IL NET an ILRU/NCIL National Training and Technical Assistance Project Expanding the Power of the Independent Living Movement BOARD ROLES IN RESOURCE DEVELOPMENT A National Teleconference Participant's Manual April 18, 2001 Contributors to the training materials: Carri George Richard Petty Dawn Heisohn Anne-Marie Hughey Kristy Langbehn Darrell Lynn Jones Raweewan Buppapong Linda Allen Sylvia Armstrong (c) 2001 IL NET, an ILRU/NCIL Training and Technical Assistance Project ILRU Program NCIL 2323 S. Shepherd Street 1916 Wilson Boulevard Suite 1000 Suite 209 Houston, Texas 77019 Arlington, Virginia 22201 713-520-0232 (V) 703-525-3406 (V) 713-520-5136 (TTY) 703-525-4153 (TTY) 713-520-5785 (FAX) 703-525-3409 (FAX) ilru@ilru.org 1-877-525-3400 (V/TTY - http://www.ilru.org toll free) ncil@ncil.org http://www.ncil.org Permission is granted for duplication of any portion of this manual, providing that the following credit is given to the project: Developed as part of the IL NET: an ILRU/NCIL National Training and Technical Assistance Project. IL NET is funded through a special provisions cooperative agreement with the U.S. Department of Education, Rehabilitation Services Administration, Agreement No. H132B99002. Board Roles in Resource Development A National Teleconference Participant's Manual Table of Contents Agenda About the Trainers List of Trainers and IL NET Staff About ILRU and NCIL About IL NET Board Roles in Resource Development Outline How to Stop Talking About Resource Development and Start Raising Money Organizational Assets & Liabilities Checklist Further Readings Board Roles in Resource Development April 18, 2001 AGENDA Welcome and Introductions - Darrell Lynn Jones Fundraising Policy and the Independent Living Philosophy -Darrell Lynn Jones Fundraising Policy: Why CILs Need One - Linda Allen Q & A Is Your Board Ready to Fund Raise? - Sylvia Armstrong? The Board's Composition Q & A Board Responsibility for Finances Q & A Program and Monetary Goals: How the Board Guides Fund Raising - Linda Allen Q & A How Goals Are Achieved: Staffing and Supporting the Fund Raising Effort- Linda Allen Q & A Wrap-up ABOUT THE TRAINERS Linda G. Allen has extensive experience as both a grants writer and reviewer. As the Director of Planning and Allocations for the United Way of the Greater Utica Area, she was responsible for the distribution of campaign dollars to community organizations and the admission of new member agencies. In her 10 years as the grant writer for an independent living center Linda has directed the overall management of the grants process and written numerous successful grants submitted to private foundations, corporations and local, state and the federal governments. She has presented on resource development and grant writing at local colleges, not-for-profit workshops and at the annual conference of the Association of Independent Living Centers in New York. She is currently the Director of Resource Development for the Resource Center for Independent Living in Utica, NY, with responsibility for all facets of the Center's development initiatives including marketing, fundraising, public relations, and grants writing. Sylvia F. Armstrong has extensive experience on both sides of the grants equation. She is a former Program Officer for the Community Foundation of Herkimer and Oneida Counties where she was responsible for foundation grant making. She previously served Oneida County as a funder, first as Youth Bureau director and then as manager of the Comprehensive Employment and Training Act (CETA) public service grant program. Her grant writing experience includes six years as executive director of a federally funded family planning program and six years as a self-employed consultant to not-for-profit organizations, writing successful proposals for a number of human service organizations and community coalitions. She has taught grant writing seminars for Empire State College, the National Society of Fund Raising Executives in Syracuse, the Central New York Community Arts Council, and One Stop partner agencies. Sylvia is currently Employment Systems Facilitator for the Employment, Retention and Advancement project at the Resource Center for Independent Living in Utica, New York. Darrell Lynn Jones is Training Specialist for the IL Net Project at the National Council on Independent Living and has been involved in the independent living movement for 24 years. She was the founding Executive Director of the Rochester Center for Independent Living in Rochester, New York, from 1979 to 1983 and subsequently she became the first Executive Director of the Association of Independent Living Centers in New York. In both positions she was a principle player in the creation of independent living as a statutory program in New York State, expanding Centers from an initial nine to 34 by 1987. Working in various capacities she has provided technical assistance to CILS for over 14 years, in the areas of board development, long range planning and resource development. BOARD ROLES IN RESOURCE DEVELOPMENT TRAINERS Linda Allen Resource Center for Independent Living P. O. Box 210 Utica, New