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

Youth for ChristBoard of Trustees Training

Half 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 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?


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

Documents

board manual pages

board strong

direction management

area of management

management functions

management decisions

governance responsibilities

separation of governance