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Volume
6, Issue 3 - May 2004 |
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"I
love your newsletter! It's refreshing, fun
and filled with helpful hints"
Toni Paglia,
Director of Development, The ARC
Syracuse, New York |
|
THE INVISIBLE YELLOW LINE -
Board and Staff Roles |
I’ve written about this topic before, but recently I have had numerous
requests for this topic in my nonprofit seminars and workshops, so it bears
repeating.
Identifying and clarifying Board and staff roles is one of the most
difficult relationships to define. When I ask volunteers to describe where
their authority begins and ends, it is often vastly different from how the
Executive Director or other staff might describe it. And, all too often,
this is the main source of tension between staff and volunteers.
I call this the Invisible Yellow Line Syndrome
because, like the yellow line that appears on your television screen during
a football game to show you the next first down, the line between Board and
staff is just as invisible—and it often moves!
Although examples of “rogue Boards” do exist, some of whom I have been
called upon to work with, I do not believe that most Board members intend to
cross into the staff’s territory or usurp the ED’s authority.
Frankly, many Board volunteers simply do not know how to be effective
Board members. They mean well, but it is way more rewarding to get involved
in direct services or staff issues than it is to serve as a strategic
thinker and governor for an organization!
And, many staff members allow the dysfunction to continue until the
situation is out of control, people say and do things they regret and the
rift between Board and staff begins to feel like the Grand Canyon.
Clarifying
the Yellow Line. There are some things you can do clarify the
invisible yellow line, however.
First, and foremost, is communication -
open, honest communication. I recommend that every incoming Board President and
Executive Director have a frank and honest discussion that addresses the issue
of who does what. Set the ground rules for operating effectively. Empower the ED
to speak up when micro-management might occur.
The Board President should also instruct the Board about what is and is not
appropriate for individual members to do. And, the same goes for the Executive
Director, who should ensure that staff members understand the chain of command.
Here is the quandary, especially in small and informal organizations where
everyone is friendly and sociable. When issues arise and problems occur, it is
easy for individual staff and Board to discuss the issues...but this is where
discipline is required. Board members should NOT get involved in staff issues
outside the chain of command, and staff members should NOT go directly to
individual Board members with issues. Develop and follow the organization’s
grievance procedures carefully.
The second important measure is Board Training.
If your Board members don’t understand their roles and where their authority
begins and ends, then you can’t expect them to “play by the rules.” Hold annual
Board orientation for all new Board volunteers and include a section on Who Does
What. There is a great quiz in my book The ABCs of Building Better Boards
that might be very useful as a basis for this training, or to use as a quiz for
current Board members. Click here for more info, to
see the table of contents, and to order your copy.
Finally, if things in your organization have gone too far for these measures,
get professional help. Call in a mediator or a consultant who can help work
through the problems. Your mission is too important to ignore this problem!
Back to Table of
Contents
A good friend and I were talking the other day about how much we had
learned during our careers in the nonprofit sector; specifically, what we HAD to
learn as a new Executive Director of a nonprofit.
I remember asking to review the donor database at a nonprofit I had just been
hired to lead. The staff person gave me a puzzled look and led me to a pile of
boxes of carbon copies of donor receipts - in numeric order (!) from the past
several years. I spent days and days and days alphabetizing the receipts into
piles on the floor so I could even begin to build a donor database, mailing
list, etc.
I also remember the first United Way funding proposal I had to complete, the
first budget I had to prepare, the first Board meeting I had to prepare for, the
first ED’s report I had to write, the first grant proposal I had to complete,
the first person I had to hire and the first person I had to fire.
I remember wondering if I was the ONLY new ED who was struggling, knowing in my
heart that I wasn’t, and wondering where I could go to find some answers without
feeling embarrassed or overwhelmed by the answers.
After my friend and I shared our “remembering”, she decided to put together a
workbook for the new ED or the person who is contemplating a career as the CEO
of a nonprofit.
Back to Table of
Contents
Do you need to jump start discussions
about the Invisible Yellow Line? What follows is an excerpt from the quiz
I referred to on page one. Use this as a basis for beginning discussions about
Who Does What. Often, there is not the perfect “right” answer, but these
questions will allow you to open dialogue and set ground rules.
Governance
Q: Who directs the planning process for the organization?
Q: Who monitors achievement of organizational goals?
Q: Who approves the annual strategic plan?
Q: Who appoints Board Committees?
Q: Who recruits new Board members
Q: Who prepares the Board meeting agendas?
