ASSEMBLIES OF GOD
Onboarding and Training Board Members
By Rollie Dimos | Church Governance
Why Onboarding Matters
When someone accepts the call to serve on a church board, they step into a role that is both sacred and strategic. It is sacred because board members are entrusted with the spiritual mission of the congregation; it is strategic because they are responsible for stewarding resources, guiding governance, and ensuring accountability.
Yet too often, new board members are handed a binder of bylaws and a meeting schedule and left to figure things out on their own. Without intentional onboarding, even the most gifted leaders can feel lost, disengaged, or overwhelmed. Effective onboarding is not about busy work or reading a stack of documents; rather, it shapes how board members see themselves: not merely as institutional managers, but as stewards of a sacred mission.
This article explores the two essential parts of preparing board members for effective service. The first part investigates the essential responsibilities, legal frameworks, and best practices to help church board members serve with integrity, wisdom, and courage. The second part discusses board member relationships and effective navigation of board meetings, and the third part provides a roadmap for onboarding and training, so members are equipped to serve effectively.
Part I: Essential Responsibilities
At its core, the church board exists to provide oversight, accountability, and strategic direction. While pastors and staff lead the day-to-day ministry, the board holds ultimate responsibility for the church’s governance. This includes approving budgets, safeguarding assets, setting policies, and ensuring compliance with laws and bylaws. Yet the board’s role extends beyond technical oversight. It is also a body of spiritual discernment, called to prayerfully support the pastor in guiding the church’s mission and vision.
A healthy board balances these dual dimensions: the practical (budgets, policies, compliance) and the spiritual (mission, values, discernment). When either side is neglected, the church suffers. A board that focuses only on spiritual matters may drift into legal or financial vulnerability. A board that focuses only on compliance may lose sight of the church’s higher calling. Effective governance requires holding both together in creative tension.
Legal and Regulatory Awareness
Churches, though unique in their spiritual mission, are subject to the same nonprofit laws as other organizations. Boards must be attentive to these legal and regulatory requirements, which include:
- Tax-Exempt Status (501(c)(3)) – Most churches qualify automatically for federal income tax exemption as religious organizations, but must abide by the restrictions this exemption imposes, including prohibitions on private inurement, excessive compensation, undisclosed benefits (“excess benefit transactions”), and political campaigning.
- Filing Requirements – Churches are generally exempt from filing IRS Form 990, but other required IRS tax forms include Forms 941, W-2, and 1099-NEC. A Form 990-T is required for unrelated business income over $1,000 and applicable UBIT taxes.
- State Nonprofit Corporation Laws – Incorporated churches must follow their specific state’s nonprofit corporation act regarding elections, filings, record keeping, and board practices. This includes holding regular board meetings, keeping minutes, and filing annual corporate reports.
Fiduciary Duties
The language of fiduciary duty may sound technical, but it is simply the legal expression of stewardship. To be a fiduciary is to hold something in trust for the benefit of others. For church board members, that “something” is the mission, resources, and reputation of the congregation. Four core duties define this trust:
1. Duty of Care. Board members must act with diligence and informed judgment. This means attending meetings faithfully, reviewing reports carefully, and asking thoughtful questions. It is not enough to make rubber-stamp decisions; members must engage actively, ensuring that choices are made with wisdom and prudence.
- Example: Before approving a building project, the board should review cost estimates, funding plans, and risk assessments, rather than relying solely on staff recommendations.
2. Duty of Loyalty. Loyalty requires placing the church’s interest’s above personal gain. Conflicts of interest must be disclosed and managed transparently. Even the appearance of self-dealing can erode trust.
- Example: A board member who owns a construction company must disclose this if the church is considering hiring contractors and should recuse themselves from related votes.
3. Duty of Obedience. This duty anchors the board to the church’s mission, bylaws, and governing documents. Decisions must align with the church’s stated purpose and comply with applicable laws.
- Example: A board cannot approve a program that contradicts the church’s doctrinal statement or misuses restricted donor funds.
4. Duty of Accountability (or Prudent Investment). Increasingly, boards are expected to ensure transparency and sound financial stewardship. This includes overseeing audits, prudent investment of funds, and compliance with standards such as the Uniform Prudent Management of Institutional Funds Act (UPMIFA).
- Example: Boards should adopt written investment policies and review them regularly to ensure alignment with both mission and legal standards.
Together, these duties form the backbone of responsible governance. They are not optional ideals but binding obligations—legal, ethical, and spiritual.
Key Documents Every Board Member Should Know
Effective governance requires fluency in the church’s foundational documents. These include:
- Articles of Incorporation – This is the legal document filed with the state (usually Secretary of State), establishing the church as a nonprofit entity, stating its name, purpose, and initial board. May include special restrictions related to property, purpose, or governance.
- Bylaws – Defines the church’s internal organization: membership, board selection, roles, powers, meeting/quorum rules, committee structures, and more. Bylaws are legally binding and must be followed.
- Mission, Vision and Strategic Plan – Guides long-term ministry priorities. Clear articulation of the church’s purpose, values, and long-term strategic vision.
- Meeting Minutes – Official, detailed record of all board and committee meetings, documenting attendance, motions, decisions, and dissent. Legally required for most nonprofits, crucial for transparency and dispute resolution.
- List of Active Members – Up-to-date, legal record of those entitled to vote, serve, or participate in church governance. Especially vital where major decisions require a membership vote (e.g., buying/selling property).
- Property Deeds and Title – Legal documentation of ownership, restrictions, and encumbrances on church property. Should be up-to-date and secure.
Additional key documents, policies and manuals that help leaders understand the operations of the organization can include:
- Policies Manual – Outlines operational and ethical standards.
