1. Setting
the Board Development Training
Course
Part 1 a
The Board Member’s Role

2. I. What is a Board Member? (Trustee)
A trustee one to whom something is
entrusted, or, more specifically, a member
of a board elected or appointed to direct
the funds and policy of an organization.

3. Such a high honor, but surely the modern-day
CEF Board Member (Trustee) must be
possessed of two things:
1. A sense of genuine responsibility and an
extraordinary personal commitment to the
overall welfare of the organization; and
2. A ready willingness to devote time, talent and
treasure (or work, wisdom and wealth). Put a
little differently, to work, to give and to give
good advice (give, get or get off!).

4. In the past, Board Members have been
viewed as advisors or even watchdogs. Their
principal role has been to hold the line and react
cautiously. Today, the traditional role is needed,
but the Board Member must play
______________, _______________________!
an active positive role by initiating

5. REMEMBER
Modern day circumstances will not permit us simply to react
We must initiate
It is not a matter of lending one’s name or prestige
We must role up our sleeves
We do not just hold public trust
We must build trust for our organization
It is an honor
But it is not honorary.

6. II. The Board Member’s General Role
A. Responsibilities
As “leaders” of the institution, State Board
Members have four main responsibilities:

7. 1. Management
Select and appoint the Director, support him/her and assess
his/her performance.
2. Mission
Define the concept of the institution (clarify the mission),
establish goals, and approve long-range plans for
reaching those goals.
3. Relationship
Take the lead in establishing positive relations both
inside (staff) and out (general public). This is done
through fully understanding the organization and
promoting with a passion.
4. Finance
Assume responsibility for financial well-being by
assuring the integrity of financial management and by
taking the lead in raising funds necessary to fulfill the
mission.

8. B. Selection
The key to a good State Board obviously begins
with the selection process. A sub-committee
called, _________________________
the Nominating Committee
should:
1. Be a standing committee, operating a
_______________ talent search and not
“ continuous”
on a “last-minute” basis.

9. 2. Know the type people needed: men and
women with
a. __________________
experience
b. __________________
background
c. __________________
ability
d. __________________
interest
e. __________________
resources
f. __________________
desire
g. _______________ necessary to lead and
Personal qualities
strengthen the organization
h. ____________________ of salvation and God’s
A personal testimony
calling

10. 3. Take into consideration
a. Age
b. Availability to attend meetings
c. Skills and talents each member would bring to the
Board. (Also, specific leadership qualities)
support
d.Ability and desire to ____________ the ministry and
to effectively ____________ ____.
secure other gifts

11. IMPORTANT
These various criteria are rarely
found in any one Board Member;
however, several of these should
be available in each.

12. 4. Take into consideration various “interests”
members would represent and resources they
would bring; also, geographical location may
be important.
5. Work very closely with the Director; and
he/she must be “comfortable” with each State
Board Member chosen.

13. How To Search for Potential Board
Members
Prospective Board/Committee Members Discussion
1) Share your heart and vision for reaching children with
the Gospel.
2) Share the accomplishments the ministry has made.
3) Communicate the ministry’s vision for the future, i.e., “It
is our goal within the next five years to have an After-
School Good News Club in every elementary school.”
4) Be passionate about your ministry!

14. 5) Let them know why you have chosen them as a
potential board member—what special qualities they
possess.
6) The ministry is looking for responsible people with
extraordinary personal commitment.
7) We need people who will devote time, talent and
finances to the ministry.

15. Be Willing To Tell The Requirements
1) Minimum of 3 years service;
2) Serve because they have specific skills
and business expertise;
3) Come to all meetings and functions;
4) Give of their valuable time (10-15 hours a
month/more if retired);
5) Share their talents;

16. 6) Set the example by giving financially;
7) People who will be a strategizer; visionary, or
idea person;
8) Not involve themselves in details;
9) They are to evaluate and help solve problems;
10) They should be an ambassador for the ministry;
11) They must recruit their replacement when their
term is up.

17. Inform With Areas Of Involvement
1) Management: Help select and appoint staff, support
and assess their performance.
2) Mission: Keep the ministry focused on its mission;
establish goals; and approve long-ranged plans for
reaching goals.

18. 3) Relationship: Take the lead in establishing positive relations
both inside (staff) and the general public. This is done through fully
understanding the organization and promoting it with a passion.
4) Finance: Assume responsibility for financial well-being by
assuring the integrity of the financial management and by taking the
lead in raising funds necessary to fulfill the goals of the ministry.

19. IMPORTANT
Individual State Board Members
should be selected on the basis
of their interest in and dedication to
the total organization.

20. C. Orientation and Training
Too often new members come aboard with little explanation
of the Organization’s chief role.
Needed:
1. Period of day or two for orientation of new
members. They should meet with key people from
the organization and there should be ample
opportunity to talk as well as listen.
2. Pamphlets or written information covering wide
range of data (include their responsibilities and
what’s expected) are often desirable.