York 13503 (315) 797-4642 (V) (315) 797-5837 (TTY) (315) 797-4747 (FAX) linda.allen@rcil.com Sylvia Armstrong Resource Center for Independent Living P. O. Box 210 Utica, New York 13503 (315) 797-4642 (V) (315) 797-5837 (TTY) (315) 797-4747 (FAX) sylvia.armstrong@rcil.com Darrell Lynn Jones National Council on Independent Living 1916 Wilson Boulevard Suite 209 Arlington, Virginia 22201 (877) 525-3400 (Toll Free) (703) 525-3406 (V) (703) 525-4153 (TTY) (703) 525-3409 (FAX) darrell@ncil.org IL NET STAFF ILRU Lex Frieden Laurie Gerken Redd Executive Director Administrative Coordinator lfrieden@ilru.org lredd@ilru.org Richard Petty Program Director richard.petty@bcm.tmc.edu Laurel Richards Training Director lrichards@ilru.org Carri George Publications Coordinator cgeorge@ilru.org Dawn Heinsohn Materials Production Specialist heinsohn@ilru.org ILRU Program 2323 S. Shepherd Suite 1000 Houston, TX 77019 713-520-0232 (V) 713-520-5136 (TTY) 713-520-5785 (FAX) ilru@ilru.org http://www.ilru.org NCIL 1916 Wilson Boulevard Suite 209 Arlington, VA 22201 703-525-3406 (V) 703-525-4153 (TTY) 703-525-3409 (FAX) 1-877-525-3400 (V/TTY - toll free) ncil@ncil.org http://www.ncil.org Anne-Marie Hughey Executive Director hughey@ncil.org Kristy Langbehn Project Logistics Coordinator kristy@ncil.org Darrell Lynn Jones Training Specialist darrell@ncil.org Raweewan Buppapong Project Assistant toony@ncil.org ABOUT ILRU The Independent Living Research Utilization (ILRU) Program was established in 1977 to serve as a national center for information, training, research, and technical assistance for independent living. In the mid-1980's, it began conducting management training programs for executive directors and middle managers of independent living centers in the U.S. ILRU has developed an extensive set of resource materials on various aspects of independent living, including a comprehensive directory of programs providing independent living services in the U.S. and Canada. ILRU is a program of TIRR, a nationally recognized, freestanding rehabilitation facility for persons with physical disabilities. TIRR is part of TIRR Systems, a not-for-profit corporation dedicated to providing a continuum of services to individuals with disabilities. Since 1959, TIRR has provided patient care, education, and research to promote the integration of people with physical and cognitive disabilities into all aspects of community living. ABOUT NCIL Founded in 1982, the National Council on Independent Living is a membership organization representing independent living centers and individuals with disabilities. NCIL has been instrumental in efforts to standardize requirements for consumer control in management and delivery of services provided through federally funded independent living centers. Until 1992, NCIL's efforts to foster consumer control and direction in independent living services through changes in federal legislation and regulations were coordinated through an extensive network and involvement of volunteers from independent living centers and other organizations around the country. Since 1992, NCIL has had a national office in Arlington, Virginia, just minutes by subway or car from the major centers of government in Washington, D.C. While NCIL continues to rely on the commitment and dedication of volunteers from around the country, the establishment of a national office with staff and other resources has strengthened its capacity to serve as the voice for independent living in matters of critical importance in eliminating discrimination and unequal treatment based on disability. Today, NCIL is a strong voice for independent living in our nation's capital. With your participation, NCIL can deliver the message of independent living to even more people who are charged with the important responsibility of making laws and creating programs designed to assure equal rights for all. ABOUT THE IL NET This training program is sponsored by the IL NET, a collaborative project of the Independent Living Research Utilization (ILRU) of Houston and the National Council on Independent Living (NCIL). The IL NET is a national training and technical assistance project working to strengthen the independent living movement by supporting Centers for Independent Living (CILs) and Statewide Independent Living Councils (SILCs). IL NET activities include workshops, national teleconferences, technical assistance, online information, training materials, fact sheets, and other resource materials on operating, managing, and evaluating centers and SILCs. The mission of the IL NET is to assist in building strong and effective CILs and SILCs which are led and staffed by people who practice the independent living philosophy. The IL NET operates with these objectives: Assist CILs and SILCs in managing effective organizations by providing a continuum of information, training, and technical assistance. Assist CILs and SILCs to become strong community advocates/change agents by providing a continuum of information, training, and technical assistance. Assist CILs and SILCs to develop strong, consumer-responsive services by providing a continuum