SAC Board Policies Manual

The SAC Board Policies Manual exists to assist the Elders Board of Sturgeon Alliance Church (SAC) in their role as governors of the church, and as such the policies that follow replace any Board policies previously in existence. 


The Board Policies Manual (BPM) contains all of the standing policies processed by the Elders Board (Board) of Sturgeon Alliance Church (SAC) as of December 31, 2015. This document is revised and updated whenever there are altered policies and the updated policies are the guiding policies until such time as they are revised and/or updated at a duly called and run meeting of the Board. These policies have to do with the Governance Role of the Board and do not seek to address other roles such as assigned implementation or individual volunteering. 

A.Oversight Responsibility 

All of the areas of the BPM fall under the final oversight authority of the full SAC Board of Elders. 

B.Reasons for Adoption
The reasons for adopting and using this evolving manual include:

  1. clear, pro-active policies to empower the Board, the Lead Pastor and staff
  2. clarity of flow of authority that frees people to act quickly and consistently in decision making, communication and difference or conflict resolution
  3. reduction of time spent in meetings to free people to live and serve
  4. efficiency of having ALL on-going Board policies in one place
  5. ease of reviewing current policy when considering new issues
  6. ability to quickly orient new Board members to current policies
  7. elimination of redundant, or conflicting, policies over time

Each policy is crafted to assist the forward movement of the Board and SAC, without contradicting in any way the Local Church Constitution of the Christian & Missionary Alliance in Canada or the bylaws of SAC. 

During the transition to this system of documenting in one place all standing policies, those policies dated prior to December 31, 2015 and found in Board minutes over the years will remain in effect until this set of policies is fully adopted by the Board. Upon adoption of this policy manual the policies contained here will supersede previous policies relating to the same topics. Any conflict in interpretation between this manual and previously adopted Board policies will be resolved by the Board, based on the principle that these newer policies are the most recent expressions of values and choices by the governing body. 

Changes to this manual are possible at every Board meeting. Except for time-limited or procedural-only policies (approve minutes, elect officers, etc.), which are recorded in regular Board minutes, all new "standing policies" approved by the Board will be included in this manual. Recommendations may come from any Board member or subcommittee. In advance of each Board meeting, any recommended changes can be submitted to the Board Chair or the Lead Pastor, for review at the next Board meeting. 

Each new policy will be drafted to fit within the most logical policy section. Each set of policies should be drafted from the "outside in", meaning (ideally) the broadest policy toward the more detailed. Whenever the Board chooses to stop adding policy, they essentially say, "We are now willing for the appropriate leaders (the Chair or Lead Pastor) to give reasonable interpretation to our policy." Over time, the Board can reduce or add to the specificity of its policies, as needed. 

G. Maintenance of Policies
The Board Secretary oversees the recording and publication of these standing policies. The Secretary and Lead Pastor (or designee) maintain the policies electronically and ensure an updated version is available to each member of the Board following any meeting in which changes are made to the BPM. Amendments to the BPM may occur frequently as the board deals with new or changing situations and circumstances. The BPM may refer to other important, longer free standing policies which are added to the manual as an attachment (e.g. Staff Policy Manual) if not included in the Constitution or Bylaws.



The most important governing work of the Board is to constantly clarify, refine, and hold the Board accountable to the primary vision, mission, values and strategic goals of SAC. The Board majors on ENDS (questions of "what"), rather than on MEANS (questions of "how"). The Board is careful to concern itself with the ends or value issues of what good is to be accomplished, for which people, and with what priorities. They also encourage the staff to concern themselves with the MEANS. When the strategic direction is set, the Lead Pastor is intensely involved and engaged in those discussions since it is expected that the Lead Pastor completes the Ministry Actoin Plan with a focus on how the ENDS are operationalized. 

