Post by account_disabled on Mar 6, 2024 9:45:50 GMT
The Association of Fundrasing Professionals (AFP) Mexico City Chapter – Fundraising Professionals – held its annual meeting where it renewed its Board of Directors. This fact motivates the following reflection. A “membership” type philanthropic organization such as the AFP has at least two important characteristics to highlight. First, its members pay a fee to belong to it and may or may not receive the services offered by the association, it is not a sine qua non condition. Secondly, many people participate or sign up because they deeply identify with the purposes, cause or work carried out by the organization and they consider their contribution to be so important that they support it unconditionally with resources. As an additional social benefit that civil organizations of a philanthropic nature bring with them, whose membership is made up mostly of volunteers, and in turn the organization works with a significant membership (as is the case of AFP), is that they teach their members how to live democracy, to reward or punish, to renew or ratify managers depending on their performance. Let's imagine any organization as a pyramid and divide it into 3 parts. In the first part of the pyramid, the governing body will be placed, which can be identified as the board of directors, board of directors, board of directors, etc.
Generally, the people who participate in these Phone Number List positions do so voluntarily, they do not receive any financial remuneration. In the middle part of our figure is the staff that receives a salary and is called the operating team, staff, collaborators, salaried staff, etc. Finally, at the base of the pyramid are the volunteers who support programs, projects or services offered by the institution. These affiliates also do not receive any emulation. But at the top, above our imaginary pyramid, there is a large sphere that will represent the Assembly, which is the most important body of any civil association and to which the governing body renders in the first instance the report kept by the organization. By law, it is necessary that the authorities of the institution be renewed and the rules of the game are reflected in its constitutive act and statutes. This document makes explicit the functions and the period of time in which the management volunteers will occupy a position. The period and the possibility of repeating a certain number of periods are also indicated. For example, the president of the Board of Directors can hold that position for one year and be re-elected for up to another two. This legal provision allows whoever aspires to lead the institution to carry out committed work and, above all, results. The assembly members at their annual meeting review the achievements and goals achieved and often renew or ratify the volunteers of the council or board. In that act they can ratify or change its members.
In this way, thanks to these democratic processes, managers are always thinking about their professional, constant and committed performance. Those who come back and wish to lead the association in the future take care of their performance and participation. Tolerance, understanding and, above all, cordial treatment predominate because one is working among peers, which becomes a standard of conduct that is also reflected in the groups with which one has a relationship. “Democratitis” a threat to institutional immaturity However, there is a great risk when voluntary membership organizations do not have well-defined management and execution functions. Responsibilities are mixed and therefore not well defined. Personnel who are operational or executive sometimes also perform managerial functions and also support programs. This rhythm destroys any spirit and will and wears down both paid and managerial staff, as well as volunteers and members. With democratitis, understood as the willingness to put everything to a vote “to consult the bases”, it means that the membership then becomes an auditor of the performance of the people who are closest to the daily work and that the institution does not walk in the pursuit of his mission. Strengthening a voluntary membership organization then requires distributing tasks and making clear spaces where strategic lines of work are discussed. For example, the Assembly meeting is not the appropriate place to discuss whether fees should be raised or not.
Generally, the people who participate in these Phone Number List positions do so voluntarily, they do not receive any financial remuneration. In the middle part of our figure is the staff that receives a salary and is called the operating team, staff, collaborators, salaried staff, etc. Finally, at the base of the pyramid are the volunteers who support programs, projects or services offered by the institution. These affiliates also do not receive any emulation. But at the top, above our imaginary pyramid, there is a large sphere that will represent the Assembly, which is the most important body of any civil association and to which the governing body renders in the first instance the report kept by the organization. By law, it is necessary that the authorities of the institution be renewed and the rules of the game are reflected in its constitutive act and statutes. This document makes explicit the functions and the period of time in which the management volunteers will occupy a position. The period and the possibility of repeating a certain number of periods are also indicated. For example, the president of the Board of Directors can hold that position for one year and be re-elected for up to another two. This legal provision allows whoever aspires to lead the institution to carry out committed work and, above all, results. The assembly members at their annual meeting review the achievements and goals achieved and often renew or ratify the volunteers of the council or board. In that act they can ratify or change its members.
In this way, thanks to these democratic processes, managers are always thinking about their professional, constant and committed performance. Those who come back and wish to lead the association in the future take care of their performance and participation. Tolerance, understanding and, above all, cordial treatment predominate because one is working among peers, which becomes a standard of conduct that is also reflected in the groups with which one has a relationship. “Democratitis” a threat to institutional immaturity However, there is a great risk when voluntary membership organizations do not have well-defined management and execution functions. Responsibilities are mixed and therefore not well defined. Personnel who are operational or executive sometimes also perform managerial functions and also support programs. This rhythm destroys any spirit and will and wears down both paid and managerial staff, as well as volunteers and members. With democratitis, understood as the willingness to put everything to a vote “to consult the bases”, it means that the membership then becomes an auditor of the performance of the people who are closest to the daily work and that the institution does not walk in the pursuit of his mission. Strengthening a voluntary membership organization then requires distributing tasks and making clear spaces where strategic lines of work are discussed. For example, the Assembly meeting is not the appropriate place to discuss whether fees should be raised or not.
