How Spero Dei is led

Spero Dei Church is to be led by a team-partnership of employed ministers and staff, who daily lead and oversee the church towards its values, focus, and ministry, and a volunteer Leadership Board, made up of servant-leaders from the congregation, who lead the church by providing financial oversight.

1. How does the team-partnership of Ministry Staff and Leadership Board work?

Throughout the New Testament, principles of church leadership point to an integral theme — team and partnership. That, “we are wiser and better together.”

It’s the Spero Dei ministers and staff who lead the church day-to-day, and give direction towards its ministry focus, values and goals. It’s then a volunteer Leadership Board, made up of men and women from the congregation serving for 2-year terms, who leads and gives oversight and accountability to the church’s finances, budget, and management. As the Leadership Board and ministry staff rely on a consensual process of agreement, the church creates a healthy checks-and-balances system of leadership direction, financial accountability, spiritual guidance, and ministry implementation.

Inspired from the historic Scriptures, Spero Dei implements these wise principles in its organizational structure. This structure, guides ministry decisions and ensures that a healthy, spiritually mature implementation of leadership and pastoral care is carried out. Spero Dei has been blessed by mature and humble guidance from a Leadership Board whose strongest desire is for Christ-like love to be expressed through our local church. We look to the future with confidence, thanks to the servant-leadership this team of seasoned Christ followers provides.

2. What is the Spero Dei Governance?

The Spero Dei volunteer Leadership Board follows a plurality governance document (know as Spero Dei Governance) that ensures the church’s values, focus, budgeted finances, and operations have accountability and, proper and wise, oversight. It is then the paid ministers and staff, under the direction of the Lead Minister, who are entrusted and accountable to lead and implement the church’s focus, values, and goals. This system of organizational leadership, known as Spero Dei Governance, allows the Leadership Board to focus their gifts and time on their New Testament mandate to oversee the church, while allowing ministry staff and leaders the opportunity to maximize their gifts and talents as they lead their ministries and make practical decisions on how to implement and carry out their ministries in the church.

3. How is the Leadership Board is selected?

The Leadership Board, who serve as volunteer representatives of the church, are selected from within the current congregation. They are from humble servant-leaders nominated by the staff and Leadership Board. They undergo a prayerful screening, interview, and approval process. Approved candidates are then presented to congregation, who have a 30-day opportunity to express any concerns directly to a Board member. Once approved, Elders serve a two-year term. Elders are not paid and they serve as volunteers. The completed Leadership board consists of quorum of 5, plus the Lead Minister (David Perez), who is also a board member. The Lead Minister provides a key link between the board and the staff. Each member of the Leadership board has equal voice to the system of consensual agreement on the team.

4. What does the Leadership Board do?

The tasks and responsibilities of the board vary greatly and require discernment as the Board maintains the church’s path towards its spiritual focus and values. The board tackles key issues facing the church. These include:

• Overseeing its focus, values and future direction

• Ensuring the church provides good operational procedures and managerial

  practices

• Providing oversight on financial or risk-management issues

• Providing accountability to the Lead Minister, and ensure he or she leads the ministry staff toward the church’s focus, values, and future direction

Leadership Board Qualifications

Candidates for the Spero Dei Leadership Board can be nominated by members of congregation, the staff, or current Leadership Board. Candidates then undergo a robust screening and interview process, before they are affirmed by the Leadership Board. Accepting the volunteer role of a Leadership Board Member is not something to be taken lightly; our Leadership Board makes extensive time commitments and takes on deep spiritual responsibility in overseeing Spero Dei.

Leadership Board Prerequisites

• They cannot be offered/nominated by self, spouse, or partner. They are to be known and approved for consideration by a staff member or a member of Spero Dei’s Leadership Board.

• They have consistently attended and participated at Spero Dei demonstrating a commitment to its values and focus, and are giving with their time, talent, and treasures.

• They are to have served in a significant capacity in some sort of ministry, preferably in a leadership role.

