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Youth for Christ Board of Trustees Training Full Day Training (December 2010)
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Introduction Strong Boards are the foundation for a strong YFC ministry Some Boards are ineffective even through they are comprised of competent individuals This training will explain YFC’s philosophy on how a YFC Board should function YFC uses a “Governance” model of board leadership Refer to Board Manual Page #1
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Purpose of a Board 1. Represents Stake Holders God YFC movement Young people, civic groups churches donors Refer to Board Manual Page #2
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Purpose of a Board 2. Leadership Establishes purposes and objectives Selects National Director Fiduciary responsibility Ensures that the organization and staff are well managed Refer to Board Manual Page #2
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Purpose of a Board 3. Individual Contributions Time Talent Treasure Refer to Board Manual Page #3
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Discussion Questions To what extent does our board represent the wide variety of stake holders in our context? In which areas of leadership is our Board strong? What is one area of leadership in which our Board could improve? Are our Board members making appropriate contributions of time, talent and treasure? Refer to Board Manual Pages #1-3
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Governance and Management are Different 1. Separation of Governance and Management Functions is Essential Boards govern, staff manage When boards manage, they can’t govern Staff get confused and stifled when boards try to manage Refer to Board Manual Page #3
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Governance and Management are Different 2. Governance is Directive Boards provide overall direction for the organization Boards establish the boundaries within which management will function Refer to Board Manual Page #3
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Governance and Management are Different 3. Management is Specific Boards give direction; management executes those directives The National Director and staff “flesh out” the directives in terms of day to day operations Board members may volunteer in specific management function roles. Refer to Board Manual Page #3
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Discussion Questions How well does our Board do in providing direction? Does our Board sometimes slip into the area of management that should be done by the National Director and staff? Give examples. How can we insure that our Board fulfills it’s governance responsibilities and stays out of management decisions ? Refer to Board Manual Page #3
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Six Critical Roles for the YFC Board 1. Guard Your Identity. Key Question: Who are we? The things that define us: The Word of God YFC’s Unifying Essentials YFC’s Vision and Mission Core Values History and stories Refer to Board Manual Page #4
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Six Critical Roles for the YFC Board 2. Commitment to Accomplishment Key Question: How are we doing? The way we know: YFC’s National Self-Review Tool Annual ministry report that compares accomplishments to our goals Staff reports On-site visits to ministry programs Member involvement as volunteers Discernment Refer to Board Manual Page #4
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Six Critical Roles for the YFC Board 3. Focus on Your Future Key Question: Where are we going? Elements to our future plan A multi-year plan Board set the “ends” Staff determine the “means” Strategic initiatives Refer to Board Manual Page #4
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Six Critical Roles for the YFC Board 4. Define Your Staff-Board Relationship Key Question; How do we work together? Ingredients to a sound working relationship: Only the National Director reports directly to the board. All other staff report to the National Director National Director has a written job description The working relationship is defined in terms of executive boundaries and accountability Refer to Board Manual Page #5
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Six Critical Roles for the YFC Board 4. Define Your Staff-Board Relationship Ingredients to a sound working relationship: (continued) Board does an annual review of the National Director Board provides spiritual nurture and spiritual accountability for the National Director Thought is gives to leadership succession National Director and staff compensation must be established Refer to Board Manual Page #5
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Six Critical Roles for the YFC Board 5. Operate with Governing Policies Key Question: What boundaries should define the work of the staff? Governing policies expressed in executive boundaries written in the negative “ The National Director shall not…” (Expressing executive boundaries in the negative allows the National Director maximum freedom and creativity. Anything not prohibited is allowed.) Funding policies Financial policies Personnel policies Program policies Refer to Board Manual Page #5
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Six Critical Roles for the YFC Board 6. Develop Board Strength Key question: Is our board strong? Elements needed for good Board development: New members regularly added to maintain board size reflected in the By-Laws New members oriented, and all members receive training periodically Board represented at Regional, Area and General Assembly conferences Occasional meeting for fellowship and prayer Refer to Board Manual Pages #5-6
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Six Critical Roles for the YFC Board 6. Develop Board Strength Elements needed for good Board development: (continued) A board retreat at least every other year. Retreat should include a time when the Board evaluates its own effectiveness using the National Board Self- Evaluation Tool. (See appendix 7, pages 61-67 in the Board Manual) Refer to Board Manual Page #6
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Six Critical Roles for the YFC Board 6. Develop Board Strength The following items will assist in Board Development: (Suggestions for each of these is included in the Board of Trustees Standing Policy Manual. See appendix 1) Board governing philosophy and style Board role and job description Board membership criteria Board member expectations Board officer roles Committees Code of conduct for Board Members Refer to Board Manual Page #6
