CharityMatters-NZ Articles, Boards, Charity Sector, Governance, Reading, Reports, Uncategorized

2016 Fraud Survey – BDO

I’ve talked about fraud in the charity sector before, and my personal take on it is that it under reported, because charities don’t want their donors to know that there are people committing fraud (no matter the level.)

Yes, there is a risk to funding if general donors (mums and dads) learn that there has been fraud committed at a charity they support, but in reality isn’t honesty the best policy, shouldn’t donors be told what’s been happening?

It seems that the majority of charities have systems in place, especially given the new reporting standards required of them, and know they can get help and support from Charity Services; so maybe the message is getting across, especially with smaller organisations, that there is help available to them and that there’s no shame in asking .

Read the summary of the BDO Not-for-Profit 2016 Fraud Survey here.

If your organisation detected fraud, what would you do, would you take action, would you let your supporters know? Either leave a comment below or email me charitymattersnz@gmail.com.

 

 

 

CharityMatters-NZ Boards, Management

To busy ”doing”

We all probably ”doing” and not seeing the bigger picture, not seeing what is happening with those around us. Missing out on warning signs.

This great article is certainly worth a read, even if you are part of only a small team; take the time and read it, I’m sure you will pick up some ideas, see where you could change in the way you work.

Leaders, Are We Too Busy With The ‘Doing’?

Where is your focus when you arrive at work? Are you thinking as a leader or manager?

One of the main factors that distinguishes a leader from a manager, is that that leaders lead by inspiration, whereas managers will co-ordinate people and tasks.

From time to time, however, as leaders we can find ourselves taking on a little more of the workload. Often we’ve been chosen to lead the team because we believe in the project or task we’re working on. We have a connection to it, or a passion about it, and we want to see it done well. That makes it all too easy to slip into a ‘doing’ role.

And when we’re ‘doing’, we’re not leading; we’re not inspiring the team to achieve bigger and better things. It becomes an issue when we become so focused on the tasks at hand, on all of the doing that needs to be done, that we become less aware of what’s happening within the team.

Read the full article here

CharityMatters-NZ Appeals, Boards, Business Giving, Fundraising, Governance, Management, Sponsorship

Engaging your Board in Fundraising

I’ve talked before about the importance of having those on the Board actively participating in all areas of the work of an organisation, including fundraising.

This post from the Sponsorship Collective covers it again, and is worth reading. In it, as I have said before, Board members usually have good business or friend contacts that can be tapped into to help an organisation raise funds and grow.

The post also talks about trust, ”Lack of trust has got to be one of the main reasons why Boards don’t donate and do not bring you their networks. 

Boards, understandably want to protect their friends, associates and other contacts from being treated badly. They may even have been burned before, having taken the chance to make an introduction to a contact and then find that the contact has not been treated well by the charity.  So help them to feel that they can trust you, but also in the charity, by demonstrating that you understand the process, that you won’t mistreat their friends and business associates and that you have impact in a cause that they care about.”

This is something I have had to deal with, I have introduced organisations to contacts, only to have the people call and tell me not to do it again as they felt pressured to support and also felt that the organisation wasn’t being upfront, they said in referring people I should know more about how they would present themselves. Since then I am more cautious, but I do use my connections where I feel there is a good fit.

Have a read of the full article and take on board some of the points it raises.

CharityMatters-NZ Boards, Governance, Management, Staffing

Handing over the Reins

It’s interesting to see organisations grow from being something started at a kitchen table, to something substantial.

In growing though there is always a need to bring in others with more expertise, more experience; but in doing so there is fear of the loss of control.

I recall reading about a charity, I think in the States, where the founder who took on a manger; but with the charity operating in an adjacent building to where the founder lived, he would turn up everyday and staff were unsure as to who they should be listening to the new manager or the founder.

I’ve seen similar happen closer to home, and unless those passing on the reins make an effort to stand back and let the new guard run the organisation, chaos is likely to ensue.

If you are running an organisation and the time has come for you to stand aside, do it. This should all be part of your succession planning; and all staff when the new people at the helm arrive should feel confident that the organisation is in safe hands.

If the old guard remains it is likely to only case confusion, weakened trust in the new guard and, the focus of what the organisation is there for will be lost, opportunities could be missed and the beneficiaries of the organisation will ultimately suffer.

The new manager needs to know they can get on with what they have been appointed to do, this won’t happen quickly or smoothly if the old guard is always ‘hovering’ around, staff will remain confused and if allocated new tasks, if systems change they may feel as though they are betraying their former ”boss”.

Change isn’t always easy, it’s not easy on those standing aside and it’s not easy on the new people. But change sometimes has to happen and the more planning for it the better.

CharityMatters-NZ Appeals, Boards, Fundraising, Governance

Do your Board Members Fundraise?

It’s not my job, we have fundraisers, why should I have to fundraise?

I wouldn’t know where to start, I’d be a burden on fundraising.

I don’t know enough to help with donations.

When board members see, have the attitude that fundraising isn’t part of their role, something needs to be said and done; sadly grabbing them by the shoulder and give them a good hard shake is frowned upon. But something needs doing to get them to see it’s as much their job as it is anyone else in the organisation.

Board members should be encouraged to, where possible spend time with the fundraising team to learn what it takes to get a campaign going, how individuals, businesses and funders are approached. The effort this takes, the skills needed and to see what the results (negative and positive) have on those doing the fundraising.

I’ve seen organisations where the Board are only interested in the income, they’re not interested in how it’s done. But, should income levels not meet targets they dive in and suggest that the fundraising team aren’t doing all the could, they their appriach is wrong.

Say what, if these Board members know so much, why aren’t they roling their sleeves up and help? Ah that’s right, it’s not their job. What a load of hogwash.

