You joining staff at Via is evidence of the Lord working in might ways to make his name great.
Welcome!
Three billion people have no access to the gospel.
Our Vision
Our Vision is to see all believers fully engaged in their God-given roles in fulfillment of the Great Commission.
Our Mission
We Mobilize the Global Church to Send Missionaries to the Unreached.
Our Values
We pursue a “Humble Posture” We embrace “Own the Whole and Play Your Part” We pace-set “Follow Me” We strive to “Expect & Attempt” We invest in “Staff First”
Our Voice
We seek to infuse Via’s voice of mobilization thoroughly and consistently to 50 Mobindex Countries, 3 Key Cities per Country, 20 Churches in each City.
Via Voice - Our Resources and Trainings
To Infuse - Poured in or to steep something in a liquid to extract the flavors from it
Welcome Aboard! All of us at Via are genuinely excited that you will be joining us. We are looking forward to beginning the on boarding process with you. Most of the forms we send you or will refer you to are also on our staff intranet; vianations.net. You can login to the intranet with your new Via email credentials. You will have a donation link placed at vianations.org/give and a custom link directly to your donation page at vianations.org/give/yourlastname.
Here are some people at the International HQ that are available to help you:
° Brenda Caron, Personnel Manager: brenda.caron@vianations.org | cell:479-879-7017
° Brenda leads our Personnel Team and will be your primary point of contact for Personnel questions, support goals and MPD needs.
° Donnie Todd, Training & Development Manager: donnie.todd@vianations.org | 479-561-6400.
° Donnie leads our training & development, if you have any questions in this area please reach out to him. Donnie also works with People Care.
° Katie and her team set up your email account, and all things tech, and can answer basic questions on computer purchases. Again, welcome… There are many exciting days ahead!
Via Values
Via Core Values
We Pursue a “Humble Posture”
As demonstrated by our servant attitude and humble posture in working with leaders in the global body of Christ, while being bold with our message of mobilizing the body of Christ to reach the unreached.
° As demonstrated by staff and partners thinking the best of each other and extending grace as we work in community and overcome conflict.
° As exhorted in Philippians 2:3-4, “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others.”
We Embrace “Own the Whole and Play Your Part”
° As demonstrated by embracing the overall mission of the Church and the value in other Christian ministries, while the Via carries out its specific calling in mission mobilization and organizational goals.
° As demonstrated by staff embracing the various strategies, divisions and teams of the Via while fulfilling their specific role and responsibility.
° As exhorted in 1 Corinthians 12:12-13, “The human body has many parts, but the many parts make up one whole body. So it is with the body of Christ... But we have all been baptized into one body by one Spirit, and we all share the same Spirit.”
° As exhorted in Ephesians 4:11-13, “So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.”
We Pace-set “Follow Me”
° As demonstrated by our staff and partners practicing what we preach in an authentic relationship with Jesus Christ and serving each other in humility.
° As demonstrated by personally living the World Christian lifestyle and challenging others to follow us in aligning our lives towards the goal of seeing all peoples reached with the Gospel.
° As exhorted in 1 Corinthians 11:1, “Follow my example, as I follow the example of Christ.”
We Strive to “Expect & Attempt”
° As demonstrated by our bold and wholehearted pursuit of our mission and vision, believing that this is the will of God and that we move forward in ministry strategies, plans, and measures in faith that this is what God desires of us. We will “expect great things from God; attempt great things for God,” as William Carey, the founder of modern missions once proclaimed in 1772.
° As exhorted in Ephesians 3:20-21, “Now to him who is able to do immeasurably more than all we ask or imagine, according to his power that is at work within us, to him be glory in the church and in Christ Jesus throughout all generations, for ever and ever! Amen.”
° As demonstrated by diligently planning our work and working our plan, while trusting God for the fruit in our ministry efforts.
° As exhorted in 1 Corinthians 3:6, “I planted, Apollos watered, but God gave the growth.”
We Invest in “Staff First”
° As demonstrated by our staff and team care initiatives which are forging a culture and developing a structure that empowers teams and staff to thrive in sustainable and effective ministry.
° As demonstrated by our staff development initiatives as we increase our knowledge, skills, character and vision.
° As demonstrated by initial and ongoing staff and leadership training to ensure we are equipping all staff to excel in their ministry responsibilities.
° As demonstrated by ensuring our staff are thriving financially and the organization is meeting our 95/95 Standard that 95% of our staff are above 95% of their financial support goals.
° As exhorted in John 15:5, “I am the vine; you are the branches. If you remain in me and I in you, you will bear much fruit; apart from me you can do nothing.”
° As exhorted in Psalm 78:70-72, “He chose David his servant and took him from the sheep pens; from tending the sheep he brought him to be the shepherd of his people Jacob, of Israel his inheritance. And David shepherded them with integrity of heart; with skillful hands he led them.”
Community Values
Vision | Community | Role
All staff share Via’s vision, can thrive in our community and culture, and are able to fulfill a strategic role within the ministry. (Eph 4:1-7)
Vision Driven and Fully Funded
We believe that God is our provider and wants us to mobilize the necessary resources to maximize the fruitfulness of our family and ministry. To that end all staff value being Vision Driven in their budgeting and being Fully Funded. (Philippians 4:19)
Sweep the Floor
We value a humble attitude and a willingness to do whatever it takes to accomplish what God has called us to do. No job is “beneath us” and we are all called to follow Jesus’ example of coming “to serve and not be served.” If the floor needs sweeping, we will all be wholeheartedly willing to “sweep the floor.” (Philippians 2:1-11)
Passion for the Unreached
The glue that binds all our staff, volunteers and strategies together is our passion for seeing Christ glorified amongst every people group on the planet. We prioritize the urgency of the task of seeing the unreached people groups reached with the gospel. (Genesis 12:1-3, Revelation 7:9).
Lifestyle Values
As part of the Via Family, we desire everyone to maintain a lifestyle centered on Jesus Christ. Here is a list of general values we believe are important for Via staff to integrate into their mindset and routines.
Growing Personal Relationship with God
We encourage each person to allow adequate time and energy to maintain a continuous, thriving, and growing relationship with the Lord. In addition, we encourage a prayerful life and one connected to a local body of Believers.
Healthy Families
We value healthy marriages and families. We value staff putting a priority on this as a core part of their personal lives.
Participation in the Via Community/Team
We value living and working within teams. Team life is vital in Via and will look different for international teams than it will for teams in the USA. Wherever you live, we value staff being active members of your Via team; contributing, serving, maintaining godly relationships, and loving each other well.
Personal and Professional Development
We value discovering people’s vision, passion, gifts, and skills and placing them in a position of maximum fruitfulness.
Maintaining Strong Relationship with Support Team
We value good communication with those who the Lord has led to partner with us in ministry. This is a part of everyone’s work hours and should be viewed as a vital part of ministry, not an extra burden.
Personal Evangelism and Discipleship
We value putting into practice what we are encouraging others to do. Field staff are probably doing this already as part of their job, but may want to engage in ministry outside of mobilization. Operations staff are encouraged to engage in personal ministry in their churches and communities.
Professionalism
Communication
We encourage a prompt, courteous, and professional response to the numerous communications, inquiries, and requests we receive on a daily / weekly basis. You are expected to respond to correspondence from other staff within two business days. If you are sick or traveling, use the auto-response feature. All work related email should be done through one’s Via provided email account.
Personal Appearance
We expect all staff to be clean, neat, dressed in good taste according to the culture and occasion, including avoiding tight or revealing clothing. The Bible emphasizes the importance of modesty, simplicity and neatness in respect to dress and personal appearance.
Meetings
Each team has their own regularly scheduled group and individual meetings. Staff are expected to be prompt, prepared and participate fully in all meetings. Each team will have some meetings or gatherings where all staff and spouses are invited to attend.
Work Hours
We expect all full-time staff to work about 45 hours per week. From time-to-time there are projects or situations that require an “all hands on deck” mentality and may require a longer work week.
° Field staff should work out a routine schedule with their supervisor, but a standard principle is to work two-thirds of a day, such as afternoon and evening, or morning and evening, depending on the best times for ministry.
° Administrative staff are expected to report to work during normal business hours and communicate their schedules with their supervisor. Personal lunches are not included in your daily work time.
° We strive to maintain a balance between grace and integrity. We always extend grace to others while keeping our focus on personal integrity, remembering that we are working for the Lord, not just an organization.
Excellence and a Strong Work Ethic
We desire excellence in our work in order to show respect for others and to glorify God. Via expects staff to maintain a strong work ethic, be internally motivated and always give their best effort.
Commitment to Our Supporters
Each staff member on support is responsible to maintain a ministry oriented relationship with each financial supporter. These are your ministry partners just as much as those you are ministering too. We need to honor them in our heart and with our actions. Time for this is considered part of your job description.
Half Day of Prayer
Once a month, the staff sets aside a designated time for a half day of prayer. Use this time to seek God’s personal direction for your life and ministry as well as direction and unity for our staff team as a whole.
Via Family Gathering
This is a time for all staff to come together every three years. This is a time of spiritual refreshment, encouragement, and celebration of what God has been doing in the Via and learning what may lie ahead of us. Attendance at the Family Gathering is expected of all full time staff. We have programming for children, so all staff children (up to high school age) are welcome and encouraged to come.
Code of Conduct
° “And whatever you do, whether in word or deed, do it all in the name of the Lord Jesus, giving thanks to God the Father through him.” —Colossians 3:17
° “In the same way, let your light shine before others, so that they may see your good works and give glory to your Father who is in heaven.” —Matthew 5:16
Introduction
In the early days of our ministry, a phrase that helped guide Via staff in matters of conduct and policies was “grace with accountability.” As you read through Via’s Code of Conduct (and even attest that you will strive to live accordingly) , we also want to ensure every staff member knows that with this accountability comes grace, healing, and reconciliation.
We affirm that we are accountable to God and to each other as brothers and sisters in Christ, and as employees of a Christian ministry; and we also extend grace to each other, as we are all still sinners constantly being sanctified. In Jimmy Dodd’s book Survive or Thrive, he encourages ministry leaders that our ultimate desire is that our front-stage image (public persona and teaching) matches our back-stage reality (private and personal life). It is our hope for all of us that our private practice will match our public message.
As members of the body of Christ, we are called to live lives according to God’s word to glorify the Father. As Via staff, we do not expect perfection, because we know that only Christ is perfect, but we expect our staff to be Christ-followers with all their hearts, souls, minds, and strength. This requires being in the word and living in the power of the Spirit. And when we fail to live up the standards outlined in Scripture, we need to seek the forgiveness and freedom Jesus offers and the Spirit facilitates. We are forgiven.
° “If we confess our sins, he is faithful and just to forgive us our sins and to cleanse us from all unrighteousness.” —1 John 1:9
With this said, there are some actions and conduct that have varying degrees of consequences. While many can be dealt with through personal accountability, correction by teammates, or more serious due-process matters with one’s team leader and Personnel, others may result in leaving Via staff. It is our hope to bring clarity to these matters, be clear with expectations, and be consistent with consequences.
Via’s Philosophy Behind the Code of Conduct
The Bible is the verbally inspired word of God
° It is without error in the original writings.
° It is the complete revelation of God’s will for salvation.
° It is the ultimate authority by which every realm of human knowledge and endeavor should be judged.
Via’s Core Values guide the way we treat others and what is expected from us as staff.
° Humble Posture - Philippians 2:3-4
° Own the Whole - 1 Corinthians 12:12-13; Ephesians 4:11-13
° Follow Me - 1 Corinthians 11:1
° Expect and Attempt - Ephesians 3:20-21; 1 Corinthians 3:6
° Staff First - John 15:5; Psalm 78:70-72
Via Staff commit to wholeheartedly live our lives for the sake of the gospel and Via’s mission which may mean limiting our personal freedoms.
° “For you were called to freedom, brothers. Only do not use your freedom as an opportunity for the flesh, but through love serve one another.” —Galatians 5:13
° “‘I have the right to do anything,’ you say—but not everything is beneficial. “I have the right to do anything’—but not everything is constructive.” —1 Corinthians 10:23
° We embrace the lifestyle of limiting our personal freedoms for the sake of the gospel and to steward the mission of Via.
° Our “personal convictions” that allow us to engage in certain activities may need to be curtailed for the sake of others or Via’s mission.
° Jesus also instructed us to love each other as he has loved us. Sometimes, this means that we avoid things, which we are free to do, for the sake of another.
° Our teams, summer projects, and staff events may have their own “unifiers” which go into more detail of prohibited actions and activities that the leadership have carefully constructed for safety, team reputation, or respecting other cultures. This might include one’s attire, travel zones, and alcohol usage.
Authenticity and Holiness
° We desire our staff to be self-aware, growing, and struggling well.
° We must pursue our walk with Christ and grow in knowledge and insight of who he is.
° When we struggle and if we fall, let us struggle and fall toward Jesus.
° We want to do our “struggling well” within the appropriate community.
° We desire to be authentic AND pursue holiness.
° True freedom comes, not from walking as close to the line of right/wrong as we can, but rather from allowing the Spirit to guide our actions so that we might faithfully live out the Via guidelines.
° James 1:22; John 16:33; James 1:12; 2 Corinthians 4:7-10
By the Grace of God I Commit to the Following:
Personal Relationship with God
Seek First God (Humble Posture)
I commit to prioritize my relationship with God, in Jesus Christ through the power of the Spirit, and grow this relationship. I commit to love God with all my heart, soul, mind and strength; to seek first God’s kingdom and righteousness; and to grow in God’s grace and knowledge for His pleasure and glory.