21. IMPORTANT
Too often there is no training of new Board
Members. Toward the end of each calendar
year there should be an effort to recruit new
board members. Further, there should be
regularly scheduled training and orientation of
those members in January of the following
year.

22. Needed:
1. Continued education as to their role and responsibility
through communication with _________
director
and sometimes chairman
(________________________).
2. Retreats (separate or in conjunction with normal
meeting) as needed to continue or revitalize interest.
This is probably more effective when conducted away
from the usual meeting place, therefore making it
“special.”

23. 3. All publications, periodicals and appropriate reports
should be sent to members.
4. Anything done to keep their interest level high and the
organization in the forefront of their minds (remember,
these are, or should be, busy people who have much to
occupy their minds).
thanked
5. Perhaps most important, they should be ____________
often and sincerely for all their contributions as Board
Members.

24. IMPORTANT
State Board Member leadership makes the
difference to an organization between
mediocrity
_________, and
_____________________________________
excellence -- and even between oblivion and
_________.
survival

25. D. Term of Office
How Determined? Two basic ways:
1. Careful soul searching by the Board itself as to
performance of its members, and then a tough
committee, after much study, thought and prayer,
should make recommendations for the continuation or
termination of service of individual Board Member.
2. Require rotation off the Board
(__________________________________)
after 2 - (3) year consecutive terms
then, at least _________________ before
1 year off
Being eligible to return.

26. Obvious pros and cons come to mind
in both methods. CEF recommends
that number two is best for this
organization because number one
probably would not be done.

27. III. The Board Member’s Development Role
Whether or not the Board Member should be
not
involved in development activities is __________
a legitimate question. He ________________ be,
must
at some level, or he should not be a Board
Member. It has been rightly said, “You are a
there is money to be raised
Board member ________________________.
“Go and do it.”

28. A. Basics
The Board Member must/should:
1. Know what his/her responsibilities are in _____________
fund raising
and be trained to carry them out.
planning process
2. Be involved in the __________________ with staff by
putting the plan together in written form (so as to create
ownership);
by giving
3. Lead the way ______________ of one’s resources as the
Lord prospers;
4. Speak to others (friends and associates) about the
potential donors
organization, especially _________________________;

29. prospects
5. Make a list of _______________;
cultivate
6. __________________________ prospects;
7. _________________________ prospects along with the
solicit
director;
volunteer
8. Take the lead as a _______________ when asked;
9. Motivate and direct others to see the _________ of the
need
organization;
10.____________ donors in whatever way asked as well as
Thank
spontaneously.

30. B. Cultivation of Major Gifts
The role of the Board in development takes on special
meaning when we realize that the most important
foundation in a good fundraising program is the cultivation
major donors and special gifts
of _________________ ____________________. In a
real sense, only a few donors provide
bulk
___________________ of the total need. This is true in
almost every case from colleges, churches, ministries and
other non-profit organizations.

31. The 80/20 Rule
Traditionally, it has been thought that 80% of the total
money raised is contributed by 20% of the donors.
Such is probably an understatement when in actuality
90/10 or even 95/5 would be closer to the truth. This
means the Board Member must put their
most money
_______________where the ______________ is (stay
best effort
with the big givers).

32. IMPORTANT
Does it now follow, then, that a
proportionate share of resources
(staff, time and budget) should be
allocated accordingly?

33. Setting
the Board Development Training
Course
Part 1 b
The Board Member’s Role:
Involvement

34. Involvement: Expectations
Promote Child Evangelism Fellowship®
Do fund-raising
•Financial planning
•Praying
•Personal giving
•Personal contacts
•Representing CEF in churches
•Fund-raising events

35. Encourage the staff by:
•Praying
•Dinner invitations
•Sending cards
•Baby sitting staff members’ children
•Giving compliments
•Financially support the ministry
•Listening
Prepare for the meeting
•Before the meeting
•Read, make notes, be familiar
•Between the meetings
•CEF Web site: cefonline.com
•Preparation = time effectively used in
meetings

36. Other Ideas
•Work with the children
•Use your computer skills
•Organize activities
•Help with training classes
•Share business knowledge
•Recruit others to help
•Be an example of service to others
Evaluation
•Fill out the evaluation form
•Address necessary changes
Relationships
•Ministry involvement requires teamwork
•Broken relationships caused 60% of
missionary failures
•Address disagreements quickly

37. Ways You Can Help Your
Local CEF Chapter
Help with planning and setting up for a banquet or conference.
Teach or help at a Good News Club in a school, home or day
care center.
Host a 5-Day Club in your home.
Distribute Gospel packets at fairs, carnivals, parades and other
outreaches.

38. Man CEF booths at fairs, conferences, mission conferences.
Promote the ministry.
Give time using your expertise in computers, car repair,
property maintenance.
Call donors to show appreciation for their support.
Help at Camp Good News as a teacher, helper, nurse or bus
driver.
Help collate mailings, newsletters or training materials.

39. Offer to transport summer missionaries to 5-Day Clubs for a
week.
Spend a day in the office answering the phone, filing papers,
making copies.