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Discussion Questions What means does our Board use to insure that YFC is accomplishing its mission in our country? Does our Board have a clear picture of what YFC should look like in 3, 5 and 10 years? To what extent do we have governing policies that provide boundaries for the work of the staff?” Is our board strong? How could it be stronger? Refer to Board Manual Pages #4-6
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Boards and Board Members are Different The foundational principle is that board members function as individuals, while Boards function as a singular governing body. Boards: Agree to disagree in Board meetings Only formal decisions made by the whole board are binding on the National Director Board members leave the meeting in support of the decisions made by the board. Refer to Board Manual Page #6
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Boards and Board Members are Different Board Members: Act as “volunteers” when carrying out their individual responsibilities - they do not carry board authority as individuals. Acts of support and encouragement Involvement in fundraising efforts Service on committees Representing YFC to the community Using talents to contribute to the work of YFC Refer to Board Manual Pages #6-7
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Discussion Questions Why is it important that only the board as a group can give direction to the National Director? What are some potential problems that would occur if individual board members tried to with “board authority”? What are some appropriate ways our Board Members are making significant contributions to the YFC Ministry as individual Board Members? Refer to Board Manual Pages #6-7
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The YFC Board and Fundraising Boards don’t raise funds --Boards govern Board members as a body may make a commitment to raise funds - as volunteers Serve as a volunteer unit for a fundraising project Board can take on a goal in a fundraising campaign Refer to Board Manual Page #7
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The YFC Board and Fundraising - Board Members raise money Board Members must first of all be donors If board members don’t give, they cannot ask others to give If board members don’t give it weakens managements ability to ask people to give If board Members don’t give it they weaken organizational morale Refer to Board Manual Page #7
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The YFC Board and Fundraising - Board Members raise money Board members raise money through events Serve as volunteers in organizing fundraising events: banquets, golf tournaments, etc. Recruit people to attend fundraising events Refer to Board Manual Page #8
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The YFC Board and Fundraising - Board Members raise money Board members raise money through annual and capital campaigns Serve on committees, offering time and reputations Serve on teams that ask prospective donors to join them in support specific projects Refer to Board Manual Page #8
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The YFC Board and Fundraising - Board Members raise money Board members should utilize their connections to friends, business associates to offer others an opportunity to give Board members may make referrals to staff Board members may go with staff members on fundraising calls Board members may by themselves to make fundraising calls Refer to Board Manual Page #8
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The YFC Board and Fundraising Every YFC Nation is different in terms of fundraising expectations of Board Members Any fundraising expectations should be listed in board member job descriptions Individual board members have different levels of skill and comfort in fundraising - don’t treat all of them the same. Refer to Board Manual Page #8-9
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Discussion Questions Does our Board make a commitment as a unit to take on specific fundraising projects? Should we? Are there ways we Board Members could better use our contacts and influence to help YFC staff raise funds for the ministry? List some ways. Refer to Board Manual Page #7-9
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Board Composition It is important to have a good balance of people of the board. Factors to look for in potential Board Members include: Respected Christian leaders People capable of sharing their time, talent and treasure with YFC People who are compatible with each other A racial and ethnic mix that reflects the nation Refer to Board Manual Page #10
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Board Composition Factors to look for in potential Board Members include: (continued) Broad church and denominational representation Well rounded geographical representation People of different ages A representation of various professions and businesses People who run organizations or businesses Refer to Board Manual Page #10
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Discussion Questions To what extent does our board reflect the racial/ethnic, denominational, and geographical make up of our nation? What professional or business expertise could we use on our Board. Does our board have a variety of ages represented? Refer to Board Manual Page #10
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Qualifications of a Board Member Quality of board members is more important than the size of the board Minimum qualifications for Board membership include: Personal relationship with Jesus Christ Evidence of a Spirit-controlled life Agreement with YFC’s Statement of Faith Mature spiritually, mentally and emotionally Home life in order Refer to Board Manual Page #10
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Qualifications of a Board Member Minimum qualifications for Board membership include: (continued) Active in a local church Respected in the community A heart for reaching lost teenagers Current YFC donor Able to make YFC a priority in time commitments Willing and able to attend board meetings Have a good measure of control of their time Refer to Board Manual Page #10
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Qualifications of a Board Member Minimum qualifications for Board membership include: (continued) Committed to praying for YFC Willing to use talents, gifts and opportunities for the benefit of YFC Must see the mission and ministry of YFC as their primary responsibility, taking priority over their personal relationship with the National Director Refer to Board Manual Page #11