° “I am the vine; you are the branches. Whoever abides in me and I in him, he it is that bears much fruit, for apart from me you can do nothing. If anyone does not abide in me he is thrown away like a branch and withers; and the branches are gathered, thrown into the fire, and burned. If you abide in me, and my words abide in you, ask whatever you wish, and it will be done for you. By this my Father is glorified, that you bear much fruit and so prove to be my disciples. As the Father has loved me, so have I loved you. Abide in my love.”
—John 15:5-9
° Matthew 6:33; Mark 12:30
Church Attendance
I commit to be in regular attendance in a local church.
Note: Via understands that as staff move to new cities and cultures, finding a local church can be difficult and takes time. Nonetheless, we encourage and expect our staff to pursue finding regularly attending, and participating in a local church or house church which aligns with Via’s Core Beliefs and does not hold doctrine contrary to our Statement of Faith.
° “And let us consider how to stir up one another to love and good works, not neglecting to meet together, as is the habit of some, but encouraging one another, and all the more as you see the Day drawing near.” —Hebrews 10:24-25
Workplace Character
Loving My Neighbor as I Love Myself
I commit to seek to love others as I love myself and honor them as fellow image bearers of God.
° Mark 12:31; Philippians 2:3
Loving My Neighbor Through Christlike Godliness
I commit to live my life according to the character and lifestyle Christians are called to as commanded in the Bible. Through the power of the Spirit, I commit to seek godliness in my actions, attitudes and mindsets as well as avoid the actions, attitudes, mindsets outlined in Scripture.
Note: These actions include, but not limited to:
° “The acts of the flesh are obvious: sexual immorality, impurity and debauchery; idolatry and witchcraft; hatred, discord, jealousy, fits of rage, selfish ambition, dissensions, factions and envy; drunkenness, orgies, and the like. I warn you, as I did before, that those who live like this will not inherit the kingdom of God. But the fruit of the Spirit is love, joy, peace, forbearance, kindness, goodness, faithfulness, gentleness and self-control. Against such things there is no law.” —Gal. 5:19-23, NIV
° “Therefore, as God’s chosen people, holy and dearly loved, clothe yourselves with compassion, kindness, humility, gentleness and patience. Bear with each other and forgive one another if any of you has a grievance against someone. Forgive as the Lord forgave you. And over all these virtues put on love, which binds them all together in perfect unity.” —Col. 3:12-14
Loving My Neighbor Through Showing Deference
I commit to live in a way that honors my brothers and sisters in Christ and will avoid actions and behaviors that are (or likely would be) a stumbling block to them.
° “A new commandment I give you: Love one another. As I have loved you, so you also must love one another. By this everyone will know that you are my disciples, if you love one another.” —John 13:34-35
° “It is good not to eat meat or to drink wine, or to do anything by which your brother stumbles.” —Romans 14:21
° “Love one another with brotherly affection. Outdo one another in showing honor.” —Romans 12:10
Loving My Neighbor with My Words
I commit to using my words to bless others. I recognize that there is tremendous power in the tongue (James 3:6). I also recognize that as a Via employee, I am in a distinct position as a minister/representative of Jesus Christ as well as Via. In this position, both Christians and non-Christians are often listening to the words of my mouth. Therefore, I commit to submit this area of my life to the Lord; desiring to honor Jesus as well as love and build up people with how I speak.
° “Let no corrupting talk come out of your mouths, but only such as is good for building up, as fits the occasion, that it may give grace to those who hear.” — Ephesians 4:29
I aim to “spur each other on to faith and good works” (Hebrews 10:24) and help each other “shine like stars in the crooked and depraved generation” (Philippians 2:14-16). I recognize that there are some words, ways of talking, ways of joking, etc., that everyone agrees are clearly wrong and some things that people and cultures disagree on what is appropriate.
I commit not to lie, deceive, curse, gossip, slander, or use other crude, dishonoring, or mocking language. I commit to speak honorably about others and not tear them down, both in their presence and in their absence. I will be careful about sarcasm or jokes, which are often experienced differently in other cultures. If I hear another staff member speaking in such a manner, I will discuss it with him or her personally and privately with grace and forgiveness, and only if it persists seek a leader’s assistance in addressing the issue.
° “Let each of us please his neighbor for his good, to build him up.” —Romans 14:21
° “Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen.” —Ephesians 4:29
I commit to treating my co-workers with honor and respect in all my interactions and with my heart attitude.
I commit to respect and honor those in authority over me as a way of honoring God, as well as knowing that either now or one day I will represent authority to others. I commit to following these authority structures as a way to honor my co-workers and supervisors. When disagreements or conflicts arise, I commit to practicing appropriate ways to disagree with others and nurturing healthy conflict.
Loving My neighbor During Strife
In strife, conflict, or if I see my co-worker struggle, I commit to resolve conflict or issues in a biblical way, following Via’s conflict principles and Organization Due Process steps (these are found on the Intranet under Personnel Policies, vianations.net/PersonnelPolicies). I agree to let “love cover a multitude of sins;” (1 Peter 4:8) forgive or move toward forgiveness, and have the appropriate conversations in appropriate ways.
I commit to talking to my co-workers if I have an issue with them instead of talking about them.
I commit to talking with the appropriate person (e.g., team leader, personnel, member care) if I am not sure how to address an issue instead of talking to people who aren’t part of the solution.
° Matthew 5: 3-5; Matthew 18:15-17
Honoring Christ in My Work (Expect and Attempt)
I commit to serve responsibly in my job role with integrity and diligence. I commit to steward my resources in order to best honor God with my work.
° “Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving.” —Colossians 3:23
Maintaining a Humble Posture (Own the Whole)
I commit to submit to Via’s Statement of Faith and Core Beliefs which outline the ministry’s theological non-negotiables.
° Note: These doctrinal statements are by no means exhaustive, and staff hold many varying views on secondary and tertiary doctrines. The book Finding the Right Hills to Die On: The Case for Theological Triage by Gavin Ortlund is a good guide for those wanting to read more about primary, secondary, and tertiary doctrines.
I commit to following Via’s practice of “the significance of silence” in doctrinal matters outside of our statement of faith in order to preserve unity with other believers and work with evangelical believers. I understand that staff are welcome to have robust theological discussions, but should not allow differences of opinion in these matters lead to strife and conflict.
I will refrain from advocating any core doctrines beyond our Statement of Faith in a Via ministry setting.
Politics/Economics:
I commit to refrain from publicly promoting or aligning myself with a party or cause which is in direct conflict with Via’s Statement of Faith and Position Papers.
° Note: Personal political philosophies, convictions, and affiliations are natural, and Via does not define itself with any country’s political parties. Staff are free to support political or social movements in their personal life. However, some political or social movements and platforms have stated and clear objectives and beliefs which may be contrary to Via’s Statement of Faith and Position Papers. Staff are encouraged to use discretion in matters of public controversy in the public space (social media, email newsletters, blogs, bumper stickers, etc.).
Sexual Purity (Follow Me)
I commit to following Scripture’s commands for sexual purity. I understand that sexual relations outside of a biblically ordained marriage between a naturalborn man and a natural-born woman are not permissible.
In my personal relationships, I will follow biblical guidelines to avoid the appearance of impropriety as well as situations that may increase temptation.
° Note: Please refer to the Position Statement on Marriage, Divorce, and Remarriage for Via’s position on these issues.
° Unacceptable behaviors related to these standards include, but are not limited to the following:
° Sexual activity, including online communication, outside of a marriage relationship between one man and one woman (e.g., adultery, premarital sexual activity, homosexual activity, incest). We do not allow unmarried couples to travel alone or room together.
° An emotional affair, or inappropriate emotional connection, between a married person and someone other than their spouse that has an impact on the level of intimacy, emotional distance, exclusivity, and overall dynamic balance in their marriage.
° Pornography - repeated and intentional viewing of pornographic media and/or material.
° Transgender behaviors and/or practices.
° Indecent exposure.
Via does not tolerate harassment of any kind. Via has established and implemented a Anti-Harassment Policy to be followed by all employees and volunteers in and out of office.
Entertainment Intake & Participation (Follow Me)
I commit to evaluating the entertainment I consume (music, movies, shows, podcasts, video games, etc.) and to keep watch on my heart in order to honor Christ. I commit to remain open to having discussions with our community members about my choice of entertainment.
° Note: Via is not planning to have specific guidelines on what entertainment is off limits. Rather, we ask staff to use discernment and have a humble posture if someone disagrees with you.
I commit to evaluating the places I go and environments I put myself in order to guard my heart, honor Christ, avoid temptation, avoid putting myself in potentially dangerous situations, and be an honorable witness for Christ in my surroundings.
° “But he turned and said to Peter, ‘Get behind me, Satan! You are a hindrance to me. For you are not setting your mind on the things of God, but on the things of man.’” —Matthew 16:23
Social Media Usage (Follow Me)
I commit to being wise with my social media usage, how much I consume, when I consume it, the content I set my mind on, or the effect it has on my ministry. I understand that I represent Via, and ultimately Christ, in my online social media activities, whether it be personal or Via accounts.
As a Christian, we need to be wise on what we post on social media. Our first allegiance is to Jesus and his kingdom. We need to evaluate what we post about, comment on, and “like” as to what our motivation is, what are the potential results of posting this and how might this affect my effectiveness for Christ among those who see my posts. We should prayerfully evaluate how to use technology to further, and not hinder, our ministry.
Each team leader will have their own social media usage requests for their staff regarding the area they are serving and the security issues they deal with.
Potentially Controversial Substances (Follow Me)
I commit to not allowing any substance to have an unhealthy place in my life that would hinder my relationships and ministry.
When dealing with potentially controversial substances or substances that can create a dependence or addiction, we believe that staff should consider these five areas:
° Am I trying to get a need met through this that I should be met another way?
° What is my track record of having a solid, Holy Spirit-empowered self-control in other areas of my life?
° If your self-control is adequate or a struggle in other areas of life, trying a small amount of an addictive substance is an unwise choice.
° Why do I feel I need to, should, or want to take this action?
° Why is taking this action so important to me?
° Am I aware of the culture around me, both Christian and non-Christian?
° As a vocational minister and ambassador of Christ, a large goal of ours is presenting the gospel accurately and not putting up more stumbling blocks than the gospel already has.
° Am I obeying the current laws?
° As believers, we are to abide by the laws of the country we are in unless they directly contradict the explicit teaching of Jesus.
Alcohol
I commit to follow Scripture’s guidelines regarding alcohol. Am I doing this in faith (Rom. 13-14), am I above reproach (1Tim. 3) and am I causing others to stumble. (Rom. 13-14). If I choose to drink alcohol and am of legal age, I commit to following biblical guidelines. I commit to show deference to brothers and sisters in Christ so as to not be a potential stumbling block to them or a poor witness of Christ in their eyes. I will only consume alcohol in a responsible way, time, and place to ensure that I am an honorable witness of Christ. I will be aware of cultural norms and beliefs (general culture and Christian culture) to uphold my Christian witness (Ephesians 5:18).
° Note: The Bible permits the moderate use of alcohol, but does not permit drunkenness and gives warnings about the devastating results of abusing alcohol. We affirm a decision by any follower of Jesus to abstain from alcohol for biblical reasons.
° While consumption of alcohol in moderation is not universally restricted from Via gatherings, there may be events and occasions where alcohol should not be consumed. Via staff are encouraged to use discretion when around Via families when children are present, people of other cultures who hold more conservative views on alcohol, large group settings, and when around recruits, students, and new staff.
Other Substances
I commit to seek help if I notice a tendency toward becoming addicted to a substance (tobacco, drugs, pills, etc). If I feel l might be moving in that direction or someone approaches me with concerns, I commit to seek help and accountability.
I commit to not use illegal drugs or marijuana, even in regions where it is legal except for medical reasons and approved by the team leader.
° Note: Parents, if you have kids struggling in any of these areas, we want to help you and get you resources and walk beside you. We want to make sure you have what you need to parent well.
Final Comments
We desire to see each Via staff member flourish in their personal and ministry roles. We believe that happens when our lives are lived under the guidance of the Spirit. The Via Code of Conduct is designed to help us think through some practical issues related to conduct as representatives of Christ and this ministry. Due to Via’s global footprint, it is essential that Scripture serve as our reference for our decisions regarding our conduct. If any Via Staff struggles in an area and needs assistance, our desire is to help them seek healing, forgiveness, and freedom. Via is committed to help find the necessary resources—including a Christian counselor—to help our staff experience redeeming grace. By signing your Staff Agreement, you are agreeing to this Code of Conduct.
Policies & Structures
Staff Classifications & Employment Status
Overview
No matter your “Employment Status” or “Staff Classification” you are fully part of Via family. However, for legal and logistical reasons, we have developed different levels of employment status and staff classifications that may apply to you in different seasons during your time with Via.
Staff Classifications
Recruit
A recruit is someone who is faithfully considering whether or not to take the next step to join Via family. A person is considered a recruit until they receive and accept an invitation to join Via family. Recruits are eligible to receive expenses reimbursements, but are not eligible for payroll or personal insurance benefits. Recruits are covered by our corporate liability & travel insurance policies.
Candidate
Once an invitation to join Via is accepted, an individual is considered a “Staff Candidate”. That individual will be a candidate until they launch to their ministry assignment. Candidates can be either a volunteer, part-time, or fulltime employee. Candidates may change their requested payroll from month to month depending on their need during their candidacy.
Active Staff
Once an individual launches to their ministry assignment, they are considered “Staff”. An individual is considered Staff as long as they faithfully serve in their assigned ministry role. At this point, payroll is consistent from month to month. If a staff would like to change their payroll they must go through a support goal review process.
