Norman Edwards is an independent consultant in fund-raising, organizational management, and marketing for Christian ministries. He provides counsel that has been honed by more than thirty years of experience in general development management, strategic planning, capital campaigns, major donor solicitation, and planned giving.
Development Committees are probably functioning effectively in fewer than half of all Christian ministries. This is surprising because a properly functioning committee makes a tremendous impact on successfully securing new friends and funds to support the cause.
The primary reason for a Development (or Advancement) Committee is efficiency. If your board meetings seem to go on forever, committee work may be inadequate. The board does not have time to discuss all topics thoroughly. However, a well-informed Development Committee can bring fresh insight and strength to this area.
The Development Committee should thoroughly review and, if necessary, modify proposals related to fund-raising, marketing, and public relations before submitting them to the whole board. Thus, when a recommendation goes before the board, it has the complete understanding and support of the committee. The proposed action already has a core of well-informed board members who have had adequate time to ask questions and discuss the subject. This does not cut off board debate, but it certainly cuts down the time required. Other members of the board will depend on the Development Committee doing its homework and will generally accept its recommendations.
The committee has no authority to direct the staff or meddle in administration. If approval is appropriate, that approval must come from the full board. The Development Committee discusses issues, brings new ideas to the table, explores alternatives, and asks questions in an environment of support and partnership.
The Development Committee should expect no end runs from the staff. It is the responsibility of this committee to bring fund-raising or advancement-related recommendations to the board. If these matters don’t come from the committee, it is proper to call “time out” and take them to the committee. No secrets! No surprises!
Working with the CEO and the board chair, the Development Committee is often responsible for encouraging gifts from fellow board members. Gentle pressure for board members to give is better applied by the board itself and may come from the Development Committee.
The committee becomes the strongest advocate for the development staff in full board meetings. If action is proposed to delegate unexamined expectations or fund-raising goals to the development staff, it is the duty of those serving on this committee to speak out in their defense.
Committee members become key volunteers in fund-raising efforts. They are our most informed group and support fund-raising.
Finally, committee members watch for prospective current or deferred donors and network with them to advance the mission in which they all believe.
Does your board have a Development Committee? If not, consider discussing this idea at a future meeting. It is one of the best prescriptions for a healthy board.
Reprinted with permission from Boardwise, September October 1996.
RX for a Healthy Board Development Committee 1.4