1. ESTABLISHING A SUCCESSFUL DEVELOPMENT PROGRAM
April 26, 2015

2. INTRODUCTIONS Around the room Your Name
How you came to serve on this board
What expertise/talents/traits you bring to the board

3. Three Minute Ice Breaker

4. Agenda Board Service – qualities of highly effective boards
Impact of Development Plan on Idaho Parents Unlimited
Structure of Development Plan
Current state and culture
Gathering resources
Break
Outline a plan
Setting goals
Tactics
Prioritize & establish a timeline

5. GROUND RULES Phones on silent please Stay on track
Everyone has a right to contribute
The group is responsible for the deliverables
One conversation at a time
Ground rules for today’s session Be present
Contribute
Listen to and respect everyone’s contributions
Leave “sacred cows” outside
Don’t boil the ocean

6. Ten Basic Responsibilities of Nonprofit Boards
1. Determine mission and purpose. It is the board's responsibility to create and review a statement of mission and purpose that articulates the organization's goals, means, and primary constituents served Select the chief executive. Boards must reach consensus on the chief executive's responsibilities and undertake a careful search to find the most qualified individual for the position Support and evaluate the chief executive. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization. 4. Ensure effective planning. Boards must actively participate in an overall planning process and assist in implementing and monitoring the plan's goals. 5. Monitor and strengthen programs and services. The board's responsibility is to determine which programs are consistent with the organization's mission and monitor their effectiveness. 6. Ensure adequate financial resources. One of the board's foremost responsibilities is to secure adequate resources for the organization to fulfill its mission. 7. Protect assets and provide proper financial oversight. The board must assist in developing the annual budget and ensuring that proper financial controls are in place. 8. Build a competent board. All boards have a responsibility to articulate prerequisites for candidates, orient new members, and periodically and comprehensively evaluate their own performance. 9. Ensure legal and ethical integrity. The board is ultimately responsible for adherence to legal standards and ethical norms the organization's public standing. The board should clearly articulate the organization's mission, accomplishments, and goals to the public and garner support from the community.

7. 7 important qualities of board members by The NonProfit Times July 3, 2012
Integrity
Independence
Mature Confidence
Corporate Manners
A Sense of Context
Courage
Commitment

8. Why board member involvement is vital in resource development
Community connectors
Manifestation of the mission
Extend the impact of the organization
Capacity to engage others
Build enthusiasm
Are multipliers for staff
Become more engaged yourself and strengthen your commitment

9. phi·lan·thro·py fəˈlanTHrəpē/
“Love of Man”
the desire to promote the welfare of others,
expressed especially by the generous donation of money to good causes.

10. Exploring the AAA structure: ambassador, advocate, asker – survey grid monitor results
A board with a AAA rating is one where every member is motivated to be an Ambassador, Advocate and/or Asker.
Each board members is offered an array of potential assignments from which to choose. These activities are drawn from the strategic plan or the development plan and offer a wide range of options that tap into multiply board member motivations.
AAA is a management tool, ensuring follow through by staff and board leaders.

11. Ambassadors A role every board member needs to play
Critical role in cultivation of prospective donors and stewardship of continuing donor-investors
Need to be well informed and coached in the messages about your impact
Masters of the elevator speech (and the elevator question)
Catalysts for donor-investor renewal
Have what they need to be a confident Ambassador

12. Advocates
They volunteer as Advocates to attain an outcome: they are strategic in their information sharing; they are strong board recruiters
They often advocate for organizations on a more formal basis with government, another organization with which you are partnering or an institutional funder or potential volunteers
Are informed not only of the case for support, but also are familiar with your strategic plan and vision
Are well coached on desired results of the advocacy and on handling objectives

13. Askers Enjoy asking Well informed-trained
“Matched” with prospective donors (or current donor-investors) for maximum possibility of success
Team with another board or staff leader
Staff works with the Asker to prepare for the ask including coaching and review of prospect profile
Benefit from the work of the Ambassadors and Advocates

14. IMAGINE

15. Let’s Get to Work
Planning:
Resources

16. CURRENT STATE Development…… Program Funding….. Staff Retention ……
Reach …….
Board ……..

17. If you had $1M to give to Idaho Parents Unlimited…
If you had $1M to give to Idaho Parents Unlimited…. How would you direct it?

18. “You must plow with such oxen as you have” English proverb
Planning & Resources
“You must plow with such oxen as you have” English proverb
“Planning is bringing the future into the present so that you can do something about it now.”Alan Lakein

19. Where to you want to be in two years?
Mission
Board
Staff
Programs
Impact

20. One year milestones
Mission
Board
Staff
Programs
Impact

21. Resources Needed to Reach These Milestones

23. Development Plan Major Gifts Annual & Monthly Giving Events
Foundation Funding & Grants
Planned Giving
Corporate & B Corp Partnerships

24. 3 Month 6 Month 9 Month 1 Year Steps
Board Members: Ambassador Option
Advocate Options
Asker Options
Volunteer Recruitment & Management
Ad hoc assignments
Acknowledge and appreciate
Everyone shares the responsibility
Eventually – Development Director Driven

25. Development Plan Relationship Building strategies
Solicitation Strategies
Measures
Timeframes
Assignments of Accountability
Process for monitoring progress and evaluating effectiveness

26. Mission Moment