Westside King's Church

WESTSIDE KING’S CHURCH
BOARD OF TRUSTEES MANUAL

Last updated July 1, 2006
Table of Contents
Board of Trustees – Annual Board Calendar 2005-2006................................................3
Mega-End Statement.......................................................................................................3
Policy 1.0 To be and make disciples of Jesus Christ in authentic community for the
good of the world.............................................................................................................3
Policy 2.0 FINANCIAL CONDITION & ACTIVITIES................................................4
Policy 3.0 FINANCIAL BUDGETING & PLANNING.................................................5
Policy 4.0 EXPENSE MANAGEMENT.........................................................................6
Policy 5.0 ASSET PROTECTION..................................................................................8
Policy 6.0 CONTRACTS................................................................................................9
Policy 7.0 CAMPUS DEVELOPMENT.......................................................................10
Policy 8.0 FUNDRAISING FOR CAMPUS AND CAPITAL PROJECTS.................11
Policy 9.0 TREATMENT OF STAFF AND VOLUNTEERS......................................12
Policy 10.0 COMPENSATION AND BENEFITS.......................................................13
Policy 11.0 LEADERSHIP VALUES...........................................................................14
Policy 12.0 EXECUTIVE SUCCESSION PLANNING...............................................15
Policy 13.0 COMMUNICATION TO THE BOARD...................................................16
Policy 14.0 GOVERNING VALUES & STYLE..........................................................17
Policy 15.0 BOARD JOB DESCRIPTION...................................................................18
Policy 16.0 CHAIRPERSON’S ROLE.........................................................................19
Policy 17.0 BOARD MEMBERS CODE OF CONDUCT...........................................20
Policy 18.0 RESPONSIBILITIES OF INDIVIDUAL BOARD MEMBERS...............21
Policy 19.0 BOARD COMPOSITION & SUCCESSION PLANNING.......................22
Policy 20.0 AGENDA PLANNING..............................................................................23
Policy 21.0 BOARD COMMITTEE PRINCIPLES......................................................24
Policy 22.0 DELEGATION TO THE EXECUTIVE DIRECTOR...............................25
Policy 23.0 AUTHORITY AND ACCOUNTABILITY OF THE EXECUTIVE
DIRECTOR...................................................................................................................26
Policy 24.0 MONITORING EXECUTIVE DIRECTOR PERFORMANCE...............27
Policy 25.0 Unity of Control & Communication...........................................................28
GLOSSARY OF TERMS..............................................................................................29
Finance Committee........................................................................................................30
Terms of Reference........................................................................................................30
Board of Trustees...........................................................................................................32
Succession Planning & Governance Committee...........................................................34
Ends and Executive Limitations Monitoring Form.......................................................35
Ends and Executive Limitations Monitoring Form
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Westside Board of Trustee’s Manual
Board of Trustees – Annual Board Calendar 2005-2006
ENDS POLICY
Mega-End Statement
Westside King’s Church exists to fulfill the Great Commission and the Great Commandments stated by
Jesus. It is upon this premise that the following mega-end statement is made
Policy 1.0 To be and make disciples of Jesus Christ in authentic community for the good of the world.
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1.1 People in Community
1.2 People of calling
1.3 People of character
1.4 People of compassion
Policy Type: Executive Limitations
Policy 2.0 FINANCIAL CONDITION & ACTIVITIES
The Executive Director will ensure that all financial matters of Westside King’s Church will abide
with all applicable laws, particularly those affecting churches and charitable organizations, and will
be managed so as not to expose Westside King’s Church to unnecessary or unmanageable risks.
Accordingly the Executive Director shall not:
2.01 Fail to cause the books, records and financial reports of Westside King’s Church to be prepared in
accordance with generally accepted accounting principles, and standards and customs generally
applicable to churches and charitable organizations.
2.02 Fail to cause the books, records and financial reports to be prepared and administered by a
compensation-based employee or consultant of Westside King’s Church.
2.03 Fail to receive Board approval of all final year-end books, records and financial reports of
Westside King’s Church by November 30th of each year.
2.04 Fail to cause the T3010 and other filings with Canada Customs and Revenue Agency to be
prepared in accordance with applicable law and filed prior to applicable deadlines.
2.05 Fail to have all books, records and financial reports of Westside King’s Church audited at least
once annually by an auditor selected by the Board, who shall be arms length to each member of
the Board and Senior Leadership; provided that it shall not be necessary to have the books,
records and financial reports of any subsidiary of Westside King’s Church audited separately
where (i) it is possible to audit on a combined or consolidated basis, and (ii) the result thereof
is audited combined or consolidated financial statements that include Westside King’s Church and
that subsidiary.
2.06 Allow Westside King’s Church to operate, or plan to operate, in any kind of a deficit position.
2.07 Allow Westside King’s Church's cash position to drop below a level sufficient to meet its payroll,
tax withholdings, debts, and other obligations as they come due.
2.8 Allow Westside King’s Church to incur indebtedness of any kind, without Board of Trustee approval.
2.9 Allow Westside King’s Church to acquire, encumber, subdivide or dispose of any real property,
without Board of Trustee approval.
Date of Adoption: Last updated Nov. 2, 2005

