end of the agenda.

My favorite board president, as a staffer, was someone who stuck to the agenda, ended the meeting on time, and didn't let the group indulge in "sweating the small stuff." He always kept the discussion on track. It was a joy to participate in meetings he ran.

Cynthia

Okay I cheated! Considering yesterday was a Canadian holiday (and I'd taken 2 days off to go horseback riding with my father in a sand-based forest - like riding on velvet!... but I digress), I took a few minutes to submit something that might stimulate the conversation and sure enough, it did! Thanks for the reactions. :-)

There were some good points made on Qualities of the Best Chairperson -think of how these relate to Linkage, Ability and Interest AND what would you SEE in the individual that would demonstrate these qualities (before they are the Chair)? (You need to know what you are looking for in order to find it!)

- Match your chair to the present needs of the agency (means the board and CEO know the agency's priorities - good thing!)

- Has timely follow through

- Motivates other Board members

- Runs an efficient meeting - sticks to agenda, focuses on policy, ends on time

Beware! Nightmare Chairs

- Runs full steam ahead without others in tow

- Lacked follow through

- Inability to support the ED and/or the organization (and fellow board I would bet)

- Not proactive

Like any job, you have to have a job description BEFORE you try to fill the position. People need to know what is expected of them, or it's a set-up for failure. Most of the problems that I deal with in any organization are monsters that the organization has created for itself. I'm saying there is some control here! Nip things in the bud before you need a consultant to intervene (so much for my job hunting skills!)

Don't forget to check the websites that I offered you at the beginning of this class so you aren't reinventing the wheel. For easy access, I've provided two (both by searching "Board Chair Job Descriptions" at www.google.com).

Board Job Descriptions -

http://www.ncnb.org/askncnb/faq12_15.htm
http://www.mapnp.org/library/boards/brdjobs.htm (adapted from the above)

Job Descriptions are a good start. They say what the person should do but I want you to add a section to your descriptions that state Qualities or Characteristics - something that will help you look for the right person but will also invite the reader's response that says, "I'm like that". For instance, if I'm looking for a board member to chair the fundraising committee I might include: (e.g.) works well with people; writes and speaks well, self motivated; persuasive; well organized; enthusiastic; dedicated; team player...

ASSIGNMENT

What qualities or characteristics would you list to help you find a great chairperson?

Sandy

I'd add a good sense of humor.

Paul

I once had a boss (in the US Navy) with a sign on his wall - "I must hurry for there they go and I am their leader!"

Interesting thought to the Nightmare Chair described above.

Lara

We have very recently organized an orientation-training program for the Board. First we put together a small "essentials" notebook with a roster, the bylaws, the budget, committee rosters, a calendar of meeting dates, and a section for minutes, agendas & committee reports. When a Board member first signs on, we ask them to attend a 2-hour orientation. We get together with the president or VP and some staff. It's fairly basic so we don't make it a big deal as far as scheduling. If needed, staff can do it. Once they get here, we verbally go over the history of the organization, our goals for the year, the committee structure, current projects, challenges etc. This takes about 45 minutes to an hour. We leave plenty of time for questions and encourage open discussion of issues they may have faced on other boards, our strengths and weaknesses etc. At the end, we ask them to sign a Board Member contract, which lists their commitment as far as a contribution, joining a committee, attending meetings etc. After that, we give them a tour of our facilities. It has made a real difference in orienting new members and helping them to feel involved right away. It also lets them know what the expectations are. We try to follow this up with asking a seasoned Board member to take the new person out to lunch. That about covers it.

Jeanne

All the ideas below sounded very useful to me. I have a slightly different question to ask. How many of you work with a 12-person board as a "committee of the whole" -- what would you advise as committees in a board that size? Main issues have to do with supporting an association, and fundraising. Would appreciate any ideas.

Cynthia

Jeanne et al -

I was a bit confused by your question and wondered if maybe it fits in another area? Following Orientation and Training, the upcoming topics on our agenda are:

The "new kid" ... dealing with resistance to change
Board as ambassadors ... the 60 second commercial
Board as fundraisers ... give and get or get off?
Advisory Boards ... pros and cons
Evaluation ... mirror, mirror on the wall!