Employment Status
Volunteer
Via volunteers are covered by Vias group travel and liability insurance polices and are eligible to receive expense reimbursements. Volunteers are not eligible to be covered by our group health, dental, vision, or disability insurance policies or receive a payroll. Recruits are always considered to be volunteers. Candidates are considered volunteers until their request and receive approval to take an initial payroll.
Employee
Individuals receiving payroll from Via are considered W2 employees. These individuals are also covered by Via group travel & liability insurance policies. Additionally, these individuals may have access to Via’s group insurance and retirement policies
Ministerial Employee
With some exception, all Via employees are considered “Ministers of the Gospel” for employment purposes. Staff considered Ministers for employment purposes are exempt from certain federal employment regulations and also have access to utilizing a minister’s housing allowance designation in their payroll. With this, payroll taxes are significantly different for employees categorized as “Ministers” as opposed to those who aren’t. This is explained further in the Payroll section of this handbook.
Employment at Will
During the course of your relationship with Via, you are free to leave Via at any time for any reason, and Via reserves a similar right with regard to your relationship with it. Thus, both you and the ministry will have the right to terminate your employment with Via at any time with or without advance notice and with or without cause. This is called “employment at will”. However, Via fully intends to honor its commitment to all individuals as long as they are living out our mission and vision in accordance with all staff policies and codes of conduct.
Equal Employment Opportunity
It is the policy of Via to provide equal employment opportunity for all applicants and employees who share its mission and religious beliefs. Via does not unlawfully discriminate on the basis of race, color, sex, national origin, age and disability. However, as a religious organization, Via is permitted to make hiring, promotion, firing and other employment decisions based on theological and moral considerations.
Insurance
Summary
We value the physical health of our staff and their access to quality healthcare. Therefore, we offer a full range of insurance coverages for our staff.
Eligibility
Full-time employees are eligible for Via’s benefits of insurance. A full-time employee may defer insurance coverage for up to two months after the date of eligibility, but must be enrolled prior to launching to an international ministry assignment.
Enrollment Requirement
All staff are required to enroll in our group health plan unless granted an exception. Staff serving domestically, are not required to have their families on our group health plan. However, staff serving internationally are required to have their entire family on our group health plan. This requirement is based on our desire to be able to continue to offer premium insurance to our staff and a need to be able to communicate with an insurer on behalf of our staff in cases of emergency.
If the domestic staff is covered by a spouse’s group plan, the employee may opt to not be in Via plan. Domestic staff may also opt out if on a parent’s plan for the first two years of employment and then will need to sign up for Via’s Insurance.
Changes to Coverage
Changes to coverage can only be made during the open enrollment period or after a qualifying life changing event. Staff who previously opted out because they were under a spouse’s group plan can only join during the open enrollment period or after a qualifying event. A qualifying event includes marriage, divorce, death of spouse or child, birth or adoption of child, loss of employment, or changed job assignment from living internationally.
Employer Paid Insurance/MA Funded
Our group insurance plans are considered to be a 100% employer paid plan. Insurance premiums are paid in full by Via, and are not taxable benefits. The cost of the monthly insurance premium will be withdrawn from your MA. You will not see any payroll deduction for insurance on your paycheck.
Available Coverage
We offer a full range of insurance coverages. As mentioned above some of them are mandatory. However, others are optional.
Health
Our group health insurance plan is through United Health Care. Our plan has a single deductible option of $2,500.00. As stated above, all Via staff are required to enroll in this plan with limited exceptions. If one of the above exceptions apply, proof of comparable insurance must be submitted to the Finance Team. Furthermore, any premiums are not allowed to be reimbursed per IRS regulations.
° Premiums per month
° Employee Only - $400.00
° Employee & Spouse - $870.00
° Employee & Children - $750.00
° Family - $1250.00
Dental
Our group dental plan is through Delta Dental. International staff are not recommended to carry this plan as all international providers are considered out of network. However, staff coming back stateside for a short-term assignment may re-enroll in the plan while they are here.
° Premiums per month
° Employee Only - $40.00
° Employee & Spouse - $80.00
° Employee & Children - $90.00
° Family - $130.00
Vision
Our group dental plan is through Superior Vision. International staff are not recommended to carry this plan as all international providers are considered out of network. However, staff coming back stateside for a short-term assignment may re-enroll in the plan while they are here.
° Premiums per month
° Employee Only - $10.00
° Employee & Spouse - $16.00
° Employee & Children - $16.00
° Family - $25.00
Long-Term Disability
We have a long-term disability group plan through Cigna for all US and international full-time employees. Employees will be enrolled automatically upon their initial enrollment in medical insurance. The cost per employee is $15 per month.
Life insurance
All Via staff will also be enrolled in a $15,000 life insurance policy and a $15,000 basic AD&D policy through UHC, which provides a $15,000 benefit for the employee and spouse and a $5,000 benefit for children. This is an expense to Via, not to staff personally.
Travel Insurance
We have a general travel insurance policy for staff and volunteers traveling outside of the USA. This covers emergency medical evacuation, repatriation, and other liability coverage in case of accidents or injury to third parties. Please refer to our risk management policies for directions if you need to utilize this insurance.
Holidays and Days Off
Holidays
Via recognizes 10 holidays during the year (New year’s day, Good Friday, Memorial Day, Independence day, Labor Day, Thanksgiving & the following Friday, Christmas eve and day, and a personal holiday (either staff’s birthday or marriage anniversary).
International staff’s holidays may differ depending on their work location around the world. Staff serving internationally are allowed the following annual holidays: Good Friday, Thanksgiving Day (or the Friday afterward, but not both), Christmas Eve, Christmas Day, and New Year’s Day (January 1) and a personal holiday (birthday or anniversary). In addition, staff serving internationally may observe up to six (6) national holidays per year. These national holidays will be determined by the team leader(s). Additional national holidays may be granted at the permission of the team leader. Field staff serving stateside are subject to the holiday policy for the broader Via.
Sick Days
Take time off as required to recover from illness, or if necessary, to assist your family. Inform and coordinate this time with your supervisor. Extended time off for a chronic or prolonged illness will be considered on a per case basis. We expect our staff to practice integrity in this area.
Vacation
Vacation is a benefit intended to encourage staff to take time off for rest and recuperation. All staff are strongly encouraged to take all their vacation leave each calendar year and use it wisely. Vacation is not held over to the next year. Your first year will be prorated.
Full Time Staff with 2+ Year Commitment
° First 3 years: 15 days per year
° One additional day per year will be added after the 3rd year of employment. Maximum vacation days for any staff member is 20.
Full time, short-term (defined as less than a 2 year commitment)
° This includes most hourly paid staff. These staff accrue paid time off at 0.05 hours per hour worked (about 13 days a year for either sick or vacation time).
Part time (less than 20 hours a week): There is no paid time off.
Personal Time Off
Time off for essential things such as meeting a plumber at your house, going to the dentist, etc. is allowed within our flex-time workweek policy. Staff are expected to make up for hours taken off for personal things. Our benchmark is our commitment to “grace with integrity.” Time off during the day should be coordinated with your team leader in advance if at all possible.
Parental Leave
For Mothers Who Work for Via with Their Husband - Field Teams
° Via staff may elect, but are not required, to pull back from ministry responsibilities two (2) months prior to the baby’s due date, whether or not medically necessary. Exceptions will be given based on medical necessity with approval by Personnel.
° Via honors moms and gives each family a choice as to how much or little they want to participate in Via ministry activity. Staff moms with children living at home are invited, but not required in any way, to participate in day-to-day Via ministry activity. This will be coordinated by team leaders with assistance and input from Personnel.
° Via does not require or encourage staff to come back to their “home” country for childbirth, as this would mean at least a 3 to 4 month away from one’s ministry assignment. All of our current team locations are in countries with excellent medical facilities available to them. If this is requested by staff for medical or personal reasons, this should be discussed well in advance with their team leader and the Personnel team.
For Mothers Who Are Via Employees - Spouse Does Not Work for Via
° Via offers ten (10) weeks of maternity leave. Staff should communicate as soon as possible with their team leader if they want to take additional personal time off after this.
° If a mom wants to transition from full time responsibilities to part time responsibilities, they need to communicate with their team leader as much in advance as possible. The Finance and Personnel departments need to be informed and involved in this process as soon as possible as well.
Paternity leave
Upon birth of a baby, fathers are given two (2) weeks of paternity leave.
Adoptions
When adopting both parents have 15 work days off per adoption. Please communicate well with your team leader.
Wedding/Honeymoon
Two weeks total is granted for wedding preparations, honeymoon and re-settling back into their home. Time off should be scheduled in consultation with the team leader(s). Any additional time may be requested as part of allotted vacation days.
Bereavement
Expat staff are permitted two (2) weeks of bereavement time for the death of immediate family members, whereas staff serving in their home country receive one (1) week off. “Immediate family member” is defined to include parents, parents-in-law, siblings, and siblings-in-law. Bereavement time for a spouse or children will be considered on a case by case basis. Exceptions should be approved by the Supervisor and Personnel team.
Expat Policy
Home Assignments, Time Away, and other Personnel Matters
Who do these policies apply to?
This policy applies to all Expat Staff, which are Via staff whose primary work assignment requires them to live in a country other than their home country. (Expats or expatriate is a term used to describe a person who lives outside their native country.)
What are these Expat Policies are for:
Via is a multinational ministry with staff living all over the world, and we utilize personnel policies that allow our leaders and board of directors to think through areas of compensation, healthcare, retirement planning, paid time off, and other policy structures that surround employment matters. One of our guiding values for caring for our staff is that we want to consistently be, “Forging a culture and developing a structure that empowers teams and staff to thrive in sustainable and effective ministry.” Policies and procedures help us serve proactively, manage a growing ministry, but also allow us to change and pivot to ensure our policies are serving our staff in the most productive way.
Why do we have additional Paid Time Off policies for Expat Staff?
Living in a foreign country brings additional levels of stress and fatigue on both staff and families. Distance and length of time away from family, friends and ministry partners, as well as the lack of preferred medical providers, are also an additional hardship on expats. Some expats can fly home within a few hours inexpensively, while it can be much more difficult for others. Some expats have great access to healthcare where they live, and others do not. So while we have a general policy for additional paid time off to compensate for expat hardships, we also have a range because some expats endure more hardships than others. We have also recently needed to update our policies to include expat staff who are not from the USA. We used to have Home Assignment policy or Stateside Assignment policy, but these words fall short since many expat staff’s “home” is now in another culture, and “stateside” was a term only useful for those from the United States. For lack of a better word, we will continue to use “Home Assignment,” which is explained below. Since we also have Family Gathering and Ministry Leaders Training in the USA, and some expat staff from other countries come to this, they are not coming to their home sending country for this time. Thus we have tried to come up with a more universal policy.
Home Assignment
In general, we encourage staff to have a rhythm to come back to their “home” or “passport country” for refreshment, reconnections with friends and family, visiting with ministry partners and sending churches, and taking care of personal needs such as medical visits.
If staff are in a rhythm of coming back each year, they may take 3 to 4 weeks per year for Home Assignment on top of any other Via approved times such as trainings (see below). If staff are in a rhythm of coming back every 2 years, they may generally take 6 to 8 weeks. Please note that these time allowances are for routine rest and personal time and MPD maintenance. Additional time is given for Via work events, new support which needs to be raised, or family transitions (see below).
As for timing and approval, Home Assignment requests should be considered in context of your team’s annual calendar of busy and slow seasons. Ideally, each team member’s home assignment would be pre-scheduled in the year’s strategic planning time. A formal request should be submitted to your team leader for approval and Personnel for recordkeeping and coordination.
Specific Allowance for Home Assignment:
The time allowed will be determined by needs and approved by Team Leader and Personnel (See additional allowances below ). Home Assignment time does not include your vacation time accrued for the year. Here is an example of what your time might look like.
° Coming home annually: 3 to 4 weeks
° Up to 2 weeks of personal time off (family, friends, dr appt, etc)
° Normally 2 weeks of MPD maintenance
° Coming back bi-annually: 6 to 8 weeks
° Up to 4 weeks of personal time off (family, friends, dr appt, etc)
° Normally 3- 4 weeks of MPD maintenance
Additional Allowances for Time Away
There are many other things that require expat staff to be away from their ministry assignment, which can be scheduled in addition or separately from one’s Home Assignment.
Staff Training or Via Family Gathering
° These are work events, and time for both travel and the training are on top of one’s allowance for Home Assignment.
° Debrief Events or Counseling
° This should be scheduled ahead of time with approval from one’s team leader and in coordination with our Personnel team.
Additional Support Raising
° If a staff member needs to raise a significant amount of new financial support personally or for one’s team, then a plan, schedule, and goals should be approved by one’s team leader in coordination with the Personnel team. Please note that in 2021 we updated our policy on staff compensation and pay, whereby we have 3 levels of support which determine when and if additional work time is allowed for support raising beyond the normal 10% of one’s work time for normal maintenance and support raising.
Family Transitions
° Normally up to 2 to 3 weeks of additional time may be requested for staff who are transitioning children from the field to their home country, and need time to visit colleges and help them move. Also, for those with aging parents, additional time may be requested to help transition them in assisted living or other family responsibilities. This should be scheduled ahead of time with approval from one’s team leader and in coordination with our Personnel team.
Individually Approved Needs
° If additional time is needed for specific needs, these can be requested, reviewed and approved by both the Personnel team and one’s team leader.
° Staff who are struggling and need additional support and time away must work out a Care Plan, approved by one’s team leader, Member Care, and Personnel.
TL Responsibilities
° Some time might be needed for specific team support raising or other team leaders responsibilities.