Monitoring Method: Internal & External Report
Monitoring Frequency: 3 times per annum
Responsibility of: Finance Committee
Date of Adoption:
Monitoring Method:
Monitoring Frequency:
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Policy 3.0 FINANCIAL BUDGETING & PLANNING
Financial planning for Westside King’s Church for each fiscal year or remaining part of any fiscal
year shall not deviate materially from the Ends policies, vision, mission and values of Westside
King’s Church, and shall reflect consistent, sound and prudent financial practices.
Accordingly, the Executive Director shall not:
3.01 Propose a budget that has not been prepared by the Senior Leadership of Westside King’s Church.
3.02 Propose a budget that has not been prepared in a form, and in sufficient detail, to enable an
accurate projection and monthly tracking of revenues, expenses and cash flow, and separation of
operational and capital items.
3.03 Propose a budget that is not prepared in a form, and in sufficient detail, to enable an accurate audit
trail.
3.4 Propose a budget that fails to disclose all major planning assumptions.
Date of Adoption: March 11, 2002 (Version 02-03)

Monitoring Method: Internal Report
Monitoring Frequency: Annually
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Policy 4.0 EXPENSE MANAGEMENT
The Executive Director shall not cause or allow a material deviation of actual expenditures from the
Board of Trustee approved budget for the fiscal year.
Accordingly the Executive Director shall not:
4.1 Allow an expenditure, commitment or agreement (either verbal or written) capable of becoming or
triggering an expenditure, to be made by Westside King’s Church or any employee or
representative thereof, or any subsidiary or affiliate of Westside King’s Church, or any other entity
for which Westside King’s Church may be responsible or liable at law, unless:
(a) the expenditure; or

(b) the commitment or agreement (either verbal or written)capable of becoming or triggering
an expenditure;
is contained and clearly identified, in monetary terms, in a written budget or a written business
plan approved in advance by a resolution of the Board of Trustees of Westside King’s Church.
4.2 Allow a non-budgeted expenditure, non-budgeted commitment or agreement capable of becoming

or triggering an expenditure, to be made by Westside King’s Church or any employee or
representative thereof, or any subsidiary or affiliate of Westside King’s Church, or any other entity
for which Westside King’s Church may be responsible or liable at law, unless:
(a) the non-budgeted expenditure; or

(b) the non-budgeted commitment or agreement (either verbal or written) capable of
becoming or triggering an expenditure;
is approved in advance by the Finance Committee of Westside King’s Church, and, in the case of
non-budgeted expenditures, commitments or agreements (either verbal or written) in excess of
$15,000 in value, by an additional resolution of the Board of Trustees of Westside King’s Church.
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4.3 These policies are to be read and interpreted in a straightforward manner and are not to be
construed or manipulated to avoid their effect. For this purpose:
(a) “expenditure” means anything which does or may require the payment of money at any
time,
(b) “commitment or agreement (either verbal or written)capable of becoming or triggering an
expenditure” means anything that is, or is capable of becoming, any kind of payment,
financial obligation or liability of any kind and includes, without limitation, any contract,
letter of intent, expression of interest, proposal, employment offer, employment
severance package, capital or building contract or commitment or proposal, or other
agreement or assurance of any kind, whether verbal or in writing or firm or conditional.
(c) Something is “budgeted” only if it is a general ledger code or line item within the most
recent annual budget of Westside King’s Church approved by the Board of Trustees, or a
general ledger code or line item within a department or ministry budget that is a
component of the most recent annual budget of Westside King’s Church.
(d) the Executive Director or his designate are authorized to adjust major departmental
budgets up to a cumulative amount of $15,000 in any ministry year, provided the total
amount of budgeted expenses are not exceeded. Amounts beyond this require approval
of the Board. Within each major department category, the Executive Director is
authorized to adjust budgets to respond to ministry changes.
(e) When assessing the value of an expenditure, commitment or agreement, one shall look
beyond individual or periodic payments and determine the total or cumulative value of
the expenditure, commitment or agreement over its entire life, and then apply that total or
cumulative value to these financial policies – for example, a 24 month contract that
requires payments of $2,000 per month would not be considered a $2,000 expenditure,
but rather would be assigned a value of $48,000 for purposes of these financial policies.

Monitoring Frequency: Three times per year annum

Monitoring Frequency: Quarterly
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Policy 5.0 ASSET PROTECTION
The Executive Director shall not permit WKC to be uninsured or to place its assets at risk.
5.1 Fail to insure all property of WKC against fire, theft and other casualty losses to at least full
replacement value, or where that is not available or affordable to percentage of replacement value
comparable to other like organizations.
5.2 Fail to insure WKC against personal injury and other general liability claims on terms comparable
to other like organizations.
5.3 Fail to insure the Board and each of its members against liability claims and errors and omissions
on terms comparable to other like organizations.
5.4 Fail to ensure that all facilities are regularly and properly maintained.
5.5 Fail to protect intellectual property, information and files from loss or significant damage.
5.6 Expose WKC or its Board or staff to legal claims.
5.7 Endanger WKC’s public image or credibility, particularly in ways that would hinder its
accomplishment of its mission.
Date of Adoption: December 10, 2002