Board members, infact (in my opinion) everyone in an organisation should have some involvement in fundraising.
Board members are likely to have business or community connections they could tap into. Sure, there are some situations where this may not be possible; but the least they could do in situations where a direct approach my not be in order, is to at minimum is to give introductions, open the door for others to make the approach.

If written previoulsy, Is your Board on Board, have a read if you haven’t.

Board members aren’t only there because of the need in the Trust Deed or legal requirements, they are their because of skills they have. And, they should also be schooled in all areas of the organisation. (Read) Learn Fundraising.

The next time your board is together, ask ”what can you help with?”. It may scare some, but too bad, it will open discussion on roles, repsonsibilities and opportunities.

CharityMatters-NZ Boards, Opinions, Other, Uncategorized

Disgruntled Board Member

We’ve all had them, or at least heard of them, they’re the one who always has a negative attitude, always has to be right, always needs to have the last word.

I stumbled across this on Nonprofit Quarterly and thought it worth sharing … perhaps it’s a little tongue in cheek, but it’s a good read nonetheless.

Dr. Conflict: About That %$@# Troublemaking Board Member…

Dear Dr. Conflict:

We have a former board member who left the board feeling that he had “lost” some kind of fight. Ours was not the only board that he left in this way—in fact, he told me about epic battles he had fought on this or that other board where people did not see the light (according to him). He was always the hero in these stories—the bringer of truth; the others were usually described as being motivated by self-interest of some kind. And, actually, he is very smart, but he is also a fire starter, and sometimes in ways that are hard to trace.

So here is my situation. This guy is quite connected vis-à-vis state agencies, and I believe, though I cannot say for certain, that he is having a negative effect on our funders. I get the sense that our relationship with some of the agencies with which we have major contracts has become less robust. Conversations are less open. It is confusing, but I think I do see a pattern.

How do I take such a thing on? What is the best way to proceed?

—Need a New Friend

 

Dear Need a New Friend,

You don’t just need a new friend—you need a posse. Dr. Conflict has seen people like your former board member many times before, but it’s not all his fault that he’s such a pain. It’s yours, too. Surely you knew about his epic battles before you recruited him? And if you didn’t, why not? What were you thinking, bringing this guy onto the board?

Some readers may say Dr. Conflict is talking to the wrong person. They believe the board alone is responsible for recruiting its members. But Dr. C sides with Robert Herman’s concept of executive centrality, wherein, “since chief executives are going to be responsible and since they accept responsibility for mission accomplishment and public stewardship, they should work to see that boards fulfill their legal, organizational, and public roles.”1 So Dr. Conflict holds you accountable for the mess you’re in.

Here are Dr. Conflict’s recommendations: (1) make sure that this sort of sloppy recruitment doesn’t happen again, and (2) deal with the renegade ex-board member by counterbalancing his message through your own robust advocacy effort.

Continue reading here

How do / would you handle situations like this?

 

 

CharityMatters-NZ Articles, Boards, Charity Sector, Events

Need People at Your Event?

We all struggle to get the number of people we want at events; we send invite after invited, make the calls yet we’re don’t get the numbers.

There’s all manner of way to get people to attend, but having just re-read

3 WAYS TO BUILD AN INVITE LIST… AND GET PEOPLE TO COME ALONG by Lou of Loud in Public, I thought it worth sharing.

I’m not going to say any more than – READ it …

You will gain some good tips and hey what you got to lose, your time spent reading is an investment in your next event …

CharityMatters-NZ Boards, Governance, Management

Your Board – Investors in Your Organisation

I’ve talked before about having your board onboard; and have thought from time-to-time about whether boards are truly invested in the work of the organisation.

When thinking about board members and their investment in organisations; one thing that I’ve often wondered is how many are on the board of more than one organisation and whether this truly works.

Another thought has been about whether board members financially contribute to the organisation, sure – many do by attending events etc; but do they donate to your cause more than they donate to others?

So finding “My ONE Wish For Boards – the Secret Revealed” on Asking Matters made me realise I’m certainly not the only one who thinks along these lines.

Have a read and see what you think …

My ONE Wish for Boards – the Secret Revealed

For 15 years now, I’ve harbored a secret wish. My one wish for the non-profit world. Here it is.

If I could snap my fingers and make one change in our community, it would be to have every board member sit on one board only… and give 75% of his or her charitable gifts to that board. I can dream, can’t I?! 

Here are the impacts that would have:

Board members would feel like investors.

We talk about how to encourage our board members to truly feel vested in our organizations, yet how can they when their attention and their giving is so broadly focused? If one of your board members gives $10,000 to charity and gives $2,500 of that to you, that’s a solid gift. Now imagine if that board member gives $7,500 to you. That would be quite an investment, and I can guarantee that this board member would then be laser-focused on helping your organization succeed.

Board members could stop the painful quid-pro-quo fundraising.

What a gift that would be! Can you imagine how much negative energy would be avoided? I’ve never met a board member who likes all that quid-pro-quo fundraising – every gift to your organization means a gift he or she makes to someone else’s. And then your organization has all these gifts from people who don’t care about you and don’t want to be cultivated…and will never have a direct relationship to your organization.

Read the full article here

CharityMatters-NZ Boards, Governance, Other, Reading, Reports

Problem Boards or Board Problem?

We’ve probably had that feeling that there’s an issue with the Board of an organisation, perhaps we’ve become frustrated that the Board just aren’t getting it …

The following paper from www.npqmag.org is well worth the time to read, it covers things like “underperforming boards are the norm, not the exception,” that sometimes the Board of an organisation sees itself as a legal need, making the role mundane, having a sense of a lack of purpose.

Rather than dissect the paper, click here and download and read it for yourself. I’m sure you will have a few light bulb moments about your Board, or a Board of an organisation you may have had some dealings with.