of information, training, and technical assistance. Board Roles in Resource Development I. Fund Raising Policy Compatible with the mission of the organization II. Fund Raising Plan Organizational self-assessment, assets and liabilities Finances, Personnel, credibility Goals Monetary Program Calendar III. Components A. Resource Development Office Grants Public Relations Marketing Fund Raising Special events Annual campaign Planned giving Capital campaign Direct mail B. Development Council How to Stop Talking About Resource Development And Start Raising Money HOW TO STOP TALKING ABOUT RESOURCE DEVELOPMENT AND START RAISING MONEY Every organization must raise funds in order to provide its services. While Independent Living Centers share common traits with other not-for-profit organizations, they have some unique characteristics that impact fundraising. This seminar will present an overview of how CILs can develop and implement an effective fund-raising plan and will include information on: Developing a fundraising policy that is compatible with the philosophy of independent living How to assess your fund-raising readiness The relationship between resource development, fundraising and service provision Establishing monetary and program goals Identifying potential contributors The components of a resource development office including grants, public relations, marketing, planned giving, direct mail, product sales HOW TO STOP TALKING ABOUT RESOURCE DEVELOPMENT AND START RAISING MONEY Every organization must raise funds in order to provide its services. While Independent Living Centers share common traits with other not-for-profit organizations, they have some unique characteristics that impact fundraising. This seminar will present an overview of how CILs can develop and implement an effective fun-raising plan. It will include information on: Developing a fundraising policy that is compatible with the philosophy of independent living How to assess your fundraising readiness The relationship between resource development, fundraising and service provision Establishing monetary and program goals The components of a resource development office with a brief discussion of grants and marketing Fundraising is everyone's responsibility: board, staff, consumers and volunteers BOARD As the legally responsible entity, the board has a specific role in the area of agency fundraising. It is the board's role to: understand the need for fundraising assure that an adequately funded and staffed development plan is in place assure that the program is compatible with the agency's mission be personally involved in contributing and soliciting others for gifts monitor and assess the program support the agency financially--an expectation and obligation of the board of directors CONSUMERS Consumers are part of the organization's natural constituency and should be provided the same opportunities to contribute as any other potential contributor. (more under policy) VOLUNTEERS Volunteers are another component of the agency's natural constituency. Volunteers are important for their dollars and for marketing the agency in the community. FUNDRAISING POLICY Every organization should have a set of policies to guide their fundraising activities. There is a given in fundraising: Whenever your name is used, you are responsible: Legally - be sure your activities comply with appropriate state and federal regulations: Charities Registration IRS Appropriate internal audit controls for handling money Ethically - There are many ethical issues in fundraising. The National Society of Fund Raising Executives has a training program and a Code of Ethics that you might want to review. First and foremost, insure the money is used for the stated purpose. You can't say funds are for the purchase of equipment for consumers and then use the money to blacktop your parking lot. Centers for Independent Living have additional ethical concerns. Because CILs espouse a specific philosophy and are advocacy organizations, they are more mission driven than many others. To be compatible with the IL philosophy and to advance this philosophy, CILs must practice what they preach. And this extends to fundraising. Let's take a look at four examples. PRODUCT SALES Product sales can be successful fund-raisers. The Girl Scouts sell millions of dollars worth of cookies every year. There are three things you might want to think about. 1. Sheltered workshop products - do you support them? 2. Union label - is this important to your center? 