1.1. SAC Core Values

The Board has determined and articulated the following Core Values, which serve as the guiding principles for all strategic ENDS and MEANS for SAC: 

We are committed to …

  • Prayer – as a cornerstone of our relationship with and obedience to Christ (Colossians 4:2),
  • The Word – preaching, teaching and personally studying the Bible as our only rule of faith and practice (2 Timothy 3:16-17),
  • Discipleship – helping every person grow spiritually, moving from where they are to a deeper trust in and obedience to Christ (Colossians 2:6-7),
  • Evangelism – doing all we can to make disciples of Christ in our community, our country and our world (Matthew 28:18-20),
  • Relationship – building intentional relationships in order to be encouraged, supported and equipped for life and ministry (Hebrews 10:24-25),
  • Holiness – growing together in unity as we die to sin and self in pursuit of radical holiness (2 Corinthians 7:1),
  • Worship – gathering together as the body of Christ, glorifying God individually and corporately as we are led by His Spirit (John 4:23-24),
  • Serving – being the hands and feet of Jesus as we sacrificially serve one another in love (Philippians 2:4-8),
  • People – without minimizing the truth and consequences of sin, we welcome, accept, care for and value every person as important to God (1 Timothy 2:3-5 or 2 Peter 3:9),
  • Stewardship – carefully using the resources God has entrusted to us to glorify Him and further His Kingdom (2 Corinthians 9:8-10).

1.2. Strategic Direction

See also Vision Summary.

1.2.1. Vision Statement

Sturgeon Alliance Church exists, through the work of the Holy Spirit, to make fully devoted followers of Jesus Christ who are growing in their love for God and their love for one another.

1.2.2. Motto

Making Jesus Famous

Make Jesus famous by:

  • Looking up - in prayer and worship
  • Looking in - into God's word and letting God's word into our hearts
  • Looking out - in service, mission and fellowship

1.2.3. Priorities

Our priorities for the next 3-5 years are: Sunday morning experience Small Groups Local Outreach Global Outreach Under 18 - Children & Youth Ministry

1.3. Ends Measurement

In order to ensure our constant pursuit of the strategic direction we believe God has given to us, we intentionally measure the progress of our goals. This is done formally on an annual basis, as a whole, but in part at each monthly board meeting. 


The Board is responsible for its own job design, its own development, and its own performance and discipline. The Board is to be viewed as stewards or trustees for the church membership and thus has responsibility for accountability to them. The Lead Pastor is accountable to the Board. 

2.1. Governing Philosophy

The Board of SAC exists to lead the church in the promotion of the Gospel and the building of God's Kingdom in Gibbons and throughout the world. Because they are both governors and church volunteers, Board members will find themselves wearing and switching between the following "hats": 


The Board governs when gathered and only when gathered; governing happens only when gathered with an appropriate quorum. This takes place through the establishment of policies that begin broadly and only become as specific as needed to effectively guide and release the staff. Policies prescribe ends (goals) and establish empowering boundaries to free the staff to use a wide range of means in doing the work of the ministry.


Board members may take assignments from the Board on behalf of the Board. Occasionally the Board assigns an individual or group a project for which they are responsible to the Board. This requires great clarity regarding responsibility, duration and reporting.


Board members are urged to serve as volunteers and to assist the staff and other volunteers in building the strategies, ministries and profile of SAC. As official members of SAC, Board members are already expected to serve as volunteers in serving, supporting and assisting SAC personally, publicly, financially and with their respective expertise, and as Board members must recognize that they set an example for all other members in this also.

2.2. Style of Governance

The Board does its business in a way that promotes deepening our relationship with God and each other. Our style provides for significant engagement and policy setting to promote building God's kingdom and the ministry of SAC. The Board style is:

  1. Prayerful; always seeking the guidance of the Holy Spirit,
  2. That of seeking consensus whenever possible,
  3. Proactive and forward looking,
  4. Loyal, confidential and fiercely protective,
  5. That of inviting diversity, embracing differences and being forthright and decisive in dialogue and decisions,
  6. Strategic and not administrative,
  7. To set the bar high for leaders in our church,
  8. One which promotes and requires an effective working relationship with our lead pastor.
  9. Honest and earnest in feedback and evaluation.