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Policy 6.0 CONTRACTS
In all contracting matters, the Executive Director will not jeopardize the legal position, fiscal
integrity or public image of WKC.
Accordingly, the Executive Director shall not permit WKC to:
6.1 enter into any contract which either does not have a fixed term or is not terminable by WKC.
6.2 enter into any contract having a value or commitment in excess of $15,000, unless such contract is
in writing.
in writing and is reviewed beforehand by legal counsel.
in writing and is approved beforehand by the Board.
Date of Adoption: November 2, 2005

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Policy 7.0 CAMPUS DEVELOPMENT
WKC’s campus development project shall be consistent with its mission, vision and values, shall
reflect in all respects consistent, sound and prudent financial planning inclusive of both capital and
operating items, and shall be flexible enough to accommodate to the greatest extent possible any
changes to the needs, circumstances and financial capabilities of WKC.
7.1 Until such time that a comprehensive written business plan can be presented and approved by the
Board, the Executive Director shall present and obtain the approval of the Board to an interim
written business plan (including interim budgets) which shall be updated by the Executive
Director and re-approved by the Board every 3 months.
7.2 Enter into any campus development project without having first presented and obtained the
approval of the Board to a comprehensive written business plan for the project.
7.3 Proceed with any campus development project without having first paid in full all existing debt of
WKC and all other financial obligations related to the campus development project, or
alternatively having first obtained the approval of the Board to a written plan for the retirement of
all existing and planned debt of WKC and other financial obligations related to the campus
development project.
7.4 Enter into any contract in respect of the campus development project which is not unilaterally
terminable by WKC upon reasonable advance notice, or upon a decision by the Board to suspend
or terminate the campus development project due to insufficient funding or other financial
constraints.
It will be the responsibility of the Executive Director to inform the Campus Development Team of all
relevant policies that impact upon campus development and ensure that said policies are complied with

Monitoring Frequency: Three times per annum
Responsibility of: Board of Trustees
Date
DateofofAdoption:
Adoption:
Monitoring
Monitoring Method:
Method: Internal
Internal Report
Report
Monitoring
Monitoring Frequency:
Frequency: Quarterly
Quarterly
Responsibility
Responsibility of:
of: Campus
Campus Development
Development Committee
Committee 11
Policy 8.0 FUNDRAISING FOR CAMPUS AND CAPITAL PROJECTS
Fundraising practices will respect the dignity and privacy of all contributors and solicitations will
truthfully describe the projects or programs for which the contributions will be used.
8.1 Fundraise for campus development or other significant capital project without first communicating
the fundraising strategy to the Board.
8.2 Fail to respect the privacy of contributors, including their right to remain anonymous, unless
information must be released by law.
8.3 Fail to cease solicitation of anyone who complains of harassment or undue pressure.
8.4 Fail to provide all volunteers, employees and hired fundraisers, involved with the fundraising
process, with a copy of this fundraising policy.
8.5 Allow information about contributors to be released without strict controls.
8.6 Cause or allow any “in kind” contribution (such as artwork or stock of a private or public
Datecompany) to be held by WKC for investment or appreciation purposes without prior Board
of Adoption: October 29, 2002
approval.
Date of Adoption: February 4, 2003 (Version 01-03)

Monitoring Frequency: 3 times per annum
Date of Adoption:
Responsibility of: Campus Development Committee
Date of Adoption:
Monitoring Frequency: Bi-Annually
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Policy 9.0 TREATMENT OF STAFF AND VOLUNTEERS
With respect to treatment of paid staff and/or volunteers, the Executive Director may not cause or
allow conditions, which are unsafe, unbiblical, unethical or undignified.
9.1 Operate without written personnel policies, which clarify personnel rules for staff, provide for
effective handling of grievances for staff and/or volunteers, and protect against wrongful
conditions.
9.2 Prevent staff and/or volunteers from grieving to the Board when (1) internal grievance procedures
have been exhausted and (2) the employee or volunteer alleges that Board policy has been violated
to his/her detriment.
9.3 Fail to acquaint staff with this policy and allow appropriate staff input on relevant policies.
9.4 Fail to provide for periodic documented staff goal setting and performance improvement feedback.
9.5 Practice or tolerate harassment in any form in the organization or in the physical environments used for
programs and events.
Date of Adoption: June 10, 2002 (Version 01-02)

Monitoring Method: Direct Inspection
Responsibility of: Succession Planning and Governance Committee
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Policy 10.0 COMPENSATION AND BENEFITS
Employee compensation and benefits will not place WKC at financial risk.
All WKC employees are entitled to meaningful annual evaluations and open and honest
communication.
10.1 Establish terms of employment, compensation and benefits of the Executive Pastor and Executive
Director of Ministries, and any changes thereto, without Board approval.
10.2 Establish terms of employment, compensation and benefits of all other full and part time
employees of WKC that are not within the guidelines established in the annual budget of WKC.
Date of Adoption: January 22, 2003

