Developing Human Capital, Avinoam Armoni, Philanthropic Advisor

 
Avinoam Armoni, Philanthropic Advisor, talked about how to develop human capital, by stressing that “people are giving to people for people”. His key words were: vision, passion, and commitment.
Avinoam emphasises that the way to fundraising is:
1. by creating a structure
2. by building a system
3. follow-up, and
4. professionalism

 
He believes that engaging the system is more important than charm: Building the system through research, identification (of need, of donors, of supporters), building the Board, building capacity.
The perfect fundraiser is: “young passionate person with excellent people-skills who believes in the organisation”.
Strategy: a plan for controlling and utilising the organisations resources with the goal of achieving, securing and sustaining the organisations vital interests. This involves discipline.

 
Those who can assist must be brought to the point where they believe their voluntary involvement exceeds the costs of their help, and that the cost/benefit ratio for this contribution is better than other voluntary and philanthropic options.  [Kotler/Anderson]
Being a volunteer is a great dignity; one must not undermine their importance – they are an asset to organisations. The vision, mission and passion of the recruiting staff and board, as well as excellent track record of the organisation, are of crucial importance for recruitment of volunteers. However, volunteers are not effective if not managed professionally.

 

Members of the Board and other committees are the most important strategic asset; they are the public face of the organisation; they give legitimacy, resources and access which staff cannot achieve on their own. They make decisions on policy; support and promote the organisation; and oversee the mission of the organisation.
When designing the Board it is good to consider diversity i.e. media, professionals, business etc., designing a Board matrix can help to plan this.

 
How to keep Board members:
- keep the vision and mission alive; continuous motivation and passion – “keep them being in love with what you do”
- clear expectations and responsibilities, including evaluations
- rewards, feedback and recognition – people need to feel valued
- careful use of their time
- involvement in programme
- succession opportunities, transparent nominating process
- definition of roles and responsibilities vis-a-vis staff

 
Avinoam suggested that there was a balance between Board members and staff – like a see-saw where a balanced relationship gives a healthy tension. You must use the weight of the Board and staff to keep the right balance.

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