• In short, they currently demonstrate these qualities:

  1. Serves or participates humbly

  2. Attends consistently

  3. Financially gives charitably

  4. Lives spiritually

  5. Loves healthily

• They are to have a capacity, flexibility, and availability to serve in the Leadership Board role. The time requirement varies greatly month to month, but the minimum includes monthly meetings, annual retreat, and committee responsibilities.

Time Commitment for Leadership Board Members

• Leadership meeting—one evening per month

• Leadership retreat—one weekend per year

• Four to six hours (on average) per month for review of Leadership board

  materials, current issues, correspondence, meeting preparation, and outside

  meetings or calls related to Board responsibilities

• In addition to the regular Leadership meeting, committee responsibilities may

  require additional hours each month during certain seasons, depending on the

  committee's requirements

• If serious issues arise that require immediate attention by the Leadership board,

  additional hours may be required outside of regular Elders' meetings. (This happens infrequently, but is a possibility)

The New Testament’s Take on the Role of a Leader

General Overview

Scripture that discusses a healthy spiritual life: Galatians 5.
Scripture that addresses the role of a Leader/Overseer: Titus 1:5–9; I Peter 5:1–4; Acts 20:28–31; James 5:14

At Spero Dei, the Leadership Board:

• They (along with the staff) carry the responsibility to see that the church continues towards its values, focus, and goals. They ensure that the congregation is appropriately shepherded; inspired through insightful Christian teaching, and that the life of the church is well managed by effective spiritual ministers, leaders, and staff.

• They guard and protect the church from anything that would hurt it or distract it from its values and focus, and address the things that would do so.

• They shepherd the church by being a loving and healthy individual and exemplar.

• They care about the spiritual and physical well being of members; prays regularly for the church, its members, the sick, the hurting, and the marginalized.

Specific Duties

The Leadership Board at Spero Dei are responsible for the following, but may delegate roles to qualified others in the body so these duties are carried out effectively.

Provide Spiritual Oversight

• Address challenges that threaten our community, values, focus, & health, and

  implement appropriate measures to encourage and protect the church

• Encourage Baptism and Communion as modeled by Christ

• Mandate ministry to the poor and distressed; shepherd the flock

• Participate (as needed) in a healthy process of conflict resolution

• Direct people towards appropriate resources for guidance, assistance, and

  problem resolution

• Respond to letters/phone calls from the congregation, staff, or public

  Oversees the management of the Church

• Affirm the annual Spero Dei budget

• Encourage the senior minister and volunteers

• Conducts annual review of the senior minister

• Delegates responsibilities to qualified assistants, staff, and/or outside experts as

  needed

• Delegates to qualified teams:

  • Conciliation—oversees processes leading to conflict resolution

  • Any special team needed that serves the church

    Pray for the Sick

• Affirm the work of the Prayer and Care Team

• In special circumstances, visit participating members who are sick (at home or in

  the hospital) for private encouragement

Components of a Leadership Board Member

The Scriptures reveal that the role of church leadership depends looks to the character and skillset of the individuals who are part of the leadership team. Individuals who aspire to serve as Board members at Spero Dei Church go through a comprehensive process to evaluate the “Five Cs.”

The New Testament gives great guidance when it comes to those who have leadership in the church:

1 Timothy 3:2-7 - Leadership in the Church (MSG)

“If anyone wants to provide leadership in the church, good! But there are preconditions: A leader must be well-thought-of, committed to their spouse or partner, cool and collected, accessible, and hospitable. They must know what they’re talking about, not be overfond of wine, not pushy but gentle, not thin-skinned, not money-hungry. They must handle their own affairs well, attached and attentive to their own children and having their respect. For if someone is unable to handle their own affairs, how can they take care of the church? They must not be early in their spiritual life. Outsiders must think well of them.”