Monitoring Method: Internal Report/Direct Inspection
Responsibility of: Finance Committee and Succession
Planning and Governance Committee
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Policy 11.0 LEADERSHIP VALUES
The Board believe that the staff and volunteers of the Church are skilled and talented individuals
that make a significant contribution to their area of responsibility and that also possess knowledge,
creativity and experience that can be of benefit in achieving the vision of WKC.
Accordingly, the Executive Director shall not fail to:
11.1 Create an organization that is characterized by WKC’s core values . . .
11.2 Foster a supportive culture and healthy environment that will provide opportunities for staff and
volunteers to contribute their talents and expertise to the decision making process.
11.3 Develop an organizational structure that is representative of the needs of the stakeholders and
addresses the management and administrative needs of the organization.
11.4 Engage in decision-making practices that are based on the best available evidence, consultation
and in-put from those most likely to be affected by the decisions.
11.5 Develop an annual, written strategic plan, in consultation with key staff members, that outlines
key objectives, measurements and who is responsible.
Date of Adoption: August 27, 2002

Responsibility of: Succession Planning and Governance
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Policy 12.0 EXECUTIVE SUCCESSION PLANNING
The Board values short and long-range planning and team leadership
Accordingly, the Executive Director shall not fail to:
12.1 protect the Board from sudden loss of executive services by designating and informing the Board
of at least two other senior staff who will be familiar with Board and church administrative and
ministry issues and processes and could function in a temporary Executive Director position, as
designated by the Board.
12.2 Design develop and implement a long-range succession plan.

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Policy 13.0 COMMUNICATION TO THE BOARD
The executive Director will not permit the Board to be uninformed, misinformed or unsupported in
its work.
13.1 Fail to regularly provide the Board with information in a timely, accurate and understandable
fashion:
13.1.1 That which is necessary to monitor achievement of the Board’s Ends policy and
compliance with these Executive Limitations, and
13.1.2 That which the Board requests as a part of an overall Executive Reporting System
designed to keep it informed of strategic plans, even though action on such matters has
been delegated to the Executive Director.
13.2 Present information in unnecessarily complex or lengthy form or in a form that fails to
differentiate among three types of information: monitoring, decision preparation and incidental
13.3 Fail to provide, or delay the provision of, negative information regarding WKC’s performance,
staff or image or pending staff dismissal.
13.4 Let the Board be unaware of relevant trends, material external and internal changes, particularly
changes in the assumptions upon which any Board policy or approval has been previously
established.
13.5 Fail to marshal for the Board as many staff and external points of view, issues and options as
needed for fully informed Board choices.
13.6 Fail to report in a timely manner an actual or anticipated noncompliance with any policy of the
Board.
13.7 Fail to advise the Board if, in the Executive Director’s opinion the Board is not in compliance with
its own policies on governance process and Board – Executive Director relationship, particularly
in the case of Board behavior that is detrimental to the working relationship.

Monitoring Method: Direct Board Inspection using Evaluation Form
Monitoring Frequency: Each Meeting
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Policy Type: Governance Process
Policy 14.0 GOVERNING VALUES & STYLE
The Board shall govern with an emphasis on (a) biblically-based integrity and truthfulness in all
methods and practices, (b) visionary leadership rather than administrative detail, (d) clear
distinction of Board and Executive Director roles, (e) collective rather than individual decisions, (f)
future rather than past or present, and (g) proactivity rather than reactivity.
Accordingly:
14.1 The Board is accountable to Jesus Christ, who is the Head of the Church and to Westside King’s
Church community.
14.2 The Board affirms Westside King’s Church’s Statement of Faith.

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Policy 15.0 BOARD JOB DESCRIPTION
The job of the Board is to represent all stakeholders of WKC in determining and ensuring
appropriate organizational performance.
Accordingly:
15.1 The Board will establish and maintain an effective link between the organization and the
stakeholders.
15.2 The Board will produce written governing policies that, at the broadest levels, address each
category of organizational decisions:
15.2.1 ENDS: Organizational products, effects, benefits, outcomes, recipients, and their relative
worth (what good, for which people, at what cost).
15.2.2 EXECUTIVE LIMITATIONS: Constraints on executive authority, which establish the
prudence and ethics boundaries within which all executive activity and decisions must
take place.
15.2.3 GOVERNANCE PROCESS: Specification of how the Board conceives, carries out and
monitors its own task.
15.2.4 BOARD – EXECUTIVE DIRECTOR RELATIONSHIP: Determination of how power is
delegated and its proper use monitored; specifically, the Executive Director's role,
authority and accountability.
15.3 The Board will review and monitor its own performance at each meeting.

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Policy 16.0 CHAIRPERSON’S ROLE
The chairperson assures the integrity of the Board’s process and represents the Board as required.
Accordingly:
16.1 The job result of the chairperson is that the Board behaves consistently with its own rules and
coordinates and directs the work of the Board.
16.1.1 Agenda and meeting discussion content will be only those issues, which, according to
Board policy, clearly belong to the Board to decide.
16.1.2 Deliberation will be honest and thorough, but also timely and orderly.
16.2 The authority of the chairperson consists in making decisions that fall within topics covered by
Board policies on Governance Process and Board – Executive Director Relationship.
16.2.1 The chairperson has no authority to make decisions about policies created by the Board
within Ends and Executive Limitations policy areas. Therefore, the chairperson has no
authority to supervise or direct the Executive Director.
16.2.2 The chairperson may represent the Board to outside parties in announcing Board-stated
positions and in stating chair decisions and interpretations within the area delegated to
him or her.
16.2.3 The chairperson may delegate this authority but remains accountable for its use.
16.3 The Chairperson & the Executive Director set the agenda for the year.
16.4 The Chairperson will serve on the Succession Planning & Governance Committee.