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Board Member Job Description For the Board to be effective, Board members must know what it is that they are to do. The following sample Job Description can assist you in establishing a Board member Job Description for your National Program. (see page 11 of the Board Manual for complete Job Description) Refer to Board Manual Page #11
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Board Member Job Description Lives a Christian life with spiritual fruit Active in a local church Attends Board meetings Gives financially to YFC Signs YFC Statement of Faith Participates in various aspects of YFC ministry Refer to Board Manual Page #11
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Board Member Job Description (continued) Participates with other Board members in carrying out Board responsibilities Accepts appointments to Board committees Performs study and homework prerequisite for Board meetings and committee meetings Acquires a broad knowledge of YFC Provides counsel to management, but refrains from personal involvement in management Makes known to National Director special competencies or contacts that may benefit YFC Refer to Board Manual Page #11
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Time Commitment for Board Service Board members should expect to make a significant time commitment to YFC Amount of time required will vary significantly from one board to another Refer to Board Manual Page #11
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Length of Term for a Board Member Term should be defined by by-laws YFC Recommends a 3 year term Stagger “classes” so that 1/3 of the Board members terms expire each year YFC recommends allowing Board members to serve multiple consecutive terms Use Board Member Self-Evaluation (see Appendix 2, page 47 of manual) before agreeing to stay on for another term Refer to Board Manual Pages #11-12
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Board Members Must Feel Productive They must know what is expected of them They must do what is expected The must be recognized for what they have done Refer to Board Manual Page #12
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Procedure For Bringing On New Board Members Process for electing/selection board members is defined in the National YFC constitution and by- Laws, and must conform to any civil laws. In countries where the current Board selects new members the following procedure is recommended Refer to Board Manual Page #12
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Procedure For Bringing On New Board Members (continued) Prospective member is recommended by a current Trustee or National Director National Director and Board Chairperson talks to the prospect about qualifications and expectations for Board members Chairperson or National Director presents the prospect to the Board for election Refer to Board Manual Pages #12-13
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Procedure For Bringing On New Board Members (continued) Have a formal installation of the Board member at his /her first meeting Have an orientation session for new Board members (see Appendix 3, Page 48 in the Manual for an Orientation Checklist) Refer to Board Manual Page #13
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Discussion Questions To what extent does our National Board meet the qualifications recommended? Would the sample Job Description match the reality of our Board members involvement? Why or why not? How do we feel about our length of term and Board member rotation process? How can we strengthen our process for bringing on new Board members? Refer to Board Manual Page #10-13
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Board Structure The importance of By-Laws Constitution and By-Laws may need to be filed with the government By-Laws determine the legal leadership structure of your YFC Program Need occasional review and changes Appendix 5 (page 52-56 in Manual) gives sample By-Laws for a YFC program Refer to Board Manual Page #15
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Board Structure Size of the Board YFCI Charter requires minimum of 7 members By-Laws will state the size parameters of the Board YFC recommends 12 to 15 members for optimum Board effectiveness This size allows for a committee structure to spread the work load of the board Refer to Board Manual Page #15
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Board Structure Board Officers By-Laws call for specifically-elected officers Typically the officers are: Chairperson - Leads Board meetings and oversees the work of the Board Vice-Chairperson - Performs chair duties when chair is absent Secretary - Keeps accurate records of Board meetings Treasurer - Sees that all monies are handled with accuracy and integrity Refer to Board Manual Page #15
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Board Structure The role of Committees Committees and Task Forces receive delegated responsibilities from the whole Board This allows the board responsibilities to be divided and shared Board committees help the board do its work - they do not help the staff do its work Decisions must be made by the whole Board. Committees do research and bring recommendations to the whole Board for approval Refer to Board Manual Pages #15-16
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Board Structure Potential Board Committees Executive Committee - particularly important in larger programs Comprised of the Board officers Chief functions of Executive committee Plan the work of the board Help plan the Board meeting agenda Provide guidance in making some decisions By-Laws should state details about the role and authority of the Executive Committee Refer to Board Manual Page #16
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Board Structure Potential Board Committees (Continued) Finance Committee Formulate an annual budget in cooperation with the National Director Recommend accounting firm that will do year-end report Raise funds for YFC - This committee leads the full board in raising funds that the board as a unit has committed to raise for the ministry Refer to Board Manual Page #16
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Board Structure Potential Board Committees (Continued) Human Resource Committee See that there is an annual review of the National Director Minister the the National Director as their partner in Christ Provide opportunities for board and staff fellowship Help board in Recruiting and selecting new Board members Orientate and train Board members Refer to Board Manual Page #17