Standard Vacation Time and Holidays:
All full-time staff are given 15 to 20 vacation days per year, plus 10 paid holidays. It is our expectation that staff normally work 40 to 50 hours in a five day work week. Different roles also may have events and projects which require more work than that for short periods of time, but the above should be the norm for most of the year. Please see the Staff Handbook for details.
International staff’s holidays may differ depending on their work location around the world. Staff serving internationally are allowed the following annual holidays: Good Friday, Thanksgiving Day (or the Friday afterward, but not both), Christmas Eve, Christmas Day, and New Year’s Day (January 1) and a personal holiday (birthday or anniversary). In addition, staff serving internationally may observe up to six (6) national holidays per year. These national holidays will be determined by the team leader(s). Additional national holidays may be granted at the permission of the team leader. Field staff serving stateside are subject to the holiday policy for the broader Via.
Home Country Visitation During First Year
Expat staff should not generally return to their passport country during the first year of international ministry. The process of adjusting to a new culture, forming relational bonds with one’s team, and staying focused during one’s first year of ministry are all reasons why we have this standing principle. Exceptions may be made, but expat staff are requested to be teachable and exercise our core value of a “humble posture” when making a special request to their team leader. Weddings and bereavement time for immediate family members, defined to include children, parents, parents-in-law, siblings, and siblings-in-law, should normally be approved by team leaders. Attendance for Via events and staff trainings may be required during the first year, but taking additional time off during these work trips to visit family or friends may not be allowed if it is not in one’s Home Assignment period, in order to minimize the setbacks expat staff have in transitioning well to the new culture. While this policy may seem odd or difficult, it is normal in many cross-cultural ministries, and our own leaders’ experience have led to us adopting this policy as well.
International Visitors
In a staff member’s first year serving internationally, their ability to receive visitors will be extremely limited and subject to approval by the Team Leader and Personnel. Most likely no visitors will be allowed with the exception of parents.
° Experience has shown that staff receiving visitors from “home” end up spending significant time hosting guests (such as through arranging logistics, translating, providing cross-cultural assistance, and sightseeing) that it detracts greatly from mobilization ministry. In addition, hosting such visitors prematurely can often impede a staff’s cross-cultural transition. As a result, staff serving internationally are requested not to receive visitors from their passport country (such as family, friends, supporters, etc.) during the first year of ministry except for ministry functions (such as short-term mission and vision trips). Exceptions will need to be approved by the team leader.
° This does not include Via co-workers, nor does it include adult children who live away from home (such as for college, etc.). Exceptions may be approved by one’s team leader in consultation with Personnel. Visitors after the first year should be invited in consultation with one’s team leader.
In subsequent years on the field all time-frames for visitors must be approved by the Team Leader. Team Leaders will help manage who can visit and how long so as to ensure ministry is not adversely affected.
Dating
Staff are not allowed to date anyone within the first 6 months on the field. This does not apply to pre-existing relationships that have been disclosed. Staff are not allowed to date locals within their first 12 months on the field.
Time off for Weddings & funerals
Expat staff are permitted up to one (1) week of paid time off to travel to an “immediate family member’s” wedding, which is defined to include children, parents, parents-in-law, siblings, and siblings-in-law. Staff may elect to use vacation time for any additional days needed. The one week is more for a travel allowance, as most employers do not give additional paid time off for the attendance of weddings.
Attendance of weddings or funerals of friends or extended family may be requested, but approval of one’s team leader must be given based upon ministry expectations. Normally, permission will not be granted during one’s first year of international ministry as it could significantly setback one’s cultural transition and training time during that first year.
Miscellaneous Policies
Term Commitments
The standard staff commitment is a three-years to a particular team, which commences after one is fully funded and reports to their team assignment. Via leadership and Team Leaders can amend this term commitment as approved. In that discussion team health and that staff person’s/family’s health must be given priority, then strategic issues can be weighed.
Church Involvement
All field staff are expected to join a local church/fellowship within three (3) months of moving to a new location. In addition, staff should seek to serve their local church/fellowship in appropriate ways that the church/fellowship requests. Team Leaders will help their team members with this.
Time off after travel
This is a standard policy for all Via staff. When traveling for a ministry assignment, field staff are permitted (but not required) to take time off upon returning home. Such time allows staff to reconnect with family members and to catch up on home responsibilities. Time off is accrued at a rate of one-half (½) day per night spent away from home. A maximum of three (3) days may be accrued from any single trip and must be used within one month of the completed trip. Time off should be scheduled in consultation with the team leader.
Security
Via policy is to require staff members to file detailed itineraries (including flight schedules, lodging information, and daily schedules) and emergency contact information via the Travel Notice Jot Form prior to departing on a trip outside their city of residence. This policy applies to staff based both inside and outside the United States of America and covers both official and non-official travel. Staff are expected to abide by the local teams security policies and measures. Any concerns should be addressed with the Team Leader and the Global Security Director.
Limiting our Freedoms for the Sake of the Mission
For you were called to freedom, brothers. Only do not use your freedom as an opportunity for the flesh, but through love serve one another. (Galatians 5:13)
Christ has set us free! This is something we celebrate as His beloved children. Jesus also instructed us to love each other as He has loved us. Sometimes, this means that we do not do things, which we are free to do, for the sake of another. Jesus led by example, His ways are good, and He can be trusted. Laying down our rights for the sake of the gospel and out of love for others, is part of following Him. As His disciples, we choose to have a humble and thoughtful posture when faced with issues of personal freedom. We are committed to consider context, culture, and whether the issue will be a block or a bridge to Jesus for the people involved.
Technology
We are blessed to have a team of skilled IT professionals and software developers who strive to further the mission of global mobilization with their gifts and talents. This team works to ensure that our staff have the resources and security necessary to thrive in their role.
You can look over the information blow by going to the Intranet and looking under the ‘Tech’ tab to learn more about our systems and policies and how to reach out to our Tech Team for Technical Support (mobilization.net).
° Technical Support
° Tech Team Hours
° Passwords & Security and Accountability Software
° Email and Group Email Lists
° Software Licenses
° HubSpot
Acronyms & Common Lingo
Via (formerly Center for Mission Mobilization)
CMT (Campus Ministry Today) now Via Students
DAR (Debrief and Renewal)
FST (Field Staff Training)
GMC (Global Mobilization Consultation)
GMN (Global Mobilization Network)
MA (Ministry Account)
MC (Member Care)
MPD (Ministry Partner Development)
MPDX (software for tracking MPD)
MTI (Mission Training International)
SRS (Support Raising Solutions) now Via Generosity
Go Mobilize (small group resource)
Jotform (online software we use for forms and reports)
Slack (internal communication software)
Staff Intranet (online resource for internal Via information)
The Gap (illustration) - Assists in explaining Frontier Mobilization
The Reaching the Nations Booklet (support presentations)
The Window (illustration) - Explains why and how to get involved in God’s global mission
Wrike (project management software)
Explore (small group resource)
AA (Anglophone Africa)
EA (East Asia); SEA (Southeast Asia)
LA (Latin America)
MESA (Middle East/South Asia)
Via Terminology Bank
Vision Statement:
Our Vision is to see all believers fully engaged in their God-given roles in fulfillment of the Great Commission.
Mission Statement:
We mobilize the global Church to send missionaries to the unreached.
Values Leadership Strategy
Principles
Core Values
The attitudes and actions that guide everything an organization does; values define one organization culture from another.
Practice
We pursue a “Humble Posture”
We embrace “Own the Whole and Play Your Part”
We pace-set “Follow Me”
We strive to “Expect & Attempt”
We invest in “Staff First”
Preferences
Principles
Steward Leader
God, Self, Team, Mission
Serve:
See the Future
Engage & Develop
Reinvent Continuously Value Relationships & Results
Embody the Values
Plan. Do. Check. Adjust. (Evaluation Cycle)
Strengthfiners & Working Genius
Practice
Ministry Leaders Training:
MLT (1x year)
Team Leaders Summit
Field Leaders/Operation Leaders (1x year)
Strategic Planning (1x year)
Semester Evaluations (2x year)
Quarterly Strategic Plan Review (4x year)
Professional Planning Day (1x month)
Half Day of Prayer (1x month)
5R Coaching (1-2x month)
Professional Development (1-2hr week)
Preferences
Principles
Components of Mobilization: Discover God’s heart for the nations, Develop a world Christian lifestyle, Deploy into their strategic role in the Great Commission
Pools: Churches, Campus Ministries, Mission Agencies, Ministry Measures of Engagement
Preferences
Organizational & Team Rhythms
Professional Planning Day (PPD)
° When: One day a month
° Where: A place free of distractions
° Goal: To proactively plan for the month ahead
A professional planning day allows leaders to create mental white space to evaluate, plan, and schedule. It moves a leader from reactionary thinking to proactive thinking. Use your professional planning day to reflect on how the last month went and where you want to go in the month ahead. Review your SPS, your calendar, your Flywheel, and task list. Think through what needs to be prioritized or added, as well as what you need to stop doing or delegate. Schedule out your month and upcoming tasks. Feel free to carve out some time for professional development - listening to a podcast or reading a portion of a leadership book. The goal is to end the day feeling centered and prepared for the next month.
Components of a Professional Planning Day: Rest
Create mental “white space” to slow down, reflect, and plan
° Think about how you do this well. Perhaps have a slower morning, take a walk, go for a drive, etc. The point is to unplug from the hurry and demands we normally have.
° You may need to start with a dump list, writing down all the demands and tasks consuming your mind, to come back to later in the day
Reflect
Take time to look back at the last month: connection with Jesus, ministry, team, personal life, leadership, etc.
° Measure how you are doing. Are you winning at work and at home? Use the Flywheel, if you want to.
° Identify wins, big and small. Take a few moments to celebrate them.
° Assess things that you need to stop doing or start doing
° What could have been done differently? What was missed?
° What have you learned? What do you need so that you can move forward?
Refuel
Time to feed your heart, mind, and spirit
° Scripture, prayer, meditation, worship. Take time to remember why you do the work you do.
° Learn a new skill or leadership principle. This increases our motivation to reflect, adjust, and grow.
° Adjust for the month you just had - do you need to recuperate?
Refocus
Plan and prepare for the month ahead
° Review your SPS, calendar, and task list
° Make plans, schedule appointments, delegate tasks
° Identify your biggest priorities - what needs your top attention
° Gather what you need so that you can move forward
Two Sample Monthly Planning Day Agenda:
Sample #1:
° Slow morning start - create mental white space
° Meditation and devotional - time at His feet, open ears to hear
° Reflection/journaling - what is God doing, what can I celebrate
° Update Rule of Life - reflect, adjust, grow in life rhythms
° Mind the gap - reflect, adjust, grow in leadership philosophy
° Make stop/start list for next month - what isn’t working, what needs to happen
° Review SPS and calendar - plan out next few weeks of tasks and priorities
° Update to-do list - schedule it out on paper or in a project management system
° Prayer and Surrender
° Professional development - leadership reading/podcast
Sample #2
° Morning run
° List it out - write down all the things that need to happen in the next 30-60 days
° Assess priority - divide list by high/low impact, review SPS progress
° Calendar - plan it out over the next 4 weeks
° Delegate - decide who does what
° Recharge - spend an hour on a “joy” project
° Assess and evaluate - how am I doing?
° Prayer and listening
° Reflection - what needs to adjust/change?
Planning an Extended Time of Prayer
Before your prayer time, make a plan for a place where you can focus and that is peaceful for you.
° Ideas: park, library, prayer room, coffee shop, museum
Remove or silence anything that might be a distraction.
° Ideas: silence or turn of your phone, don’t’ have your computer open, consider a way to fast (from food, social media and/or news), if your kids are at home plan for childcare, utilizing nap times or swapping part of the day with your spouse.
In your process of praying, start inward and work your way outward.
Reconcilliation, Reach Out, Renew Committments
UPG’s, VIA International Teams, World Events
Supporters, Personal Ministry, Lost, VIA Team
Family, Friends, Big Dreams
Enjoy your time with Jesus! Find creative ways to listen and respond that keep you engaged.
° Ideas: journaling, praying out loud, pray through scripture passages, walking while you pray, pray with someone else for part of your day (your spouse, mentor or close friend), allow times of extended silence, do artwork while you pray, record what God says to you.
Passages to pray through
° Repentance: Ps. 19:12-14, Ps. 51:7-12
° Believers: Eph. 1: 15-19, Eph. 3: 16-19
° Ministry partners: Phil. :1 3-1
° The lost: Acts 26:18, John 6:44
Sin, Struggles
Semester Planning Worksheet | HQ
° Name:
° Date:
° Team/Location:
° Leader:
Instructions
Record personal goals you have for the semester in the following areas. These are primarily for your own benefit, but also review them with your team leader who will periodically check in to see how you are doing in meeting your goals and offering any assistance they can.
Read through the Flywheel Alignment Check, and use that as you think through Personal Plans.
For numbers 1-7, fill out your plan based on this statement: “This is what I plan to do in order to foster health in this area of my life.”
Personal Plans
° Emotional Health (Planned activities that emotionally recharge you and help manage stress)
° Family (Marriage, Parenting, Parents/siblings, etc.)
° Financial Health (Support, Budget, etc.)
° Physical Health (Goals in exercise, sleep, etc.)
° Personal Growth (other than assigned development, choose a self determined area of development)
° Social/Relational Health (people you want to spend time with, events you want to host outside of ministry)
° Spiritual Health (Word study, personal prayer life, scripture memory, fasting, solitude)
MPD Plans
Ministry Partnership Development (What goals do you have for vibrant communication with your ministry partners and prayer team? Think through frequency as well as types of communication, such as social media, texting, phone calls, birthday cards, email newsletters, print newsletters? How often will you ask for prayer requests and plan to pray for them? Check to see if you’ve updated your budget and payroll goals. What % of support are you at? Who has stopped giving?
