Goal Directive
- The organization and its programs shall become publicly recognized for their quality and effectiveness.
- The funder, by association, is similarly acknowledged and publicly recognized.
- The organization shall become involved in strategic alliances that enhance the quality or quantity of services provided to the community, yet remain true to the mission.
- The alliances shall be viewed positively by constituents of all types.
Indicators of Good Governance
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Board members can describe the mission and key programs accurately, and demonstrate understanding of their competitive advantages and developmental needs.
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Board members readily identify opportunities to raise the organization's profile in the community and/or field.
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The organization has a public relations strategy that communicates its message compellingly and attracts support from the community.
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The board is prepared to manage crises responsibly. A designated team and communication strategy are in place for major public-relations needs.
Sample Q & A GUIDE
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Funders’ Questions |
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Best Board Practices |
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| How do board members engage their networks to support the organization's mission?
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Board members actively promote the organization's interests outside the boardroom, using their professional and personal contacts. Note that boards that maintain an entirely internal focus risk having limited understanding of the organization's context and limit its access to external resources. |
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| How do board members learn about programs and clients?
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Board members receive formal orientation and materials. Other exposure: occasional visits to programs, staff presentations at board meetings, historic volunteer or staff involvement. In this way they remain up-do-date on the organization?s activities, personnel, and general impact on client needs. |
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| Is there a strong board presence at major events?
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Yes. |
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| Has the board developed and approved a public relations strategy?
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Yes. | |
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