2.3. Purpose & Role Description

There are 4 primary areas the Board gives oversight to:

2.3.1. Church Vision, Mission, and Strategic Ends

The Board takes the lead in establishing and keeping itself focused on the church vision, mission and Strategic Ends policies.

  1. The Board determines and constantly refocuses the broad vision, priorities, and values of the church (put in writing, review and hold the organization accountable to them).
  2. The Board approves the major priorities, goals and desired results and then encourages and ensures that the Lead Pastor and staff develop a more complete Ministry Action Plan to accomplish them.

2.3.2. Continuous Improvement

The Board develops, inspires, holds itself accountable to continuously improve, and evaluates its governance, implementation and volunteer involvements.

  1. The Board maintains and continuously updates this BPM to address all aspects of Governance.
  2. The Board prioritizes regular and consistent times for prayer, earnestly seeking the Lord's leading and wisdom in governing the church well.
  3. The Board engages in strategic congregational and external listening, communication, relating and dialogue to ensure that the church remains sensitive to the mandate and perspectives of its members, adherents and community.

2.3.3. Supervise the Lead Pastor

The Board establishes and implements the necessary policies and processes to place, orient, develop, care for, evaluate and supervise the Lead Pastor (the Board's only formal staff connection).

  1. The Board sets up a selection process and criteria, identifies, orients, places and evaluates a Lead Pastor best suited to lead and manage the church (this involves a professional search, agreement beforehand on the expectations, and regular evaluation).
  2. The Board encourages, nurtures, cares for, and ensures the consistent development of the Lead Pastor in a way that models what is expected of him in his work with other staff (primarily through good policies, good teamwork, fair compensation, show of support, clear communication and staff evaluation conducted on an annual basis as a minimum).

2.3.4. Clarify Empowering Boundaries

The Board establishes and continuously reviews policies that clarify the empowering boundaries on the means the Lead Pastor, staff and volunteers use in leading and managing the organization.

  1. The Board assumes responsibility for/of ownership, use and disposal of all major property of the church in accord with legal and policy requirements.
  2. The Board ensures the existence and periodic audit of staff-developed policies that flow from the Empowering Boundaries policies set by the Board (anything not specified by the Board Empowering Boundaries policies is contingent on the interpretation of the Lead Pastor). These staff-developed policies can include but are not limited to areas of finance, human resource, program, structure, information and human relations.
  3. The Board ensures the financial and functional solvency, integrity, morality, prudence and legality of the organization (set wise financial and functional policies, model personal support, assist as volunteers).

2.4. Board Development, Support and Discipline

The Board will engage in measures of development, support, and discipline for constructive development and significant function.

2.4.1. Code of Conduct

  1. Board members adhere to SAC's missional, theological, and ministry values. In addition, the Board expects of itself and its members that they be ethical, businesslike, and respectful in their conduct. Board members must represent non-conflicted loyalty to the interests of the entire church, superseding any conflicting loyalty such as that to advocacy or interest groups within the church.
  2. Board members must avoid any conflict of interest with respect to their fiduciary responsibility. There must be no conduct of any private business or personal services between any Board member and the church except as procedurally controlled to assure openness, competitive opportunity and equal access to inside information.
  3. Board members make no judgments of the Lead Pastor or staff performance except as performance of the Lead Pastor is assessed against explicit Board policies and agreed upon performance objectives and expectations.

2.4.2. Board Development

Board development in part and as a whole is a high priority. We endeavor to hold an annual Board development retreat in order to enhance Board understandings, awareness, relationships, functions and commitment. In addition, efforts will be made to provide additional Board development resources.

