ctkcda.com · Web view1700 E. Pennsylvania AveCoeur d’ Alene, ID 83814. p. 208-664-9231. f. [Fax] [Email] . 1700 E. Pennsylvania AveCoeur d’ Alene, ID 83814

Christ the King Governing Manual(A Policy Based Governance Model)

Revised August 2018

1700 E. Pennsylvania AveCoeur d’ Alene, ID

p. 208-664-9231f. [Fax]

[Email]www.ctkcda.com

Table of ContentsI. Preamble to Policy-Based Governance.................................3

MissionDirectionPurposeVisionCall to ActionExpected OutcomesCore ValuesMoral Owners and StakeholdersStrategic AllianceCommunity

II. 1.0 Board of Directors Ends Policies....................................5III. 2.0 Board of Directors Self-Governance Policies.................5

2.1 Purpose2.2 Responsibilities2.3 Principles of Operation2.4 Administrative Guidelines2.5 Limitations2.6 Individual Member Responsibilities2.7 Discipline2.8 Election2.9 Qualifications for Board Membership2.10 Officers2.11 Calendar, Meeting, and Reporting Structure

IV. 3.0 Board of Directors -Staff Relationships..........................93.1 Purpose3.2 Board of Directors, Executive Staff3.3 Board of Directors Manner of Delegation3.4 Matters requiring Board of Directors Action3.5 Exceeding Executive Limitations3.6 Means of Monitoring3.7 Strategic Alliance Responsibilities3.8 Executive Staff Accountability

1POLICY-BASED GOVERNANCE MANUAL, AUGUST 2018

V. 4.0 Senior Pastor................................................................114.1 Purpose4.2 Responsibilities4.3 Accountability4.4 Limitations

VI. 5.0 Executive Director........................................................145.1 Purpose5.2 Responsibilities5.3 Accountability5.4 Limitations

VII. 6.0 Minister of Children, Youth, and Family Outreach......166.1 Purpose6.2 Responsibilities6.3 Accountability6.4 Limitations

VIII. 7.0 Director of the Early Learning Center..........................187.1 Purpose7.2.............................................................................................7.3 Accountability7.4 Limitations


Organizational Chart


Preamble to Policy-Based GovernanceMissionChrist the King exists to bring people into a living relationship with Jesus Christ and nurture them in discipleship.

Direction“Therefore go and make disciples of all people, baptizing them in the name of the Father, and of the Son, and of the Holy Spirit, and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age.” Matthew 28:19-20

PurposeIs to Witness to one another and our community proclaiming God’s grace through dynamic, sacramental worship, in depth bible studies and expanding educational opportunities. Initiate acts of Mercy and compassion and to care for all those in need. Create and celebrate Life Together through a variety of social ministries and outreach opportunities to our community through our Early Learning Center and Youth and Family Ministries. To become committed to ministry that “Begins and Ends with Purpose.”

VisionTo cultivate a vibrant congregation that is committed to the life long process of spiritual growth and discipleship. A family of Christian brothers and sisters committed to spreading the good news of the Gospel and seeking out those who do not have a personal, saving relationship with Christ, and becoming an integral and essential part of our community.

Call to Action“Do not merely listen to the word, and so deceive yourselves. Do what it says.” James 1:22

Expected OutcomesBegin a movement where we invest in people as opposed to programs, move from membership orientation toward discipleship, see our targets shifting from congregation to community and empowering and releasing our people for ministry. Becoming a Simple/Essential Church where our ministries encompass the importance of Clarity, Movement, Alignment and Focus. Develop and implement a process that provides opportunities to grow spiritually.

Core ValuesGod’s Word is the foundation of our Mission and Ministry. Making Word and Sacrament Ministry available under the office of the Ministry in responsible and diverse practices based on the Doctrine and Theology of the LCMS and the expectations of our local culture. Encouraging our congregation to be and become a place where people are introduced to the love of God in Jesus Christ and are supported in becoming His disciples. Encouraging the activity of the priesthood of all believers in sharing the love of Jesus Christ with the people surrounding their lives, and that we are a people blessed to be a blessing to others. We are committed to the belief and recognize the value of Christian Education.


Moral Owners and StakeholdersFellow Christians in membership at Christ the King Lutheran Church and all of God’s people that we develop relationships with.

Strategic AllianceMutually beneficial relationships with other organizations or individuals within our congregation or community that share common goals, support the core values of Christ the King, strengthen our emphasis on Witness, Mercy and Life Together and assist us in fulfilling our Mission Statement. Our strategic partners: R.S.O’s (recognized service organizations).

Community All believers in Christ in greater Kootenai County and North Idaho.

1.0 Board of Directors Ends Policies

2.0 Board of Directors Self-Governance Policies2.1 PurposeThe Board of Directors fundamental purpose is to provide Christ-centered, Spirit-led leadership to this congregation and our community in pursuit of the fulfillment of our Mission and Mission Statement, that: “We exist to bring people into a living relationship with Jesus Christ and nurture them in discipleship”. Specifically, to provide clear Vision, Direction and Governance Policies focused on our Mission Statement, and to intentionally and purposefully position Christ the King as an essential component of this community.

2.1.1 To ensure on behalf of the others (congregation and community) that our focus on Witness, Mercy and Life Together is reflected in everything we do related to the mission and ministry of this congregation.

2.1.2 Govern with an emphasis on outward vision rather than internal preoccupation. To emphasize mission rather than maintenance, people instead of programs and to be proactive rather than reactive focusing on the future as opposed to dwelling on the past.

2.2 Responsibilities2.2.1 Establish the Board Ends Policies centered on Witness, Mercy and Life Together,

to be implemented by the senior staff (Senior Pastor, Executive Director, ELC Administrator).

2.2.2 Annually review and update as needed the Ends Policies (long range goals and ministry objectives) of the Board


2.2.3 Annually review and update as needed the Board’s Governing Policies related to; Board Self-Governance (2.0), how the Board conceives, carries out and monitors its own task; Board Staff-Relationships (3.0), the delegation and monitoring of power, authority, and accountability of the executive staff, constraints on senior pastors authority that establish the prudent, ethical and legal boundaries within which administrative and financial activities and decisions take place; Executive Director (5.0), constraints on the executive directors authority that establish the prudent, ethical and legal boundaries within which administrative and financial activities and decisions take place.