3. Made in USA - does it matter? SPECIAL EVENTS 1. ethics/morality of event: gambling, casino night, sweepstakes, raffles 2. accessibility: location, interpreters, programs in Braille or large print. The lack of accessibility in some public places may prohibit you from holding some events. The cost of accessibility must be figured in your budget. CONSUMER INVOLVEMENT Consumers are part of the agency's natural constituency and should be provided the same contribution opportunities as any other financial contributor. However, we must never, nor, more importantly, be perceived to, tie services to a contribution. Service to consumers is our job and obligation. Contributions from consumers are voluntary. This should be a topic for discussion among your staff and your policies should contain a statement regarding solicitation of consumers. STAFF Staff are also part of the agency's natural constituency. It is reasonable to expect that staff will demonstrate their support of the mission of the organization by making a financial contribution. However, again, we must not relate nor appear to relate, evaluation of job performance to a financial contribution. Staff contributions are voluntary. In both of the above cases, whatever else your policies state, an option for anonymous gifts should be included. And financial contribution information should be considered confidential and closely held. ORGANIZATIONAL ASSETS & LIABILITIES CHECKLIST Walk through the checklist. This is the first step. You need to know the good points so you can sell your organization. Perhaps more importantly, you must identify the liabilities so that they can first of all be fixed; and second, so that you can plan how to address them when questions are raised. Depending upon what the liabilities are, you might have to put fundraising plans on hold until these are addressed. For example, if you answer "no" to some of the questions on your agency finances, those are significant liabilities. A weak board that doesn't play its proper role is a significant liability. If your services are poor, obviously, that is a significant liability. Development Office Development is more than fundraising. Development is a total package that may include: public relations marketing grants, and fundraising And in the area of fundraising you find: Special events Annual Campaign Planned Giving Capital Campaigns In many organizations, these functions get parceled out among various members of the staff, often to whoever may appear to have the time. One way to determine the feasibility of establishing a Development Office is to analyze what current staff are actually doing, identify what is and what is not part of their job description and see how much money you are spending on jobs that are add-ons. It might be more productive to hire an additional person to do these "add-ons" thereby releasing current staff to do the job they were hired to do. This is similar to job carving. Role of Development staff to understand funding needs to design and implement a development plan insure that all activities are in keeping with the mission of the agency to provide staff support for the fundraising activities of the board and other volunteers to establish budgets for fundraising events to evaluate fundraising activities to provide reports to the board Establishing a Development Office Funding for a Development Office is an administrative expense and thus is part of the agency's indirect costs. Contracts and grants allow for administrative costs. These costs must be analyzed and negotiated with funding sources. This is the responsibility of the Executive Director and the Board of Directors. Initial seed money might be obtained from a community foundation. While it is important to do a cost benefit ratio for this and other agency positions, it is not appropriate for the development person to be charged with having to "earn their salary" when other staff are under no such obligation. The agency must make a commitment to development and accept the resulting financial and programmatic responsibilities. Hiring and Training Development Staff You have to identify your goals, examine your options and decide where the most potential lies. For example: Would you be better off hiring a grants writer? Do you need a full time person or part time? Do you hire directly or contract for specific activities? There are many people who do fundraising work on contract. Hiring by contract is best for specific events or activities, not necessarily for designing and implementing a comprehensive development program. First and foremost, the person must be ethical. There is a lot of sleaze in fundraising. You are putting your agency's reputation in the hands of this individual so high ethical standards are a must. The ability to work well with other people is very important. Being well connected in the community is a big plus. Fundraising is accomplished by direct contact with others, one contributor at a time. It is critical that the development person has good people skills and be able to make connections with potential givers in the community. Look for someone with a good business sense and an understanding of budget and finance. You also need staff who can relate to the mission of the center (compatible) and to the programs and consumers. This person will be a spokesperson for the organization so consider their appropriateness to do this and your comfort level with them. Good training is available from many sources. Check out courses from the Foundation Center and the Grantsmanship Center and others listed in the Chronicle of Philanthropy. Get references from agencies similar to yours: mission, size, location, annual budget. An agency with a $10 million budget does fundraising