Increasing Support (make a list of 10 to 20 people you want to ask for new support, as well as which of your current supporters you’d like to ask to increase this semester)
Professional Plans
Ministry specific skills and competencies (where I need to develop, and how will I work on this: e.g. time management, planning, project management, developing key people, learning software (Adobe, Canva, Wrike, MPDX, etc), budgeting, managing conflict in healthy ways, etc.)
Ministry Plans (for HQ)
° Personal Ministry (Think through plans for engaging in personal ministry with international students, or your church, community organizations, etc. Who are you investing in spiritually and who is investing in you?)
° What will success look like for your team this semester? (Every team has its own rhythm of tasks, projects, and goals. But from your perspective, what big things do you want to see accomplished by your team?)
° How can you improve in your role? (All of our teams work in collaboration to accomplish our goals and responsibilities. What do you want to do better this semester that will help your team grow in its health and effectiveness?)
° Team Health (How would you assess your team’s health and relational trust with one another? Check out a summary of the 5 Dysfunctions of a Team. What could you do to improve your team’s health?)
° Developing Others (If you are mentoring or leading another teammate, take this opportunity to make plans for leading them. If not, think through who within your team or even outside of your team you could develop, mentor, or help.)
Weekly/Monthly Schedule
Fill out a typical weekly & monthly schedule for work and show it to your supervisor. Include regular meetings, MPD time, Professional Development, etc. If you want to, fill out another one for personal areas of growth.
Semester Planning Worksheet | Field Team
° Name:
° Date:
° Team/Location:
° Leader:
Instructions
Record personal goals you have for the semester in the following areas then send them to your team leader.
For numbers 1-7, fill out your plan based on this statement: “This is what I plan to do in order to foster health in this area of my life.”
Personal Plans
° Emotional Health (Planned activities that emotionally recharge you and help manage stress)
° Family (Marriage, Parenting, Parents/siblings, etc.)
° Financial Health (Support, Budget, etc.)
° Physical Health (Goals in exercise, sleep, etc.)
° Personal Growth (other than assigned development, choose a self determined area of development)
° Social/Relational Health (people you want to spend time with, events you want to host outside of ministry)
° Spiritual Health (Word study, personal prayer life, scripture memory, fasting, solitude)
MPD Plans
° Support / Support Maintenance (how often will you send a newsletter, what % are you at, what % do you need to be at, when will you reach out to people who have stopped giving, anyone you should ask to increase)
Professional Plans
° Ministry specific skills and competencies (where I need to develop, and how will I work on this: time management, planning, public speaking, developing key people, ministry skills in local language, managing conflict in healthy ways, etc.)
Ministry Plans
° Leaders I plan to develop (think through the key person in each “pool” and determine a plan to move them to the next stage of growth)
° Management of your ministry (Personal planning—plan how often you will update your list of contacts and how you will track what you do in each 1-to-1 you have (i.e. a spreadsheet, weekly planner, or Apple notes). If your team leader were to ask what you did in a 1-to-1 with someone 3 months ago, where would you go to find that answer?)
° Community builders, special events, trips (These are personal things you’re planning with ministry contacts to developer deeper relationships, not team events)
° Staff equipping / development (If you are mentoring or leading another teammate, take this opportunity to make plans for leading them)
° Personal Ministry and Faith Goals - please review and update the Personal Ministry Goals document.
Weekly Schedule:
Fill out the following weekly schedule fitting in areas above and think through how to maximize your weeks this semester. While some weeks will be different, what is your normal routine for planning and setup of the week, prep for meetings, campus or face-time with people getting contacts, 1-on-1’s, small groups, church, rest, etc.
Remember the two-thirds principle for balancing your work days. A day can be divided into ⅓ in the morning, ⅓ in the afternoon, ⅓ in the evening. If you have evening ministry planned, you might want to take off either the morning or afternoon to only work two-thirds of the day. Normal work expectation is 40-50 hours per week.
7:00 am 8:00 am 9:00 am 10:00 am 11:00 am 12:00 pm 1:00 pm 2:00 pm 3:00 pm 4:00 pm 5:00 pm 6:00 pm 7:00 pm 8:00 pm 9:00 pm 10:00 pm
Semester Evaluation
° Name:
° Date:
° Team/Location:
° Leader:
We would like for you to take a day or two to pause and reflect on the last semester. This is an important process that will help you to continue to grow and succeed in your role. This review is designed to be a safe place for you to selfevaluate and engage with your team leader on the realities of your personal and work life. Your team leader wants you to feel the freedom to respond honestly.
Instructions
Take a reflection retreat for a day or two. Start out by familiarizing yourself with this Semester Evaluation tool, and then spend some time in prayer and God’s Word before filling anything out.
Type out your responses, and email them to your team leader by the date they’ve requested. You will review this with your team leader soon after completion. Remember to fill out your personal Personal Ministry Goals sheet and personal Depth Chart as well.
This Semester Evaluation may be reviewed with your team leader’s supervisor to help coach and guide him/her as a leader.
This is a new tool for all of our teams, so we understand it may take longer to complete the first few times. We hope to grow as a ministry in our personal and team planning and reflection, and also create a culture of shepherding and coaching amongst those we are mobilizing, our staff, team leaders and senior leadership.
General
Overall, how would you rate this semester as compared to previous ones? How have you seen yourself grow? Is there anything that could have improved this semester for you?
Personal
° Look back at your personal planning document. Were you able to do the things you planned for numbers 1-7? Will you make any modifications for the upcoming semester? (May not be applicable, since this is all new. But if you have created personal development goals, reflect on your progress.)
° How would you describe your life this semester overall? (i.e. crazy busy, balanced, lazy, motivated, unmotivated, peaceful, frustrating, etc. - please elaborate)
° What areas, if any, were out of balance this semester?
° How would you evaluate your spiritual health? (i.e. reading, memorizing, prayer, fasting, worship, meditation)?
° Describe your devotional life this semester (content, consistency, how meaningful).
° What did God teach you this semester?
° What did you learn about yourself this semester?
° Via values rest and unplugging from the stresses of ministry. How many vacation days did you use this semester? Was it refreshing? Are there any parts of it you would change in the future to make it more restful or refreshing?
° Evaluate your relationships outside of ministry (marriage, friendships, interaction with others).
Team / Organizational
° What have you learned about doing your job?
° What could your leader do to help you reach your goals or develop you?
° How has your leader equipped or coached you well during this semester? What equipping did you value most?
° What has your leader done that has encouraged you or motivated you? Is there anything they have done that had the opposite effect?
° Are there actions you wish your leader would do more of? Are there actions you wish your leader would do differently, do less of or stop doing altogether?
° On a scale of 1 to 10, with 10 being the highest, rate how safe you feel to approach your team leader with honest and vulnerable conversations regarding questions, concerns, fears, conflicts, struggles and ideas. What can your leader do to continue to create an environment for you to feel safe to do so?
° How healthy is your team? Describe your current team culture in your own words from your experience/perspective (the good and bad, beautiful and ugly):
° What have you enjoyed about the team so far? Was there anything that has been hard about the team?
° Do you feel like a valued and welcomed member of the team? If so, what actions/words have made you feel that way? If not, what could the team do to help change that?
Ministry:
Overall
° What were your wins (big and small) in ministry this semester?
° What were your biggest challenges/difficulties?
° What is your favorite part of your job?
° What is one thing you’ve done that you are especially proud of?
Rhythms for Longevity
° How many days of prayer did you take and how would you evaluate them?
° Are you faithfully taking a weekly Sabbath to rest and recharge? What are you doing to keep yourself rested and energized? What is keeping you from a good rhythm of rest and work?
° On average, how many hours are you working each week? How many days?
Professionalism
° How would you evaluate your work ethic?
° How faithful were you in turning in your staff report on time each week?
Personal Ministry Activities (this area customized for Local, Catalytic, and HQ)
° Evaluate the large group events you had this semester. Were they beneficial to your personal ministry? Any ways they could be improved?
° How were the small groups you led this semester? Were they consistent?
° Who were you following up or discipling this semester and how did they take initiative in mobilizing others?
° How would you describe the momentum of the ministry this semester?
Time Management (this area customized for Local, Catalytic, and HQ)
° How well did you utilize your admin and planning time?
° What percentage of your time was divided between: Momentum (small and large group time), Multiplication (meeting people, sharing the window, 1-to1s) and Management (administration)?
° What percentage of your Multiplication time was divided between: meeting people/sharing the window, 1-to-1s equipping students, and co-laboring with the people you’re mobilizing?
° What changes would you make in the percentages of how you’re spending your time next semester?
° Do you feel like you are spending the majority of your time doing things you enjoy doing and know how to do? If not, what are the things you’re doing that do not fit into those categories?
MPD
° How well did you connect with supporters? How often did you send out a newsletter? What is your current support level percentage? What is your current buffer amount?
Personal Ministry Reflections
° How creative and innovative have you been in your ministry this semester?
° How did you take steps this semester to embrace local culture and build relationships?
° What area do you most need to work on improving next semester?
° What are you particularly grateful for from this semester?
° As you look to the next semester, what will you do more of? Less of?
° If you could go back to your first day and relive the last semester, what is one thing you would have done differently and why?
Are there any other areas/concerns/issues you’d like to address with your team leader during this review?
If there are additional issues you would feel more comfortable talking with someone in Member Care about, please contact them directly.
Thank you for taking the time to answer the above questions openly and honestly. Hopefully you’ll walk away from this experience feeling heard and supported, as well as equipped with the feedback you need to continue to grow and develop in your role. Once you have submitted your review, your team leader will schedule a time to meet with you one on one to discuss your responses and gain further clarity if needed.
Statement of Faith
All Staff are required to read and agree with our Statement of Faith and Position Papers. If there are any questions about these, please contact personnel@vianations.org and we will lead you to the right person to discuss your concerns.
God
We believe in one God, Creator of all things, holy, infinitely perfect, and eternally existing in a loving unity of three equally divine Persons: the Father, the Son and the Holy Spirit. Having limitless knowledge and sovereign power, God has graciously purposed from eternity to redeem a people for Himself and to make all things new for His own glory.
° Gen 1:1; Deuteronomy 4:39; 6:4; Mark 12:29; Is 46:9; 2 Corinthians 13:1; Acts 7:24,28; Heb1:3
The Bible
We believe that God has spoken in the Scriptures, both Old and New Testaments, through the words of human authors. As the verbally inspired Word of God, the Bible is without error in the original writings, the complete revelation of His will for salvation, and the ultimate authority by which every realm of human knowledge and endeavor should be judged. Therefore, it is to be believed in all that it teaches, obeyed in all that it requires, and trusted in all that it promises.
We believe that God created Adam and Eve, and all of humanity since, in His image, distinctively male and female, to enjoy His fellowship and to fulfill God’s will on earth; but they sinned when tempted by Satan. In union with Adam, human beings are sinners by nature and by choice, alienated from God, and under His wrath. Only through God’s saving work in Jesus Christ can we be rescued, reconciled and renewed.
We believe that Jesus Christ has eternally existed, is God incarnate, fully God and fully man, one Person in two natures forever. Jesus - Israel’s promised Messiah - was conceived through the Holy Spirit and born of the virgin Mary. He lived a sinless life, was crucified under Pontius Pilate, arose bodily from the dead, ascended into heaven and sits at the right hand of God the Father as our High Priest and Advocate.
° John 1:14-18; Acts 1:11; Romans 3:24-26; 1 Corinthians 15:1-8; Colossians 2:9; Hebrews 2:17-18; 10:12; 12:2; 1 John 2:1
The Work of Christ
We believe that Jesus Christ, as our representative and substitute, shed His blood on the cross as the perfect, all-sufficient sacrifice for our sins. His atoning death and victorious resurrection constitute the only ground for salvation. All who repent and believe in Him are declared justified by the Father on the grounds of Jesus’ substitutionary death and resurrection. All who receive the Lord Jesus Christ by grace through faith have been regenerated by and baptized in the Holy Spirit. They become, thereby, the children of God, forever, and members of the one true church, the universal Body of Christ.
° Mark 1:15; John 1:12; 3:16; 5:24; 14:6; Acts 2:28, 4:12, 11:18; Romans 3:21-26; 5:8; 1 Corinthians 15:1-4; Galatians 3:26; Ephesians 1:7; 2:8-10; Titus 3:4-7; Hebrews 10:10-12; 1 John 5:11-13
The Holy Spirit
We believe that the Holy Spirit, in all that He does, glorifies the Lord Jesus Christ. It is the Holy Spirit who convicts the world of sin, righteousness, and judgment. He regenerates sinners, and in Him they are baptized into union with Christ and adopted as heirs in the family of God. From the moment of salvation, the Holy Spirit indwells, illuminates, guides, equips and empowers believers to live a lifestyle pleasing to God. He endows the members of the Church with special gifts which equip believers to accomplish distinct ministries, planned beforehand by God the Father.
We believe that the Church, the universal body of Christ, comprises all who have been justified by God’s grace through faith alone in Christ alone. They are united by the Holy Spirit in the body of Christ, of which He is the Head. The Lord Jesus mandated two ordinances, baptism and the Lord’s Supper, which visibly and tangibly express the gospel. Though they are not the means of salvation, when celebrated by local churches in genuine faith, these ordinances confirm and nourish the believer. The purpose of the Church is to glorify God; two main ways the Church carries this out is through its strategic purpose of leading others to Christ and equipping them for personal ministry.