2.2.4 Oversee and coordinate all congregational activities by establishing and monitoring polices that guide the efforts of the senior staff and to encourage an atmosphere of collegiality and open communication between Board, staff and the congregation.

2.2.5 Administer and oversee annual evaluations and performance reviews of the senior staff as well as conduct an annual self-evaluation of the Board’s performance.

2.2.6 Establish and present with the assistance of the Executive Director, Treasurer, Financial Secretary and Finance Committee the annual budget and spending guidelines for the congregation and Early Learning Center (ELC).

2.2.7 Annually appoint the positions of Congregational Treasurer, Financial Secretary and members of the Endowment, Finance and Audit Committees.

2.2.8 The Board shall assume the responsibilities of the Executive Director should a vacancy or long-term absence occur.

2.3 Principles of Operation2.3.1 The Board will govern in a manner which emphasizes:

Outward vision rather than an internal preoccupation Prudent leadership more than administrative detail A clear distinction of Board and Staff roles Future orientation rather than past or present Pro-activity rather than reactivity

2.3.2 Govern with vision, focusing on long-term results2.3.3 Govern with an encouragement of diversity, but speak with a singular voice and

commitment2.3.4 Discipline itself to govern in such matters as attendance, preparation, conduct,

respect of roles and general support of Board decisions and actions2.3.5 Be responsible for excellence in governing2.3.6 Direct and encourage the congregation as an organization through careful

establishment of policies written by the Board2.3.7 Be an initiator of policy, not merely a reactor to staff initiatives2.3.8 Regularly monitor and discuss the Board’s process and performance2.3.9 No less than annually evaluate the Board’s effectiveness in carrying out its

responsibilities in reviewing, developing and administrating the Board’s policies2.3.10 Ensure continuity of its governance capability by orientation of new members in

the Board’s governance policies and process

2.4 Administrative Guidelines2.4.1 Quorum: A majority of the Voting members of the Board shall constitute a

quorum of any meeting of the Board2.4.2 Meetings: The Board shall meet at least six (6) times per year. Special meetings

and/or functions needing the Board’s attendance may be scheduled on an as needed basis


2.4.3 Requests for Action: The Board may consider requests unless they are the responsibility of the Staff or other agencies

2.4.4 Policy and Action review: Any member of the Board may ask the Board to call up for review policies or past actions of the Board, or actions or activities which may be appropriate for a Board level review

2.4.5 Vacancy: In the event of a vacancy on the Board, the Board shall appoint a successor to hold office until the next Annual Voter’s Meeting (2.9.9)

2.4.6 Decisions: The Board will make decisions by consensus. However, the Chairman or any Voting member of the Board may call for a vote

2.5 Limitations2.5.1 The Board of Directors shall act on behalf of the congregation in all matters

delegated to it by the Constitution and By-laws or by action of the congregation. However, congregational authorization will be required to do any of the following:

2.5.2 Call or remove called workers.2.5.3 Undertake a capital campaign in an amount greater than 10% of the current

year fiscal plan.2.5.4 Incur additional long-term debt2.5.5 Buy, sell, mortgage or transfer real estate.2.5.6 Elect or remove members of the Board of Directors (2.7.1).2.5.7 Excommunicate a member of the congregation.2.5.8 Execute a merger or dissolution of the congregation.

2.5.9 Execute a merger or dissolution of the School Ministry.2.5.10 Amend the Constitution and/or the By-Laws.2.5.11 Approve the Annual Ministry and Financial Plans.

2.6 Individual Member Responsibilities2.6.1 Participating in the weekly worship and discipleship offerings of the

congregation as well as daily prayer, personal Bible study, and other disciplines for faith development including sacrificial giving of their time, talents and treasures.

2.6.2 Behaving in a Christ-like manner, relating with integrity, honesty, morality and love.

2.6.3 Developing a working knowledge of and adherence to all Board policies.2.6.4 Being prepared for Board meetings by prayerfully considering all advance

materials.2.6.5 Actively and regularly participating in Board meetings, not missing more than

50% in any year, and contacting the Board Chair for dialog before and after a missed meeting.

2.6.6 Working to expand leadership abilities and increase understanding of congregational mission and ministry through supplemental readings or workshop participation.

2.6.7 Making informed decisions by insisting on accurate, verifiable information.2.6.8 Supporting all decisions once they have been resolved by the Board. The Board

shall act and speak with one voice.2.6.9 Investing personal energy and skills in interaction with the congregation in

order to assess needs, opportunities, and progress toward mission and ministries.

2.6.10 Bringing to the Board Chair’s immediate attention any condition or action that they believe violates a Senior Pastor or Executive Director Limitation or Board Governance Policy.


2.6.11 Keeping Board documents and discussions confidential, unless given permission by the Board acting as a whole. The Board Policy Manual, approved minutes and approved audited financial statements do not require permission and are to be published on the church web-site, www.ctkcda.com.

2.7 Discipline 2.7.1 Board discipline is intended to assist Board members in maintaining good

communication and a full commitment to working in a covenant relationship. A member of the Board who violates any policy shall be counseled by the Chair or the Vice Chair if the member under discipline is the Chair. Should violations continue, then the Board Member shall be counseled by the Board as a whole. A request for resignation of any Board Member who continues to violate policy after such counseling shall require a 60% majority vote of the voting members of the Board, with said member not being counted in determining such majority. If the Board Member under discipline refuses to resign, the Board may request by a 60% majority vote of the voting members of the Board, with said member not being counted, that the Congregational Assembly remove the member from the Board. A Board Member may be removed by a 60% vote of a properly called congregational assembly.

2.8 Election2.8.1 Membership on the Board shall not exceed 5 elected members. Members shall

be elected on a rotation basis at the annual congregational meeting. Chairman of the Board of Lay Ministry and ELC Education Board shall also be voting members. The Senior Pastor shall be an ex officio member of the Board. Total Board members shall be 8.

2.8.2 A Nominating Committee led by the Vice-Chair and including two congregational members shall be appointed each year three months prior to the annual voter’s congregational meeting. The Senior Pastor shall serve as an ex officio member of this committee. The Nominating Committee shall solicit the names of prospective candidates from the Board and stewards of the Congregation.

