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Volume
4, Issue 5 - November 2002 |
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HOW EFFECTIVE IS YOUR BOARD? |
It is common practice in nonprofits that the executive committee of the Board
will perform an annual performance evaluation of the Executive Director. Done
effectively, the evaluation can serve as a tool for assessing strengths and
areas for improvement, setting goals, evaluating progress against goals and
giving valuable feedback through open communication. I certainly hope yours
works that way!
But what about the Board itself? Shouldn’t there be an evaluation of the
Board’s performance, both as individuals and as a whole? Certainly, this can
provide the same benefits to the Board of assessing strengths and weaknesses,
setting goals, etc.
I’d suggest that the Board should also perform its own annual performance
evaluation and use the results to strengthen its performance as the driving
force to meeting your organization’s mission.
As a bonus in this issue, I’ve posted a sample
Board Evaluation
Tool on my
site. Feel free to use it as is or modify it to meet your particular needs.
Consider making the Board evaluation a starting point for discussion at your
annual Board retreat. Ask Board members to complete the evaluation prior to the
retreat and come prepared to share successes and develop specific plans to
strengthen their performance as individuals and as a group.
If this is a new concept to your organization, why not go all out and suggest
that while you’re doing something new, you also create a
Board job description
and annual commitment letter?
I can assure you that these two documents will greatly enhance the
performance of your Board, and hotlinks are included above. Use as is or
modify them to meet your needs.
The
job description clarifies time and financial obligations and defines the Board’s
role. The commitment letter mirrors the job description but gives individual
Board members an annual opportunity to assess whether he or she can still
fulfill the obligations of serving on the Board.
Used effectively, these two documents form the basis for heightened Board
performance.
So many volunteers are recruited to Boards without having a clear
understanding of what is expected of them. The job description can clear up that
confusion if it is used in the recruitment process.
And, we know that people’s lives change. Passions cool. The annual commitment
letter allows Board members to gracefully move themselves to another position of
support for your agency when they can no longer meet the expectations as
specified in the job description.
When is a good time to institute these three new ideas? How about in January
as part of the new year?
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Fundraising
Tip of the Month:
"No" Won't Make You Shrivel and Die!
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Oh, the dread and the fear of hearing “No.” It’s what puts fear into the
hearts of Board members and volunteers and sends them running from opportunities
to raise money or ask for other resources.
Last I checked, merely hearing “No” won’t make anyone shrivel up and die on
the spot. If it did, I’d be long gone by now!
Instead
of turning on all the predictable negative tapes in my head when I don’t get a
“yes” right away, I have learned that “No” can be just another opportunity to
work on the relationship with a potential donor, sponsor or underwriter.
Consider this. If your request isn’t granted, instead of backing out the
door, hat in hand, thank your prospect for her time...and mean it. Then ask if
you may have a few minutes to ask some questions so you’ll learn how to do
better next time.
Shift into marketing mode and ask questions such as: Is there a better time
of the year to ask for this sponsorship/gift/underwriting? What are your
company’s charitable/marketing giving guidelines? What types of
agencies/programs/services/events do you like to fund or get involved with? How
much do you usually spend on these opportunities?
Keep asking: Do you prefer a phone call, personal visit or written proposal?
How can we involve you/someone in your company in our organization or project?
What are opportunities for in-kind contributions of time/services/product? Who
makes the ultimate decision about involvement/giving? When?
When you’ve run out of questions to ask and the conversation is winding down,
thank the prospect once more and ask the final two questions. Question 1: Now
that you know who we are and what we have to offer, is there someone else you
know who might like to take advantage of the opportunity I’ve offered you? Could
you introduce us? Question 2: If you can’t fund this proposal, what other ways
could you help us (in-kind services or product)?
Now, see? That’s not so bad! Learn more about Jean’s 10 Rules for Success by
reading Fast Fundraising Facts for Fame & Fortune.
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If you have worked hard to recruit exceptional new members for your Board,
you’ll want to take advantage of their passion and abilities immediately and new
Board members want to get involved quickly so they know they are important.
The worst thing you can do is assume new Board members will “catch on” to
what is important by attending a few meetings.