Q: Who ensures minutes are taken at Board meetings?
Q: Who signs legal documents?
Q: Who settles problems between Board committees?
Q: Who ensures the organization meets legal and corporate
requirements?
Q: Who attends the annual planning retreat?
Q: Who approves capital purchases?
Q: Who sets billing, credit, collection policies?
Fundraising
Q: Who organizes fundraising activities?
Q: Who makes a personal financial contribution?
Q: Who solicits contributions?
Management
Q: Who directs the work of the staff?
Q: Who sets staff salaries?
Q: Who evaluates staff performance?
Q: Who evaluates the Executive Director’s performance?
Q: Who settles problems among staff?
Q: Who hires, promotes, disciplines, and terminates staff?
Q: Who sets personnel policies?
Financial
Q: Who prepares the preliminary budget?
Q: Who finalizes and approves the budget?
Q: Who monitors expenditures against budget?
Q: Who is responsible for the monthly financial reports?
Use this quickie quiz as the beginning of your annual Board
President: Executive Director communication and add to it other issues pertinent
to your organization. Or, use it NOW to get things on the right track!
Back to Table of
Contents
www.givinganswers.com is a new
resource that provides on-line and distance learning opportunities for
nonprofits, linking you with national experts.
Need help with legal issues in nonprofits? Visit
www.nonprofitcenter.com and
www.nonprofitrisk.org.
Want some help with management issues? Try
www.nonprofitbasics.org/Topicarea.aspx?ID=14. Also visit
www.uschamber.com/chambers/news/books/ for some good resources.
Sample job descriptions for various positions within a nonprofit can be found
at
www.nonprofits.org/npofaq/03/02.htm.
www.onphilanthropy.com has
a wealth of articles and links for all nonprofits.
And visit www.NonEvents.com for
assistance with fundraising through a virtual event!
Found any other great Internet resources you’d like to share? Send them to
me!
Back to Table of
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.
The Association of Fundraising Professionals says of this book:
“Here is a book that every senior fundraiser
responsible for board recruitment and development should read once and then
review annually...takes up where books full of theory fall short...give it a
chance and you will discover a gem to be treasured.”
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.
Or buy both books at once and
save. Buy both for only $39.95 plus $4.50 shipping and handling. Order
your copies today!
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 ©
|
Back to Table of
Contents
WHAT IS GIVING ANSWERS, LLC?
Giving Answers mission is to connect nonprofit organizations
(and the people who support them) to the resources, knowledge and skills
that will enable them to achieve their goals, improve the productivity of
their organizations and enhance the communities in which we live.
Jean Block Consulting and Giving
Answers, LLC
I am currently working with Giving Answers as a facilitator
for a series of telephone based discussions relating to managing a nonprofit
organization. I am offering a session on “The ABCs of Building Better
Boards” and one on “Fast Fundraising Facts.”
GIVING ANSWERS TELE-INQUIRY
PROGRAMS
Giving Answers Tele-Inquiry programs bring together a dozen
nonprofit professionals each week on a telephone bridge for a discussion
facilitated by an expert in the field. Topics range from “The ABCs of
Building Better Boards” to the “Legal and Ethical Dimensions of Managing a
Nonprofit Organization.”
Typically, there programs consist of four weekly 60-minute
telephone conferences covering a given topic. The cost for each program is
$95 with a discount available for additional registrants from the same
organization.
As a course fills, you will be notified of the time and
date.
For a full schedule of courses and other information, please
visit
http://www.givinganswers.com/learning/teleseminars/courseschedule/index.htm
SIGN UP FOR A SESSION
You can link directly to Giving Answers Tele-Inquiries by
clicking
http://www.givinganswers.com/learning/teleseminars/courseschedule/index.htm.
Use my promotional code when
registering: JB200
To register for one of my two seminars by credit card, go
to:
Board Development Sign-up:
http://www.mollyguard.com/event/10308834
Fundraising Sign-up:
http://www.mollyguard.com/event/10309837
To register for one of my seminars by check, go to:
http://www.givinganswers.com/teleseminars/registration.htm
Jean Block
Consulting, Inc..c.
7915 Cliff Road NW
Albuquerque NM 87120
(505) 899-1520
Fax (505) 890-5285
Email:
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"I
love your newsletter! It's refreshing, fun
and filled with helpful hints"
Toni Paglia,
Director of Development, The ARCRC
Syracuse, New York |
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