2.8.3 When calling for nominations, the Nominating Committee shall inform the congregation of the nominating and election process, board and individual member responsibilities, and required qualifications (below). Anyone who chooses to nominate an individual must submit a completed nomination form for that person to the Nominating Committee one month prior to the annual voter’s congregational meeting. The submission of a name does not guarantee that the individual will be placed in nomination.

2.8.4 The Nominating Committee shall develop a recommended slate or qualified candidates to fill the upcoming vacancies and present to the congregation the final slate, along with information regarding qualifying criteria for each nominee, at least two weeks prior to its annual meeting. The congregation shall elect only individuals who have been deemed qualified by the Nominating Committee.

2.9 Qualifications for Board Membership2.9.1 Ability to fulfill Board and Board Member Responsibilities (see 2.2. and 2.6.

above);


2.9.2 Support for visionary thinking and strategic planning regarding the congregation’s core values, mission and purpose, based on our mission statement and our focus on Witness, Mercy and Life Together;

2.9.3 Understanding and support of Policy Based Governance;2.9.4 Ability to represent the concerns of the congregation;2.9.5 Effective communication skills for dialogue with the congregation and board

members;2.9.6 Upon election to the Board of Directors the individual must step down from any

other elected position with the exception of the elected chair of Lay Ministry and chair of ELC;

2.9.7 Not employed by the congregation;

2.9.8 Not having a spouse or immediate family members serving on the board at the same time.

2.9.9 Terms of Service for Board members shall be three (3) years, with no board members serving more than two consecutive elected terms. If appointed to fill a vacancy, that member must be re-elected at the next annual voters meeting and may not stand for re-election if another term would extend their service to more than seven (7) years.

2.9.1 Initial terms of service only, two members will be elected for two years and three members shall be elected for three years. Then thereafter refer to 2.9.9.

2.9.10 Vacancies that occur on the Board of Directors shall be filled by appointment of individuals who meet the required qualifications of Board Membership. Every effort shall be made to fill vacancies within three months of their occurrence.

2.10 OfficersOfficers shall be a Chair, Vice-Chair, and Secretary, and these shall be the officers of the congregation. The Board shall elect the officers at the first meeting of the new Board of Directors each year.

2.10.1 CHAIR 2.10.1.1 Work with the Senior Pastor and Executive Director to establish

the agenda for congregation and board meetings.2.10.1.2 Preside over all meetings of the Board of Directors, ensuring the

integrity of the Board’s process such that discussion includes only those issues that belong to the Board to decide or monitor. Deliberation will be fair, open and thorough, but also timely, orderly and kept to the point. Information that is for neither monitoring performance nor Board decisions will be avoided or minimized.

2.10.1.3 Initiate counsel with any Member of the Board who violates board policy in accordance with 2.6 above.

2.10.1.4 Preside at all official meetings of the congregation.2.10.1.5 Determine, in consultation with the Senior Pastor and Executive

Director, who will represent the congregation to the public or press should the need arise.

2.10.1.6 Promptly present to the Senior Pastor and Executive Director any concerns regarding exceeding Executive Limitations, and report findings to the Board.

2.10.2 VICE-CHAIR 2.10.2.1 Preside at all meetings of the Board of Directors or Congregation

when the Chair is absent or when requested to do so by the Chair.2.10.2.2 Serve as Chair of the Nominating Committee.2.10.2.3 Initiate counsel with the Chair of the Board should the Chair

violate policy in accordance with 2.5 above.


2.10.2.4 Be thoroughly familiar with and serve as a resource to the Board and Congregation for questions concerning the congregation’s Constitution and By-laws.

2.10.3 SECRETARY 2.10.3.1 Maintain minutes of all meetings of the Board of Directors and

Congregation. Copies of all such minutes shall be kept on file in the church office, published on the website and made available for congregational review.

2.10.3.2 Conduct all official correspondence of the Board of Directors and the Congregation.

2.11 Calendar, Meeting, and Reporting Structure 2.11.1 Meet at least six (6) times a year in January, March, May, July, September and

NovemberJanuaryReview Ends Polices, Board Education: Vision-Mission-Purpose / Witness-Mercy-Life TogetherMarchReview Ends Policies, Initiate Annual Budget Planning and Election Process, and establish Nominating Committee MayReview Budget and Election Process, Schedule Annual Voters meeting and Annual ReportsJulyReview Ends Policies, Board Education, Election of Chairman, Vice Chairman and Secretary, New Member orientationSeptemberPerformance Appraisals of Senior Pastor and Executive Director, Annual Audit ReviewNovemberReview Ends Policies, Annual Review of Board’s Effectiveness

2.11.2 The Board Shall report to the congregation at least twice (2) a year on progress related to its Ends Polices as well as Synod, District, financial, sociological and cultural trends that may impact the congregation and community.

3.0 Board of Directors -Staff Relationships3.1 Purpose

To provide clarity and address how the Board of Directors and Senior Pastor and Executive Director relate to each other and how the Board and all Staff and volunteers link to direct interaction and communication between all concerned parties.

3.2 Board of Directors, Executive Staff3.2.1 In general the Board of Directors speaks with one voice and all Board authority

is delegated to the Senior Pastor and Executive Director. This means that they report to the Board as a whole, not to individual Board members, officers of the


congregation or Board committees. This means that the Board works only with the Senior Pastor and Executive Director and does not direct the staff or volunteers.

3.2.2 The Board sets policy and delegates implementation to all staff and volunteers through the Senior Pastor and Executive Director.

3.3 Board of Directors Manner of Delegation3.3.1 The function of the Board is to develop, monitor and enforce governance policy,

not to implement it.3.3.2 Except for assignments of its own work to committees, consultants or officers,

the Board shall delegate authority only to the Senior Pastor and or to the Executive Director. Any other subordinate employee or entity operating with the authority of the congregation shall receive that authority from the Senior Pastor, Executive Director or a person assigned such authority by the Senior Pastor or Executive Director.3.3.2.1The Board shall relate to all staff officially only through the Senior Pastor

and or Executive Director.3.3.2.2Board Members shall be prudent in their contact with staff and shall keep

the Senior Pastor and Executive Director informed about significant contacts with any staff member.

