Читать книгу Effective Fundraising - F. Warren McFarlan - Страница 22

The most important point of this case is that the board itself took responsibility for raising the overall fundraising capabilities of the organization initially prodded by the CEO and the external accrediting organization. It began by reconstructing itself to have dramatically expanded development capabilities. If governance was the only role of a social enterprise board, it would contain six to eight members in total (much like a typical for-profit board). The development focus, however, drives a social enterprise board to be much larger (4–20 additional trustees are the norm for midsize and larger organizations). Supported by a paid development staff, a board often has two development committees; one is a development committee that worries about annual fundraising, donor relations, research, and so on. The second is a capital campaign committee, which may operate as an ad hoc committee over a 5- to 10-year horizon. The development committee normally has overall responsibility for all development activities except for the capital campaign with which it has a tight liaison. The development department includes activities such as the annual fund, planned giving, alumni clubs, stewardship, research, and major gift officers. The development-oriented trustees are normally divided between the development committee and the capital campaign committees as their primary board work. Special events (fundraisers) are also part of this cluster of activities (discussed in Chapter 7). Often younger trustees gravitate to the annual fund activities, whereas the older ones wind up on the capital campaign committee because of their often higher giving potential and deeper links to potential donors.