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Board Structure Potential Board Committees (Continued) Ministry Committee Promote board participation in YFC International and Area programs Be educated in YFC ministry program designs Cooperate with the National Director in developing the YFC program’s overall ministry strategy Visit and observe ministry programs Refer to Board Manual Page #17
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Board Structure Staff members may serve on Committees Staff can serve as resource people on committees This partnership often improves the work of the board and improves board-staff relations Task Forces Are Ad hoc committees designed for a specific purpose They have a beginning and an end They work well with a combination of Board members and non- Board members Can be a good place to groom prospective board members Refer to Board Manual Page #17
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Discussion Questions How recently has our board reviewed our By-Laws? Is it time? Do we have the “right” size board? Why or why not? What Committees do we have? How well are they working? Should we consider adding committees? Refer to Board Manual Pages #15-17
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Board Leadership Primary Leaders of a YFC Program Board Chairperson and National Director are the primary leaders Chairperson and National Director must work well as a team for effective ministry to happen It is critical that both have a solid understanding of relative roles and responsibilities and effective team work. Refer to Board Manual Page #18
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Board Leadership Role of the Board Chairperson Leader of the Board and working partner with the National Director Prepares Board agenda with National Director Chairs board meetings Is ex-officio member of all committees Leads board in setting goals and seeing that they are completed Refer to Board Manual Page #18
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Board Leadership Role of the Board Chairperson (Continued) Keeps Board focused on YFC’s mission and accomplishment of long-term strategies Is a liaison between the Board and YFC International personnel Is Key person in the Board’s relationship with the National Director Stays in contact with the National Director to understand the major issues facing the YFC program Refer to Board Manual Page #18
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Board Leadership Role of the Board Chairperson (Continued) Has fellowship with and encourages the National Director Leads the annual evaluation of the National director’s performance Refer to Board Manual Page #18
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Board Leadership Qualifications of a Chairperson Emotional and spiritual maturity Proven leadership ability Both spiritual and organizational Ability to facilitate rather than dominate the group Experience as a YFC Board member Knowledge of YFC Refer to Board Manual Page #18
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Board Leadership Qualifications of a Chairperson (continued) Personal compatibility with National Director Willing to invest significant time and energy in YFC Respected by other Board members and the Church Refer to Board Manual Pages #18-19
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Board Leadership Role of the National Director Responsible for seeing that all aspects of the ministry and organization are administered. Reports to the Board Ensures the development and maintenance of an effective ministry of youth evangelism and discipleship Is responsible for developing and executing the “means” for accomplishing the “ends” established by the board Delegates responsibilities to staff and volunteers Refer to Board Manual Page #19
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Board Leadership Role of the National Director (Continued) It is important that a detailed Job Description be agreed upon by the Board and National Director at the time of hiring National Director Job Description must be reviewed and adjusted annually Appendix 6 (page 57-60 in the manual) is a Profile of the National Director. This document can help you in setting the National Director’s Job Description Refer to Board Manual Page #19
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Board Leadership Relationship between the Board and National Director: Structurally, the National Director works for the Board YFC is a spiritual organism as well as an organization The National Director as minister and the Board as elders work together in a spirit of cooperation A true sense of partnership must exist for effective ministry to take place Refer to Board Manual Page #19
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Board Leadership Accountability of Board Members Board Chairperson should speak kindly, but directly to any Board members who are not fulfilling their responsibility as a Board member Perhaps more orientation or training is needed The Chairperson should discover the nature of the problem leading to the poor performance and bring resolution If the Board member’s interest in YFC has diminished, they should look for other avenues of service. Refer to Board Manual Page #19
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Board Leadership Continuing Good Board Leadership We should always be grooming one or two board members who might serve as the chairperson in the future This is particularly important if your By-Laws limit the terms of service of Board Officers. Refer to Board Manual Page #19
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Discussion Questions To what extent does our board have a good understanding of the role of the Chairperson? Any misconceptions to correct? What can we do to strengthen the relationship between the Board and the National Director How effectively does our Board hold Board members accountable for fulfilling their responsibilities? Refer to Board Manual Page #18-19
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Board Meetings How Often Should The Board Meet? YFCI Chartering requires at least 2 meetings per year YFC recommends at least quarterly meetings Some boards meet monthly New start-up YFC programs will require more frequent Board meetings Executive Committee can meet between Board meetings Refer to Board Manual Page #20