If you feel we can cover what you need to know when we get to the fundraising discussion (which I suspect will be a juicy one!) could you please put it forward then? In the meantime, you (and others) may want to check a discussion in the Fundclass archives from October 1999 that Kim Klein facilitated on fundraising. If you lost me, maybe you could rephrase your question more specifically in relation to Orientation and Training. Thanks and we'll look forward to hearing from you again!

Cynthia

Lara wrote:

We have very recently organized an orientation training program for the Board. First we put together a small "essentials" notebook with a roster, the bylaws, the budget, committee rosters, a calendar of meeting dates, and a section for minutes, agendas & committee reports.

This small "essentials" notebook is a good idea particularly if it is truly small to begin. Tell the new member that they might want to review the material but to refer back to it once they get their "sea legs". Be sure to include your mission, remember it's the lighthouse! A list of fellow board members will be useful too so they start learning names.

This contract is certainly a growing strategy toward engaging board members and informing them of their role in helping the agency achieve its goals for the year. Would anyone like to share a sample of theirs? If so, I would ask that you not send it as an attachment because people have trouble retrieving or are nervous about viruses - just put all or parts in the body of the email.

Be sure to review Lara's entire message for some helpful hints.

Eliza

You've run into the "But We've Never Done It That Way Before" syndrome. In over 20 years of professional experience (IBM, etc.), this is the most destructive attitude in an organization.

Finding an ally is nice, but then it becomes "you against them" - so someone always feels like they're on the "wrong side."

I suggest, instead, that you "build" on existing ideas. What I mean by this is to take a current "program" or way of doing something and "tweak" it a little (not a lot - most people are terrified of change). Highly praise the "previous way" of doing it (don't criticize!), suggest the "tweak" and then IMMEDIATELY talk, or better yet, show the benefit of the "tweak."

Example:

I was hired to put on a fundraiser for the Friends of the Animal Shelter, a group of volunteers who support the efforts of the County Animal Shelter. This is the 10th year of their Puss 'n' Boots Costume Ball and Auction. When I took it over, the first thing I did was hold a meeting of the previous organizers/ workers and asked them to tell me everything that went right (first) and then wrong. I then polled them for suggestions. We made NO decisions at that meeting. I did hear a lot of "we've been doing it this way for 10 years," and I gave them a lot of positive feedback about what a great job they had done in the past.

We set a new financial goal, as well as "publicity" goals at that meeting, which became the "measurement of success" for any changes. Meaning ... did the proposed change help to reach the financial goal and/or reach out to more people in the area?

They loved the costumes and the "fun" raising part of the evening ... but heard complaints that the music was too loud during dinner and the silent auction. They also told me that many people left as soon as the music started 'cause they were there just for the dinner, silent auction and costume contest.

I took their input and proposed some "adjustments" to their previous way of doing things. I used THEIR words as often as possible (in explaining the program and the "solution") and explained the benefit of each "tweak." By the end of the 2nd meeting, everyone was happy and on-board with the changes. We split the evening into two mini-events - and are selling tickets to two "events" instead of one - satisfying those people who want to have quiet fun during the dinner, auction and costume contest - and satisfying those who want to come just for the costume contest and dance. This change met both measurements of success: (1) We're selling more tickets (to those people who want to come to the 2nd half alone) and (2) We're opening it up to more people who would not necessarily go to a "fund raiser." These people will still be exposed to the great things the Friends of the Animal Shelter does... which is the point!!!

Carol

What kinds of changes are needed? In general, the Board's responsibility is not only to "protect the mission" but also to ensure that mission is meeting the community needs. So I think you have to ask: Has the community's needs changed? If so, then does it not follow that the mission (and goals) also needs to change to meet the environment? If this is the case, then a discussion can be made to the Board members in which you outline what the differences (of needs) are from "back when" to today and then tactfully suggest that the mission is meeting or is not meeting the new needs. (Ask the ED for input.)