2.5. Board Recruitment

Understanding that Board members are nominated by the annual Nominating Committee, and elected/affirmed by the members present at the Annual General Meeting, the Board endeavors to ensure ongoing leadership continuity through intentional recruitment and succession planning.

As men are nominated by the SAC Nominating Committee, each nominee shall be given adequate briefings on the role of the Board, officers, and staff; an overview of plans and finance; a set of Board policies; Board terms; etc. The board Chair ensures that each new board member is sufficiently equipped to effectively function on the board. This may include provision of training and/or being mentored by an existing board member.

2.6. Board Officer Roles

The roles and responsibilities of Board Officers are outlined in Article VIII of the Local Church Constitution of The Christian and Missionary Alliance in Canada, and are restated and expanded upon as follows:

2.6.1. Role of the Chair

  1. The Chair presides at regular and special meetings of the Board. The job product of the Chair is, primarily, the integrity of the Board's process; in this the Chair manages the Board. The Chair is the only trustee authorized to speak for the Board, other than in rare and specifically authorized instances. The Chair functions as SAC's Chief Governance Officer.
  2. The Chair ensures:
    1. that the Board and its members behave consistent with the Board Policy Manual and the regulations imposed upon it from outside the organization.
    2. The Board only discusses those issues which, according to Board policy, clearly belong to the Board to decide (and not to the Lead Pastor), or any issues which the Lead Pastor requests the Board to discuss.
  3. The authority of the Chair consists only in making decisions on behalf of the Board, which fall within and are consistent with any reasonable interpretation of Board policies on Governance Process and on the Board/Lead Pastor relationship. The Chair has no authority to make decisions beyond policies created by the Board; therefore, the Chair has no authority to supervise or direct the Lead Pastor, but is expected to maintain close communication, offer advice, and provide encouragement to the Lead Pastor on behalf of the Board.

2.6.2. Role of the Vice-Chair

The Vice-Chair serves in the above ways in the event of absence of the Chair, as requested by the Chair, or if the Chair's behavior is not consistent with the Board Policy Manual.

2.6.3. Role of the Secretary

The Secretary is responsible to ensure that the Board minutes are recorded, distributed and securely archived, and shall ensure the safekeeping of all official records. The Secretary shall conduct the official correspondence of the church as directed by the Board. The Secretary is also responsible to ensure that the Board Policies Manual is kept current, updated and circulated and that agreed-upon documents are well preserved.

2.6.4. Role of the Treasurer

The Treasurer ensures that all funds of the church are received and disbursed as directed by the Board and its policies, ensures that proper records are maintained, and reports as required.

2.6.5. Role of the Clerk

The Board may choose to appoint a Clerk to assist the Secretary in:

  1. the recording of Board minutes,
  2. updating the published policies as per motions recorded in the minutes,
  3. providing historical context to active discussions from past minutes and policies.
The clerk shall attend regularly scheduled Board meetings and provide the Secretary with the minutes within 5 days of Board meetings. The Clerk shall be appointed by the Board for a 1-year renewable term.

2.7. Board Meetings

Policies which are intended to improve Board process follow:

2.7.1. Scheduling

The schedule of Board meetings should be set a minimum of 3 months in advance, with the exception of specially called meetings. It is expected that there will be a monthly Board meeting, with a minimum of planned quarterly Board meetings scheduled. Other business will be conducted by electronic means (where absolutely necessary) and/or specifically called meetings beyond those scheduled.

2.7.2. Attendance Expectations

Board members are expected to attend every Board meeting, if at all possible. Board members should never be absent for more than 1 meeting in each 6-month period; if this happens, the Board will discuss the merits of said Board member's continued involvement on the Board.