very different from an agency with a $100K budget. Fundraising Goals These are composed of two parts, monetary and program goals, which are interrelated. Each depends upon the other. The success of your fundraising activity depends upon how clearly you articulate your program goals. And conversely, achievement of your program goals depends upon having sufficient funds. Your monetary goal is the amount of money you reasonably think you can raise. To determine this, you must answer three questions: 1. How much money do you want? This is your organization's dream list. 2. How much do you need? This is the money required for the project/s. 3. How much can you raise? This is the $64 question. To determine this, you must do an analysis based on several factors including: Inside factors: History: How much money have you raised in the past 3-5 years? What is the annual increase or decrease? What is the average gift; range of gifts; number of gifts at what levels? What activities did you conduct to obtain these gifts? Were any of the gifts unsolicited contributions? If you raised $1M three years ago and have had steady growth of 10% each year, then it's reasonable to think that you could increase giving by 15%, 20% or 25% with an organized effort. Contributors: How many? Who are they? How were they contacted? What is their relationship to your agency? What is the number of repeat contributors? Why do they give? Commitment: Board, Staff Volunteers You must have a commitment of financial support from these people to demonstrate the credibility of your cause to other individuals. You also need bodies for everything from stuffing envelopes to making calls. Outside factors: Economic: Does your geographic area have a strong economy? What is going on now? What is on the horizon? Does it make any difference? Competition: Identify the conflicts. Other groups, events, constituency Program goal: Your program goal is what will you do with the money after you raise it. It is a good idea to figure examples of what contributor dollars will "buy" in services. Such as: $30 "buys" a day of care for an elderly woman with Alzheimer's Disease in the Adult Day Services program, OR $400 "buys" 8 hours of supported employment services for a young man who has a head injury. $10,000 "buys" 100 sq. ft. of newly constructed office space. You should use a wide range of amounts. You use this information to develop your Case Statement or the "case" for giving. You should develop a case statement for giving to the agency as a whole: "Give to us because your dollar will help in all these areas, etc." Also develop individual statements for giving targeted to a specific program: "Give to our capital campaign because your dollar will help us renovate our building." Development Council A development council is a formalized volunteer fundraising arm of the agency. It's role is similar to that of the Board. However, a Development Council is responsible to the Board and does not have the legal responsibilities or authority of the Board. A development council is one way that the Board fulfills its fundraising responsibilities. It does the hands-on work of fundraising activities. In addition to raising money, it provides a way to keep donors engaged in the organization's activities and broadens the volunteer base. A development council is also a way to do things that the organization can't do itself due to legal restrictions. Ex: Hospitals, home health care agencies. To determine practicality: Review your organizational assessment, You must have solid volunteer support and adequate resources. To establish: Full time staff is needed to provide adequate support. Strong volunteer base from which to recruit members Membership on the council is related to the agency's services, your constituency and your development goals. But overall, council members must be committed to the agency and have demonstrated a willingness and ability to financially support it. If a goal is to implement a planned giving program, then you want a lawyer and a banker on the council. If you are anticipating a large public capital campaign, then you may want someone in advertising. If the organization works closely with a local hospital, then you want someone from the hospital. If you do accessibility designs, then maybe someone in construction would be good. Mission statement: should relate to the mission of the agency. Fundraising is the means to accomplish a goal, not a goal in and of itself. Something like "To assist XYZ Agency to fulfill its mission by undertaking activities that will provide needed funding." Structure: Regular meetings of full council that takes on several activities simultaneously, top down structure Small group/s: organized around a defined activity/ies with only 1 or 2 full council meetings a year. Long Range Plans: The goal is to assist in the implementation of the Development Department's Long Range Plan. Grants Office Feasibility: One way to determine the feasibility of establishing a Grants Office is to analyze who is currently writing grants, whether it is or is not part of their job description, how many grants