3.3.3 The Board shall address only Board policies of purpose or governance, leaving operational policies to the discretion of the Senior Pastor and or Executive Director. The Senior Pastor and Executive Director shall develop operational procedures and make appropriate decisions in order to achieve the Board’s Ends Policies in keeping with their Executive Limitations.

3.3.4 The authority of the Senior Pastor and Executive Director shall begin where the explicit pronouncements of the Board ends. Except as required by governing policies or law, decisions of the Senior Pastor and Executive Director do not need approval by the Board.

3.4 Matters requiring Board of Directors Action3.4.1 Where specific Board actions are required, the Senior Pastor and or Executive

Director shall bring recommendations to the Board for action, namely;3.4.2 Approval of the annual budget to be submitted and approved by the

Congregation.3.4.3 Approval of spending deviations from the approved budgets.3.4.4 Authorization of any Congregation-wide funding appeals (exclusive of normal

development and planned giving activities and special-Sunday emphasis).

3.5 Exceeding Executive Limitations3.5.1 The Senior Pastor and Executive Director shall give an immediate notice to the

Chair of the Board should they recognize that an Executive Limitation has been exceeded.

3.5.2 If the exceeded Executive Limitation is immediately correctable, they shall take the necessary action within policies and report the results to the Board.

3.5.3 If the exceeded Executive Limitation is not immediately correctable, the Senior Pastor and or Executive Director shall obtain from the Board approval of a deadline for corrective action and report to the Board ongoing progress toward completion of the correction.

3.5.4 The Board shall review any Executive Limitation Policy that has been exceeded for its soundness as a test of ethical and prudent behavior.


3.5.5 The Board shall not allow one-time exceptions to policies. If an action is acceptable under certain conditions, then those conditions shall be stated in the policy.

3.5.6 The Senior Pastor and or Executive Director shall develop or improve processes to avoid recurrence of any exceeding of Executive Limitations.

3.5.7 After repeated recurrences of exceeding Executive Limitations, the Chair will conduct: (1) a performance evaluation of the Senior Pastor and or Executive Director and (2) a discussion with the full Board about their performance. If the Limitation relates to the Senior Pastor the Board of Lay Ministry will be involved.

3.5.8 Should another staff member believe that an Executive Limitation has been violated, that person shall report the observation to the Senior Pastor or Executive Director seeking to determine, if in fact, a Limitation has been violated.

3.5.9 If after the appropriate conversation has taken place the staff member still believes a Limitation has been violated and the Senior Pastor or Executive Director is of a different opinion or fails to report such alleged violation to the Board Chair, the staff member is encouraged to inform the Board Chair of the observation in writing (paper or electronic) and shall send a copy to the Senior Pastor or Executive Director.

3.5.10 The Senior Pastor and or Executive Director shall make Policy 3.4.8 known to all staff members.

3.5.11 The Chair shall take measures to assure that any and all involved organizational employees are able to continue employment free of any adverse action or consequences as a result of exercising this right in any situation where the employee has made a good faith determination that a limitation may have been violated

3.5.12 Anyone knowingly bringing forth false information in bad faith and with any intent to defame or harm the Senior Pastor and or Executive Director in any reported matter where the ultimate finding of the Board is that the Senior Pastor or Executive Director did not exceed any limitation under the interpretation of the facts most favorable to the employee, shall result in employment action against the employee as approved and implemented by the Board.

3.5.13 No retaliatory action may be taken by the Senior Pastor or Executive Director against an employee regarding an allegation of exceeding limitation policies.

3.5.14 If a member of the Board has a personal concern with the Senior Pastor, Executive Director or other staff member, the member will first share such concern with the Senior Pastor, Executive Director or staff member for conversation. In doing so, the Board member must act as a member of the congregation and not as a member of the Board.

3.6 Means of Monitoring3.6.1 The Board will monitor adherence to and progress toward governance policies

primarily through periodic written reports submitted by the Senior Pastor and Executive Director. On rare occasions, as determined necessary by a 60% majority vote of the entire Board and where not otherwise stipulated, the Board may use direct inspection to determine adherence and progress.

3.6.2 The Senior Pastor and Executive Director shall report at least quarterly on the activities, plans, and outcomes of the congregation, including financial statements and staff reviews.

3.6.3 The Senior Pastor and Executive Director shall report annually in their area of responsibility on progress toward achieving the Board’s Ends Policies; economic, sociological, theological, legal and political conditions which affect the Boards Ends Policies; operational policy and structural modifications; crisis


management plans; personal ministry plans; leadership development; and congregational demographics.

3.7 Strategic Alliance Responsibilities3.7.1 The Senior Pastor and Executive Director shall explore and, as appropriate,

establish strategic alliances with the intent of assisting in achieving the Board’s Ends Policies.

3.8 Executive Staff Accountability The Executive Staff shall be accountable to the Board for:

3.8.1 Achievement of the Board’s Ends Policies through personal and staff action.3.8.2 Compliance of personal and staff actions to the limits established in the Staff

Limitations Policies.3.8.3 Provision of adequate counsel to the Board through personal and staff action,

including counsel on social, civil, theological, ecclesiastical and other changes relevant to the Board’s decision areas.

3.8.4 Integrity, honesty, and candor to the Board.

4.0 Senior Pastor4.1 Purpose

1 Peter 5:2-3 "Be shepherds of God's flock that is under your care, serving as overseers-- not because you must, but because you are willing, as God wants you to be; not greedy for money, but eager to serve; not lording it over those entrusted to you, but being examples to the flock."1 Timothy 4:9-11 "This is a trustworthy saying that deserves full acceptance (and for this we labor and strive), that we have put our hope in the living God, who is Savior of all men, and especially of those who believe. Command and teach these things."

4.2 Responsibilities 4.2.1 Primary Responsibility

4.2.1.1The Senior Pastor shall be empowered to take actions, make administrative decisions, and establish policies deemed necessary to attain congregational results except (a) actions which are not in accordance with the Board’s Ends Policies, (b) violation of law, applicable regulations, orders of courts or commonly accepted business and professional ethics, and (c) violation of Constitution and Bylaws or specific further Senior Pastor Limitations stated by the Board governance policies.