2.7.3. Minutes

  1. Minutes are sent to all Board members within 7 days of Board meetings.

2.8. Board Ad Hoc Advisory or Work Groups

The Board may wish to establish advisory or working groups from time to time as needed. When the Board determines the need to have specialized advice or project work done they may appoint such groups as they see fit and for a span of time they choose to. These special teams will function for and report to the Board, and will be limited to work within the scope of Board responsibilities (they will not be created to work on areas that are under the scope of the Lead Pastor/staff responsibilities, unless created by and reporting to the Lead Pastor/staff).


3.1. Delegation to the Lead Pastor

While the Board job is generally confined to establishing the broadest policies, implementation and subsidiary policy development is delegated to the Lead Pastor.

  1. All Board authority delegated to staff is delegated through the Lead Pastor, so that all authority and accountability of staff – as far as the Board is concerned – is considered to be within and under the authority and accountability of the Lead Pastor.
  2. Ends policies direct the Lead Pastor to achieve certain results; Empowering Boundaries policies constrain the Lead Pastor to act within acceptable boundaries of prudence and ethics. With respect to ends or means that the Board does not address, the Lead Pastor is authorized to establish all further policies and plans, make all decisions, take all actions and develop all activities as long as they are consistent with any reasonable interpretation of the Board's published policies.
  3. The Board may change its policies during any meeting, thereby shifting the boundary between Board and Lead Pastor. Consequently, the Board may change the latitude of choice given to the Lead Pastor, but so long as any particular delegation is in place, the Board and its members will respect and support the Lead Pastor's choices. This does not prevent the Board from obtaining information in the delegated areas. And adjustments in policy level for Board involvement is most likely to happen in the early stages of a newly placed Lead Pastor.
  4. The Lead Pastor is the only directly placed staff the Board has. As such the Lead Pastor is the spokesperson for other staff and is the one staff person who is responsible to the Board for their placement, direction and assignment. The Lead Pastor will consult the Board on the selection or placement of all permanent pastoral staff, but a Board decision is not required for any staff other than the Lead Pastor. The Lead Pastor is also the link to the Board and does all the official Board linkage and reporting. Any staff involvement or participation at Board meetings is at the discretion of the Lead Pastor with notice.
  5. The Board in consultation with the Lead Pastor is expected to name an replacement who would fill the role of Interim Lead Pastor during a temporary absence. The Lead Pastor is expected to keep this replacement sufficiently well informed that they could readily carry on the leadership of the ministry for a reasonable interim, given the conditions stated.

3.2. Lead Pastor and Staff Selection

The guidelines for the process of selecting the Lead Pastor are identified in the C&MA Local Church Constitution. The Lead Pastor is the only person that goes through a normal candidating process. All other staff searches, selections and placements are the responsibility of the Lead Pastor, in accord with the policies set out in the Staff Policy Manual. There is the expectation that those being selected for permanent roles to serve pastoral positions will be given sufficient opportunity to meet with and be met by leaders and members of SAC prior to any formal placements be made. 

3.3. Lead Pastor's Macro Job Description

As the Board's single official link to the operations of the church, the Lead Pastor is responsible to speak for and ensure the staff performance as a whole. Consequently, the Lead Pastor's role contributions can be stated as performance in two areas:

  1. organizational accomplishment of the Vision, Priorities & Goals of SAC, as determined by the Board, and
  2. organizational operation within the Empowering Boundaries established by the Board. 

3.4. Monitoring The Lead Pastor's Performance

The purpose of monitoring is simply to determine the degree to which the Vision, Priorities & Goals (outcomes) are being met, and to which the Empowering Boundaries established by the Board are being adhered to (compliance). Information which does not do this will not be considered to be monitoring. Monitoring is as automatic as possible, using a minimum of Board time so that meetings are used to determine God's will for the future rather than to review the past. A given policy may be monitored in one or more of the following ways:

  1. Internal report: The Lead Pastor primarily reports on results achieved towards the Vision, Priorities & Goals established by the Board, with secondary reporting on compliance to the Empowering Boundaries policies.
  2. Direct Board inspection: Discovery of compliance information by a Board member, a committee, or the Board as a whole. This is a Board inspection of documents, activities or circumstances directed by the Board which allows a "prudent person" test of policy compliance.
  3. External report: Discovery of compliance information by a disinterested, external auditor, consultant or evaluator who is selected by and reports directly to the Board. Such reports must assess leadership performance only against policies of the Board, not those of the external party unless the Board has previously indicated that party's opinion to be the standard.