you are able to complete, how many you have to pass by, how successful you are. Figure the cost of your current system. It might be more productive to hire a grants writer thus providing a focus for all grant activity and releasing current staff to do the job they were hired to do. Resources You will need clerical staff, equipment, supplies and financial resources to support a grants writer: computer, laser printer, good quality copy machine, fax, paper, toner, postage. Grants are always sent by overnight mail so the postage can be costly. Role: Understand the agency's funding needs Research potential funders Review requests for proposals Work with program staff to develop a model Direct and manage the grant process Research books, magazines, journal articles on topic Write the proposal Identify, gather, organize all other components of the proposal: budget, resumes, support letters, attachments etc. Implementation: revisions if necessary; review contractual obligations and management plan with program staff Follow-up: reports, continuation applications, etc. Staff: Good writer: not a novelist, straightforward, clear writing Understands deadlines Works well under pressure Ability to organize and plan ahead Good training and resources are available. Some of the best are from The Grantsmanship Center. Another excellent resource is the Polaris Corporation. Marketing your agency Marketing is not public relations. Marketing is the overall strategy for selling your organization by solving someone's problem; public relations is a tool to implement the marketing strategy. A good marketing plan must accomplish four objectives: 1. Establish a relationship with customers 2. Build trust and rapport 3. Create understanding of customers and their needs 4. Provide a product that delivers promised benefits Review the organizational assessment. Those items you have checked off as being in place are items you can use to market the organization. Develop a marketing plan. Components of the plan include: What are you trying to market? Who are your customers? Where are they? How do you reach them? What's in it for them? Elderly Services Goal: To increase consumer fee-for-service participation and income by 50%. Strategy: Those that need the services the most, the elderly, are the hardest to reach and often the most reluctant to see services. Thus, marketing efforts may need to be focused on those who care for the elderly. Informational presentations and materials: Slide show or video Package of brochures Targets: Health referral sources Human resource managers Caregivers/adult children Health Maintenance Organizations Computer workshops for the elderly Support groups Staff exposure Workshops for caregivers both professionals (potential referral sources) and non-professionals (families) Organizational Assets & Liabilities Checklist Organizational Assets & Liabilities Checklist FINANCES Do you have an annual budget, approved and monitored by the board, which includes all program and management expenses and all sources and uses of funds? Does your agency follow accounting practices which conform to standard practices? Is an independent audit or review of the agency's financial condition conducted annually by a CPA? Is a written statement of the organization's financial position (i.e., a financial statement) available to potential funders and donors? Can you identify which programs are running at a surplus or loss and why? Can you identify your primary funding sources and whether or not they are secure for the next few years? Do you differentiate between restricted and unrestricted income? Are you running a deficit? Do you have a financial surplus? Do you receive more than 30% of your operating budget from one source? PERSONNEL Board Volunteers Staff Does the board understand its governance role and responsibilities? Do you have an adequate number of active board members? Do you have board members who are recognized leaders in the community? Does the board provide clear leadership within the organization? Does the board participate in fundraising? Do board members have relationships that can help leverage additional resources for the organization? Is the board stable? (e.g., is there orderly turnover of board members, with adequate training of new board members?) Volunteers Do you have a stable volunteer base? Is there a system for recruiting, training, and recognizing volunteers? Do you effectively match the skills and interests of volunteers with the work to be done? Are your volunteers trained to be effective "ambassadors" for your agency? Do volunteers have relationships that can help leverage additional resources for the organization? Can volunteers be used more effectively to meet the personnel needs of your organization? (e.g., if staff has been cut, can volunteers fill part or all of the gap?) Staff Do you have well-qualified staff? educational - experiential credentials able to organize & implement programs secure community support deliver high quality services to diverse consumers Do you have adequate staff to implement current programs? Do you have adequate administrative and support