4.2.2 Administrative Responsibilities4.2.2.1Pertaining to the Board of Directors

4.2.2.1.1 The Senior Pastor shall explore and, as appropriate, establish strategic alliances.

4.2.2.1.2 The Senior Pastor shall work in conjunction with the Board of Directors to develop Ends Policies.4.2.2.1.2.1 The development of Ends Policies shall consider

and identify changes in the climate and conditions that will affect the congregation.


4.2.2.1.2.2 The Senior Pastor shall develop strategic ministry plans to accomplish the Ends Policies.

4.2.2.2Pertaining to the Staff who report to the Senior Pastor4.2.2.2.1 The Senior Pastor shall conduct annual written staff

performance appraisals and share the results with the appropriate staff members.

4.2.2.2.2 The Senior Pastor shall inform the staff of the process being used to make decisions except when such information compromises the personal privacy of those being served, legal requirements, or governance policy.

4.2.2.2.3 The Senior Pastor shall recommend salary increases, other than the base pay level increases determined by the Board, strictly on merit as justified in performance reviews and on available resources as determined by the treasurer and the finance committee.

4.2.2.2.4 The Senior Pastor shall encourage program staff to conduct their ministries with a commitment to the "priesthood of all believers" and thus the training and utilization of lay members of the congregation in their respective ministry areas.

4.2.2.2.5 The Senior Pastor shall ensure that program staff engage with the Board for conversation and edification at least once a year.

4.2.2.3Pertaining to Protections4.2.2.3.1 The Senior Pastor shall work to protect the congregation, its

Board and staff from claims of liability. 4.2.2.3.2 The Senior Pastor shall ensure the protection of intellectual

property, information, and files from loss or significant damage.

4.2.2.3.3 The Senior Pastor shall work to protect the congregation's public image and credibility in order to promote the accomplishment of its mission.

4.2.3 Financial Responsibilities4.2.3.1The Senior Pastor shall work with the Board of Lay Ministry to develop

the Board’s annual budget that is built on an operational plan that accomplishes the Board’s Ends Policies.

4.2.3.2The Senior Pastor shall ensure that the congregation operates with a plan to promote and receive gifts and bequests.4.2.3.2.1 Upon receiving a bequest or gift the Senior Pastor shall direct

it to the Executive Director.4.2.4 Delegating

4.2.4.1The Senior Pastor shall be empowered to take all actions, including delegation of authority and make all administrative decisions that are deemed necessary to accomplish the Board's Ends Policies, except those that violate the laws of the State of Idaho, applicable regulations, orders of the court and or commonly accepted business practices and professional ethics or that violate the Constitution and By-Laws or other Senior Pastor Limitations.

4.3 Accountability4.3.1 The Senior Pastor shall be accountable to the Board of Directors for:

4.3.1.1Achievement of the Board’s Ends Policies through personal and staff action.

4.3.1.2Compliance of personal and staff actions to limits established in the Senior Pastor Limitations Policies.

4.3.1.3Provision of adequate counsel to the Board through personal and staff action, including counsel on social, civil legal, theological, ecclesiastical


and other changes relevant to the Board's decision areas.4.3.1.4Relating with integrity, honesty, and candor to the Board.

4.3.2 Reporting and MonitoringThe Senior Pastor shall report to the Board of Directors:4.3.2.1At each Board of Directors' meeting.4.3.2.2At least quarterly on the activities, plans, and Ends Policies of the Board,

including financial statements and staff reviews. 4.3.2.3With information required to make decisions including written reports for

all monitoring data at least one week prior to scheduled Board meetings.4.3.3 The Senior Pastor also shall inform the Board of Directors of:

4.3.3.1Relevant trends that impact the ministry of the congregation.4.3.3.2Non-compliance, by Board or Staff, with any governance policy.4.3.3.3Anticipated adverse media coverage including: allegations against anyone

in a ministry capacity; any report of abuse or sexual misconduct alleged against any member of the staff (within 24 hours) or alleged violations of state or federal law (within 24 hours).

4.3.3.4Potential lawsuits or other conditions that could have a negative impact on the reputation or ministries of the congregation.

4.3.3.5Hiring, promotion, demotion, or termination of staff (within 24 hours).4.3.3.6Death, illness of staff, or other crises affecting work, health, or safety.4.3.3.7Changes in the assumptions on which a Board policy has been established4.3.3.8Synod and District directions and recommendations.4.3.3.9The Senior Pastor shall report annually on progress toward achieving the

economic, sociological, theological, legal and political conditions which affect the strategic outcomes; operational policy and structural modifications; crisis management plans; personal ministry plans; leadership development; and congregational demographics.

4.3.4 Congregational Reporting The Senior Pastor shall report annually to the congregation at a

regular voters' meeting on any significant economic, sociologic, theological, District, Synod, legal or political conditions and trends that impact the congregation and community.

4.4 Limitations 4.4.1 Primary Limitation

4.4.1.1Senior Pastor and his staff shall not act in a manner that is unethical, imprudent, illegal, or inconsistent with Scripture, the Lutheran Confessions, the Constitution, By-Laws and Governance Policies of the congregation or violates the laws of the state of Idaho.

4.4.1.2The Senior Pastor shall only allow programs and other services that contribute to the achievement of the Board's Ends Policies.

4.4.2 Financial Limitations4.4.2.1Notify the Board of situations that affect annual budget of the Board of

Lay Ministry by 2% or greater.4.4.2.2The Senior Pastor shall base expenditures on monies received as well as

the annual budget.4.4.2.3The Senior Pastor shall not allow expenditures to exceed by more than

5% the amount budgeted for any ministry area unless approved in advance by the Board or beyond the control of the Senior Pastor (e. g. utility bills, etc.)

4.4.3 Human Resource Limitations4.4.3.1The Senior Pastor shall not promise or imply permanent or guaranteed

employment.4.4.3.2The Senior Pastor shall ensure that position descriptions are well defined

and accurately reflect the responsibilities and tasks assigned to the position.


4.4.3.3The Senior Pastor shall allow positions to exist only where there are adequate resources available for a qualified person assigned the position to succeed.

4.4.3.4Shall documents incidents, concerns etc; and follow-up as stated in 4.4.3.3

4.4.3.5Limitations on Providing for Vacancy in Office:4.4.3.5.1 For the vacancy of a non-called staff position, the Senior Pastor

may fill any vacancy within the limits of approved annual budget

4.4.3.5.2 For the vacancy of a called staff position, the Senior Pastor shall follow the process and procedures as outlined in the Constitution and By-Laws.

