Greater St. Louis Church Board
Duties of the Board of Directors
Subject to certain limitations, given in the church Bylaws, the Board of Directors shall:
1. Carry out its fiduciary responsibilities with great care.
2. Abide by the by-laws of the corporation.
3. Have general charge of properties of the Church;
4. Make appointments to certain committees (as defined in the bylaws) and create or terminate committees;
5. Call and preside over business meetings of the congregation.
6. Ensure sound risk management policies
7. Maintain confidentiality
8. Conflict of Interest
9. Compliance with Federal, State and Local regulations
The Board of Directors recognizes the moral principle that all of its powers are subordinate to the will of the membership of the Church.
1. Fiduciary Responsibilities
The Board of Directors must ensure effective management of current income and protection of accumulated assets. In addition to setting the church's annual budget, the board should require and review regular financial reports, including, at minimum, monthly financial reports consisting of at least a balance sheet and statement of revenue and expense. Board members should be aware of generally accepted accounting practices, federal tax regulations and other laws which might affect the assets of the church. The Board of Directors must also ensure that adequate records are maintained which document all board actions (motions) and all relevant reports. . Carefully review the church's financial statements and ask questions or seek clarification as appropriate to fulfill the board's fiduciary obligation.
It is helpful for each board member to gain some familiarity with generally accepted accounting practices. At minimum, each board member should understand the format and content of the regular financial statements.
2. Corporate By-laws
The Board shall conduct all affairs in compliance with established by-laws.
3. Oversight of physical assets
The Board recognizes the significance of properly maintaining the buildings, land, and other assets owned by the church. The Board must show duty of care and act in a timely and reasonable manner to ensure the ongoing maintenance and upkeep of all physical assets. 
4. Create Committees and terminate committees as necessary
The Board shall have the authority to create committee’s for the execution of its responsibilities as defined in the by-laws. These committees will report to the Board as often as the Board deems necessary.
5. Call and preside over business meetings
It is necessary to conduct at least one annual business meeting of the church. The Board will preside over this meeting and call for other meetings of the church if necessary.
6. Ensure sound risk management policies
Board members should be aware of the potential risks of lawsuits or other liabilities to which the church could be vulnerable. Obtaining the proper levels and kinds of insurance and developing preventive measures are primary responsibilities of the Board of Directors. Some risk management areas include legal contracts, camps, events and human resource activities.
7. Maintain confidentiality
At times, certain issues that come before the Board are of a sensitive and or legal nature and or therefore expected to be handled with care and confidentiality. In addition executive sessions, or "closed" board meetings, should be infrequent and limited to sensitive personnel issues or legal matters. Church member are welcome to attend Board meetings unless they a closed session. Action taken by the board in executive session should be recorded in minutes
8. Avoid even the appearance of a conflict of interest.
A conflict of interest is anything that inures to the personal financial benefit of a board member, his or her family, or household. Do not accept gifts from or offer gifts to anyone who does business with the church. If you are a board member and have any relationship with the church for which you or someone close to you receives financial benefit (with the exception for reimbursement for actual expenses in connection with your church duties) that is a conflict of interest. In such cases, board members should recuse themselves (disclose/announce the conflict of interest and exempt themselves from debate and vote) from any decision on that matter.
Building trust requires continuous healthy communication. Frequent contact between the Ministry staff and each board member can provide the feedback necessary to enhance the Minsters effectiveness and facilitate actions needed for the church's success.
9. Compliance with Federal, State and Local laws
The board shall execute the business of the church in a manner that is in compliance with all applicable laws at each level of government.
FAQ’s
Why do we need a Board of Directors?
Corporate law requires that the business of non-profits be governed and managed by a board of directors.
How many board members are there?
Our by-laws call for 9 board members
How long is their term?
Each elected board member serves a two year term.
What offices do we have on the board?
At a minimum, our by-laws call for a President, Treasurer, and Secretary
Does the Board have ecclesiastical authority over the church?
Some boards exercise ecclesiastical authority over the church as defined in their internal by-laws. The Greater St. Louis Church has made a distinction that the Ministry Staff and the Core Group of the church has been given the responsibility of doctrinal matters, therefore, doctrinal matters are not handled by the board of directors.