- Budget and Financial Reports – Comprehensive financial reports (income, expenses, budgets, audits, payroll, contribution records). Provides transparency into the church’s financial health.
- Conflict of Interest Policy – Written policy identifying, disclosing, and addressing situations where personal or financial interests may conflict with church interests. Requires annual review and signature by board/staff.
- Volunteer and Safety Policies – Documentation of expectations, background checks, and behavioral guidelines for volunteers, especially in vulnerable ministries (children, youth).
- Insurance Policies – Property, general liability, director/officer (D&O) insurance. Copies should be accessible to all board members. Indispensable in protecting the church and members from risk.
Board members should not only know where these documents are, but also understand their implications. Annual reviews of key documents can help ensure they are up-to-date and that current practices are in compliance.
Part II: Effective Relationships and Meetings
Beyond legal compliance, effective boards cultivate habits that strengthen both governance and community trust. Here are some ways each board member can strive for open communication that results in mutual respect and prevent power struggles.
- Stay Engaged – Attend meetings, read materials, and participate actively.
- Ask Questions – Healthy boards welcome inquiry and avoid groupthink.
- Maintain Confidentiality – Protect sensitive information.
- Support Leadership – Provide encouragement and accountability to pastors and staff.
- Evaluate Performance – Regularly assess both board effectiveness and church progress.
- Pray Together – Keep Christ at the center of deliberations.
These practices transform board service from a burden into a shared ministry of stewardship.
Meeting Structure and Decision-Making
Effective, transparent decision-making processes are essential for healthy church governance. Procedures may vary based on polity (congregational, presbyterian, episcopal, elder-led, etc.), but best practices for meetings, voting, and documentation help all boards make sound choices and preserve unity. These best practices include:
- Agenda Distribution: Send agendas 3–5 days in advance.
- Meeting Flow: Include prayer, financial review, committee reports, old/new business, and vision casting.
- Quorum and Voting: Defined by bylaws (typically 51%); major decisions may require supermajority.
- Decision Models: Use consensus, majority vote, or secret ballot as appropriate.
- Documentation: Ensure all motions, votes, and action items are accurately recorded in the minutes.
Documenting Board Meetings
Minutes are an official record of actions taken at meetings; a legal requirement for incorporated churches and strongly recommended for unincorporated ones. Properly maintained minutes help document that decisions were made with due care and appropriate process. They can also help defend the church in potential lawsuits or IRS audits. These minutes also create institutional memory for future leaders.
Here are some best practices for board minutes:
- Appoint a dedicated, trained secretary or minute-taker.
- Use a consistent format including all essential elements: date, time, location, attendees, motions, votes, and a record of discussion for important decisions.
- Approve minutes at the next meeting.
- Store minutes securely with limited access.
Part III: Onboarding and Training
The effectiveness of a board often hinges on how well new members are prepared for service. Onboarding is not a formality; it is the process by which individuals are equipped to step into their fiduciary and spiritual responsibilities with confidence. Here are several practices to include in your onboarding process.
- Orientation Materials should include bylaws, articles of incorporation, financial statements, strategic plans, and a board member job description. These documents provide the framework within which decisions are made.
- Training Sessions should cover fiduciary duties, governance structures, decision-making processes, and conflict of interest policies. Annual refreshers help keep even seasoned members sharp.
- Mentorship pairs new members with experienced ones, fostering relational trust and providing a safe space for questions. This relational dimension is often overlooked but can make the difference between a disengaged member and an empowered leader.
- Spiritual Formation reminds members that board service is ministry. Incorporating prayer, devotionals, and theological reflection into meetings keeps Christ at the center and guards against reducing governance to mere management.
Key Steps for Onboarding
If you want to turn this into a step-by-step onboarding process, here are some suggested steps to consider:
1. Mission, Vision, and Structure Orientation:
- Walk through the church’s mission, vision, and current strategic goals.
- Explain board roles, the organizational chart, and reporting relationships.
2. Introduction to Leaders and Communication Channels:
- Introduce all staff, leaders, and key volunteers.
- Share communication protocols and technology platforms.
3. Review of Governing Documents and Policies:
- Distribute and explain the bylaws, articles of incorporation, current budget, financial policies, and important board policies (including conflict of interest).
- Review job descriptions for each board and committee role.
4. Training in Legal and Fiduciary Responsibilities:
- Provide concise resources on the legal fiduciary duties outlined above.
- Hold a Q&A to ensure understanding; annual refresher sessions are highly recommended.
5. Review of Current Operations and Strategies:
- Walk through current financial statements, annual reports, and strategic plans.
- Tour facilities and highlight current programs or ministries.
6. Set Clear Expectations and Provide Ongoing Support:
- Clarify expected meeting attendance, committee work, confidentiality, and fundraising involvement.
- Pair each new board member with a mentor for their first year of service.
- Plan ongoing training to include:
- Annual retreats for reflection and planning
- Regular legal and financial updates
- Peer evaluation of board effectiveness
Conclusion
The call to serve on a church board is both weighty and rewarding. It demands diligence, integrity, and faith, but it also offers the profound opportunity to shape the spiritual and organizational health of the congregation. By embracing fiduciary duties, engaging in thoughtful onboarding, and practicing faithful governance, board members can ensure that their church remains both missionally vibrant and organizationally sound.
As Proverbs 11:14 reminds us, “Where there is no guidance, a people falls, but in an abundance of counselors there is safety.” Church board members are those counselors—entrusted to guide with clarity, conviction, and care.
Resources
For more information and help with board responsibilities check out these resources:
- The Church That Works by Rick DuBose and Mel Surface.
- Deacon Ministry by Richard Dresselhaus.
- Sarah Merkle’s blog, The Law of Order: A Resource on Parliamentary Procedure & the Law.
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