We believe that God’s justifying grace must not be separated from His sanctifying power and purpose. God’s greatest commandment is for His people to love Him supremely (love the Lord your God with all your heart, soul, and mind) and to love others sacrificially (love your neighbor as yourself; even as I have loved you). We live out our faith through obedience to His commands and particularly in obedience to the Great Commission; where we are to make disciples of all nations and therefore do our part in our greatest purpose of spreading God’s glory.
° Phil 1:6; Matthew 22:37-40; John 14:23; 1 John 2:17; Matthew 7:24; Matthew 28:18-20; Habakkuk 2:14
Marriage and Sexuality
We believe that God has established marriage as a lifelong, exclusive relationship between one man and one woman. All intimate sexual activity outside the marriage relationship, whether heterosexual, homosexual, or otherwise, is immoral and therefore sin. God wonderfully and immutably creates each person as male or female. These two distinct, complementary genders reflect God’s image and nature. All conduct with the intent to adopt a gender other than one’s birth gender is outside of God’s design.
° Genesis 1:26-27; Genesis 2:24-25; Exodus 20:14, 17; Deuteronomy 22:5; Matthew 19:4-6, 9; Mark 10:6; Romans 1:18-31; I Corinthians 6:9-10, 15-20; Jude 7
Christ’s Return
We believe in the personal, bodily and glorious return of our Lord Jesus Christ. The coming of Christ, at a time known only to God, demands constant expectancy and, as our blessed hope, motivates the believer to godly living, sacrificial service and energetic mission.
° Acts 1:9-11; 1 Corinthians 15:20-28; John 14:1-3; I Thessalonians 4:15-17; Phil 3:20; Titus 2:13; 1 Peter 1:7, 13; 5:4, James 5:7-8; 1 John 2:28; 3:2; Rev 22:7, 12
Response and Eternal Destiny
We believe that God commands everyone everywhere to believe the gospel by turning to Him in repentance and trusting in the Lord Jesus Christ, His death and resurrection. We believe that God will raise the dead bodily and judge the world, assigning the unbeliever to condemnation and eternal conscious punishment and the believer to eternal blessedness and joy with the Lord in the new heaven and the new earth, to the praise of His glorious grace.
° Acts 17:30; Romans 6:17; Heb 5:9; John 6:29; Romans 1:16; Mark 1:14-15; 1 Thes 1:8-10; John 1:12; John 5:28-29; Matthew 22:23-32; Acts 24:15; John 3:36; Matthew 7:13-14; 25:31-33; Romans 10:13-15; Acts 4:12; John 14:6; Luke 24:4647; Acts 26:16-18; 1 Cor. 15:1-8; Rev. 20:13; Matt 16:27; Romans 2:8; 1 Thes 1:9; Revelation 14:9-11
Note: Via has additional Position Statements that elaborate further on some of these areas as well as address other issues.
Theological Position Statements
Position Statement on the Holy Spirit
We believe that the Holy Spirit, in all that He does, glorifies the Lord Jesus Christ. It is the Holy Spirit who convicts the world of sin, righteousness, and judgment. He regenerates sinners, and in Him they are baptized into union with Christ and adopted as heirs in the family of God. It is the Holy Spirit who indwells, illuminates, guides, equips and empowers believers to live a lifestyle pleasing to God. He is endowing the members of the church with special gifts which equip believers to accomplish distinct ministries, planned beforehand by God the Father.
The Holy Spirit is the third person of the Trinity. The Spirit has the full attributes of God – omnipotent Creator (Genesis.1), omnipresent (Psalm.139), and omniscient (1 Corinthians 2:11). Peter equates the Spirit in Acts 5:3-4 to God. Further, the Spirit is a person and not a force or mode. The Spirit has personal will (1 Corinthians 12:11) who acts, can be lied to (Acts. 5) and can be grieved (Ephesians.4:30).
Purpose
How is the ministry of the Holy Spirit similar and dissimilar between the old and new covenants?
One of the primary similarities is the Spirit’s empowerment of God’s servants. Multiple times in the Old Testament we view the “anointing” such as in the life of Samson (Judges 13) or in the life of King Saul (1 Samuel 10-11). In the Old Testament, only particular individuals were indwelt and empowered by the Holy Spirit and often only for certain periods of time or purposes. The obvious difference in the New Testament is that each believer is indwelt by the Spirit, yet must yield to the Spirit to experience God’s power. The Spirit is the seal of security and assurance for the believer (Ephesians 4:30, Romans8:9).
Why did the Holy Spirit come, viz. Why did Jesus send “another?” What does it mean that the Holy Spirit “glorifies the Lord Jesus Christ?”
The Disciples were deeply disturbed and fearful of Jesus’ departure. In John 14, Jesus seeks to calm these fears by promising that He was going away to His
Father’s house to prepare a place for them and would return for them. Further, he tells them that the Father would send another Helper or Comforter to be with them – and that this was actually better. Jesus’ physical presence was limiting in their relationship. He declares that it is to the Disciple’s benefit that He go away in that through the indwelling Spirit who would come He would be present in and with them always. In some unique way, this would be the Spirit of Christ Himself in relationship with the Holy Spirit (Galatians 2:20). In speaking of the role of the Spirit, Jesus teaches that the Spirit will testify of Him and glorify Him (John 15). The Spirit’s job is to direct the world to Christ and to draw all men to the saving gospel by empowering His witnesses and the message of the gospel.
Convicting the World
Why is the ministry of the Holy Spirit essential in the “world?” What is the guilt of which He convicts?
The Spirit convicts the world of sin, righteousness and judgment. Through the light the Spirit shines on sin, men are exposed, righteousness is revealed as a higher standard, and judgment is the faced consequence. Absent from this convicting ministry, the world would remain blind and deaf to the gospel (John 16; Romans 2).
Regenerating Sinners
What is “regeneration?” Where in the order of salvation does regeneration occur? Regeneration is the spiritual new birth that is required for salvation (Titus 3:5). While the order of this renewal (regeneration then faith, faith then regeneration, faith and regeneration at the same time) is left open in Via Statement of Faith, the Scriptures certainly teach that the human heart has no inclination toward God and can do nothing to earn favor with God (Isaiah 64:6, Romans 3:23). This is part of the mystery of salvation.
How does Via understand the teaching about the baptism of the Holy Spirit from 1 Corinthians 12:13?
All believers are identified (baptized) with, in, and by the Spirit in the body of Christ regardless of any merit or quality of their own and indwelt from the moment of salvation (Romans 8:9).
Regarding the Holy Spirit’s ministry, there are differences between:
° Baptism – means to be identified with the body of all believers (Galatians 3:26-27)
° Indwelling – from the moment of salvation – once for all time. (1 Corinthians 6:19, 12:13)
° Filling – moment by moment dependence/ yielding to the Spirit (Ephesians 5:18)
° Walking – being led by the Spirit, listening to, responding to the Spirit (Galatians 5:16)
What does it mean that we are in “union with Christ?”
To have union with Christ is to be fully identified with Him. The believer is a new creation in Christ (2 Corinthians 5:17). The believer has been crucified with
Christ (Galatians 2:20). The multiple truths of this relationship are central to the believer’s hope of glory (Colossians 1:27). The beautiful biblical picture of this is how the branch must abide in the vine to bear fruit (John 15).
What is the meaning and significance of “adoption?”
Apart from Christ we are God’s enemies (Romans 5). But in the most incredible act of grace, we are not only forgiven through faith in Christ but adopted as God’s children and made fellow heirs with Christ (Romans 8). As such we are not second class children, but we have full rights (Galatians 4) and can cry out intimately to our loving Father.
Indwelling Believers
What are biblical evidences of the work of the Holy Spirit?
The primary evidence of the indwelling presence of the Spirit is the believer’s changed life. Paul says that if we walk by the Spirit we will not carry out the deeds of the flesh (Galatians 5). James comparatively says that true faith is accompanied by a changed (changing life) – especially evidenced in compassion and justice to those who are the disenfranchised (James 2). Further, the Spirit illuminates the Scriptures so the believer can read and accept the teaching (1 Corinthians 2:14). Another major evidence of the work of the Spirit is the employment of the gifts entrusted to the believer in service to the body 1 Corinthians 12).
What role do the gifts of the Spirit play in the body of Christ? Is that role different today than during apostolic times?
Paul says in 1 Corinthians 12 that the Spirit gives gifts to each believer as He wills for the edification of the body and the furtherance of the gospel until we all attain maturity in Christ (Ephesians 4). Some claim that “sign” gifts were unique and time-sensitive to the launching of the church. However, the Scriptures don’t seem to make a clear enough distinction in this regard to make this a divisive issue. It is Via’s firm stance that no gift in and of itself is a sign or requirement of salvation or Spirit-filling [i.e. speaking in tongues]. It seems prudent to follow Paul’s admonition in 1 Corinthians 13 to let love for others be the guiding force in the use and discussion of Spiritual gifts.
How are the gifts of the Spirit and the fruit of the Spirit similar? How are they different? How do they function in your life?
The gifts of the Spirit listed in Ephesians 4, 1 Peter 4, Romans 12 and 1 Corinthians 12 represent ministries needed, as determined by the Spirit, to build up the body of Christ. The fruit of the Spirit are the qualities in which these ministries are to be performed, but are not limited to employment to believers only. Each believer is indwelt by the Spirit and endowed with at least one gift as determined by the Spirit (1 Corinthians 12:11). Further, each believer being indwelt by the Spirit should exhibit the fruit of the Spirit in their personal life as they are “filled with the Spirit - Eph.5:18) serving the body and witnessing for Christ (Gal.5:22).
Position Statement on Marriage, Divorce and Remarriage
in Via
Marriage:
Marriage is between one man and one woman (in today’s context it is necessary to add the qualifiers “biological/heterosexual.” In Genesis 2, God created mankind in His image, male and female (indicating their equal value), and brought them together in a sacred ceremony where the man received this beautiful gift from God. In this moment God declares, “…the two shall become one flesh.” Jesus completes this statement in Matthew 19 with, “What God has joined together, let no man separate.” In John 2, we find Jesus with His disciples at a wedding in Cana of Galilee where He performs His first miracle, turning water into wine and thus blessing the wedding ritual. Further in Ephesians 5, we see Paul comparing the husband’s role of servant leader toward his wife with that of Christ as head of His bride the church. The symbolism is one of sacrificial love and permanence.
Divorce:
God’s plan is for marriage to be for life – Again, the imagery of Christ’s loyal and loving commitment to His bride the church is the model. The Old Testament imagery of God’s faithfulness to unfaithful Israel as illustrated in the prophet Hosea’s marriage to Gomer, is an amazing picture of the Lord’s loyal love and desire for restoration and not divorce. However, there are biblical grounds for divorce. Deuteronomy 24 speaks of a husband giving his wife a certificate of divorce for the cause of “indecency” which would seem to be understood as sexual infidelity. This same issue arises in Jesus’ conversations with the religious leaders in Matthew 19, but Jesus adds the clarification that even though divorce could be warranted, it was only granted because of men’s hardness of heart and that it was not that way from the beginning. It would seem that the better way is to forgive and not uncover one’s wife’s infidelity. It is interesting that this is the choice Joseph makes when he discovers that Mary is pregnant out of wedlock with Jesus. Jesus makes it clear that if a believer divorces for any other reason other than infidelity and remarries, he/she commits adultery and makes their spouse commit the same if they should remarry.
Paul speaks more specifically to two unique scenarios in 1 Corinthians 7 regarding divorce: First, he speaks to married believers (“not I, but the Lord” [Malachi 2:14]) that they are to remain together – wives are not to leave their husbands and husbands are not to divorce their wives. In the event there is a separation, they are to each remain unmarried until there can be reconciliation. If there is unfaithfulness, there is allowance for divorce, but again, this is not the preference even in that context. Paul’s second scenario is when one believing spouse is married to a non-believer. In this instance, the believing spouse is not to send the unbelieving spouse away. However, if the unbelieving spouse chooses to depart, the remaining believing spouse is free to remarry (hopefully wisely to another believer [2 Corinthians 6]).
Remarriage:
Biblically speaking, if two believers divorce, they are to remain unmarried unless they remarry to one another. The only caveat is that divorce and remarriage to someone else (preferably to a qualified believer) is permissible for the faithful spouse when the other is unfaithful. As stated above, the believing spouse who is married to an unbeliever who then divorces the believer for any reason, is free to remarry (preferably to a qualified believer).
In 1 Corinthians 6:9, Paul lists a string of sinful practices including fornication and adultery. However, Paul also contrasts his statement in verse 9 with verse 11 , “and such were some of you” – emphasizing the saving grace of God and newness of life in Christ Jesus (2 Corinthians 5:17). Jesus states in Matthew 5 that to lust after a woman is to commit adultery in the heart, not just the actual sinful practice. Further, Paul exhorts us in 2 Corinthians 10 to take every thought captive to the obedience of Christ. Thus, the believer is to walk in the power of the Holy Spirit and put to death the deeds of the flesh with its practices. Certainly practice can be controlled and temptation mitigated through growing maturity in Christ, but only ultimate glorification will remove us from the presence of sin.
With this understanding as a backdrop, Via views divorce between believers and sex outside of marriage as sin. However, we do not view these practices in past history to be a disqualifier to personal ministry or employment with Via. The divorce situation would be reviewed according to the pertinent biblical passages. New Testament texts which refer to the qualification of elders being the “husband of one wife” (1 Timothy 3 and Titus 1) would be viewed as for a local church context which is not the context of Via as an organization. Via would direct anyone who has these practices or events in their background to first and foremost seek restoration in Christ and perhaps to seek forgiveness from those offended by the practices.
Regarding employment with Via, there is grace and forgiveness and we would want to make sure that anyone considering joining our staff is in agreement with our view on marriage [between one man and one woman for life] and would seek to live a single life honoring to Christ in sexual practices.
