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Governance Manual A2 to A4

Page history last edited by Bonnyville Baptist Church 5 years, 7 months ago




A2.1         Authority includes authorization, resources (human, financial, information and time) and competencies (gifts).  Authority at any level is always limited by the group or person who is delegating authority to others.


A2.2         Limitations are the elements of a relationship that define the boundaries of authority and the extent of our freedom in fulfilling our responsibility. Limitations are normally expressed in negative terms. Defining limitations of authority eliminates the need for returning to the source of authority repeatedly for permission to act. Limitations may be adjusted to maintain a balance between authority and responsibility.


A2.3         Responsibility is the broad description of the purpose for a position.  It is usually contained in the job description of an individual or a group.  Healthy relationships always balance authority and responsibility.  Responsibility is further defined by the expectations of the responsibility.


A2.4         Expectations are the adjusting components of responsibility. In a relationship-oriented church expectations are negotiated, not imposed, in order to achieve a balance with the authorization and resources that are available. They are usually expressed in the form of goals and standards. Goals may be strategic or tactical. Standards may range from the minimum quality we expect of one another to the quality to which we aspire.


A2.5         Accountability is the monitoring and measuring component of a relationship. The first role of accountability is to monitor the balance of authority and responsibility in each relationship and to monitor compliance with limitations and expectations. The second role is to measure strategic and tactical results. The annual performance review is the primary opportunity for accountability.  This is an opportunity for recognition and learning as well as correction.



A3            PROCESS:   Every church uses six core processes.  Each one is affected by the Church’s dominant value system.  These six core processes of governance are:

  • Communication

  • Conflict Resolution

  • Decision Making

  • Planning

  • Delegating

  • Accountability (monitoring and measuring)



    A4            PRINCIPLES:  The combination of values, structure and process may be synthesized into ten basic principles that can assist the elders board to identify weaknesses and to give guidance toward making adjustments that will improve relationships and performance.


    A4.1         A balance is maintained between the fulfillment of the staff and volunteers of the church and the fulfillment of the spiritual needs of the members of the church.


    A4.2         The affirmation, involvement and servant leadership of every individual and group at every level in the church are vital to the success of the church’s mission.


    A4.3         Decision-making proceeds from shared values, vision and mission, not unilaterally from the board or the senior pastor.   Decisions are made as close as possible to where they are implemented.


    A4.4         Authority, responsibility and accountability are the primary components of all relationships. Limitations of authority and expectations of responsibility are the secondary components.


    A4.5         Circles of authority and responsibility are defined clearly and are maintained equal in size by placing limits on authority and/or by negotiating expectations of responsibility.


    A4.6         The elders board, acting on information from all members, is accountable to the church for governance including designing board structure and process, strategic planning, delegating authority to the senior pastor and administration team and for measuring results.


    A4.7         The ministry and administrative staff are responsible for management, delivering services to the members in accordance with stated priorities and for achieving the strategic goals within the limitations of the authorization and resources available.


    A4.8         Each individual member is responsible for creating, owning, understanding and implementing the mission of the church.


    A4.9         The church is results-oriented. Indicators and measurements of strategic results are identified and applied.  Monitoring progress towards results and monitoring compliance with limitations form an ongoing process involving the board and the staff and volunteers.


    A4.10       Accountability is reciprocal.   The elders board is accountable to the staff (senior pastor) for providing adequate authority and resources.  The senior pastor is accountable to the board for achieving strategic results.


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