Upon the choice of the Board, any policy can be monitored by any method at any time. For regular monitoring, however, the following data and reports are requested by the Board at times indicated:

3.4.1. Regularly Expected Reports

  1. Board meeting activity and outcome report for each regular scheduled monthly board meeting. This report is an additional channel by which the lead pastor can communicate areas of prayer concern to the board.
  2. Annual Report for internal Board and membership use and external use for promotion when it is deemed to be beneficial.
  3. Annual Ministry Action Plan.
  4. Annual Performance Review: In addition to on-going monitoring, the Board annually conducts a specific opportunity for the Lead Pastor to present a self-evaluation, and for the Board to gather data, organize their evaluation of the Lead Pastor's performance (in an in-camera session) and have it presented in a face-to-face debriefing with him. The Treasurer is responsible to make recommendations to the Board on the compensation package for the Lead Pastor based on Western District guidance documents and the current financial position.

3.5. Communication and Counsel to the Board

With respect to providing information and counsel to the Board, the Lead Pastor must inform the Board about matters essential to carrying out its policy duties and is free to operate within the following restrictions. Accordingly, he must:

  1. Inform the Board of relevant trends, anticipated adverse media coverage, material external and internal changes, and changes in the assumptions upon which any Board policy has already been established.
  2. Submit the required monitoring data in a timely, accurate and understandable fashion, directly addressing provisions of the applicable Board policies.
  3. Make reasonable effort to inform the Board of issues, external points of view, and options to enable the Board to make informed decisions.
  4. Present information in a concise and accurate form.
  5. Provide appropriate mechanisms to distribute official Board, officer or committee communications.

3.6. Encouragement, Care, Nurture, and Development of the Lead Pastor

The Board is responsible to orient, encourage, care for, nurture and ensure the ongoing development of the Lead Pastor. It is expected that the following are in place:

  1. An annual performance review and focused conversation on the basis of a system preserved in the document.
  2. A monthly conversation with the view to providing care and nurture for the Lead Pastor, by the Chair or his designate.
  3. Establishment of a coaching/mentoring connection by an experienced Board member, volunteer or engaged mentor/coach.
  4. A professional development plan toward ongoing growth of the leadership potential of the Lead Pastor, to be reviewed/updated once a year.


General Guidance and Philosophy: It is the concern of the Board that there be a set of exemplary operational policies that contribute to the guidance, empowerment, growth and direction of the Lead Pastor, staff and volunteer teams, while ensuring the ever deepening health of SAC. These policies on empowerment and limitations are also set with the hope of guiding the Lead Pastor toward increasing capacity to manage the operations of SAC so the Board can focus on prayer and the Word, and deepen their involvement in helping influence the Strategic Ends of the church. 
Board policy relative to operations is important not because operations are ENDS but because they are MEANS to an established and targeted END. As a consequence Board policy in this area is intended to ensure the appropriateness, ethics, functionality, legality, prudence and effectiveness of the MEANS. It should be understood that the Board is deeply concerned about the desired ENDS but they are also concerned to surround the Lead Pastor, staff and volunteer teams with empowering boundaries within which they have full freedom to use a wide array of MEANS. It is with this in mind that the empowering boundaries to follow are established. 