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Policy 17.0 BOARD MEMBERS CODE OF CONDUCT
The Board commits itself and its members to biblical, ethical, businesslike, and lawful conduct,
including proper use of authority and appropriate decorum when acting as Board members.
Accordingly:
17.1 Members must represent loyalty without conflict to the interests of the ownership. This
accountability supersedes any conflicting loyalty such as that to advocacy or interest groups and
membership on other boards or staffs. It also supersedes the personal interest of any Board
member acting as a consumer of the organization's services.
17.2 Members must avoid conflict of interest with respect to their fiduciary responsibility.
17.2.1 There must be no self-dealing or any conduct of private business or personal services
between any Board member and the organization.
17.2.2 When the Board is to decide upon an issue about which a member has an unavoidable
conflict of interest, that member shall absent herself or himself without comment from
not only the vote but also from the deliberation.
17.2.3 Board members must not use their positions to obtain employment for themselves, family
members or close associates. Should a Board member desire employment within the
organization, he or she must first temporarily withdraw from Board deliberation, voting
and access to applicable Board information regarding such matters.
17.3 Board members may not attempt to exercise individual authority over the organization except as
explicitly set forth in Board policies and bylaws of the institution.
17.3.1 Board members’ interaction with the Executive Director or with staff must recognize the
lack of authority vested in individuals except when explicitly Board authorized.
17.3.2 Board members’ interaction with public, press or other entities must recognize the same
limitation and the inability of any Board member to speak for the Board except to repeat
explicitly stated Board decisions.
17.3.3 Board members will give no consequence or voice to individual judgments of staff
performance.

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Policy 18.0 RESPONSIBILITIES OF INDIVIDUAL BOARD MEMBERS
The Board expects positive and active participation of its individual members to ensure that it fulfills
its moral and legal obligations.
Accordingly:
18.1 Individual Board members will prepare for Board and committee meetings and will participate
productively in discussions, always within the boundaries of discipline established by the Board.
Each member will contribute his or her own knowledge, skills and expertise to the Board’s efforts
to fulfill its responsibilities.
18.2Annual attendance at 75% of scheduled board meetings is required and it is expected that board
members will be punctual.
18.3Individual Board members must demonstrate their support for WKC by making every effort to
satisfy the initial criteria used in appointing Board members.

Monitoring Method: Direct Board Inspection using Affirmation Statement and Trustee
Report Card
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Policy 19.0 BOARD COMPOSITION & SUCCESSION PLANNING
Boards of Trustee members are appointed by the whole board and will represent the diversity of its
stakeholders.
Accordingly:
19.1 The Board will maintain a size of 7 – 9 voting members. Members shall serve no more than three,
two year terms and must have a minimum 2 year break before being eligible to serve again.
Members performance will be reviewed annually.
19.2 The Succession Planning & Governance committee, appointed by the board, will solicit
suggestions for nominations and receive board approval or disapproval before qualifying the
candidates and inviting them to serve.
19.3 The criteria for Board of Trustee members will be as follows:
19.3.1 Partner in good standing

• Attends an average of 36 weekends per year.
• Tithes regularly to Westside King Church
• Participates in WKC community in a consistent and meaningful manner
19.3.2 Affirms WKC’s Statement of Faith, Vision, Values, Mission and End’s Policies.
19.3.3 Suitable & willing to work under the Policy Governance model which requires a
particular kind of discipline & outlook
• Ability to think about the organization’s long-term future
• Ability to deal with abstract, qualitative ideas
19.3.4 Lives a life that is consistent with biblical principles.

Monitoring Method: Direct Board Inspection using Trustee Report Card
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Policy 20.0 AGENDA PLANNING
To accomplish its job with a governance style consistent with Board policies, the Board will follow an
agenda that completes a re-exploration of Ends and Executive Limitations policies annually.
Accordingly:
20.1 The cycle will conclude each year on March 31st so that administrative planning and budgeting
can be based on accomplishing a one year segment of the Board’s most recent statement of long
term Ends.
20.2 The Chairperson, at the commencement of the Board’s annual planning cycle, will prepare an
agenda for the following year’s meetings. The chair and the Executive Director will determine the
agenda for any particular meeting. All matters that are recommended for board deliberation by
other members that fall within the governance framework must be added to the agenda within a
reasonable time frame.
20.3 The Executive Director and any Board member desiring to recommend any matter for Board
discussion will advise the chair at least ten (10) days prior to the scheduled Board meeting. Board
approval of the agenda will be required at the beginning of each meeting.
20.4 The Chairperson will determine whether unscheduled board meetings are required.
20.5 In-Camera Meetings of the Board will be held only for matters requiring the protection of privacy
of individuals and/or for personnel, real estate and legal matters where confidentiality is necessary
to protect the interests of all parties involved.