Another idea is to evaluate the programs. Think about what measurements are in place to indicate the organization's successes and also what levels of successes those measurements indicate. In other words, do the programs and services highly fulfill the needs or do the successes fall short of what they could maximally accomplish? As a Director, ask your ED for a report from which you can evaluate the programs; seek input from other Directors for the evaluation to show your collaboration.  

These ideas might help the Board to take the next step (which I think many Boards fail to do): a self-assessment. Some Boards have a "governing committee" in which this process is handled (collaborate with the Chairman who can drive that process.) I believe a "good" Board is one who performs a self-assessment, and that assessment can take you back in circle to the first point: is the organization serving the current needs of its community?  

Next, you might ask if the Board ever considered establishing an Advisory Council (either a permanent or temporary one). This could be comprised of people who are specialists in the field (veterinarians, research Ph.D.s, etc) and they do not have to be located close to the organization's geography. The benefit of an Advisory Council is that it brings in people who help the Board evaluate their programs, increase the potential donor pool, and, who's opinions are more frequently acceptable to the Directors when voting on changes. I'll bet several Directors already know of people who'd be willing to be an Advisor. Professionals are often willing to serve as Advisors and their involvement can add "prestige" by nature of their association. Example: it may be favorable for a Director to be able to state that a certain Professor of Veterinary Medicine at MSU serves on our Advisory Council. There's also a plus benefit: Every Advisor is a potential NEW Director.

Last, consider obtaining one of the many good books out there which define the characteristics, responsibilities, strategies etc. of what makes a good Director. Read and carry it to your next meeting and let it be visible. If asked about it, you can explain that as a new Director you are seeking information on how to ensure you do your job well; at the least, it could help others in taking you seriously. I imagine you are earnest in your role and you have to find some way of being adopted into their "culture" before you can enact changes. Change can be slow and I agree with you that you have to get the other Directors to buy into the change for it to be successful. Good Luck!

Tom

Recruit one! Find someone that believes in your cause knows how a nonprofit board is supposed to work and get them onboard one way or another. You can also try board retreats, training and such, but bring in some new blood if you can. Try getting the board to write or revise the strategic plan.  

The very process of writing a strategic plan can often enable the board to discover for themselves that change needs to happen. Fundamental change in direction needs to at least appear to come from the board if you want them to buy in to the idea. Also it's a good idea anyway. You can't plan for tomorrow effectively if you don't know where you're headed 5 years down the road.

Cynthia

Well! That topic picked up a bit of speed didn't it - great responses from everyone - thank you.

Here are a couple of additional notes before we move on.

Thought # 1

I find a simple tool with boards is to do a SWOT exercise. Get someone to record/facilitate and divide a flip chart page into four quadrants labeled Strengths, Weaknesses (usually internal and past or present) Opportunities and Threats (mostly external and future). By brainstorming together, the group feeds on each other's ideas and the "new kid" can get their (often fresh and objective) perspective recorded. The object is to give everyone a copy of the sheet - tell them to look at the Strengths when they are feeling burnt out BUT also, consider what they can improve in the Weaknesses, change in the Threats or pursue in the Opportunities.

Thought # 2

At a "Breakthrough Thinking" session I attended in Toronto, run by the Management Centre from London, England they presented "Responses to Change". There are five basic types of human reaction to change and rough percentages of people in each category:

Champions (5-10%) - (aka zealots) stick their neck out, run with an idea and owns what happens.

Chasers (15-25%) - (aka early adopters) follow champions because they admire them and/or rapidly see the advantages/benefits of the change.

Converts (30-40%) - fall either way - not very vocal and require solid evidence in favor or against the change.

Challengers (15-20%) - resist or challenge because they have a strong stake in the outcome - convince these people that change is necessary and valuable and the process will succeed.

Changeaphobics (5-10%) - fears can be irrational (individual may feel like a "casualty") but they'll still not be convinced of the value - few in numbers but can derail process by influencing others.

