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brydondewitt on Post Your Blog brydondewitt on Post Your Blog brydondewitt on Post Your Blog brydondewitt on Post Your Blog Pamela Garrett on Post Your Blog
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 | Pamela Garrett on Post Your Blog |
From Lou Markwith, Senior Counsel, DeWitt & Associates — Many non profits are struggling with Board of Directors succession and effective recruitment. You can read some of my commments in Development Companion on the DeWitt and Assocaites Website http://dewittandassociates.com. I am interested in how others are approaching this matter.
Too many Boards approach the recruitment of trustees in a cavalier manner. There is arguably nothing more important than identifying and inviting committed individuals to serve as your organization’s owners and primary volunteers. When the process is thoughtful and structured, fewer mistakes are made and your Board will become stronger and more effective.
Not being a blogger (actually I’ve not ever read a blog much less added comments) this seems to be simple enough to use.
I do think it would be helpful – especially if we can get word out to our numerous colleagues who could post questions, etc.
We would very much like to use this blog as a place for nonprofit development officers and CEO’s to post questions, provide information, and the like that will benefit everyone. We are publicizing the site through the Development Companion lists and on the website. Other ideas will be appreciated.
I am learning very quickly that Board Development is vital. How do some of you go about recruiting, orienting and developing your Boards? I am especially interested in types of job descriptions developed for the Board as well as orientation of new members. Thanks,
You are correct, Pam, that the owners of your organization — your Board — must be carefully selected, cultivated, and recruited. Each Board member should know why he/she was invited to join the Board and exactly what is expected of him/her. I will send you via e-mail a typical Board job description. Perhaps, others will share some orientation materials, methods, and ideas. It is important to understand that good Board members are developed through active interaction between the Executive Director and each of them so that each can be successful in helping move the organization forward in meeting its mission.
I’ve just learned about a new resource that is sponsored by The Norfolk Foundation. Called “The Planned Giving Design Center,” it is a resource on tax law changes (or those being contemplated)and other equally useful information that development professionals need to know. Registration is free, and that’s a hard price to beat. Here is the link: http://www.pgdc.com/tnf.
We often get asked by nonprofit executives what they should expect from using a consultant, especially in capital campaigns.
We believe that most organizations will benefit from having professional counsel early in the process so that the best methods will be used in preparing for and implementing a campaign that has the best chance for success. You should expect your consultant to provide:
1. Expert advice on campaign preparation
2. A thorough assessment of and recommendations on strengthening your current development program
3. A comprehensive campaign plan with job descriptions
4. Focus and counsel for your real capital and annual needs
5. Training for staff and volunteers
6. Assistance in the creation of the case statement and other campaign materials.
Most important, you should expect absolute honesty and the experience necessary to adapt to changing situations. You consultant should have the expertise to solve problems that are not “in the book.”
There is seldom a slow time for development officers, but it is important to dedicate some of the summer schedule (if you have a June 30 fiscal year end) to assessing your development action plan for the previous year and creating the plan for the next 12 months. In doing this, make certain you use an inclusive process so that your stakeholders (staff members) have an opportunity to help create that portion of the plan that they must implement. Even support staff members have a role because they must prepare mailings, provide lists, arrange meetings, take care of the details of special events, and perform other tasks that assure your success. It is wise to listen to them. Since they are daily involved, they can — and do — offere good advice on how to accomplish the many nitty gritty necessary un-glamorous tasks that are at the base of every devleopment program.
If you would like to receive the 10 steps in creating an annual plan, e-mail me at brydon.dewitt@verizon.net. I’ll be happy to send you a copy.