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Policy 21.0 BOARD COMMITTEE PRINCIPLES
The Board will establish committees to help it in carrying out its governance responsibilities only
when deemed appropriate. To preserve board integrity, committees will be used sparingly and will
not interfere with delegation from Board to Executive Director.
Accordingly:
21.1 Board committees are to help the Board do its job. Committees ordinarily will assist the Board by
preparing policy alternatives and implications for Board deliberation. In keeping with the Board’s
broader focus, Board committees will normally not have direct dealings with current staff
operations.
21.2 Board committees may not speak or act for the Board except when formally given such authority
for specific and time-limited purposes. Expectations and authority will be carefully stated in order
not to conflict with authority delegated to the Executive Director.
21.3 Board committees cannot exercise authority over staff. Because the Executive Director works for
the full board, he or she will not be expected to obtain approval of a Board committee before an
executive action.
21.4 This policy applies to any group which is formed by Board action, whether or not it is called a
committee and regardless whether the group includes Board members. It does not apply to
committees formed under the authority of the Executive Director.

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Policy Type: Board – Executive Director Relationship
Policy 22.0 DELEGATION TO THE EXECUTIVE DIRECTOR
The Board will communicate its instruction to the Executive Director through written policies that
prescribe the organizational Ends to be achieved, and describe organizational situations and actions
to be avoided, delegating to the Executive Director the authority for operational decisions that are in
the approved budget, that demonstrate a reasonable interpretation of these policies.
Accordingly:
22.1 The Board may change Ends and Executive Limitations Policies thereby changing the latitude of
choice given to the Executive Director and shifting the boundary between Board and Executive
Director domain. However, as long as any particular delegation is in place, the Board will respect
and support the Executive Director’s reasonable choices.
22.2Should the Executive Director violate a Board policy, he or she shall promptly inform the Board in
order to guarantee no violation may be intentionally kept from the Board and must present a solution
and plan to rectify and bring back to compliance. Board response, either approving or disapproving,
does not exempt the Executive Director from subsequent and timely judgment of the action.

Monitoring Method: Performance Evaluation of Executive Director
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Policy 23.0 AUTHORITY AND ACCOUNTABILITY OF THE EXECUTIVE DIRECTOR
The Executive Director is the Board’s only link to the organization and is accountable for
organizational performance and exercises all authority transmitted into the organization by the
Board.
Accordingly:
23.1 The board as a whole or individual board members will never give instructions or exercise
authority over persons who report directly or indirectly to the Executive Director.
23.2 The Board will refrain from evaluating, either formally or informally, any staff other than the
Executive Director.
23.3 The Executive Director’s performance will be synonymous with the organization’s performance in
the following areas:
23.3.1 Accomplishment of board-stated Ends Policies
23.3.2 Operation within the limitations set out in the board-stated Executive Limitations
Policies.

Monitoring Method: Trustee Report Card and Performance Evaluation of
Executive Director
Monitoring Frequency: Bi-Annually
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Policy 24.0 MONITORING EXECUTIVE DIRECTOR PERFORMANCE
Systematic and rigorous monitoring of Executive Director job performance will be solely against the
expected Executive Director job outputs: organizational accomplishment of Ends policies and
organizational operation within the boundaries established in Executive Limitations policies.
Accordingly:
24.1 The purpose of monitoring is to determine the degree to which Board policies are being fulfilled.
Information, which does not do this, will not be considered to be monitoring data.
24.2The Board will conduct a formal Executive Director performance evaluation. The Board will establish
a formal process, timeframe and criteria for this function and will make or not make appropriate
adjustments to his/her compensation based on the outcome of the review and the requirements set
out in the contract.
24.3 The Board will acquire monitoring data by one or more of three methods.
24.3.1 Internal report, in which the Executive Director discloses compliance information to the
Board.
24.3.2 External report, in which an external, disinterested third party selected by the Board
assesses compliance with Board policies
24.3.3 Direct Board inspection, in which a designated member or members of the Board assess
compliance with the appropriate policy criteria.
24.4 In every case, the standard for compliance of policies shall be any reasonable Executive Director
interpretation of the Board policy being monitored.
24.5The Board can monitor any policy at any time by any method, but will ordinarily depend on a routine
schedule.

Monitoring Method: ED Performance Appraisal
Monitoring Frequency Annually
28
Policy 25.0 Unity of Control & Communication
Clear lines of communication and reporting are essential and therefore only decisions of the Board
acting as a body, by consensus, is binding on the Executive Director.
Accordingly:
25.1 The definition of consensus will be as follows:
“After being fully heard, let go of your position and fully support the decision of the majority.”
25.2 Decisions or instructions of individual Board members or board committees are not binding on the
Executive Director except in rare instances when the Board has specifically authorized such
exercise of authority.
25.3 In the case of Board members or committees requesting information or assistance without Board
authorization, the Executive Director can refuse such requests that require, in the Executive
Director’s opinion, a material amount of staff time or funds or is disruptive.
25.4 Should the Executive Director wish to submit information to, receive advice, or obtain
clarification from the Board he/she should request a meeting of the Board for such purpose.