Think about where you fit in these categories!

Next topic ... Board as ambassadors - Stay tuned ...

Mary

I totally believe in the "board member as ambassador" thing. When I espouse development ideas like this, I see a circle of attentive but silent faces around the table. I ask, Do you have any questions? There is gentle shake of the head and the next subject comes along.

A few months down the road, I notice that maybe 25% of the board actually followed through.

I guess the recurring question in my mind regarding boards is, How you maximum the participation rate?

Bob

In a past life, I came into a NPO that was on its dying legs. There was still a core group of advisors but no buy in. I found the maxim, "people support what they [help] create" to be invaluable.

We worked on visioning exercises with other stakeholders in the groups activities (rape/women's issues, domestic violence) and after creating some common "passion," the results changed. We moved from a small quiet group to folks championing different areas where they had interest or comfort. It took awhile and some turnover, but the result was a group of folks that wanted to "preach" in their own way in their areas of comfort/interest.

Liz

This is one area in which I think case statements are helpful, even if no one outside the organization ever reads them.

By the way, hi -- I'm new to this group. My name is Liz and I'm with KITE, Inc. We're very small, so far, and I'm coordinator of a lot of things, including fundraising, at present. I'm glad to be a part of this group.

Cynthia

How do you maximize the participation rate? I have to agree that people support what they've helped create ... one of the reasons that I don't accept contracts asking me to write a strategic plan (that I picture sitting on a shelf collecting dust!). However, I enjoy facilitating that process immensely and watching the excitement and ownership build.

One of my favorite questions to ask volunteers and staff is "What was it about this agency that first lit the fire in your heart?" I want to know what motivated them about the organization's work - where is (sometimes was, if they are burnt out) their passion? Frankly, if they have no passion I'm not sure they are in the right place.

My mother ran a nursery school on our farm for 20 years and despite what she taught me, it took until I was over 40 to discover -- I can't fit a square peg into a round hole. This means -- I can't make any board member promote my agency or ask for money if they don't want to do those tasks. The best I can do is determine what task(s) they do want to be involved in, provide them with the tools they need and if they still don't deliver, I can help them move on.

Board members do have a duty to be ambassadors but some of them don't know that, nor do they have the proper tools. At least give them those tools -- one good example of that is the agency's case statement -- a perfect segue into the topic of the Board as Fundraisers! SO - crack your knuckles and get those fingertips galloping across the keyboard. - Have a happy Friday the 13th.

Sandy

I have a question that is related to boards but may be slightly off topic, if so, please let me know and I'll hold off.

The public library has helped start a nonprofit organization to "augment public funding of the public library" in order to make a good library exemplary: the Durham Library Foundation. Some folks have recruited an excellent board of people with influence and affluence who love the library.

As development officer of the library I am the liaison to the board, but don't exactly report to them as the county pays my salary. (An odd position for one who has been a nonprofit administrator in the past.) While waiting for this organization to get set up I have established an annual fund which they will take over. In a couple years we will need them to launch a capital campaign for some new branches, but we have to wait for the government funds to be committed.

We've had a couple of introductory meetings and are gearing up for a 1/2-day board retreat (all we could get). I have several ideas about what we should cover, but would like some input from others in the field.

QUESTION: Just what do YOU think we should try to cover in this 3-4 hr time block? We have a mission statement, by-laws and all that in place. Do we start in on the case statement? Begin on a short-term fundraising plan? Or should we keep the focus even closer (board policies, etc?).

There is a good Executive Committee that can do some of the work in the interim.

Mary

It's funny, but the board member who was most vocal this past year against adding fundraising to their plate was the best fundraiser. He gave generously, was available for a couple of solicitation meetings, inspired his parents to give, and donated a refund from their child's trimester abroad to a financial aid fund for special trips and wrote a letter soliciting the other parents involved to do the same. He received much heartfelt praise from me, and I tried to hold him up as an example.

Mary Kay

We're in the process of thanking a board member whose using his influence to get others to donate (in addition to making sizable donations himself). I'll be delivering a bunch of homemade baked goods (things I know he likes) to his office--this will make him look good to his co-workers/employees (and his father who works there also).