Titus 1:5-9 - Leadership in the Church (MSG)

“Appoint leaders and as you select them, ask, “Is this person well-thought-of? If they have a family, are they committed to them? Do they respect him or her?” It’s important that a church leader, responsible for the affairs in God’s house, be looked up to—not pushy, not short-tempered, not have addictions, not a bully, not money-hungry. They must welcome people, be helpful, wise, fair, reverent, have a healthy grip on themselves, and have a good grip and understanding of their Christian faith, knowing how to live it so it spurs people on.”

1. First “C”—Character (Qualities from the above Scriptures)

• Well-thought-of—Leaders must lead by example and demonstrate a healthy and mature life

• Committed to their spouse or partner—Leaders, must be devoted to their family, if married, and people they love

• Cool and collected—Leaders are to be self-controlled and free from excesses. Be sober-minded, sensible, wise, balanced in judgment, not given to quick superficial decisions based on immature thinking.

• Accessible and hospitable—Leaders are to be generous with personal resources, willing to share blessings with others.

• Know what they’re talking about—Leaders are to be able to communicate about their spiritual lives and the church’s values and focus in a non- argumentative way, with an abundance of love.

• Free of detrimental addictions —Leaders treat their mind, bodies and spirits with health and are to be free from addictions.

• Not pushy but gentle, not thin-skinned—Leaders must be gentle, patient, and able to exercise self-control in difficult situations, and are not to be given to quarreling or argumentation.

• Not money-hungry—Leaders must not be stingy, greedy, or for sordid gain, or preoccupied with amassing material things.

• Handle their own affairs well, attached and attentive to their own children and having their respect—Leaders, if they have a family, are to have a healthy and attached relational life.

• Not young in their spiritual journey —Leaders must not be new believers. They must have been a Christian long enough to demonstrate the reality of their conversion and depth of spirituality.

• Outsiders think well of them—Leaders are to be well-respected by those in the community and outside the church.

• Not pushy, not short-tempered, not a bully—Leaders must not be stubborn, or prone to forcing their opinions on others or abusing authority. They must be servant-minded.

• Helpful, wise, and fair—Leaders must desire the way of God in every decision. Leaders must desire to be fair and impartial. Their judgments must be based on scriptural principles.

• Reverent—Leaders are to be devoted Christ followers, seeking to be transformed to His image. They are to be committed to prayer, worship, the Scriptures, and developing of their spiritual life.

• Have a healthy grip on themselves; have a good grip and understanding of their Christian faith—Leaders must be stable and healthy in their faith, relationships, and knowledge of self, and continually seeking a deeper Christian spirituality.

2. Second “C”—Competence: Defined as specific, displaying gifts and abilities, combined with skills acquired through training and life experience.

3. Third “C”—Chemistry: The intangible quality of being able to “fit” within the existing team. The ability to blend into and enrich the current circle of community and relational harmony within the board.

4. Fourth “C”—Courage: The ability, when needed, to enter into difficult exchanges and standing by the faith, the church, and individuals in ways that preserve and maintain the community. The ability to be loving and true without destructive results.

5. Fifth “C”—Calling: The ability to sense the spiritual nature on one’s life for a particular season of service to the church: “I think God is in this.”

Essential Characteristics/Skills of Leaders

• Able to keep confidential information

• Mature in their spiritual life

• Mature interpersonal skills

• Good communication skills

• Mature Emotional Intelligence

• Team player

• Humility

• Conflict-resolution skills

Essential Gifts for Board and Leaders

The spiritual gifts of discernment, wisdom, and leadership are considered foundational gifts for those who serve on the Leadership Board; however, the presence of other gifts such as teaching, administration, encouragement, and mercy greatly enhance Elder functioning.

1. Discernment

Discernment is the ability to distinguish between maturity and immaturity, health and unhealth, right and wrong, good and best. Scripture references are: 1 Corinthians 12:10; Acts 5:1–4; and Matthew 16:21–23.

