Services / Board Consideration Meeting

Here are the questions I recommend you consider:
What kind of success story do you want your NGO to be able to tell in five, ten and twenty years?  Visualise what you could do if you could generate your own self-determined funding. It’ll help to ask:

  • WHAT is my NGO not doing in its fundraising now that will pave the way towards this success story?
  • HOW do we set about doing what’s necessary?
  • And HOW FAST can we transform our fundraising to be in the position to tell the success story?

Naturally you’ll ask questions:

…. questions which I hope I’ve anticipated and discussed in the menu item ‘For CEOs and Board Members’. It’s a long page for a reason, it covers the frequently asked questions.

How many Board Meetings does it take to consider face-to-face?

The quickest I’ve experienced is two. Many NGO leaders get stuck at this ‘meetings stage’. Careful deliberation becomes procrastination. Social scientists tell us the best way to stop delaying tasks is to find something enjoyable in them. Is it enjoyable to be instrumental in enabling your NGO to do more good work over the next decade? What would the person in your role in 10 or 15 years say to the CEO or Board that had the courage and decisiveness to act 10 or 15 year earlier?

There’s many a time when the idea of embarking is scuppered before ever getting to a Board Consideration Meeting. This happens when an informal socialising of the idea by the CEO with one or two members of the Board isn’t well received. CEOs rarely put their job in jeopardy by getting too far ahead of their Board. Which is why it is all the more important that Board Members read this website’s menu item ‘For CEOs and Board Members’. I particularly draw your attention to the discussion under the heading High level channel decisions are the responsibility of the CEO and Board.

The investment required may seem a bit frightening. What frightens us is often a poor measure of what is risky. The excessive anxiety that grips the brain is a primitive instinct with only three options: flight, fight or freeze. Useful for that extra burst of speed for escaping the hungry lion, but less so when assessing the risks in a fundraising proposition. There’s a header in the menu item ‘For CEOs and Board Members’ that discusses Risk and the need for ‘governance for growth’ and another about ‘Should you use financial reserves for this’.

Ready and want to get started?

The next step I recommend in a carefully considered approach is next in the Services menu, the Feasibility Study.

John Barnett


John Barnett (FINZ 2005-2018) (CFRE 2010-2016)   
Fundraising Consultant

Lower Hutt
New Zealand
+64 (0) 21 063 1590 mobile

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