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This article lists four fundraising responsibilities that every nonprofit board member has: to make a financial contribution, to solicit donations, to assist with recruiting new board members, and to oversee organizational fundraising efforts. Key Terms: board development, financial management, fundraising, fundraising consultants, fund development, governance, roles and responsibilities
Preferred Practice:
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Inform the Board and Staff
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Train both board and staff to understand fully how money is raised and spent.
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Practice Fundraising As An Everyday Art
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Everyone in the organization should share responsibility for fundraising, from the secretary, to program staff, to volunteers, to the president of the board.
Pitfall:
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Having Board Members Who Do Not Give
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All board members should be asked to make a monetary contribution in accordance with their abilities to give.
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This book shows how board members must be successful strategic leaders who are willing to cherish diversity, strive for accountability, and pinpoint board positions for the good of the organization. The guide describes the essentials of the board member's job, and relates the job to Carver's Policy Governance model. Key Terms: board leadership, board management, governance, policy, roles and responsibilities, strategic leadership
Pitfall:
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Having a Board That is Not Representative
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Match the diversity of your board and staff to the diversity of the people in your community of supporters and clients.
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Having Unclear Roles of the Board and CEO
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The board should develop detailed roles and responsibilities for each board member, specific to each role. The CEO's role and responsibilities should also be clear, along with an explanation of how the CEO should interact with the board and at board meetings.
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This article is a two-part series which suggests reframing the fundraising conversation to one where the mission and organization are put first and the money last. Key Terms: board development, financial management, fundraising, fund development, governance, management
Preferred Practice:
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Thank and Appreciate Donors in a Timely Fashion
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Deposit checks quickly; and send out simple, personal thank-you notes.
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Practice Fundraising As An Everyday Art
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Everyone in the organization should share responsibility for fundraising, from the secretary, to program staff, to volunteers, to the president of the board.
Pitfall:
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Spending Too Little Time on Relationship Building
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Create trust with person-to-person contact with supporters; and communicate your impact in simple and understandable ways.
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This article addresses the adage "that good works sell themselves" and how to move beyond that belief and actively undertake selling the community on a worthy program. Key Terms: community involvement, marketing and communications, mission, planning
Preferred Practice:
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State Your Mission in Your Plan
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Your organizational mission statement should be at the beginning of your communications plan to remind staff, board members, and other internal decision makers that media-related activities flow from this statement.
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This book helps the board chair and executive director establish a positive, productive relationship. Key Terms: CEO/board relations, communications, governance, leadership, management, organizational management
Pitfall:
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Not Evaluating the Executive Director
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The board should hear reports from the executive director on a monthly basis and conduct a formal performance assessment annually.
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Taking the CEO's Word for Everything
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An essential role of the Board is to provide oversight of the CEO, both to promote good behavior and to prevent unacceptable behavior.
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