2. Wisdom

Wisdom is the ability to apply spiritual truths effectively to meet needs in specific situations. Scripture references are: 1 Corinthians 12:8; James 3:13–18; 1 Corinthians 2:3– 14; and Jeremiah 9:23–24. People with this gift:

1. Consider the unseen consequences in determining what next steps to take

2. Have an understanding of what is necessary to meet the needs of the church

3. Prayerfully provide direction in a given situation , specifically in conflict or

   disorder

4. Apply spiritual principles in specific and practical ways

3. Leadership

• Leadership is the ability to envision the future of the church coupled with a humble heart to serve others. Scripture references are: Genesis 12:1; Isaiah 43:18–19; Matthew 7:7; Matthew 20:25–28; Luke 22:27; John 10:3–4, 11; I Corinthians 2:9–13; and James 1:5. People with this ability:

• Are servants by nature; eager to see the church thrive.

• Demonstrate spiritual foresight.

• Allow Scripture and prayer to inform their decision-making process.

• Impart vision to others using clear communication.

• Learn from significant past events and use them to impact the present and future.

• Are able to think creatively and apply ideas and concepts in new ways.

• Desire accountability in fulfilling their responsibilities and meeting the needs of those they serve.

4. Teaching

The gift of teaching is the ability to understand, clearly explain, and apply Christian spirituality, causing greater Christ-likeness in the lives of listeners. Scripture references are: Romans 12:7; 1 Corinthians 12:28–29; Acts 18: 24–28; and 2 Timothy 2:2.

Introduction

The governance document of Spero Dei is a living document that informs the Leadership Board and the staff leaders (specifically through the Lead Minister) as to healthy and appropriate formation of the congregation and community. Further, it lays out responsibilities for both the Leadership Board and the Lead Minister as together—with the larger staff and the entire church community—they seek to be committed to Spero Dei’s values and focus. The document consists of four main areas:

1) Ends: The Ends reveal what the church and community will look like as the church fulfills its values and focus. They reflect results, recipients and the stewardship of resources toward those same Ends (Values and focus).

2) Executive Limitations: The Executive Limitations instruct the Lead Minister as to the practices that cannot be used in the pursuit of the Ends. Any practices not listed, as Executive Limitations, are therefore within the purview of the Lead Minister in pursuit of the Ends. The Leadership Board Limitations instruct the Lead Minister as to the practices that cannot be used in the pursuit of the Ends

3) Lead Minister-Leadership Board Link: This link describes how the Lead Minister and Leadership Board (aka: LB or Board) both delegate authority (of executing the Ends to the Lead Minister) and monitor that authority in a variety of ways.

4) Leadership Board Governance: The governance instructs the Board as to how the board will govern itself and remain faithful to its mandate.

Leadership Board is referred to as: The Board or LB

The Communal Ends of Spero Dei

Our Focus

We exist to evolve and reform the Christian Church for the 21st Century.

Our 5 Values:

1. We show Christ-like love. Period.

2. We embrace and open & flexible Christian theology.

3. We integrate spiritually encompassing our heart, mind, body, and spirit.

4. We connect relationally to God, self, and others.

5. We better the world.

Our Niche

We will create a new reforming Christian Church so that it thrives, becomes a model, and it replicates

Governance

Executive Limitations

Level 1:

1. The Lead Minister is a full member of the Leadership Board with equal status with all other members.

2. The Lead Minister shall not cause or allow any practice, activity, decision, or organizational circumstance that is illegal, dishonorable, or unethical.

Financial Area:

Level 2:

A) The Lead Minister shall not cause the expenditure of funds that compromises the ends of the Spero Dei community.

Level 3:

1.  The Lead Minister shall not cause, nor allow, more than 55% of the annual operational budget to be spent on personnel costs without board approval. Such an action is to be reflected in the minutes.

2. The Lead Minister shall not cause, nor allow, new debt without board approval and such actions are to be reflected in the minutes.

