Translate

Leadership Involvement

🟢 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:

Action:

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:

Action:

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:

Action:

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:

Action:

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.