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Volume
4, Issue 4 - September 2002 |
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THE INVISIBLE YELLOW LINE
Or ... Who Does What? |
You know that “invisible” yellow line that appears on the television screen
during football games to show watchers where the next first down will occur?
I used that analogy recently in a workshop on Board and staff relations
because it describes the movable target that can be such a difficult issue to
resolve.
As
staff, we want Board members who are passionate about our mission and highly
involved in our programs and services that contribute to the mission. I
recommend that Board members should be recruited for the special skills and
strengths they bring to the Board table and the agency as a whole.
Most Board members want to be involved in meaningful work for an agency, and
want to use their particular expertise to advance the agency’s mission.
But here’s where the conflict can arise. Just how deeply should Board members
become involved in the actual administrative workings of the agency? Some
purists demand that there is no cross-over between a Board’s role as policy
maker and strategic planner, but I believe that hard and fast rule can short
change both the agency and the Board member.
Here is an example. When I joined the Board of an agency a few years ago, I
soon discovered a gaping hole in the agency’s mailing and donor list. This is an
area in which I have expertise, and I volunteered to take that project on,
building and enlarging the database from 2,000 to more than 17,500. While I
worked on the project, sometimes on site, I learned much about the internal
operations of the agency. The challenge was to work on the database as a
VOLUNTEER, not as a BOARD MEMBER. It’s clearly a question of which hat I was
wearing as I worked on the database.
This is why I refer to the invisible football first down yellow line as the
defining point between Board and staff. It moves as the Board member brings
his/her expertise to bear. It moves as the staff needs help and requests it.
Think of it this way. Consider the yellow line at the door to the agency’s
administrative functions. Under usual circumstances, Board members should not
cross the yellow line unless requested by the Executive Director. Board members
should not get involved directly with any agency personnel unless it is condoned
by the Executive Director.
Board members must remember that their primary roles are setting policy,
fundraising, advocating, and being accountable for the agency’s mission. If
Board members are deeply involved in the day-to-day operations of the agency,
they simply will not have time or energy left to do their primary job.
Micro-managing is a death trap for an agency’s staff and Board. Clearly
define the boundaries and “draw” the yellow line where it will allow both Board
and staff to do their respective jobs with the utmost efficiency and clarity of
purpose to serve the mission.
Learn more about Board and staff roles in The ABCs of Building Better
Boards. Take the test in Chapter 11 and see how your organization manages
its yellow line. It’s a great exercise at a Board/Staff retreat.
Order your copy today from this web site.
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It has been true for a long time that whining rarely gets positive results.
We’ve known in in personal relationships, but it is also true in fundraising. In
the past, it may have opened check books to detail a long list of troubles and
problems, waiting lists underserved clients, leaky roofs, understaffing, too
small and inadequate Board, etc.
No
more! The marketplace has changed. Individual and corporate donors are more
sophisticated, more knowledgeable and more involved. There is more and more
competition for donor dollars than ever before. Donors view with skepticism the
agency or organization that can never get itself in order or always cries
poverty.
Donors need to know their contribution will make a difference, will build on
current success and lead to future solutions to community problems.
If your plea for funding is that your doors might close if you don’t make the
next payroll and can’t fix the leaky roof, your prospective donor may wonder
whether his money is wasted if you don’t get the rest of the donations you need!
So, instead of whining, promote how well run your organization is. Promote
your efficiency in leveraging donations into results. Tell stories of how well
you meet your core mission and how many lives have been changed positively as a
result of your efforts.
Build a menu of specific and direct ways donor dollars have had an impact,
e.g. $500 fed a hungry family for a month, $100 bought school supplies for
indigent children, $1000 sent a special needs adult to job training, $25,000
underwrote a special program, etc.
It might work once, or even twice, to play on a donor’s guilt, but if nothing
ever changes and you keep asking over and over again without making any progress
toward reducing the debt, the waiting list, or fixing the roof, your donors will
lose faith and trust and will take their support elsewhere.