Monitoring Method: Tabulation of evaluation form results
Monitoring Frequency Annually
29
GLOSSARY OF TERMS
WKC Westside King’s Church and all of its legal entities and subsidiaries, and any affiliated
legal entities which it controls or for which it is responsible at law.
Board Board of Trustees
30
Finance Committee
Terms of Reference
These terms of reference define the roles and responsibilities of the Finance Committee of Westside King’s
Church (“WKC”), as they relate to both the Board of Trustees of WKC (“Board”) and other standing and
ad-hoc committees established from time to time.
Name of Committee
Finance Committee
Appointment and Duration
The Finance Committee, and its Chair, is appointed by the Board. The Finance Committee serves at the
pleasure of the Board, and accordingly, it has no set duration. However, the following are recommended
guidelines:
• Ideally, 4 members in total;
• Adjust overall membership, and Chair, no more frequently than once annually and no less
frequently than once bi-annually;
• With any given membership adjustment, at least one half of the members (following adjustment)
should ideally be incumbent members;
• At least one-half of the members should ideally also be full-standing members of the Board;
• At least one member should be a compensation-based employee or consultant of WKC charged

with the day to day management of WKC’s books and finances, regardless of whether that person
attends WKC.
Reporting Structure
The Finance Committee reports to the Board, as frequently as is necessary in order to adequately carry out
its general mandate and specific responsibilities.
Authority
All recommendations and decision of the Finance Committee are subject to approval by the Board
31
General Mandate
The Finance Committee is responsible for ensuring that appropriate policies and procedures are in place,
and complied with, in order to safeguard the financial health and integrity of WKC. Accordingly, its
general mandate is to:
• establish all financial policies that govern WKC, for approval by the Board;
• monitor compliance with its policies and report same to the Board; and
• make reports or recommendations from time to time concerning matters of a financial nature, for
consideration by the Board.
Specific Areas of Responsibility
In furtherance of its general mandate, the Finance Committee has the authority, subject to approval by the
Board of Trustees, to establish policies, monitor compliance and make reports and recommendations in
each of the following areas:
• Budgets and the Budgeting Process
• Capital Projects
• Building and Campus Development Projects
• Bookkeeping, Accounting and Financial Reporting
• T3010 Filings and Canada Customs and Revenue Agency
• Benevolence
• Collection and Disbursement of Tithes and Offerings
• Audit
• Financial Controls and Signing Authorities
• Compensation of Senior Pastor
• Expense Accounts and Reimbursement
• Insurance Coverage, Liability and Risk Management
• Corporate and Organizational Structure of WKC and its related entities
32
Board of Trustees
Terms of Reference
These terms of reference define the roles and responsibilities of the Board of Trustees of Westside King’s
Church (“WKC”).
Name of Committee
Board of Trustees
Members and Chair
As of November 29, 2005, the Board of Trustees consists of:
• Brad Hayden, Chair

• Tom Medvedic – Vice-Chair and Chair of Finance Team
• Ian Pietersma
• Jennifer Adkins
• Brenda Banda Johnson
• Tom Medvedic
• Sandi Loutitt
• Tom Morris (Executive Director – non-voting)
Appointments are made at the pleasure of the Board following a thorough selection process and each
member’s performance. Compatibility with the needs of WKC will be reviewed annually regardless of
their designated service commitment:
The Board will maintain a size of 7 – 9 elected members. Members shall serve no more than three, two
year terms and must have a minimum 2 year break before being eligible to serve again. Member’s
performance will be reviewed annually.
Reporting Structure and Liaison
The Board of Trustees liaisons directly with the Executive Director and speaks with one voice through its
policies.
33
General Mandate
To govern WKC, to set the direction and maintain the health and welfare of the organization as a whole.
Responsibilities
• Identify, research, discuss, debate and determine the vision outcomes that are to be achieved.
• Set the policies that staff will follow in working to accomplish the vision outcomes.
• Oversee and regularly monitor organizational performance.
• Ensure compliance with Board policies and with relevant regulations and statutes.
• Establish and maintain a relationship with stakeholders.

Authority and Accountability
The authority of the Board rests in the Board as a whole and not in the members acting individually. The
Board is accountable morally and legally to WKC Society and exists to act on behalf of all people who
attend WKC and anyone else that is affected by its decisions. The Board is also accountable to itself
according to the policies that guide and direct its governance behavior.
34
Succession Planning & Governance Committee
Terms of Reference
These terms of reference define the roles and responsibilities of the Succession Planning & Governance
Committee of Westside King’s Church (“WKC”), as they relate to both the Board of Trustees of WKC
(“Board”) and other standing and ad-hoc committees established from time to time.
Name of Committee
Succession Planning & Governance Committee
The Board appoints the Succession Planning & Governance Committee, and its Chair, annually. The
Succession Planning & Governance Committee serves at the pleasure of the Board, and accordingly, it has
no set duration. The following are recommended guidelines for the Committee’s structure:
• 2 – 3 members in total, appointed from and by the Board and the Chairperson
General Mandate
The Succession Planning & Governance Committee is responsible for ensuring that appropriate policies
and procedures are in place, and complied with, for the following:
• Succession planning, primarily for senior church positions, including the Senior Pastor, Associate
Pastors (in conjunction with the Senior Pastor) and Board Members.
• Governance
The Committee’s authority to act and accountability is dependant on Board approval.
35
Ends and Executive Limitations Monitoring Form
Policy
Policy Title Method Frequency Schedule
Number
1.0 Ends
2.0 Financial Condition & Activities Internal Report 3 times/year Oct., Jan, May
Review of year-end Financial statements External Report Annually November
Financial Budgeting and Planning