4.4.3.5.3 The Senior Pastor shall notify the Board of any and all personnel changes.

4.4.3.5.4 Shall not terminate the employment of a called worker4.4.3.6No retaliatory action may be taken by the Senior Pastor against any

employee who makes an allegation of exceeding limitation policies. (3.4.13)

4.4.4 Exceeding Senior Pastor Limitations4.4.4.1The Senior Pastor shall give an immediate notice to the Chair of the

Board should he recognize that a Senior Pastor Limitation has been exceeded.

4.4.4.2The Senior Pastor shall develop or improve processes to avoid recurrence of any exceeding of Senior Limitations.

5.0 Executive Director5.1 Purpose

1 Corinthians 4:1-2 "So then, men ought to regard us as servants of Christ and as those entrusted with the secrets of God. Now it is required that those who have been given trust must prove faithful."2 Corinthians 9:8-9 And God is able to make all grace abound to you, so that in all things at all times, having all that you need, you will abound in every good work." As it is written: "He has scattered abroad his gifts to the poor; his righteousness endures forever."

5.2 Responsibilities 5.2.1 Primary Responsibilities

5.2.1.1Be empowered to take actions, make administrative decisions, and establish policies deemed necessary to attain congregational results except (a) actions which are not in accordance with the congregation's Ends Policies, (b) violation of law, applicable regulations, orders of courts or commonly accepted business and professional ethics, and (c) violation of Constitution and Bylaws or specific further Executive Director Limitations stated by the Board governance policies.

5.2.1.2Promote effective day-to-day operation of the congregation.5.2.2 Human Resource Responsibilities

5.2.2.1Conform to local, state and federal regulations in ethical treatment of employees.

5.2.2.2Include effective, written guidelines to prevent conflicts of interest.

5.2.2.3Protect the dignity, safety, and right to ethical job-related dissent of 16

POLICY-BASED GOVERNANCE MANUAL, AUGUST 2018

employees. Grievances shall receive fair, internal hearing through procedural safeguards.

5.2.2.4The Executive Director shall oversee compensation and benefits that are consistent among staff members to ensure internal equity while also considering geographic norms, church body guidelines, training, tenure, and professional market skills of employees.

5.2.2.5The Executive Director shall ensure that position descriptions are well defined and accurately reflect the responsibilities and tasks assigned to the position.

5.2.2.6The Executive Director shall allow positions to be filled only where there are adequate resources available for a qualified person assigned the position to succeed.

5.2.2.7The Executive Director shall recommend salary increases, other than the base pay level increases determined by the Board, strictly on merit as justified in performance reviews and on available resources.

5.2.2.8The Executive Director shall not promise or imply permanent or guaranteed employment.

5.2.2.9The Executive Director shall conduct annual written staff performance appraisals and share the results with the appropriate staff members.

5.2.2.10 The Executive Director shall inform the staff of the process being used to make decisions except when such information compromises the personal privacy of those being served, legal requirements, or governance policy.

5.2.3 Asset Protection5.2.3.1The Executive Director shall work to protect the congregation, its Board

and staff from claims of liability. 5.2.3.2The Executive Director shall ensure the protection of all property,

information, and files from loss or significant damage. 5.2.3.3The Executive Director shall work to protect the congregation's

reputation, public image and credibility.5.2.4 Delegating

5.2.4.1The Executive Director shall be empowered to take all actions, including delegation of authority and make all administrative decisions that are deemed necessary to accomplish the Board's ends Policies, except those that violate the laws of the State of Idaho, applicable regulations, orders of the court and or commonly accepted business practices and professional ethics or that violate the Constitution and By-Laws or other Executive Director Limitations.

5.3 Accountability5.3.1 The Executive Director shall operate within the parameters of the established

job description and policies. The Executive Director is accountable to clarify personnel rules, provide for effective handling of grievances, provide for evaluation procedures, and protect against wrongful conditions, such as nepotism and preferential treatment. Such policies shall include:5.3.1.1Anticipated adverse media coverage including: allegations against anyone

in a ministry capacity; any report of abuse or sexual misconduct alleged against any member of the staff (within 24 hours); or alleged violations of state or federal law (within 24 hours).

5.3.2 Reporting and Monitoring5.3.2.1The Executive Director shall provide written reports and financial

statements to the Board of Directors at each meeting focused on YTD budget progress, cash flow, dedicated funds, Endowment Funds, any financially significant project approved by the congregation and congregational giving trends.

5.3.2.2The Executive Director shall provide the Board with information required to make decisions including written reports for all monitoring data at


least one week prior to scheduled Board meetings.5.3.2.3The Executive Director shall provide written reports to the Board on

progress related to accomplishing the Board’s Ends Policies related to the E.D.'s area of responsibility.

5.3.2.4The Executive Director shall provide written reports as listed in 5.4.2.1 to the voter's assembly at the annual voters’ meeting.


5.4.1.1The Executive Director and staff shall not act in a manner that is unethical, imprudent, illegal, or inconsistent with Scripture, the Lutheran Confessions, the Constitution, By-Laws and Governance Policies of the congregation.

5.4.2 Financial Limitations5.4.2.1The Executive Director shall work with the Finance committee, including

the appointed Treasurer and Financial Secretary; to develop a budget and financial plan which:5.4.2.1.1 Is submitted to the Board of Directors for approval. 5.4.2.1.2 Is ready for congregational review prior to the beginning of the

fiscal year.5.4.2.1.3 Is built on an operational plan that accomplishes the Board of

Director's End's Policies.5.4.2.1.4 Is built on sound assumptions about financial conditions

including projected earnings/contributions, operating costs, other income/expense, and transfers from investment income.

5.4.2.1.5 Plans only the expenditure in any fiscal year of funds that are reasonably projected to be received in that period.

5.4.2.1.6 Assures a sound financial condition that allows the achievement of the Board's End's Policies, such that cash and contingency funds remain above a safety reserve as recommended by the Finance Committee.

5.4.2.1.7 Preserves the fiscal soundness of future years and promotes the building of congregational capability sufficient to achieve future Ends Policies.

