Leadership Involvement

• 🟢 The Board raises funds and is generally considered to demonstrate mentoring, facilitating, or nurturing fundraising work
• 🟡 The Board generally demonstrates passive coordination of fundraising work
• 🟠 The Board demonstrates a no-nonsense, aggressive, results-oriented focus on fundraising
• 🔴 The Board is hardly involved in improving fundraising work; does not consider fundraising tasks as important and do not talk about it

🟢 The Board raises funds and is generally considered to demonstrate mentoring, facilitating, or nurturing fundraising work

Highly developed: Board involvement and its optimal use for fundraising is evident.

Reflection:

• No response required as board is not supposed to be involved in any fundraising work, and it is managed by professionals/practitioners.
• Others -

Action:

• No action necessary.
• Others -

Notes for Development:

1. Board involvement and its optimal use for fundraising is evident.
   
   
2. Skill share your knowledge with other like minded organisations, FF Partner in terms of how the Board is managed, its composition, etc.
   
   
3. Consider if as an organisation you could bring in more precision and objectivity in terms of how the Board is provided with data and other information, to even further improve their contribution to fundraising.

🟡 The Board generally demonstrates passive coordination of fundraising work

Developing: The Board may be under utilised and the issue demands attention.

Reflection:

• Review Board composition and make it more contemporary with changing development landscape.
• Creating structures within the Board specifically to drive FR ambitions; like a Council, a sub-committee etc. and develop clear agenda for the new structure, with the Board.
• Others -

Action:

• Develop a fresh Board engagement plan.
• Bring in new Board members, who could be influencers.
• Others -

Notes for Development:

1. The Board may be under utilised and the issue demands attention.
   
   
2. Think of developing a more holistic Board role; Board composition can be useful to look at as well. The leadership may also think deeper in terms of better (in a more result oriented way) engaging with the Board.
   
   
3. Consider a discussion with the Board for bringing in reforms in Board responsibilities; Board may create sub-committees and bring in new skills and leadership - like an advisor, an angel investor, etc.

🟠 The Board demonstrates a no-nonsense, aggressive, results-oriented focus on fundraising

Under developed: The Board may become more effective if it can find a more creative and constructive way of engagement with the leadership.

Reflection:

• Review Board composition and make it more contemporary with changing development landscape.
• Scope of Board engagement for fundraising- define better.
• Reach out to Board more effectively and find better ways of engaging them in FR work- for opening doors, driving strategy, network etc.
• Others -
  

Action:

• Develop proper FR role for the Board and make them self-evaluate during each Board meetings.
• Create a new Council reporting to Board Chair or the CEO- council comprising a group of global influencers.
• Others -

Notes for Development:

1. The Board may become more effective if it can find a more creative and constructive way of engagement with the leadership.
   
   
2. The leadership may consider working with the Board in developing a framework for more meaningful engagement in this matter.
   
   
3. Develop role clarities, engagement framework. Enable the Board to add greater and deeper value without creating any form of constraints (regarding Board management aspects).

🔴 The Board is hardly involved in improving fundraising work; does not consider fundraising tasks as important and do not talk about it

High risk: Address the issue ASAP with the Board.

Reflection:

• Reach out to Board more effectively and find better ways of engaging them in FR work- for opening doors, driving strategy, network etc.
• Scope of Board engagement for fundraising- define better.
• Reach out to Board more effectively and find better ways of engaging them in FR work- for opening doors, driving strategy, network etc.
• Others -

Action:

• Develop proper FR role for the Board and make them self-evaluate during each Board meetings.
• Create a new Council reporting to Board Chair or the CEO- council comprising a group of global influencers.
• Others -

Notes for Development:

1. Address the issue ASAP with the Board.
   
   
2. Think of developing a more holistic Board role; Board composition can be useful to look at as well. The leadership may also think deeper in terms of better (in a more result- oriented way) engaging with the Board.
   
   
3. Consider a discussion with the Board for bringing in reforms in Board responsibilities; Board may create sub-committees and bring in new skills and leadership within itself.