If you've ever watched a football game on television, you've seen the yellow line that appears on the screen, showing the placement of the next down. We can see it, but those on the field cannot. It's invisible to the players. The same is true in many board and staff relationships. There is a yellow line that defines who does what, but it is invisible. This fast paced webinar will share some of the basic on both sides of the yellow line and suggest ways to make it less 'invisible' to the players in a nonprofit.

1. Sponsored by:
Conversations Across the Invisible
Yellow Line – Board and Staff Roles
Jean Block
May 22, 2013
Twitter Hashtag - #npweb
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2. Sponsored by:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
info@synthesispartnership.com
INTEGRATED PLANNING
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Coming this June

4. Sponsored by:
Today’s Speaker
Jean Block
President and Owner
Jean Block Consulting, Inc./Social Enterprise Associates
Assisting with chat questions:
Jamie Maloney, 4Good
Founding Director of Nonprofit Webinars and Host:
Sam Frank, Synthesis Partnership
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5. JEAN BLOCK’S
NONPROFIT
UNIVERSITY SERIES
2013 Jean Block Consulting, Inc.
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6. THE INVISIBLE YELLOW LINE®
PRESENTED BY JEAN BLOCK
JEAN BLOCK CONSULTING, INC.
WWW.JBLOCKINC.COM
2013 Jean Block Consulting, Inc.
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Board & Staff Roles

7. About Jean
Block
 More than 45 years in nonprofit sector as
board and staff leader.
 Author: 180+ Great Ideas to Raise More
Money, The ABCs of Building Better
Boards and Fast Fundraising Facts for
Fame & Fortune, and more.
 President, Jean Block Consulting, Inc.
since 1996. Albuquerque NM.
 Manager, Social Enterprise Ventures,
LLC since 2006.
 www.jblockinc.com
 www.socialenterpriseventures.com
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2013 Jean Block Consulting, Inc.

8. FOOTBALL?
REALLY?
WHAT DOES FOOTBALL HAVE TO DO WITH
NONPROFIT MANAGEMENT AND BOARD AND
STAFF ROLES?
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The Yellow Line

9. The Invisible Yellow Line
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 It’s invisible …
 It moves …
 It can be hotly contested …
 Neither team can actually see it …

10. BOARD = POLICY,
STRATEGIC DIRECTION
STAFF = MANAGEMENT,
ADMINISTRATION
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The Basics

11. Governance - Board
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 Has ultimate legal responsibility for effective governance of
organization.
 Ensures organization meets its mission and purpose.
 Brings varied perspectives but does not advance personal
issues (conflict of interest issues).
 Follows bylaws.
 Has written board policies and procedures.

12. Board - Fiduciary Duties
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 Duty of Care
 Must act as a “reasonably prudent person would act…”
 Must come to meetings educated about the issues and
prepared to act responsibly.

13. Board -Fiduciary Duties
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 Duty of Loyalty
 Ensures no conflict of interest in decision making.
 Puts the goals of the organization before personal goals.
 Discloses all conflicts of interest or potential conflicts of
interest (IRS Form 990).
 Speaks with one voice, supports the majority.

14. Board - Fiduciary Duties
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 Duty of Honesty
 Ensures organization follows bylaws and all regulatory
body requirements in governance matters.
 Reviews and ensures all filings are current and accurate
(990, state and federal).
 Ensures compliance with tax-exempt rules (lobbying,
etc.)

15. Executive Director - Governance
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 Carries out board-directed policies, strategies.
 Manages day-to-day operations of the organization.
 Provides regular feedback to board re: execution of goals.
 Supports board with information required to assist in
governance and strategic direction.
 Communicates, communicates, communicates…

16. Executive Director - Governance
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 Ensures that board has information required to govern
effectively:
 Reports and updates
 Training
 Information flow
 Mission-driven decision-making
 Ensures compliance with regulatory bodies, etc.
 Ensures filing of reports to granting agencies in a timely
manner, etc.
But board has ultimate legal responsibility for governance!

17. Board – Human Resources
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 Establishes job description for CEO.
 Hires and supervises the CEO…only!
 Evaluates executive director performance based on agreed-
upon goals and objectives.
 Is not involved with staff below CEO. Does not get involved
in day-to-day human resources management.
 Establishes and ensures HR policies are current.
 Understands and abides by grievance policy.
 Understands and abides by whistle blower policy.

18. Executive Director – Human Resources
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 Hired by the board…reports to the board.
 Has a clear job description.
 Has annual goals and objectives approved by the executive
committee or full board.
 Is evaluated annually (or more often).
 Attends board and committee meetings as advisor.
 Hires, evaluates, manages all other staff.
 Trains staff in policies, procedures, compliance, etc.

19. Board – Fiscal Responsibilities
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 Has ultimate legal authority and responsibility for fiscal
accountability.
 Has ultimate legal authority and responsibility for effective
fiscal management.
 Approves and ‘owns’ annual budget.
 Authorizes and reviews annual independent audit.
 Reviews annual IRS Form 990 before it is filed.
 Keeps professional minutes of board meetings.
 Understands and reviews regular financial reports.

20. Staff – Fiscal Responsibilities
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 Prepares annual budget for board acceptance.
 Coordinates the annual audit process.
 Ensures fiscal management, policies, procedures are
in place and up to date.
 Manages and reports actual vs. budget expenses and
revenues.

21. Board - Planning
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 Schedules annual strategic planning session.
 Annual plan drives work of board, board committees and
entire organization.
 Approves and monitors development plan,
marketing plan, program plans, etc.

22. Staff - Planning
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 Participates in annual strategic planning process
(key staff).
 Develops development plan, marketing plan, etc. for
board approval.
 Reports progress to board regularly.

23. Board - Resource Development
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 Members make annual personal or professional
financial contribution.
 Develops financial and in-kind resources within their
spheres of influence.
 Assists with fundraising events and activities.

24. Staff – Resource Development
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 Has day to day responsibility for fundraising,
systems, reporting.
 Ensures compliance with state and federal
regulations and restrictions.
 Develops plan for board approval.
 Supports board fundraising efforts.
 Reports actual vs. budget to board.

25. Defining the Yellow Line
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 Annual communication.
 Respect for each other’s roles and responsibilities.
 Open, honest communication and feedback.
Adopt the Invisible Yellow Line !

26. Common Pitfalls to Avoid
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 Board micro-manages day to day operations.
 Board micro-manages committees.
 Board is passive – not involved and informed.
 Board is hand picked by CEO.
 CEO runs the board and board meetings, controls
information flow.
 Board members are involved with staff management.

27. Q & A
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28. Hot Off the Press!
2013 Jean Block Consulting, Inc.
The Invisible Yellow
Line®
Published by CharityChannel
Press
Get announcement:
jean@jblockinc.com
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Resource

29. HOW CAN I HELP YOU?
V I S I T M Y W E B S I T E F O R I D E A S ,
N E W S L E T T E R S A N D M O R E
W W W . J B L O C K I N C . C O M
E M A I L M E
J E A N @ J B L O C K I N C . C O M
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