Making Development Advisory Boards More than a Necessary Evil

June 22, 2009

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Overview

Advisory boards can be productive and helpful entities, but they often fail to reach their full potential due to one or more obstacles, including an ill-defined mission, unclear or poorly defined membership roles, ineffective group interaction, and uninspired or uninspiring leadership. This webcast will help you avoid these pitfalls to create a high-impact board.

This on-demand webcast will help you begin to evaluate and reapproach your advisory board to maximize its potential. Along with tips on how to get started, you will learn how to:

Avoid comingling advisory and fiduciary boards
Settle on a board structure appropriate for your institution
Clarify duties and responsibilities to advisory board members

TARGET AUDIENCE

This event is designed to help bring together academic leaders (including presidents, provosts, and deans) and development managers to form on-going successful partnerships.

Agenda

Live Session Took Place On June 22, 2009

Distinguishing between an advisory board and a fiduciary board
Defining an advisory board
The three questions every advisory board must answer
Deciding on an advisory board structure appropriate for your institution or school
Pros and cons for different advisory board structures
- Kitchen cabinet
- Network alliance
- Overseers council
- Board of visitors
Missteps in clarifying board member duties and expectations
Evaluating and recalibrating board involvement

Instructors

Darrow G. Zeidenstein

Vice President, Resource Development

Rice University

Darrow oversees all aspects of Rice's fundraising, alumni affairs and development services functions. Prior to his current role, he served the institution as an associate vice president in charge of individual fundraising programs and capital campaign strategy. Before arriving at Rice, Darrow was a managing director with Marts & Lundy, leading the firm as a campaign consultant, head of its "Digital Solutions" practice, and member of its planned giving practice group. Previously, he was executive director for strategic planning and marketing strategy at the University of Texas at Austin, where he facilitated the design and implementation of the University's advanced development strategies and played a key role in planning the University's successful $1 billion comprehensive campaign. Before coming to Austin, Darrow was director of planned giving and director of research and systems at the Stern School of Business at New York University. A Ph.D. in economic anthropology, he is a past Fulbright scholar, National Science Foundation fellow, and Social Sciences Research Council post-doctoral fellow.

Registration

CD Recording of Live Webcast

$295.00

Making Development Advisory Boards More than a Necessary Evil CD Recording

Attendee Information

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