Fund-raising falls into this category. Thus, Policy Governance does not allow the board's primary role to become fund-raising. In this CarverGuide, I want to recommend some aspects of governance to keep in mind as your board grapples with whether to take on optional board outputs. So this CarverGuide is not about the mechanics of fund-raising, or lobbying, or managing the endowment - all of which are optional undertakings. It is, instead, a look at the governance context in which fund-raising decisions and other nongoverning activities should be made.

I begin with an overview of the Policy Governance model's three core board products; then I describe the nongoverning jobs a board might do. In the next several sections, I deal with the job of fund-raising and the appropriateness of board members doing this task. The focus then shifts from fund-raising to lobbying, then overseeing an endowment, then dealing in real estate. Finally, I discuss the appropriateness of a board's taking on the role of adviser to staff. I conclude with a description of how nongovernance jobs may be added to the board's description of its job. (p. 2)

CONTENTS
The core board job products.
Nongoverning (optional) board job products.
The board's optional job of fund-raising.
Filling the dream gap.
Apportioning the fund-raising jobs.
The board's optional job of legislative change.
The board's optional job of managing reserves.
The board's optional job of dealing in real estate.
The board's optional job of adviser.
Building nongoverning options into the board job.
Summary.