3.0 Internal Report Annually June
(including Budget approval)
4.0 Expense Management Internal Report 3 times/year Oct., Jan., May
5.0 Asset Protection Internal Report Annually September
6.0 Contracts Internal Report Annually April
7.0 Campus Development and Capital Projects Internal Report 3 times/year Oct., Feb., May
8.0 Fundraising Internal Report 3 times/year Oct., Feb., May
9.0 Treatment of Staff and Volunteers Direct Inspection Annually March
Internal Report and

10.0 Compensation & Benefits Annually November
Direct Inspection
11.0 Leadership Values Direct Inspection Annually February
12.0 Emergency Executive Succession Direct Inspection Annually March
Direct Board
13.0 Communication & Support to the Board Each Meeting
Inspection
Direct Board
14.0 Governing Values & Style Each Meeting
Inspection
Direct Board
15.0 Board Job Description Each Meeting
Inspection
Direct Board
16.0 Chairperson’s Role Each Meeting
Inspection
Direct Board
17.0 Board Members Code of Conduct Each Meeting
Inspection
Responsibilities of Individual Board
18.0 Direct Inspection Annually April
Members
19.0 Board Composition & Succession Planning Direct Inspection Annually April
36
Policy
Policy Title Method Frequency Schedule
Number
20.0 Agenda Planning Direct Inspection Each Meeting
21.0 Board Committee Principles Direct Inspection Annually September
Performance
22.0 Delegation to the Executive Director Annually April
Evaluation
Authority and Accountability of the Report Card and
23.0 Bi-Annually Oct., April
Executive Director Evaluation
ED Performance
24.0 Monitoring Executive Director Performance Annually April
Appraisal
Tabulation of
25.0 Unity of Control and Communication evaluation form Annually September
results
37

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WESTSIDE KING’S CHURCH

BOARD OF TRUSTEES MANUAL

Policy 2.0 FINANCIAL CONDITION & ACTIVITIES

Accordingly the Executive Director shall not:

Date of Adoption: Last updated Nov. 2, 2005

Policy 3.0 FINANCIAL BUDGETING & PLANNING

Accordingly, the Executive Director shall not:

Date of Adoption: March 11, 2002 (Version 02-03)

Policy 4.0 EXPENSE MANAGEMENT

Accordingly the Executive Director shall not:

(a) the expenditure; or

4.2 Allow a non-budgeted expenditure, non-budgeted commitment or agreement capable of becoming

(a) the non-budgeted expenditure; or

Date of Adoption: March 11, 2002 (Version 02-03)

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 5.0 ASSET PROTECTION

Accordingly, the Executive Director shall not:

5.6 Expose WKC or its Board or staff to legal claims.

Date of Adoption: December 10, 2002

Policy 6.0 CONTRACTS

Accordingly, the Executive Director shall not permit WKC to:

Date of Adoption: November 2, 2005

Policy 7.0 CAMPUS DEVELOPMENT

Accordingly, the Executive Director shall not:

Date of Adoption: November 3, 2004

Policy 8.0 FUNDRAISING FOR CAMPUS AND CAPITAL PROJECTS

Accordingly, the Executive Director shall not:

8.5 Allow information about contributors to be released without strict controls.

Date of Adoption: February 4, 2003 (Version 01-03)

Policy 9.0 TREATMENT OF STAFF AND VOLUNTEERS

Accordingly, the Executive Director shall not:

Date of Adoption: June 10, 2002 (Version 01-02)

Policy 10.0 COMPENSATION AND BENEFITS

Accordingly, the Executive Director shall not:

Date of Adoption: January 22, 2003

Policy 11.0 LEADERSHIP VALUES

Accordingly, the Executive Director shall not fail to:

11.1 Create an organization that is characterized by WKC’s core values . . .

Date of Adoption: August 27, 2002

Policy 12.0 EXECUTIVE SUCCESSION PLANNING

Accordingly, the Executive Director shall not fail to:

12.2 Design develop and implement a long-range succession plan.

Date of Adoption: March 11, 2002 (Version 02-03)

Policy 13.0 COMMUNICATION TO THE BOARD

Accordingly, the Executive Director shall not:

Date of Adoption: November 2, 2005

Policy 14.0 GOVERNING VALUES & STYLE

14.2 The Board affirms Westside King’s Church’s Statement of Faith.

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 15.0 BOARD JOB DESCRIPTION

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 16.0 CHAIRPERSON’S ROLE

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 17.0 BOARD MEMBERS CODE OF CONDUCT

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 18.0 RESPONSIBILITIES OF INDIVIDUAL BOARD MEMBERS

Date of Adoption: March 11, 2002 (Version 01-02)

Policy 19.0 BOARD COMPOSITION & SUCCESSION PLANNING

19.3 The criteria for Board of Trustee members will be as follows:

19.3.1 Partner in good standing

19.3.4 Lives a life that is consistent with biblical principles.

Date of Adoption: March 11, 2002 (Version 03-03)

Policy 20.0 AGENDA PLANNING