5.4.2.2The Executive Director shall not allow expenditures to exceed the annual budgeted amount of any ministry area by more than 5% unless approved in advance by the Board.

5.4.2.3The Executive Director shall work with the Treasurer and staff to ensure that payroll and other obligations are paid in a timely manner.

5.4.2.4Gifts and Bequests Responsibilities5.4.2.4.1 The Executive Director shall ensure the congregation operates

with a plan to promote and receive gifts and bequests.5.4.2.4.2 The Executive Director shall only permit the congregation to

accept gifts and bequests that are in keeping with the congregation's values and policies including the End's Policies, and do not violate the congregation's 501-C3 Not-For-Profit status.

5.4.3 Operating Plan Limitations5.4.3.1The Executive Director shall direct the staff to preview and update its

Operational Plan in order to develop an annual financial plan.5.4.4 Human Resource Limitations

5.4.4.1May not terminate the employment of called workers.5.4.4.2Shall document incidents, concerns, etc. and follow up.

5.4.5 Exceeding Executive Director Limitations5.4.5.1The Executive Director shall immediately notify the Chair of the Board


should an Executive Director Limitation be exceeded.5.4.5.2The Executive Director shall develop or improve processes to avoid

recurrence of any exceeding of Executive Limitations.

6.0 Minister of Children, Youth, and Family Outreach6.1 Purpose

1 Peter 5:2-3 "Be shepherds of God's flock that is under your care, serving as overseers-- not because you must, but because you are willing, as God wants you to be; not greedy for money, but eager to serve; not lording it over those entrusted to you, but being examples to the flock."

1 Timothy 4:9-11 "This is a trustworthy saying that deserves full acceptance (and for this we labor and strive), that we have put our hope in the living God, who is Savior of all men, and especially of those who believe. Command and teach these things."

To recognize and be empowered by the critical growing spiritual needs of our young disciples. To serve Christ the King Lutheran Church and our community by developing, implementing and administering a dynamic outreach ministry to our young disciples, (and their families,) from birth to college and into their own families. To be a healthy leader who can work with staff, lay leaders and volunteers to grow a vibrant, sustainable ministry and environment that fosters authentic discipleship.


6.2.1.1Be empowered by the Board to take actions, make administrative decisions, and establish policies deemed necessary to attain ministry results except (a) actions which are not in accordance with the congregation's Ends Policies, (b) violation of law, applicable regulations, orders of courts or commonly accepted business and professional ethics, and (c) violation of Constitution and Bylaws or specific further Executive Staff Limitations stated by the Board governance policies.

6.2.2 Human Resource Responsibilities6.2.2.1Conform to local, state and federal regulations in ethical treatment of

employees.6.2.2.2Include effective, written guidelines to prevent conflicts of interest.

6.2.2.3Protect the dignity, safety, and right to ethical job-related dissent of employees. Grievances shall receive fair, internal hearing through procedural safeguards.

6.2.2.4Work with the Executive Director to oversee compensation and benefits that are consistent among staff members to ensure internal equity while also considering geographic norms, church body guidelines, training, tenure, and professional market skills of employees.

6.2.2.5The Minister shall ensure that position descriptions are well defined and accurately reflect the responsibilities and tasks assigned to the position.

6.2.2.6The Minster shall allow positions to be filled only where there are adequate resources available for a qualified person assigned the position to succeed.

6.2.2.7The Minister shall recommend salary increases, other than the base pay level increases determined by the Board, strictly on merit as justified in


performance reviews and on available resources.6.2.2.8The Minister shall not promise or imply permanent or guaranteed

employment.6.2.2.9The Minister shall conduct annual written staff performance reviews and

share the results with the appropriate staff members.6.2.2.10 The Minister shall inform the staff of the process being used to make

decisions except when such information compromises the personal privacy of those being served, legal requirements, or governance policy.

6.2.3 Asset Protection6.2.3.1The Minister shall work to protect the congregation, its Board and staff

from claims of liability. 6.2.3.2The Minister shall ensure the protection of all property, information, and

files from loss or significant damage. 6.2.3.3The Minister work to protect the Children, Youth, and Family Ministry

and congregation's reputation, public image and credibility.6.2.4 Delegating

6.2.4.1The Minister shall be empowered to take all actions, including delegation of authority and make all administrative decisions that are deemed necessary to accomplish the Board's ends Policies, except those that violate the laws of the State of Idaho, applicable regulations, orders of the court and or commonly accepted business practices and professional ethics or that violate the Constitution and By-Laws or other Minster Limitations.

6.3 Accountability6.3.1 The Minister shall operate within the parameters of the established job

description and policies. The Minister is accountable to clarify personnel rules, provide for effective handling of grievances, provide for evaluation procedures, and protect against wrongful conditions, such as nepotism and preferential treatment. Such policies shall include:6.3.1.1Anticipated adverse media coverage including any report of abuse or

sexual misconduct alleged against any member of the staff (within 24 hours); or alleged violations of state or federal law (within 24 hours).

6.3.2 Reporting and Monitoring6.3.2.1The Minister shall provide written reports and work with the Treasurer to

provide financial reports to the Board of Directors at each meeting focused on YTD budget progress.

6.3.2.2The Minister shall provide the Board with information required to make decisions including written reports for all monitoring data at least one week prior to scheduled Board meetings.

6.3.2.3The Minister shall provide written reports to the Board on progress related to accomplishing ministry goals.


6.4.1.1The Minster and staff shall not act in a manner that is unethical, imprudent, illegal, or inconsistent with Scripture, the Lutheran Confessions, the Constitution, By-Laws and Governance Policies of the congregation.

6.4.2 Financial Limitations6.4.2.1The Minster shall work with the Executive Director and the appointed

Treasurer; to develop ministry budget and financial plan which:6.4.2.1.1 Is submitted to the Board of Directors for approval. 6.4.2.1.2 Is ready for congregational review prior to the beginning of the

fiscal year.6.4.2.2Minister shall not allow expenditures to exceed a line item budgeted


amount of ministry area by more than 5% unless approved in advance by the Board.

6.4.2.3The Minstere shall work with the Treasurer and staff to ensure that payroll and other obligations are paid in a timely manner.