Worse yet, is asking new Board members to come to their first meeting
unprepared to deal with an ongoing issue. Well, even voting to accept the
treasurer’s report can be daunting for a new member who has just seen it for the
first time!
It is simply unfair to throw new Board members into their job without giving
them the tools and information they need to act responsibly and ethically.
To put it simply, orientation should be a requirement for new Board members.
When should you hold it? Ideally, before a new member’s first Board meeting.
Who should lead it? Depending upon the size and scope of your organization,
consider using key staff members, the Board president, testimonials from
clients, and perhaps a presentation by an attorney and a CPA on the fiduciary
and legal responsibilities of serving on your Board.
What should be included? Mission, vision and strategic plan. History. Site
tour (if you have one). Discussion of ongoing issues the new member should be
aware of. Budget and financials. Bylaws and requirements for attendance,
participation, etc. The Board job description and commitment letter.
How long should it take? Take it seriously! Half a day or more, if necessary.
Learn more about Board development by reading
The ABCs of Building Better Boards.
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Need
help with your auction fundraiser? Sign on to receive the free Charity
Auction Newsletter at mwinter@flite.net.
It is packed with useful information. I recently read the January 2002 issue and
was astounded at the good stuff!
Putnam Barber, president of the Evergreen Society, has created a list of
online resources that help nonprofits with fundraising. Read the list at
www.nonprofits.org/fundraising.html. Putnam also suggests you visit the
ePhilanthropy Foundation for more information of this sort at
www.ephilanthropy.org.
Another good e-newsletter comes from CompassPoint Nonprofit Services. Their
Board Café newsletter is published monthly. Subscribe by sending a blank email
to:
boardcafe-on@lists.compasspoint.org.
Read an article on how to improve Board meetings at
www.cdsfunds.com/articles/154.htm.
And remember to visit my web site at www.jblockinc.com to get links to all
the resources I’ve listed in this column.
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Contents
Now you can add two great books to your agency library.
The ABCs of Building Better Boards is just what you need to
improve your Board’s potential. It includes ideas for recruitment, retention and
recognition and has some great forms for you to copy and use.
Learn how to deal with unproductive Board members and how to better define the
roles of staff and Board. There is a chapter on financial and fiduciary facts,
one on simple parliamentary procedure and much much more.
Discover how Board Job Descriptions and annual Commitment Letters will
dramatically improve your Board’s effectiveness. See how a truly effective
Nominating Committee will lead to a better Board.
Get good ideas for more efficient Board management and administration, including
how to set up and manage effective committees.
It’s only $24.95 plus shipping and handling. Take advantage of a volume
discount of up to 20% and give this book to all new Board members as part of
their orientation.
Fast Fundraising Facts for Fame & Fortune
is full of ideas to improve your fundraising, including how to ask effectively,
special events essentials and new ideas for fundraising.
Help volunteers get over the fear of asking for money and in-kind resources for
your organization. Learn how marketing principles will make fundraising easier.
Learn about Jean’s Ten Rules for Fundraising Success
and apply them to your organization immediately. This book puts the FUN into
FUNDraising and gives good examples and ideas that really work, rather than
using hard to follow formulas and theories.
At only $19.95 plus shipping and handling, it’s a Must Have for your nonprofit
resource library.
Email me at
Order Now So You Don't Forget!
Go to the Order Form to order your copies of
The ABCs of Building Better Boards
and
Fast Fundraising Facts For Fame & Fortune ©
|
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My
Mission:
To strengthen the base of support for America's worthwhile
nonprofit agencies and organizations, from school PTAs to
multi-million dollar national and international agencies.
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What People Say
About Jean Block
“Thank you for the newsletter. You have no idea how very often I find
myself quoting you! You’ve shown me that good fundraising skills can be
taught.”
Ginny Favede, St. Paul, MN
“ Normally I’m not big on fundraising, but what you said made me feel
empowered.”
Callie Heyl, Greensboro, NC
“Your session at the conference was excellent. I have been an
executive director for thirty years and got some new ideas and information
from you.”
Beverly Campsey, Boys & Girls Clubs of Vernon
Jean Block
Consulting, Inc.
7915 Cliff Road NW
Albuquerque NM 87120
(505) 899-1520
Fax (505) 890-5285
Email:
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