Blog

By Jim Mellor and Brian Keel

The board of directors is an essential component of nonprofit leadership. We seek boards that are engaged, embrace their roles and responsibilities, are committed to transparency, and value both short- and long-term planning. 

Rules vary from state to state, but every board has significant legal and ethical duties that it cannot delegate to others including legal, management, program, and financial oversight. Beyond the board there may be committees that further assist the organization. Committees have representation from the Board but are also an opportunity to engage other community volunteers to serve, especially if these members have subject matter expertise.

As empty nesters, my wife and I have more time to volunteer in our community. We really enjoy our volunteer time together - almost as much as vacation.

Recently, we responded to two requests for help.  One community organization responded to my wife’s email the very same day.  She got an email addressed directly to her that included three quick questions along with several resources and a short video on volunteering. Later that afternoon, the volunteer coordinator followed up with a phone call to my wife and engaged her in a nice comfortable conversation.  Impressive!

I responded to the other request with an email offering our services and asking for next steps.  That was weeks ago.  Still waiting.  What does this have to do with development and fundraising?  

During the 18-24 months (or more) of a capital campaign, nonprofit leaders often eat, sleep and breathe the campaign. They know the total raised, status of the design plans, which donor meetings went well and who they need to call to cultivate further. The pressure and excitement of the capital plans are ever-present in their thoughts and daily work.