Youth for Christ Board of Trustees Training Full Day Training (December 2010)

Youth for ChristBoard of Trustees Training

Full Day Training (December 2010)

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

Purpose of a Board

1. Represents Stake Holders God YFC movement Young people, civic groups churches

donors


Purpose of a Board

2. Leadership Establishes purposes and objectives Selects National Director Fiduciary responsibility Ensures that the organization and staff

are well managed


Purpose of a Board

3. Individual Contributions Time Talent Treasure


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

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



2. Governance is Directive Boards provide overall direction for the

organization Boards establish the boundaries within

which management will function



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.



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 ?


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



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



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



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



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



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



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

prayerRefer to Board Manual Pages #5-6


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)



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



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?


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.


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 YFCRefer to Board Manual Pages #6-7


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?


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



- 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



- 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



- 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



- 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



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


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.


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


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



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?


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



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



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


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)


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


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


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


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


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


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


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


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)



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?


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


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


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


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


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 boardHelp plan the Board meeting agendaProvide guidance in making some decisions

By-Laws should state details about the role and authority of the Executive Committee


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


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


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


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 membersRefer to Board Manual Page #17


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?


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.


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


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


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


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


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


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


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


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


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.


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.



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?


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


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


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


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


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


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


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


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.


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)


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


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 needsRefer to Board Manual Page #23

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


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.


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



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?


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


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.)


Board Building

The Board is a Fellowship Board retreat Social interaction with staff Spouse involvement



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?


Youth for Christ Board of Trustees Training Full Day Training (December 2010)

Documents

Transcript of Youth for Christ Board of Trustees Training Full Day Training (December 2010)