In the event of divorce by a current Via employee, we would need to examine the situation in light of the pertinent biblical passages and always seeking restoration.
Further Reading
“Board of Ministerial Standing Presentation is Recommended Divorce Policy Expectation (DPE) Material” https://go.efca.org/sites/default/files/resources/ docs/2015/07/revised_dpe_doc_2015.pdf
IMB, Help Center, “Can people who have been divorced be appointed as IMB missionaries?” https://www.imb.org/faq/can-people-who-have-been-divorcedbe-appointed-as-imb-missionaries/
Position Statement on Women in Via Leadership Roles
Introduction
Via has women serving at many levels of leadership including the Board of Directors (the highest level of authority for Via organizationally) and Via Directional Team. Major evangelical denominations, such as the Evangelical Free Church of America [EFCA], commission women missionaries and grant a Ministry License and a Certificate of Christian Ministry to women in their local churches who qualify. The EFCA affirms some differences in ministry roles and grants the Certificate of Ordination only to qualifying men. *This “ordination” credential is designed for qualified males who serve in pastoral ministry in the local church context whose primary ministry responsibility is preaching and teaching the Word.
Via Context and Relationship to the Local Church
It is our theological position that Via is not a local church, which we hold is the context of the biblical texts regarding men’s church leadership (*ordination) roles. Texts which some interpret in a more limiting sense regarding women in leadership, even outside the local church, we hold with grace together. Internally, Via will function somewhat differently than a local church regarding women in leadership. Within Via, both women and men may serve in various leadership roles according to merit and gifting - agreeing not to make this a contentious issue.
Via Policy
As a mission organization, women can serve in all leadership positions within Via.
Practical Implications
° We desire that all would be able to use their gifts and abilities, given by the Lord, in meaningful and appropriate positions of steward/servant-leadership and ministry.
° For those serving with Via, this means you may have a woman as your team leader. As a woman you may be asked to take a leadership role over both women and men.
° Via team leaders are not considered pastors/elders of the teams they lead. Members of any team would be expected to serve under the pastoral authority/ care of their local church. However, team leaders are concerned about the spiritual health of their team members, as this is necessary for the spiritual vitality of the team and in faithfulness to the “one anothers” in Scripture.
° It is also important to consider the view of women and men in the local culture of deployment (both the broad culture and any Christian subculture). As in the evangelical culture in the United States, there are a range of views on this issue, from not allowing women in any leadership or teaching roles in the church to much broader positions.
° Via also considers those women who see their primary role in the home with children to be equally as valuable and honorable as any other missionary staff calling or position.
° All Via staff are expected to treat women with equal dignity and respect as they would their male colleagues. Condescending attitudes toward women staff, marginalization of women team members, and double standards in matters such as competency, recognition, or expectations are unacceptable.
The above six points are based largely on EFCA ReachGlobal’s statement on women in leadership in the mission as determined by their Theology and Practice Group chaired by Dr. Craig Ott PhD,Professor of Missions, Trinity Evangelical Divinity School.
*Ordination is typically based on an understanding of the biblical texts (cf. Gen. 3; 1 Cor. 11:3-16; 14:33b-36; Gal. 3:28; Eph. 5:22-33; Col. 3:18-19; 1 Tim. 2:11-15; 1 Pet. 3:1-7). In the EFCA denomination, this is stated explicitly in their Ministerial Credentialing in the Evangelical Free Church of America (EFCA) booklet under the Certificate of Ordination (p. 5, V.C.):
Further Reading
“Understanding the Complementarian Position: Considering Implications and Exploring Practices in the Home and the Local Church,” EFCA.
God’s Good Design, by Claire Smith FactOrTheory.org, Jane L. Crane
A Senior Associate for the Partnership of Men and Women in the Lausanne Movement and a committee chair for this purpose during the Lausanne Movement’s 2010 Cape Town Congress with 4,000 delegates from 198 countries, considered the most representative gathering of Christians in history. She also authored a book chapter on the history of the partnership of men and women in the Lausanne Movement.
“1 Timothy is Not as Clear as it Seems,” by Marg Mowczko https://margmowczko.com/1-timothy-212-not-as-clear/
Position Statement on Homosexuality and Practice
God created humankind as male and female. God’s design for human sexual expression is in the context of the marriage relationship between a man and a woman. Even in the curse of the fall in Genesis 3 there is still a husband and wife marriage relationship. Any other extra-marital sexual relationship is sin. In the Old Testament (Leviticus 18), homosexual practice is strongly forbidden and viewed in an extremely negative light such as the story of Lot’s interactions with the men of Sodom and Gomorrah where he was willing to even give up his virgin daughters rather than to allow his male guests to be released to the mob pressing for homosexual physical relations. This negative view continues in the New Testament in Romans 1:26-27 and 1 Corinthians 6:9.
However, Paul also contrasts his statement in 1 Corinthians 6:9 of multiple sinful practices with verse 11 , “and such were some of you” – emphasizing the saving grace of God and newness of life in Christ Jesus (2 Corinthians 5:17). Jesus states in Matthew 5 that to lust after a woman is to commit adultery in the heart, not just the actual sinful practice. Further, Paul exhorts us in 2 Corinthians 10 to take every thought captive to the obedience of Christ. Thus, the believer is to walk in the power of the Holy Spirit and put to death the deeds of the flesh with its practices. Certainly practice can be controlled and temptation mitigated through growing maturity in Christ, but only ultimate glorification will remove us from the presence of sin.
With this understanding as a backdrop, Via views the practice of a homosexual [LGBTQ] lifestyle as sin and thus would follow that we do not condone any marriage relationship that is not between a biological/heterosexual man and woman. We exhort our staff to act lovingly and graciously toward those who practice LGBTQ lifestyles and seek to be a witness for Christ in word and deed –as a believer would toward anyone who is exhibiting a non-Christian lifestyle in any fashion.
Via staff policy is that we will not hire or keep employed anyone who practices or promotes an LBTQ lifestyle due to the organization’s biblical convictions stated above.
Via’s Beliefs, Core Values, and Significance of Silence
At Via, our organizational ethos is anchored in two foundational pillars: our Statement of Faith and our Core Values. These elements together define our identity, guide our actions, and shape our interactions within the team and the broader community.
Foundation in Doctrinal Beliefs
Via is firmly grounded in a set of doctrinal beliefs encapsulated in our Statement of Faith. These beliefs form the bedrock of our organizational mission and purpose. They provide a clear, unifying framework that informs our commitment to our work and the values we uphold.
Core Values as Our Ethical Compass
Our Core Values serve as the ethical compass that directs our behaviors, decisions, and interactions. They represent the principles that guide us in living out our doctrinal beliefs in practical, everyday actions, ensuring consistency and integrity in all that we do.
Significance of Silence in Other Matters
While we maintain firm adherence to our foundational doctrinal beliefs, we also recognize the significance of silence on non-essential matters where diverse perspectives exist within our community. This policy of doctrinal flexibility fosters an environment of respect and inclusivity, allowing for a variety of views and practices without compromising our core principles.
Promoting Unity Through Respect
Via is committed to fostering a culture of unity through mutual respect and understanding. By focusing on our shared beliefs and values, we create a cohesive community where all members can contribute meaningfully and feel valued. Our approach emphasizes collaboration and harmony, even amid differing viewpoints.
Encouraging Open Dialogue
We prioritize open and respectful dialogue, encouraging team members to engage in discussions that honor our foundational beliefs while being open to diverse perspectives. This practice enhances our adaptability, creativity, and collective wisdom, contributing to our organizational resilience and innovation.
Balancing Belief with Flexibility
Our position balances firm adherence to our doctrinal foundations with a flexible approach to other matters. This balance ensures that Via remains a dynamic and inclusive organization, dedicated to our mission while embracing a range of thoughts and practices within our community. This position statement reflects Via’s commitment to upholding our core beliefs and values while fostering an inclusive, respectful, and unified community.
vianations.net/CityFieldTeamWeeklyReport
vianations.net/RegionalFieldTeamWeeklyReport
People Care & Development
Via People Care
Vision and Values
Forging a healthy culture and developing a structure that glorifies God and empowers teams and staff to thrive in sustainable and effective ministry. This begins at recruitment and continues throughout their entire time serving with us. Touch-points and rhythms will provide oversight, protection, and accountability, while permitting freedom and encouraging self-maintenance.
People Care Functions Fall Under These Spheres of Care:
Five permeable spheres, which are able to flow into and influence each other.
God Care
Care from and care for the Master—the “heart” of People Care. We train ourselves to seek what we need from God as we pursue Spiritual Vitality.
Self and Mutual Care
Care for oneself and for relationships within the expatriate, home, and national communities—the “backbone” of People Care. How we care for each other displays healthy relational models to those we serve.
Sender Care
Care from Via, the leadership and the Care & Development Team from recruitment through retirement—“sustainers” of People Care. This also includes the cooperation and communication with the sending church.
Specialist Care
Care from outside specialists, which is professional, personal, and practical— “equippers” of People Care. We will do our best to connect our staff with helpful resources for any challenge or concern.
Network Care
Care from international People Care networks to help provide and develop strategic and supportive resources—“facilitators’’ of People Care. Our C&D Team will continually receive insight, wisdom and equipping from this global network of cross-cultural care givers.
Ways We Will Develop, Prepare, Care for, and Support Our Staff Preparation:
° SRS Bootcamp and support coaching
° Temperament/personality/giftings
° Mission Training International’s COMPASS pre-field training
° Pre-field Counseling
° Identity training — initial and ongoing
° Stress Management
° Best possible placement based on giftings, skills, experiences, passions, temperament, team dynamics, etc.
Touch-points
° Visits — every team should be visited two to three times per year by staff, leaders, or specialists
° Calls (see Rhythms below)
° Routine informal debriefing
° Cerny Smith Assessment — cultural stress adjustment assessment tool
° Alignment, vision, effectiveness and role clarity drive all touch-points
° Retreats/Gatherings
Tools/Resources
Categorized library of resources and modules based on the Flywheel Alignment Check. Team leaders and staff can access and utilize resources for specific needs in personal and professional development, providing alignment and oversight with freedom. Flywheel Topics include:
° Faith/Spiritual Health
° Fun/Free Time/Personal Ministry
° Fit/Team
° Feelings/Emotional Health
° Fitness/Physical Health
° Fellowship/Community
° Family
° Finances
In addition to general health resources, we also have a library of Cross-Cultural resources including topics such as:
° Cross-Cultural Life
° Transitions and Cultural Adjustment
° Identity (also helpful for stateside assignments)
° Third Culture Kids
° Grief, Loss, Suffering and Trauma
° Preparing to Launch
° Men, Women and Singles
Rhythms
° Top down approach. (Staff-wide events tapering down team scheduling and individual rhythms. We don’t want to just add another thing to the schedule, but be mindful of overall rhythms and only add what will enhance our staff and teams.)
° Regular meetings with mentor, accountability partner or accountability group
° Flywheel Alignment Check - a personal development tool that works best when reviewed and updated every 8 weeks. Staff are allowed a half day every 8 weeks to prepare for this meeting with accountability partners or mentors. You can then discuss responses, insights, useful resources, action steps and appropriate accountability.
° Cerny Smith Assessment - a cultural stress management tool we are using to help staff discover the external sources of their stress and apply strengths to their challenge areas. A baseline assessment can be done by a certified coach prior to launch and then again after landing (within the first six months) At minimum this tool would be used annually, with more frequent follow ups as appropriate especially during times of transition.
° Routine informal Debriefing with a Care Team Member is recommended every quarter but we realize everyone has different needs and will adjust rhythms on an individual basis while still maintaining accountability.
° Formal, extended debriefing is encouraged every 3 years, after a critical incident, or between field assignments for our overseas staff.
° Annual personal retreat days/weekends are recommended.
° Work-life balance is encouraged with comp days from travel, conferences, trainings, etc. This is determined by your team leader, but should reflect a healthy and intentional plan during demanding seasons of ministry.
° All new teams serving cross-culturally will have a gathering for debrief, renewal and equipping called Rest2Run.
Considerations
Focus when launching: When every new person launches to the field (not just when new teams are launched), adequate time must be given for them to focus on transition to the new team and culture. Before being expected to succeed professionally, staff must be encouraged to succeed personally and spiritually in their new environment in the following areas:
° Loving the Lord
° Loving your family
° Loving your team
° Learning the culture
° Launching a movement
Values
Confidentiality
Privacy is crucial to providing safe environments to be forthcoming and transparent. Confidentiality is not absolute, but is determined by the best interest of and in communication with the Viaer. Boundaries of confidentiality will be discussed with Viaer at the beginning of a care type relationship. Those who need to know (e.g. Team Leader where appropriate) should be agreed upon together with Viaer and the action to be taken decided together. (No surprises) The purpose of disclosure is to help the person pursue the best way forward for healing and restoration and to ensure that all the resources they need to accomplish this are made available to them. The enemy works in the dark and brings bondage. What is brought to the light and love of Jesus can receive healing and grace. That is the goal and purpose of disclosure.
Non-authoritative
Care Team personnel are not in authority over staff, and therefore will not approach interactions from an evaluative stance, but a supportive one.
Vision Driven
All People Care interaction is infused with and reinforces the mission, vision, values of Via.
Personal
Training and equipping in focused areas of health and effectiveness can be customized for gatherings and during visits by Care Team specialists.