3. The Lead Minister shall not allow less than 7.25% of the operational budget to be spent on debt reduction (principal and interest) without board approval. Such action is to be reflected in the minutes.

4. The Lead Minister shall not spend, nor cause to be spent, over $25,000 on any single (budgeted) item without board approval.

5. The Lead Minister shall not spend, nor cause to be spent, over $10,000 on any single (non-budgeted) item without board approval; and the Lead Minister shall not spend, nor cause to be spent, an excess of $50,000 for all unbudgeted expenditures in a calendar year without the approval of the board. Such actions are to be reflected in the budget.

6. The Lead Minister shall not set the annual revenue estimation (for budgeting purposes) without board dialogue and alignment.

7. The Lead Minister shall not exceed his annual expense account without board approval and such action reflected in the minutes.

Personnel Area:

Level 1:

A) The Lead Minister shall not treat any staff members in a manner incongruent with the Ends statements of Spero Dei.

Level 2:

A) The Lead Minister shall not hire nor terminate personnel without following the established HR policies for either action.

1. B)  The Lead Minister shall not hire nor terminate ministers/directors without his or her direct involvement in the process and without informing the Board during the process and before final action is taken.

2. C)  The Lead Minister shall not change an employee’s pay rate by more than 5% annual (+/-) without the approval of the board and such action reflected in the minutes.

3. D)  The Lead Minister shall not lead and manage the staff without written HR policies and processes that protect and develop the staff.

4. E)  The Lead Minister shall not hire nor cause to be hired family of staff members without board approval and such action reflected in the minutes.

Community Area:

Level 1:

A) The Lead Minister shall not treat community members in a manner that would violate the Ends of Spero Dei.

Level 2:

A) The Lead Minister shall not leverage nor allow staff to leverage the Spero Dei community for sole personal and/or financial gain.

B) The Lead Minister shall not enter into revenue generating agreements with any parties without notifying the board and such agreements reflected in the minutes.

Lead Minister-Board Linkage and Board Limitations

Delegation:

Level 1:

A) The Board’s sole official connection to the staff, their performance and conduct, is through the Lead Minister

Level 2:

1. A)  All direction and accountability of staff comes solely through the Lead Minister and staff, and not is considered the direction and accountability of the Board’s.

2. B)  Systematic review of the Lead Minister’s job performance, against the Ends and Executive Limitations, will be conducted annually by the board.

Level 3:

1. A)  Only 100% unanimous decisions of the Board (in this, the Lead Minister is not part of the 100%) are binding on the Lead Minister.

2. B)  The Board will never give instructions to or directly evaluate (as supervisor), formally or informally, any staff other than the Lead Minister.

Monitoring

1. Lead Minister performance yields congregational life and health of the Ends/ Executive Limitations.

2. The Board may use 3 methods for monitoring:

   ~ Internal Report: Lead Minister disclosure.

   ~ External Report: Outside Evaluation.

   ~ Direct Inspection: Board or authorized Board members.

3. In the pursuit of the means, the Lead Minister can use any reasonable interpretation of both the Ends and the Executive Limitations that does not violate either.

4. Frequency of Monitoring: Chosen by Board (e.g., monthly, quarterly, annually).

Removal, termination and discipline of the Lead Minister

1. If for some reason the Leadership Board is ever faced with removal, termination, or discipline, of the Lead Minister, they must establish good cause, reasons, and evidence for doing so (ie. the Lead Minister is not complying with Spero Dei Governance) and present that to the Lead Minister, with full agreement from all (100%) the Board members (Note: In this, the Lead Minister is not included in 100%).

2. The Board will conduct a 60 day investigation after that, with the Lead Minister’s full cooperation, of which he/she is on paid leave-of-absence of duties and teaching.