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Board Meetings Designate one meeting as the “Annual Meeting” of the board This should be before the start of your fiscal year and would include the following: Annual organizational report Election of officers Approval of integrated ministry plans and budget for the coming year Refer to Board Manual Page #20
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Board Meetings Length of the meeting Monthly meetings should be 2 to 3 hours Quarterly meetings may be one to two days in length, including fellowship time It is important to announce in advance when the meeting will begin, and when it will end Refer to Board Manual Page #20
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Board Meetings Quorum By-laws should call for a specific quorum (51% majority is recommended) Without a quorum of members, discussions are permitted but no official action can be taken Refer to Board Manual Page #20
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Board Meetings Developing an agenda National Director and Board chairperson works together to develop the agenda Agenda should be completed and sent to members 2 weeks prior to the meeting Agenda items to include: Opening time Prayer time Minutes of last meeting National Director’s Report Financial Report Refer to Board Manual Page #20
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Board Meetings Agenda items to include: (Continued) Old business (Items carried over from previous meeting) Committee reports and recommendations New Business (not included in committee work) Announcements (Next meeting, committee meetings, etc.) Prayer time Closing Refer to Board Manual Page #20-21
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Board Meetings Agenda Options Have a staff member give a report Have a young person give a report or be interviewed Include 20 to 30 minutes of Board training Have a board member share their Christian testimony Refer to Board Manual Page #21
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Board Meetings Role of the Chairperson in the meeting Help prepare the agenda Lead the meeting Summarize the action taken on each item - state any follow-up required and who will do it. Refer to Board Manual Page #22
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Board Meetings Rules of Order Meetings must have some acceptable rules of order “Roberts Rules of Order” provide some general rules for keeping the meeting moving. Most boards do not insist on following the precise procedures in “Robert's rules of Order”, since procedural victories are not necessarily a biblical basis for decision- making. (See Board Manual pages 22-23 for more information on using General Rules of Order) Refer to Board Manual Page #22
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Board Meetings Taking Minutes YFCI asks that Minutes or actions of a Board me taken and kept on file. Minutes should include: Meeting date List of attendees State whether there was a quorum Record specific actions taken Back-up data (copy of budget, etc.) becomes part of the Minutes Minutes do not need to record details of reports or discussion, but must be specific about actions Refer to Board Manual Page #23
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Board Meetings Praying Together Board prayer should consist or more than quick opening and closing prayers. Consider these possibilities: Prayer time at the beginning Prayer time at the end Stop and pray when considering important issues Have a special prayer-only board meeting, or a special day of prayer for the board Pray for for staff, for ministry and for individual board member needs Refer to Board Manual Page #23
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Board Meetings Preparing for a Board meeting Send written materials 2 weeks in advance Agenda Minutes of last meeting Financial reports Ministry reports Board members should read all advance materials before coming to the Board meeting Refer to Board Manual Page #23
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Board Meetings Committees will make a difference Good committee works allows for fewer and shorter board meetings This enables the the Board to accomplish more in making YFC effective Key to committee effectiveness is for the whole board to trust the committee and not repeat their work in the Board meeting The Board may not always accept recommendations of a committee, but they usually will. Refer to Board Manual Page #24
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Board Meetings Board Meeting Frustration Points to Avoid: Digressing from the agenda to low-priority items Not doing the necessary homework Failing to adequately plan the agenda Interfering with staff operations Unqualified Board members who lack vision and motivation Focusing most of the meting on money Making decisions without seeing the big picture Not having a record of previous decisions available Poor Chairmanship Refer to Board Manual Page #24
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Discussion Questions Discuss whether your Board has the right frequency and length of Board meetings for your context. How could we improve the quality and quantity of the time the Board spends in prayer? To what extent do our meeting agendas help the Board fulfill its role on YFC. What changes in our board meeting structure could help us be more effective as a board? Refer to Board Manual Pages #20-24
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Board Building Board Building is Never Finished It is an ongoing process People need to be responsible for board development National Director Board Chairman Board Development Committee Refer to Board Manual Page #25
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Board Building Board Members Must be Knowledgeable About YFC National Notebook Board member Orientation and Training Reporting Involvement Meeting with National Director (See Board Manual Pages 26-27 for more details about National Notebook, orientation, training, reports, etc.) Refer to Board Manual Page #25
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Board Building The Board is a Fellowship Board retreat Social interaction with staff Spouse involvement Refer to Board Manual Page #27
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Discussion Questions Take the “Board Building Test” on page 28 of the Board Manual and discuss your results What two steps could your Board take that would must improve its Board building effectiveness? Refer to Board Manual Pages #25-27
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