Voici un excellent article de Tom Okarma publié sur son blogue le 7 novembre 2013. Ce billet très intéressant s’adresse aux dirigeants qui souhaiteraient voir les membres de leurs conseils d’administration s’investir davantage dans les diverses activités de levée de fonds des OBNL.
L’auteur identifie clairement certaines réticences des membres de C.A. d’OBNL à contribuer aux campagnes de levées de fonds, alors que l’une des raisons pour lesquelles ils ont été choisis comme administrateurs est justement leur potentiel à aider l’organisation à rencontrer ses objectifs financiers !
Dans cet article, l’auteur présente une progression dans les activités confiées aux membres de C.A. Selon moi, la stratégie proposée est très habile et elle devrait être adoptée par les présidents de C.A. et les PDG d’organisations à but non lucratif.
Bonne lecture. Vos commentaires sont appréciés; ils contribuent à la richesse du débat.
Probably the most frequent problem Executive Directors and Development Directors face is a board that, for whatever reason, does not help with fundraising. This complaint is always number 1 or 2 when I ask leaders about their most serious board problems. The other problem is directors who just show up for meetings, most of the time unprepared, and do little else all year long. They just don’t engage and step up to their other duties. For now, let’s just stick with the fundraising problem, which actually is solvable…
… There are many ways a director, even a reluctant one, can help raise funds for the agency. Think of these ideas as steps of a ladder, allowing a director to start with a few simple and nonthreatening actions that can eventually lead to full speed ahead fund raising!
For instance, a new or reluctant director can:
Fundraising (Photo credit: HowardLake)
Write and sign thank you cards to donors during the year
Write and sign cards often sent out at year end, during the holiday season or year end campaign
Place calls to donors and thank them for donations recently received
Attend a privately-hosted reception where major donors and would be donors are personally thanked or introduced to the agency
Arrange to have their social club, golf club, etc host a special reception
Accompany the executive director or development director on personal visits to thank donors or special agency strategic partners
Accompany the executive director or development director on personal visits to ask for donations
Host an in-home reception for his/her friends to hear about the agency from one of its leaders
Etc
I think if you can start out a director slowly in a nonthreatening scenario, you may be able to walk them up the ladder and into a major factor in fund and friend raising.
Gouvernance | Jacques Grisé 