6.4.3 Operating Plan Limitations6.4.3.1Preview and update Children, Youth, and Family Ministry Plan/Goals in

order to develop an annual financial budget.6.4.4 Human Resource Limitations

6.4.4.1Shall document incidents, concerns, etc. and follow up.6.4.5 Exceeding Minister Limitations

6.4.5.1The Minster shall immediately notify the Chair of the Board should a Minister Limitation be exceeded.

6.4.5.2The Minister shall develop or improve processes to avoid recurrence of any exceeding Minister Limitations.

7.0 Director of the Early Learning Center 7.1 PurposeMark 10:13-15 “People were bringing little children to Jesus for him to place his hands on them, but the disciples rebuked them. When Jesus saw this, he was indignant. He said to them, ‘Let the little children come to me, and do not hinder them, for the kingdom of God belongs to such as these. Truly I tell you, anyone who will not receive the kingdom of God like a little child will never enter it.’ And he took the children in his arms, placed his hands on them and blessed them.”

The Early Learning Center Director oversees and ensures that the ELC ministry provides a challenging and stimulating developmentally appropriate educational program, in a Christ-centered environment in accordance with the Idaho Early Learning Guidelines and teachings of the Lutheran Church Missouri Synod.


7.2.1.1Be empowered by the BOD to take actions, make administrative decisions, and establish policies deemed necessary to attain ministry results except (a) actions which are not in accordance with the congregation's Ends Policies, (b) violation of law, applicable regulations, orders of courts or commonly accepted business and professional ethics, and (c) violation of Constitution and Bylaws or specific further Executive Staff Limitations stated by the Board governance policies.

7.2.1.2Promote effective day-to-day operation of the Early Learning Center.7.2.2 Human Resource Responsibilities

7.2.2.1Conform to local, state and federal regulations in ethical treatment of employees.

7.2.2.2Include effective, written guidelines to prevent conflicts of interest.

7.2.2.3Protect the dignity, safety, and right to ethical job-related dissent of employees. Grievances shall receive fair, internal hearing through procedural safeguards.

7.2.2.4Work with the Executive Director to oversee compensation and benefits that are consistent among staff members to ensure internal equity while also considering geographic norms, church body guidelines, training, tenure, and professional market skills of employees.


7.2.2.5The Director shall ensure that position descriptions are well defined and accurately reflect the responsibilities and tasks assigned to the position.

7.2.2.6The Director shall allow positions to be filled only where there are adequate resources available for a qualified person assigned the position to succeed.

7.2.2.7The Director shall recommend salary increases, other than the base pay level increases determined by the Board, strictly on merit as justified in performance reviews and on available resources.

7.2.2.8The Director shall not promise or imply permanent or guaranteed employment.

7.2.2.9The Director shall conduct annual written staff performance reviews and share the results with the appropriate staff members.

7.2.2.10 The Director shall inform the staff of the process being used to make decisions except when such information compromises the personal privacy of those being served, legal requirements, or governance policy.

7.2.3 Asset Protection7.2.3.1The Director shall work to protect the congregation, its Board and staff

from claims of liability. 7.2.3.2The Director shall ensure the protection of all property, information, and

files from loss or significant damage. 7.2.3.3The Director shall work to protect the ELC and congregation's reputation,

public image and credibility.7.2.4 Delegating

7.2.4.1The Director shall be empowered to take all actions, including delegation of authority and make all administrative decisions that are deemed necessary to accomplish the Board's ends Policies, except those that violate the laws of the State of Idaho, applicable regulations, orders of the court and or commonly accepted business practices and professional ethics or that violate the Constitution and By-Laws or other Director Limitations.

7.2.5 Advisory Group7.2.5.1 Maintain an active Advisory Group.

7.3 Accountability7.3.1 The Director shall operate within the parameters of the established job

description and policies. The Director is accountable to clarify personnel rules, provide for effective handling of grievances, provide for evaluation procedures, and protect against wrongful conditions, such as nepotism and preferential treatment. Such policies shall include:7.3.1.1Anticipated adverse media coverage including any report of abuse or

sexual misconduct alleged against any member of the staff (within 24 hours); or alleged violations of state or federal law (within 24 hours).

7.3.2 Reporting and Monitoring7.3.2.1The Director shall provide written reports and work with the Treasurer to

provide financial reports to the Board of Directors at each meeting focused on YTD budget progress, cash flow, USDA, and Enrollment.

7.3.2.2The Director shall provide the Board with information required to make decisions including written reports for all monitoring data at least one week prior to scheduled Board meetings.

7.3.2.3The Director shall provide written reports to the Board on progress related to accomplishing ELC ministry goals.


7.4.1.1The Director and staff shall not act in a manner that is unethical, imprudent, illegal, or inconsistent with Scripture, the Lutheran


Confessions, the Constitution, By-Laws and Governance Policies of the congregation.

7.4.2 Financial Limitations7.4.2.1The Director shall work with the Executive Director the appointed

Treasurer and Financial Secretary; to develop ELC budget and financial plan which:7.4.2.1.1 Is submitted to the Board of Directors for approval. 7.4.2.1.2 Is ready for congregational review prior to the beginning of the

fiscal year.7.4.2.1.3 Is built on an operational plan that accomplishes the Board of

Director's End's Policies.7.4.2.1.4 Is built on sound assumptions about financial conditions

including projected enrollment, operating costs, and other income/expense.

7.4.2.2Director shall not allow expenditures to exceed line items budgeted amount of ministry area by more than 5% unless approved in advance by the Board.

7.4.2.3The Director shall work with the Treasurer and staff to ensure that payroll and other obligations are paid in a timely manner.

7.4.3 Operating Plan Limitations7.4.3.1Preview and update ELC Ministry Plan/Goals in order to develop an

annual financial budget.7.4.4 Human Resource Limitations

7.4.4.1Shall document incidents, concerns, etc. and follow up.7.4.5 Exceeding Director Limitations

7.4.5.1The Director shall immediately notify the Chair of the Board should a Director Limitation be exceeded.

7.4.5.2The Director shall develop or improve processes to avoid recurrence of any exceeding Director Limitations.


Documents

ctkcda.com · Web view1700 E. Pennsylvania AveCoeur d’ Alene, ID 83814. p. 208-664-9231. f. [Fax] [Email] . 1700 E. Pennsylvania AveCoeur d’ Alene, ID 83814