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Time, Talent and Treasure. These are the 3 things organizations should expect
from Board members, but don’t take them for granted! All three attributes
require respect.
For example, respect for a Board member’s time requires that you structure
your Board’s work through effective committees. Committees should have written
statements of purpose (usually defined in your bylaws). Committees should
develop annual action plans based on the overall Board’s strategic plan, with
details of What needs to be done, Who will be responsible for
accomplishing the activity, and When it will be accomplished.
Consider adding at large community members with special expertise to Board
committees to involve more people in the committee’s work so that all committees
are not filled entirely by Board members.
Respect Board members’ time by holding effective meetings. This means
starting and ending on time, unless the Board president has gotten permission in
advance to hold a longer session. Start on time and if there is no quorum after
15 minutes, adjourn the meeting to respect those Board members who were timely.
Ask people to call the president in advance if they are unable to attend a
meeting. If you know in advance there will be no quorum, alert the remaining
members that the meeting will be cancelled.
Provide agenda, minutes, financials and written committee reports in
advance to all members and expect people to come prepared. Don’t allow
anyone to hold up the meeting by reading the minutes on site.
Use simple parliamentary procedure to move business along. Delegate committee
discussions to the appropriate committee. Ask committees to research and issue
and present a recommendation to the full Board, rather than allowing long, drawn
out discussions involving the full Board. Learn more about this issue in The
ABCs of Building Better Boards.
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Contents
Tony
Poderis is a well respected nonprofit consultant whose web site is full of
useful stuff. His most recent article on Campaign Feasibility Studies is
available at
http://www.raise-funds.com/072302forum.html. Check it out.
I also ran across a site with suggestions for improving your fundraising
auctions. These folks would like you to hire them to do it, but they appear to
have experience. Visit
http://www.benefitauction.com
And here is an interesting idea: Living Room Celebrity Concerts! Visit the
site at
http://www.getmagic.net/livingroomconcerts to learn more.
Would you like to share your opinions, experiences and success stories with
10,000 other development professionals? Custom Development Solutions is looking
for articles for future editions of Fundraising Free Press, especially from the
health care and higher education sectors. Visit
http://www.cdsfunds.com to learn more and
sign up to receive their online newsletter. This site also has a free careers
and resumes database for those who are looking for a job or a person to fill a
job.
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Contents
Now you can add two great books to your agency library.
The ABCs of Building Better Boards is just what you need to
improve your Board’s potential. It includes ideas for recruitment, retention and
recognition and has some great forms for you to copy and use.
Learn how to deal with unproductive Board members and how to better define the
roles of staff and Board. There is a chapter on financial and fiduciary facts,
one on simple parliamentary procedure and much much more.
Discover how Board Job Descriptions and annual Commitment Letters will
dramatically improve your Board’s effectiveness. See how a truly effective
Nominating Committee will lead to a better Board.
Get good ideas for more efficient Board management and administration, including
how to set up and manage effective committees.
It’s only $24.95 plus shipping and handling. Take advantage of a volume
discount of up to 20% and give this book to all new Board members as part of
their orientation.
Fast Fundraising Facts for Fame & Fortune
is full of ideas to improve your fundraising, including how to ask effectively,
special events essentials and new ideas for fundraising.
Help volunteers get over the fear of asking for money and in-kind resources for
your organization. Learn how marketing principles will make fundraising easier.
Learn about Jean’s Ten Rules for Fundraising Success
and apply them to your organization immediately. This book puts the FUN into
FUNDraising and gives good examples and ideas that really work, rather than
using hard to follow formulas and theories.
At only $19.95 plus shipping and handling, it’s a Must Have for your nonprofit
resource library.
Email me at to
discuss volume discounts for staff or volunteers.
Order Now So You Don't Forget!
Go to the Order Form to order your copies of
The ABCs of Building Better Boards
and
Fast Fundraising Facts For Fame & Fortune ©
|
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My
Mission:
To strengthen the base of support for America's worthwhile
nonprofit agencies and organizations, from school PTAs to
multi-million dollar national and international agencies.
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