In the past, we've delivered mugs and candies and other handmade goodies to people (board members or not) who have gone out of their way.

Cynthia

The role of the board in fundraising...

Are all you staff members happy with your board's participation? What would improve their involvement?

Board members! How can staff help you in your fundraising role?

I've got thoughts on these subjects - how about you?!

Ann

Good question. I'm a board member, not yet committeed out--which is fine.

I came up with a membership drive, based on our current database. I had in mind, asking for additional money (above & beyond the current membership). The initial response from the president of the board was "great!" However when it was brought up at our most recent teleconference meeting, what I got was, "Gee, we should wait until we have our board retreat and discuss it further." Our board retreat is in mid-October. I'll be back in school by that time, just returning from a 2 week vacation, and felt I could have gotten the thing launched--maybe I was being too optimistic.

I was a little frustrated--to say the least. I came up with what I thought was a pretty good plan. It was definitive enough so that it need mostly fine-tuning as yes, some additional insight--but it was definitely workable.

Oh well--this board is by nature very conservative in all it does (2+ year old BOD).

Bob

We are currently ramping down from one capital campaign and ramping for another one at our other foundation. We have two foundations and for the first cc, I found that there was a GREAT amount of resistance to go out and make the initial contacts with the board member's peers and colleagues. As a new staff member, I witnessed the frustration my colleagues faced in getting folks to follow-through. The most common reason was not enough time.

With the ramping up of the next CC, we as staff are creating more interaction with the board, working more closely with them. The goal is to get them more involved in the day to day successes prior to asking them to make introductions and asks.

I will let you know how it works in 4 years....

Mary

Bob,

I was just thinking in reading these emails about what frustrates us about board members that LACK OF FOLLOW THROUGH is at the top of the list.

After the entire development committee failed to show up to two meetings in a row, I've concluded that being a "sheepdog" is a necessary part of my job.

Tom

You're correct Mary! The best tools you have for increasing participation by your board and volunteers is the telephone, e-mail and the postal system. USE ALL THREE. Someone, preferably you should call each and every committee member the day of the meeting. E-mail them the day before and send a letter the week before. It's the only thing I've ever seen work.

Cynthia

I mentioned the importance of training our board members so they feel more comfortable in their duties. This is particularly true of fundraising. However, keep in mind, you can't fit a square peg into a round hole ... probably only about 20% of your board (if that!) will be willing to ask for money. Find your champions (often more extroverted individuals) and support their leadership in this area but don't forget to teach the others where they can help. There are all kinds of tasks that involve people without them "making the sale". A bit of fundraising and marketing should be everybody's responsibility!

One strategy that I've found useful is to ask board members who are less comfortable with fundraising to phone donors and thank them for their gifts (ideally within 24 hours of receiving it). An important part of this call is to discuss what motivated the support. Again, it's finding out what lights the fire in the donor's heart. The more your board hears that it wasn't a twisted arm and understood many people write checks because they believe in the good things you do - the closer you'll get to board members becoming fundraisers. Make sure they verify the records while they have the donor on the phone and thank them for helping your agency achieve its goals - the increased renewal rate of donors who've been called by a board member are proven!

Candace

Cynthia and fundclass participants

As an ED, I fully understand the importance of have the Board on side with fundraising. But what happens if you are working with a Board who feel that their time is a good enough donation to the organization and there is not a "champion" to get onside and motivate from a peer level?

I realize that identifying a champion during recruitment is an option but if the Board is not onside in the first place, then how they present to potential new Board members portrays the long standing Board opinion of "time is good enough" because the Board members recruit and interview new Board members.

Cynthia

What happens is ... you don't have a very successful fundraising program, I suspect. Board members need to be educated that their support of time and money (at a level that each can afford) is a vital demonstration of their leadership and builds credibility amongst other donors. I know major donors who will not support an agency that doesn't show 100% commitment from their board.