3. To remove or terminate the Lead Minister, the Leadership Board (not including the Lead Minister) must be in full agreement and there must be a majority vote of the congregation (membership if it exists) after, or at the end, of the 60 day review and investigation. Thus, to terminate the Lead Minister, the Board must unanimously (Note: In this, the Lead Minister is not included in 100%) support the termination along with a majority vote from the congregation / or membership if it exists. Both Lead Minister and Board may make their cases to the congregational membership.

Leadership Board Governance

1. Governance Term:
   a. Board Member will serve at least in 2 year terms, or more if personally discussed among the board.

2. Governing Style

   • Outward focus and vision rather than internal preoccupation (i.e., means).

   • Encouragement of diversity of viewpoints within the team (which leads to

   • a common voice).

   • Strategic leadership over vs. administrative detail

   • Clear distinction of Board and Lead Minister roles.

   • Collective rather than individual decisions.

   • Big picture thinking.

   • Pro-activity rather than reactivity.

   • Cultivating an environment of mutual trust (especially between Board and

   • Lead Minister).

3. Board Job Description

a. To add value in a way that ties organizational prerogatives to organizational performance:

1. Connect/link between both community and staff.

2. Produce and update written policies:

1. Executive Limitations.

2. Leadership Board—Lead Pastor link.

3. Governance of self.

4. Shepherds of the community

iii. Produce assurance of Lead Pastor performance: 1. Ends

2. Executive Limitations

iv. Qualifications:

1. Serve humbly.

2. Attend Church consistently.

3. Financially give charitably.

4. Practice faithfully.

5. Live spiritually.

6. Love healthily.

1. Chairperson’s Role (or designee)

   1. Assures Board’s integrity and fulfillment of Board processes and occasionally represents the elders to outside parties.

   2. Duties/Responsibilities:

      1. Ensures meeting content is determined by the Board along with

         Lead Minister, but not exclusively by either; develops agenda with

         consultation of other board members and Lead Minister.

      2. Chairs the Board meetings, ensuring that dialogue and deliberation

         is fair, timely, and to the point.

      3. Make decisions that fall within governance policy, unless the

         board/team has delegated authority to others (e.g., ensures that the Board and Lead Minister function according to their roles; offers real time feedback when boundaries are crossed).

      4. Has no individual authority to make policy decisions or supervise the Lead Minister

      5. May delegate authority, but is still responsible for it.

      6. Chair must have served at least one year on the board before being

         chosen for the position

      7. Chair tenure is one year with a possible extension to be determined

         collectively by the Board.

2. Code of Conduct:

   1. The Leadership board conducts itself in ethical and lawful manners. This includes the appropriate use of authority and decorum.

   2. Must represent the entire community over interest groups.

c. Avoid conflicts of interest:

1. Unfair acquisition of business.

2. If conflict of interest arises, the situation must be dealt with and

   the party involved—the parties should recuse themselves from

   situation.

3. Must not use position for employment opportunities.

4. Board will give no voice or consequence to individual (Board

   members) judgments against Lead Minister or staff (i.e., an member’s agenda or personal hot button issue may not dominate board meetings/decisions— issues must find traction for the board).

5. Confidentiality

d. A Board member’s life is reflective of good standing and character

qualifications:

1. Board Committee Principles (ad hoc or participative committees derived of

   Board members)

   1. Committees help the board, NEVER the staff.

   2. Only have authority as given by majority of the board, and such action

      reflected in the minutes, and not to conflict with the duties and

      responsibilities of the Lead Minister.

   3. Helps to create policy but majority of the board evaluates outcome.

   4. Committees should be used with discretion.

   5. A committee is any group formed by board, but not a group formed by

      Lead Minister.

2. Continual Growth as a Leadership Board

a. Invest in Board’s capacity:

1. Training.

2. Outside mentoring.

3. Outreach mechanisms which seek the input and viewpoints of

   others (can be within or outside the church community).

4. The Leadership board can define a budget (contained within the

   operating budget) for its own ongoing growth

5. Board members will pursue the Ends in their individual and

   collective relationships.