While I very much respect Dr. Fram for his experience and wisdom, his latest blog for me is just plain too presumptive and assumptive to embrace. In his latest blog, Dr. Fram has extended wisdom on the subject of boards and what is expected of them in terms of raising funds and I will admit that there are some points I like and others I don't like and well, altogether a sense for me of assumptions and presumptions that while consistent with most fund development experts, rubs me wrong because they are assumptive and presumptive. Allow me to qualify thought that I do believe there to be not-so positive outcomes when board members don't ask for money or themselves give. There are too many individuals and institutions that respond positively to board engagement regarding fund development for me to believe otherwise. At the same time I want to offer that these "recommendations" are just that albeit good but for the reason that their are indeed positive outcomes when there is board fund development engagement.
At the same time, giving and getting is up to the board collectively to decide - not me or others in my field of nonprofit organization development. I firmly believe that it is my job to offer the concept; explain what happens with the concept is not followed; and, facilitate the board discussion to weigh and find merit in an affirmative decision to enlist every board member as a donor and solicitor. That said, it is not a given that all boards and every member must raised funds. Boards need conversation. New board members need to agree should the board have decided favorably. There are no documented valid assumptions and presumptions about boards and fund development, only strong and affirming dialog and tools to understand what to do.
Once Again: Who Should Be Involved in Fund Development and How?
By Eugene Fram
This is a perennial issue. Following are suggestions that can clarify questions related to it.
The Board of Directors
• Board members should provide an annual donation, be able to generate contributions from other sources or donate time. (“give or get” policy).
• Even if cash donations are modest, 100% of board members should make a financial and/or support contribution each year. Funders look at this percentage as a surrogate measure of board interest and involvement in the organization.
• Two type of of board members should be directly involved in development. One is the talented person who is highly comfortable with the development process. The other is the person who may lead other board members to unknown sources. For example: relatives, neighbors, college friends, etc. who can contribute. At least three or four board members need to be in the former category. All board members are obligated to alert the CEO to other leads they may encounter and assist with introductions, if appropriate.
The CEO and the Board
• There needs to be a robust partnership between the board and CEO if there is to be effective and efficient fund-raising. The CEO should act as a lookout for fund development potentials and then alert board chair to support his/her activities, after the board has approved the project and is prepared to make a proposal.
• If the CEO is going to assume the lead role in approaching prospects, it may important that the person have the president/CEO title.
A Foundation
• With the aid of legal counsel, establish a development foundation. It needs to have its own small board and a volunteer as its leader. The board needs to have full understanding that the parent board is responsible for fund expenditures. Otherwise conflicts can arise between the two boards on fund deployments. A foundation can also be helpful current traumatic conditions because its total focus is on fund development.