This is where I feel that staff has an opportunity to influence what happens. Job descriptions can help outline these expectations. I need board members to "put their money where there mouth is" - I can't afford to spend time trying to convince outsiders to support if I haven't even convinced "my family" - it starts inside the agency.
 
Any one have another perspective on this?

Mark

Candace, try "fundraising for Dummies" a great guide. To answer your question, in my view there are 3 kinds of board members. Visitors, complainants, & customers. Visitors just visit, complainants complain but aren't willing to take action. Customers have a complainant and take action. We want the visitors and complainant to turn into customers. Our best vehicle has been a staff retreat. They feel more like a team, support each other, get going more. At least have the customers do a retreat with the goal getting more customers to be on the board. The rest will eventually fade.

Mary

My strategy for board fundraising this year will be to make up a work schedule with several campaigns and provide two spaces for board members to sign up to lead that effort. We're a small school and our board is made up of parents, a teacher, and four students -- so there's "work" and some "wisdom" but not much "wealth." Here are the sign-up categories:

Parent appeal
Student fundraising event
Donor event
Yard sale
Thankathon

I also plan to have each board member survey five donors. I think a non-threatening interaction with donors can make it possible for the next step -- a solicitation visit or ask.

Bob

Hello All,

Basic question-I work at a hospital foundation and sit on a board for an animal shelter in the Northwest. Neither NPO has an advisory board. My first question as we get started is what type of NPO's use advisory boards? Is there an organization size, org type, or structure that most often use this group?

Cynthia

Well Bob - maybe we are the only two not on holidays!

I thought an excerpt from John Carver's Boards That Make A Difference would be useful information for you (and any one else out there!). I have added the underlines:

"There also exist boards whose function is to give counsel, not to govern. Advisory boards can advise the governing board, the CEO, or other staff. They can be positioned anywhere in the organization as long as they formally attach to some "proper" organizational element. Advisory boards are optional and have only as much authority as the authorizing point within the legitimate organization chooses to grant. In some fields it is common to find advisory boards that have been given extensive authority and whose advice is virtually ensured to have an effect. As long as some position within the organization can, even potentially, retract that authority, the group is not a governing board. For its authority can be curtailed only by the governing board itself, by law or -- in the case of membership organizations -- by the membership".

To answer your question specifically, there are no hard and fast rules as to who uses advisory committees and who doesn't. However, it would still be nice to hear from any lurkers whose agencies have Advisory boards.

Ropeprosperi

I worked for an agency that served people with developmental disabilities. We had an advisory board that met quarterly. There was a bank represented, a very large car dealership (where we got our vans from) an administrator of a vo-tech school and maybe someone else who I can't remember. They were very helpful in telling us about housing/mortgage trends, business partnerships, etc. In my new position, I am going to try and work toward getting one here - I found their help to be very valuable.

Mary

I think advisory boards can extend the organization's profile and provide some much-needed expertise, especially to immature organizations.

We have 17 advisors who give input, participate on committees, and give. We have one official meeting each year where there's socializing time with food followed by focus groups. Advisors are asked to co-host fundraising events, and attend some organizational events.

I try to write a newsy letter to advisors a couple/three times a year. They appreciate being kept updated.

I know advisors are happiest when they're useful. It's less than ideal to let them "lie fallow."

Elizabeth

The Detroit Science Center has several advisory boards.

We have maintained an educational advisory board to help in planning future programs and in discussing changes to be made in current programs. This group is fairly active. (an interesting compilation of educators, administrators, the owner of a daycare center, a few representatives from the Society of Automotive Engineers, and a few retired scientists)

Several years ago we formed an advisory board of really prominent people in the community to serve as our Capital Campaign advisory board. This is a very different animal. We put them on our letterhead and sought advice or assistance on an individual basis (helping us to solicit specific major contributions for the most part).

During our expansion project we formed advisory committees for specific areas we were developing in our new facility to plan for what exhibits/programs we would offer. (Early childhood, science of motion, life sciences, etc.) These may be dissolved soon as our grand re-opening is this weekend!