4.1. Operational Defining Principles

  1. All authority delegated to the operation is delegated through the Lead Pastor, so that all authority and accountability for the operation is considered to belong to the Lead Pastor.
  2. The Lead Pastor is accountable to the Board for the outcomes on the targeted ENDS and hence on how the MEANS contribute to those ENDS.
  3. Monitoring data that discloses the degree of results toward strategic ENDS policies and empowering boundaries will be systematically gathered by the Board and considered to be the measure of the Lead Pastor's impact.
  4. As long as the Lead Pastor uses any reasonable interpretation of Strategic Ends and Empowering Boundaries policies, the Lead Pastor is authorized to establish all further policies, make all decisions, gain any desired advice, take all actions, establish all practices and develop all activities as long as they conform to the following operational limitations (as described in sections 4.2 through to 4.9).

4.2. Strategic Thinking Resource Definitions

  1. The Lead Pastor is expected to guide the staff, volunteers and members in strategic thinking, strategic conversations and strategic planning initiatives to ensure that there is a continuously updated Ministry Action Plan in place that flows from the Board-directed vision, priorities, and goals.
  2. The Lead Pastor is expected to report annually that a Ministry Action Plan is in place and to identify the primary initiatives in these plans for the next fiscal year.

4.3. Financial Resource Definitions

To protect the Lead Pastor and the organization it is expected that the Lead Pastor will report the reality to the Board when any of the following conditions are not met:

  1. The Lead Pastor is responsible in establishing an integrated and readily understood annual financial budget, and to ensure that the current cash position never drops below a limit set by the Board (currently at $50,000 as of December 2015). This budget should include both operating expenses and capital expenditures (not including major building/expansion projects).
  2. The Board is responsible in consultation with the Lead Pastor, in establishing a formula for the allocation of all surplus funds that are available over and above the set cash reserve fund. This formula will place a high priority on debt reduction, with a minimum of 50% of excess funds being allocated to debt/mortgage reduction whenever there is debt to reduce.
  3. The Lead Pastor ensures the staff and volunteer teams work within the approved budget.
  4. The Lead Pastor to design a plan for emergency cost-cutting, to be implemented when actual revenue is significantly below budgeted revenue such that projected funding for projected expenses is not sufficient.
  5. The Lead Pastor ensures that all expenses paid by SAC are within Canadian law, including those regulations related to Registered Charities in Canada.
  6. Any missions focussed financial initiative outside of mission’s annual budget needs to be approved by the board.

4.4. Funding Resource Definitions

  1. The Lead Pastor ensures that all fund raising within SAC is in line with biblical standards as well as any Canadian legal requirements.
  2. The Lead Pastor manages and releases sufficient staff (paid and volunteer), structure and activity to raise funds needed for achieving the targeted SAC vision, priorities, and goals.

4.5. Facility/Capital Resource Definitions

  1. The Lead Pastor or staff shall not purchase facilities or real estate without Board approval and subject to Western Canadian District property guidelines.
  2. At no time should a capital expenditure of over 1% of the total annual budget be made without Board approval.
  3. The Lead Pastor ensures that an annual capital expense budget is prepared (within the annual budget or separate from but integrated) on an annual basis.
  4. The Lead Pastor shall ensure that the church building is not used in such a way that would jeopardize its future use or make it uncomfortable for others to physically come into the building due to such things as allergies.

