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The agency’s leadership recognized the need to bolster fundraising, both to meet the goals of a far-reaching strategic plan and to expand its potential in a competitive philanthropic environment. However, members of its intelligent, responsive, hard-working and cohesive board recognized that the organization had plateaued. In addition, many board members’ contributions were more “sweat equity” than financial.
A timely recommendation called for a board with a greater focus on fundraising as well as both greater financial capacity and reach. A governance planning process included a board retreat that helped to foster consensus around the need for changes in the composition of it lay leadership.
• Led the board to connect the organization’s ambitions with the need for new human and financial resources to achieve them.
• Provided guidance for a new era in governance, including recruitment, performance, and engagement policies.
• Recommended consolidating two separate boards: one concerned with governance, the other with endowment management.