Cynthia

Thanks to those who have added their comments and experience about Advisory Boards - it's always helpful to have varying perspectives. Before I move on to our new topic I thought I'd add one more piece that I found at the National Center for Non-profit Boards website - http://www.ncnb.org/askncnb/archive5.htm

"By law, every nonprofit must have a governing board. As the name indicates, the role of the board is to govern the organization. The board creates the vision, mission, values, and policies for the organization and makes sure that they are properly respected. Also, financial oversight is one of the key responsibilities of a nonprofit board.

An advisory council (or committee) usually functions like any committee of the board. It may be created for a specific purpose to assist the board in its work. For instance, advisory councils may focus on fund-raising, provide technical assistance, assess the impact of a service or program, and serve as an advocate or a public relations representative for the organization. Advisory council members have no legal responsibilities; they have no vested right to serve; and no immunity from removal. It is wise to limit the council's actions to making recommendations and providing background for board decisions."

Cynthia

Sorry, I was about to move to evaluation but couldn't resist a fact that related to Bob's questions. Okay, it's not a perfect answer but the closest this Canadian is going to come! I "tripped over" this information on the National Center for Nonprofit Board's website and thought it might interest you all.

Bob wrote:

Again, on the NCNB website ...

Q: HOW COMMON ARE ADVISORY GROUPS THAT ASSIST NONPROFIT BOARDS?

A: More than one-third (37%) of the over 1,300 respondents to the recent survey conducted by NCNB and Stanford University indicated that their organization has some sort of an advisory council or committee in addition to the governing board.

Amy

Hi! We are a new, women's health grassroots NPO and agree that an advisory board is a great idea! What are some effective methods in approaching prospective advisory board members? Especially people that we don't already know.

Mark

I recommend "Fundraising for Dummies." It's a great book with tips in this area. Asking each person to find one prospective person is helpful.

Mary

I send prospective Advisors a letter stating expectations. We ask that the Advisor donate to the organization, be available for advice, and to attend one meeting a year, where we have focus groups. I attach a description of the organization's current status, including successes and challenges. This letter is followed two weeks later with a phone call from the director.

We pick people who seem logical fits, have expressed enthusiasm for the project, and are familiar with the non-profit world. Another class of people to pick for Advisory Boards is particularly important off-going board members. The Development Committee chooses a slate that is okayed by the Board. We use one-year terms. We simply re-up advisors each year.

Mark

I think you are right. When you feel the need to evaluate usually they are not doing their job. We try to get the stronger members to mentor the weaker members. We are always looking for new financially and politically contributing members to join us. A formal half-day retreat by a consultant helps. Also since we headed up by a priest, Catholic guilt becomes a great leverager!

Cynthia

We're coming to the finale of this discussion. However, here's some more information you might consider in Board Evaluations. This is from the Minnesota Council of Nonprofits - (see what treasures you can find on the internet? Who needs a consultant! Another shot in my own foot but mentioned just so you really educate yourselves before you call in (possibly costly) outside help!)

A ranking system reflecting the level of accomplishment within each task may be useful:

1. Effective performance
2. Adequate performance
3. Inadequate performance
4. (U - uncertain), and activities can be grouped into the following categories:

1. Knowledge of board financial, legal and public responsibilities
2. Representation to the public by the board
3. Understanding and communication of the organization's mission
4. Organization's compliance with legal regulations, licensing and other standards
5. Effectiveness of board practice: Bylaws, committees, procedures
6. Approval of outside counsel (legal, accounting, managerial)
7. Relationship with the Executive Director
8. Hiring, evaluating, managing, and compensating the Executive Director
9. Strategic planning
10. Policy development and approval
11. Oversight of organizational financial structure and activity, including income, expenses, borrowing, insurance coverage, audits, bank relations, fund-raising, and other financial procedures
12. Board performance: meeting attendance, discussion participation
13. Board succession and nomination process
14. New board member orientation

Use this information to help guide the board in their evaluation. I'll be back later for our wrap up on this FundClass discussion of Boards.