4.6. Human Resource Definitions

  1. The Lead Pastor sees to the establishment and maintenance of a set of policies and practices to ensure that all hiring of staff be in accordance with the laws of Canada and the Province of Alberta, with biblical standards and the values of SAC, and with Board policies. He will ensure that the advertising and selection, placement, and evaluation of staff clearly declare and expect that all current and future staff be in agreement with the statement of faith, policies of SAC and the Manual Of The Christian and Missionary Alliance in Canada.
  2. The Lead Pastor ensures that any individuals in teaching positions within SAC have been pre-approved by the board. In addition, the lead pastor ensures that any individual serving on the Small Grup Leadership Team, Benevolent Team, Missions Committee, and Plan to Protect Chair have been pre-approved by the board.
  3. The Lead Pastor fosters an atmosphere and shapes a community of service that encourages staff members to support one another and their leadership as they serve together to fulfill the vision and mission of SAC.
  4. The evaluation of staff is based on an established plan and a continuous process designed to endorse the value of each staff member to the organization, and further that the evaluation be carried out with respect, fairness, honesty, forthrightness and style as benefits a Christian organization.
  5. The Lead Pastor sees to the establishment, upkeep and communication of an exemplary process for dealing with difference, diversity, conflict and staff grievances that is biblical, redemptive, ethical and legal.
  6. The Lead Pastor insists that treatment of paid and volunteer staff is not inhumane, unfair or undignified. Accordingly, he ensures that there is no discrimination toward or among them, and that their working conditions are reasonable, sustainable and safe. He ensures that all staff has access to an adequate grievance procedure, and that the compensation package for paid staff is based on the Western Conference District Salary Grid.
  7. The Lead Pastor ensures that the policies and practices that apply to all staff be continuously updated and available to them.
  8. The Lead Pastor takes responsibility for the selection and placement of staff for maximum positive outcomes toward the vision, priorities, and goals of SAC, but does so in consultation with the Board as it relates to the addition of permanent pastoral staff.

4.7. Program Resource Definitions

  1. All current ministries/programs and any proposed development of new ministries/programs must demonstrate that they contribute to the vision, priorities, and goals of SAC, and that they fall within the established Ministry Action Plan of SAC.

4.8. Networking Resource Definitions

This includes partnerships, affiliations, etc.

  1. The Lead Pastor guides the staff (paid and volunteer) in designing programs to attract and engage an ever-increasing number of persons from the external community toward the church and then toward the serving core of the church.
  2. The Lead Pastor continuously inspires and influences the church to move out into the church community and their own local communities, region, nation, and world to touch people with and tell people about the love of Jesus.

4.9. Security of Resources Definitions

4.9.1. Protection of Assets

The Lead Pastor ensures that assets are never unprotected, put at unnecessary risk or inadequately maintained, and accordingly he may not:

  1. Unnecessarily expose the church, its Board, staff, or volunteers to claims of liability.
  2. Acquire, encumber or dispose of real estate without Board approval and within the guidelines of the Western Canadian District.

4.9.2. Protection of Resources

The Lead Pastor ensures that there are sufficient checks in place to guard against potential accusations of fraudulent use of SAC resources.

4.9.3. Board Responsibilities

The Board ensures that:

  1. There are approved signing authorities in place at all times for the organization.
  2. There is an external annual audit or review, and that the external auditors report to the Board.
  3. There is an annual report to the membership on the external audit from the Treasurer or a representative of the external auditors.
  4. An annual Lead Pastor salary recommendation is designed and made to the full Board by the Treasurer for Board approval.
  5. There is adequate insurance against theft and casualty losses to at least 80% replacement value and against liability losses to Board members, staff, volunteers, or the organization itself to beyond the minimally accepted and prudent level.
  6. There are sufficient controls to meet the auditor's standards.


5.1. Board Document Preservation

Any useful Board documents not included in the Letters Patent, Bylaws, or this set of policies that the Board feels essential or these policies named to be included, be kept for ready reference by the Board Secretary, or a delegate appointed by the Board. 

5.1.1. Appendix 1 - Supporting Policy Documents

5.1.2. Appendix 2 – Vision/Mission/Strategic Goals Documents

5.1.3. Appendix 3 – Governance Process & Development Documents

5.1.4. Appendix 4 – Board/Lead Pastor Relationship Documents

  • Lead Pastor Job Description

5.1.5. Appendix 5 – Empowering Boundaries Documents

Concluding Reminder: Except for time limited or procedural only policies which are recorded in minutes or in staff documents, all new Board policies should be able to fit into a framework similar to the above. These policies are always under review and expected to be refined regularly to improve the effectiveness of the church and of the Board, as the Board in its wisdom determines.