staff? Do you have adequate fundraising staff? Is there staff leadership that works effectively with the board to implement goals and objectives? Do you have dynamic program staff who could assist in fundraising (as motivators, recruiters, speakers)? CREDIBILITY Community Program Organization Community Do you have documented evidence of community support? community leaders on board of directors? receive financial contributions from individuals? receive cash or in-kind donations from local businesses? a large number of people accessing your services? do you belong to the United Way? recognition by the press, government, other agencies? an active volunteer base involved with the agency? positive testimonials from clients, members, volunteers, etc.? Program Have you had documented program success? Can you demonstrate the results of the services you provide (e.g., changes in your consumers as a result of services)? Is there continuity in the provision of these services (e.g., history plus track record)? Organization Is there evidence of good organizational health? Is the organization financially stable? Does the board give money, as well as time, to the organization? Are you getting funds from a diverse array of funders/donors? Are your staff and board well-qualified? Is there a continuing demand for your organization's services? Do you work collaboratively with other agencies? Do you provide a unique service in your service area? FURTHER READINGS Anthes, Earl W., Jerry Cronin, and M. Jackson. The Nonprofit Board Book: Strategies for Organizational Success. West Memphis, AR: Independent Community Consultants, Inc. 1985. 240 pp. $24.50. (Order from: Independent Community Consultants, inc., Box 1673, West Memphis, AR 72301) Bernstein, Philip. Best Practices of Effective Nonprofit Organizations: A Practitioner's Guide. New York: The Foundation Center. 1997. 186 pp. $29.95. (Order from The Foundation Center, 79 Fifth Avenue, New York, NY 10003-3076) Conrad, William R., Jr., and William E. Glenn. The Effective Voluntary Board of Directors: What It Is and How It Works. Revised Edition. Athens, OH: Swallow Press. 1983. 244 pp. $9.95. (Order from: Ohio University Press, Athens, OH 45701) Doyle, Michael, and David Straus. How to Make Meetings Work. New York: Jove Publications inc. 1984. 298 pp. $3.95. (Order from: Jove Publications, Inc., 200 Madison Ave., New York, NY 10016) Gardner, John W. The Nature of Leadership: Introductory Remarks. Washington, DC: Independent Sector. January 1986. 20 pp. Single copy free. (Order from: Independent Sector, 1828 L St., N.W., Washington, DC, 20036) Hanson, Carline, and Carolyn T. Marmaduke. The Board Member: Decision Maker for the Non-Profit Corporation. Sacramento, CA: Han/Mar Publications, 1972. 40 pp. $6.85. (Order from: Volunteer: The National Center for Citizen Involvement, 1111 N. 19th St., Arlington, VA 22209) Mahoney, Brooke W., ed. The Role of the Board Chairman or President. New York: Volunteer Consulting Group. 1985. 13 pp. $5.00 (Order from: Volunteer Consulting Group, 24 W. 40 St., New York, NY 10018) Mathiasen, Karl, III. The Board of Directors Is a Problem: Exploring the Concept of the Following and Leading Boards. Washington, DC: Management Assistance Group. January 1983. 12 pp. 1 copy free to nonprofit organizations. (Order from: Management Assistance Group, 1705 DeSales St., N.W., Suite 401, Washington, DC 20036) Mathiasen, Karl, III. The Board of Directors of Nonprofit Organizations. Washington, DC: Management Assistance Group. November, 1977. 16 pp. 1 copy free to nonprofit organizations. (order from: management Assistance Group, 1705 DeSles St., N.W., Suite 401, Washington, DC 20036) Mathiasen, Karl, III. No Board of Directors Is Like Any Other: Some Maxims About Boards. Washington, DC: Management Assistance Group. September, 1982. 9 pp. 1 copy free to nonprofit organizations. (Order from: management Assistance Group, 1705 DeSales St., N.W., Suite 401, Washington, DC 20036) Nordhoff, Nancy S., Jo Larsen, Putnam Barber, and Dorothy P. Craig. Fundamental Practices for Success with Volunteer Boards of Non-Profit Organizations. Seattle: Fun Prax Associates. 1982. 127 pp. $14.20. (Order from: Fun Prax Associates, 711 Skinner Bldg., Seattle, WA 98101) O'Connell, Brian. The Board Member's Book. New York: The Foundation Center, 1993. 208 pp. $24.95. (Order from: The Foundation Center, 79 Fifth Ave., New York, NY 10003) Public Management Institute. Board Member/Trustee Handbook. San Francisco: Public Management Institute. 1980. 464 pp. $49.00. (Order from: Public Management Institute, 358 Brannan St., San Francisco, CA 94107) Seltzer, Michael. Securing Your Organization's Future: A Complete Guide to Fundraising Strategies. Revised Edition. New York: The Foundation Center. 2001. 514 pp. $34.95. (Order from: The Foundation Center, 79 Fifth Ave., New York, NY 10003) Volunteer Board Member in Philanthropy, The: Responsibilities, Achievements, Special Problems. New York: National Charities Information Bureau, Inc. 1984. 24 pp. $4.00. (Order from: National Charities Information Bureau, Inc., 19 Union Square West, New York, NY 10003)