Читать книгу Effective Fundraising - F. Warren McFarlan - Страница 24

Several years before a trustee retires, efforts must be made to work out their level of engagement with the organization post-trusteeship (above all, you do not want a deeply committed trustee transferring their wealth and philanthropy to a competing organization). Trusteeship should be seen as simply one part of a life-long period of an individual's engagement with the organization. Planning this engagement in advance is critical. A few trustees may go on to be trustees emeritus or emerita (you must be careful, however, not to crowd the board room). Others join special program advisory committees, hopefully in areas of great personal interest. Others may stay on one or two board committees (investment is a frequent one, as is planned giving and capital campaign). Still others may move to special advisory boards called “the corporation” or overseers that meet once or twice a year. Many will turn out to be effective solicitors and connectors for future campaigns.

Efforts are often made to get key corporators involved in advisory boards and programs that require regular contact with the organization's staff. This contact can help facilitate planned giving discussions to extend the impact of the former trustee's philanthropy beyond their life span. For some trustees, however, unfortunately there will not be an ongoing role because of lack of fit between their skills and the organization's interests, interpersonal conflict, and so forth. That is too bad but inevitable.