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

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 Scope of Board engagement for fundraising - define better.Board. 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:

• No action necessary.

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