At the heart of what we do lies a core belief that we can do hard things, but we don’t have to do them alone. We aren’t going to be looking for reasons to bring you home, we want to help you to thrive on the field. We aren’t risk adverse or driven by comfort, but we will prioritize stewardship of spiritual, emotional and physical health out of love for God. Our rhythms and structures are driven by the awareness that serving God on the frontier has challenges. By creating frequent and regular opportunities to process those challenges, being honest about how we are doing, we bring sin out of the darkness, so it is not allowed to grow unchecked. Touch points, rhythms and resources are structured to provide accountability, while permitting freedom and encouraging self-maintenance. Health and effectiveness are on the hearts of our leaders. It’s worth celebrating that we serve God from within an organization that places an exceedingly high value on each member’s health and effectiveness in their role. The Care and Development Team is here to come alongside and support our leaders in providing the best environment for you to thrive in your ministry. Effectiveness and overall health go hand in hand. That is why the Board, the Executive Leadership, your Team Leaders AND the Care and Development Team will continue to pursue rhythms and resources that will strengthen and equip you for all facets of life and kingdom work.
Flywheel Alignment Check
The questions in each developmental category are meant to encourage introspection and discussion. There will naturally be some overlap as aspects of our lives are frequently intertwined. This tool is not evaluative in nature, but it is intended to support and strengthen your personal development. Approach it with openness to what God can and will do. (Ephesians 3:20-21) Please schedule your bimonthly half day to contemplate these questions in preparation to meet with your mentor, your accountability partner or accountability group. You can then discuss your responses, useful resources, action steps, and accountability as desired.
fly•wheel (noun)
a heavy revolving wheel in a machine that is used to increase the machine’s momentum and thereby provide greater stability or a reserve of available power during interruptions in the delivery of power to the machine.
Family
° How is your relationship with your spouse? Are you holding any grudges? Keeping any secrets? Are you being vulnerable and responding in encouraging ways? Have you prioritized anything above him/her that is hurtful or destructive? Is your physical intimacy healthy?
° Are you leading and loving your children well? What is the most challenging aspect of parenting right now? Do any of your kids have special concerns that need attention?
° How is your relationship with your parents? Siblings? Extended family? Roommates?
Fellowship/Community
° How have you been involved in your local church (community of believers) the last six weeks? What is your plan for the next eight weeks? How is this fulfilling to you?
° Do you have a community of believers who sharpen, encourage and spur you on?
° Who are the people outside of your team who know your heart? With whom do you feel safe being vulnerable (sharing fears, struggles, prayers, etc.)? Are you pursuing transparency with them? What is too difficult or scary to share?
Fit/Team
° How is your relationship with your coworkers? Are there any unmet expectations? Unresolved conflicts? Offenses to forgive? Are you feeling disconnected? Struggling to communicate? What steps can you take to resolve any of those concerns?
° Are you thriving, surviving, coasting or struggling in your role currently? Why?
° How is your vision alignment with your role? Are you passionate in what you get to do each day? Has God affirmed specific ways that He is using your gifts in your role?
Fun/Free Time/Personal Ministry
° What fills you up and refreshes you? How are you prioritizing those things? How are they meeting your needs to rest and recharge?
° What kind of outlet do you have to use your gifts and skills that don’t fit within your job description?
° How are you finding joy in service, evangelism, and personal discipleship?
Fitness/Physical Health
° Describe your health and fitness plan. How can it be adjusted to be more reasonable, balanced, attainable and effective?
° Are you experiencing any physical signs of stress such as fatigue, headaches, insomnia, muscle spasm, numbness, chronic pain, memory loss, etc.?
° What physical rhythms are foundational to your spiritual and emotional health? What happens when they get off track? How can you keep them a priority?
Faith/Spiritual Health
° What has God been showing you recently?
° What spiritual practices bring you the most joy, peace, and hope? Are you making time for them? If not, how can you make them a priority?
° In what areas of your life are you completely sunk if God doesn’t come through? In what areas has He proven Himself faithful?
Feelings/Emotional Health
° What inner practices best help you identify, examine, and manage your emotions? What rhythms help you slow down, know yourself, and know God?
° How have your unexamined emotions leaked out in unhealthy ways? Are there any emotions you ignore because they are too difficult?
° In what areas of your life do you seem more defensive, judgmental, or touchy than others?
° Can you get to the root of those reactions? How can God work in those places?
Finances
° Is your current income meeting your and/or your family’s financial goals, or do you need a budget update? Is 100% of your support coming in regularly? Do you have a healthy buffer?
° How much stress do finances cause you or your spouse? Is this a source of frequent worry, tension, or arguments?
° What steps can you take toward a healthier mindset and lifestyle regarding money and possessions?
Conflict Management & Resolution
Good Faith Concern Policy
Via requires all staff and volunteers to observe high standards of integrity and accountability in order to maintain their individual, as well as our collective, Christian witness and reputation. Additionally, these expectations further our commitment to comply with all Federal, State, and Local law. This policy is implemented to protect the ministry and its staff from financial, legal, or ethical wrongdoing. This policy establishes a process for employees to submit goodfaith concerns regarding questionable matters and provides reassurance that they will be protected from retaliation. Via is committed to the highest possible standards of ethical, moral, and legal conduct in the operation of the ministry.
Reporting Responsibility
It is the responsibility of all staff and volunteers to report serious financial, legal or ethical concerns that may constitute illegal or reputation damaging conduct. Examples of such concerns or examples of legal violations can be found below in this policy, Via Child Protection Policy, and Via Anti-Harassment Policy. Staff or volunteers, who raises a good-faith concern are protected from any form of retaliation by Via. “Good faith” means that the individual submitting the complaint has a reasonably held belief that the concern reported is true and has not made the report either for personal gain or for any ulterior malicious motive. Malicious allegations may result in disciplinary action.
This is intended to encourage and enable staff, volunteers and others to raise serious concerns to Via leadership prior to seeking resolution with outside parties. Any concern may be reported anonymously; however, providing a source generally enhances the investigation process and findings.
Retaliation Prohibited
Any individual, who in good faith, reports a concern is protected by federal law from harassment, retaliation, or any adverse consequence. Any one who retaliates against the reporting party will be subject to discipline up to and including termination. Via is committed to upholding all applicable laws regarding retaliation against reporting parties.
Definition of Financial, Legal, and Ethical Matters
For purposes of this policy, concerns related to financial matters include but are not limited to:
° Violations of Federal, State, and Local law relating to fraud. This includes laws of foreign countries and municipalities;
° Theft or other misappropriations of Via funds, assets or resources;
° Misstatements, misrepresentation or other irregularities in the accounting records, including improper accounting entries or the intentional misstatement of the results of operations;
° Any attempt to conceal potential wrongdoing or misconduct;
° Any retaliation for any report, complaint, allegation made by a director, officer, or employee, in good faith pursuant to this policy; or
° Any improper conflict of interest or other transactions that could embarrass or damage Via’s reputation.
° Any mistreatment or harm inflicted upon Via staff, volunteers or other parties. This includes but is not limited to violations of Via Anti-Harassment and Child Protection Policies.
Reporting Process
Our goal is to establish and maintain an environment of fairness, ethics, honesty, and accountability for our staff, donors, the general public, and anyone else with whom we have a relationship. To maintain such an environment requires the active assistance of all staff and volunteers.
All individuals must report any good faith concerns regarding financial wrongdoing or similar misconduct as described above. All concerns should be submitted in writing via the Good Faith Concern Form (vianations.net/ GoodFaithConcernForm). This form is submitted directly to three Via leaders including one board member.
Any individual is well within their rights to keep the complaint anonymous. However, providing a source generally enhances the investigation process, findings, and timely resolution of the reported issue.
Investigation
Following the receipt of any complaint or concern submitted in accordance with this policy, the Finance & Legal Committee will address the issue with the Executive Director, unless the complaint or concern involves the Executive Director. If the complaint or concern involves the Executive Director, the COO will be briefed about the complaint. If both the COO and Executive Director are included in the complaint or concern, the Board Chairman will be briefed about the complaint.
If a supervisor receives a formal or informal complaint, the supervisor is expected to encourage the staff or volunteer to submit the Good Faith Concern Form. If the individual reporting the activity is unwilling to do so,
the supervisor is expected to submit the form. The supervisor should not initiate any investigation. It is important that only persons with investigative responsibility perform the investigation. The matter will be investigated by the person(s) designated by the Board of Directors, or in cases of expediency, the Executive Director.
The Board of Directors may enlist the Executive Director, outside legal, accounting, or other advisors, as appropriate, to conduct any investigation of complaints.
Suspending Document Destruction
Consistent with the Record Retention Policy (vianations.net/ RecordRetentionPolicy), document destruction shall be suspended immediately upon any indication of an internal investigation, or external investigation by a government entity or third party. Upon conclusion of the investigation, normal document destruction will be reinstated. The records will be kept in a secure and confidential place and will be retained for a period of at least seven years.
Confidentiality
This policy encourages employees to put their names to allegations because appropriate follow-up questions and investigation may not be possible unless the source of the information is known to the investigator. However, concerns may be submitted on a confidential basis by the complainant or may be submitted anonymously.
In conducting an investigation, the Board of Directors and corporate officers shall use all reasonable efforts to protect the confidentiality and anonymity of the complainant. Complaints will be kept confidential to the extent possible, consistent with the need to conduct a thorough and adequate investigation. Via will notify the sender and acknowledge receipt of the written report and will promptly investigate such matters. Appropriate corrective action will be taken if warranted by the investigation.
If a concern is reported in good faith and any facts alleged are not confirmed by the subsequent investigation, no action will be taken against the whistle blower. However, in making such a disclosure, all directors, officers, and employees should exercise due care to ensure the accuracy of the information set forth in any complaint.
Investigation Report
Subject to legal constraints, results of the investigation will be communicated to the complaining party within a reasonable time period.
Record Retention & Destruction Policy
In accordance with the Sarbanes-Oxley Act, Via has instituted this policy. The purpose of this Policy is to ensure that necessary records and documents are adequately protected and maintained and to ensure that records that are no longer needed by Via or are of no value are discarded at the proper time. This Policy is also intended to aid staff in understanding their obligations in retaining electronic documents - including e-mail, Web files, text files, sound and movie files, PDF documents, and all Microsoft Office or other formatted files.
In order to ensure appropriate retention and destruction, we have developed a Record Retention Schedule which lists the initial maintenance, retention and disposal schedule for physical & electronic documents. The policy may be subject to modifications from time to time to ensure that it is in compliance with local, state and federal laws and includes the appropriate document and record categories for Via.
In the event Via is served with any subpoena or request for documents or any staff person becomes aware of a governmental investigation or audit concerning Via or the commencement of any litigation against or concerning Via, that staff person should inform the COO and any further disposal of documents shall be suspended until an appropriate course of action, with the advice of counsel, is determined.
Organizational Due Process - Scenario 1
When a Team Member has a difficulty with His/Her Team Leader
Introduction
This is Via’s standard process we use when a Team Member is having difficulty with their Team Leader. These steps are laid out with the intent of treating everyone with respect and giving a fair process for issues to travel up the organizational chart as needed. The attitudes of all parties should be ones of respect, honor, genuine listening, and walking in the fruit of the Holy Spirit. The goal is always restoration of relationships. If the team member feels harassed, threatened or intimidated, he/she should notify the Personnel or Member Care Director immediately to ensure this process can be done appropriately and bring quicker resolution if necessary.
A Few of the Many Pertinent Verses
° John 13:34-35 [Jesus said] “A new command I give you: Love one another. As I have loved you, so you must love one another. By this everyone will know that you are my disciples, if you love one another.”
° 1 Peter 4:8 “Above all, love each other deeply, because love covers over a multitude of sins.”
° Matthew 18:15-17 Jesus’ teaching on conflict gives the pattern of issues are addressed first with individuals involved, then the circle is widened as necessary
Operating Principles
° Choose to believe the best of others. Ensure there has been opportunity for growth and change. Constantly check your heart to ensure your primary motivation is seeking restoration.
° Document every step; make note of specific problematic behaviors, conversations you have had, agreements made, and steps taken.
° Meetings must happen face-to-face or on video chat. As much as possible, hold all communications face-to-face; do not rely on email.
° Seek wise counsel from appropriate sources (first, God and His Word; then also wise people such as Via Member Care, a personal mentor, others who are spiritually mature and can be helpful toward a solution).
° Maintain good communication with all parties involved.
Process
A problematic situation occurs.
° Please review the resources, Conflict Field Guide and Peace Pursuit.
° Attend to your own heart and attitudes.
The Team Member talks with the Team Leader about the issue(s) and communicates specifically about the concern/issue.
° If either the team member or team leader would like a person to sit in on this meeting as an observer, that is an option. Contact Member Care Director or Personnel Director. The observer needs to be agreed upon by both parties and typically shouldn’t be another team member.
An agreement is made about any needed changes and an appropriate time frame is set to re-address the issue and evaluate how things have gone. Time and opportunity are given for change of attitude and actions.
° The time frame may vary depending on the situation, but no more than a month should pass before the next meeting.
At this Re-address meeting:
° If everything is going well, then you can rejoice together.
This is most often as far as this process goes. Clear and kind communication is part of being a team and helping each other grow.
° If the Team Member feels the issue is not resolved and is continuing, then the Member and Leader can:
° Revisit their agreement and set another time frame to readdress the issues.
° Move on to the next step and involve the Team Leader’s Supervisor and Personnel/Member Care.
If, through the course of time, the issue resurfaces and appears to be an ongoing pattern of the same concerns, the Team Member should evaluate which of the next two options are needed:
° Re-address it with the Team Leader
° Pursue a conversation with the Team Leader’s Supervisor (and advises the Leader that he/she plans to do so).
That Supervisor should have the opportunity to work with the Team Member and Team Leader together for mutual agreement about any problems and needed changes. Most likely this will be at a meeting with all parties attending as well as a Personnel/Member Care representative.
° Note: The Supervisor should inform the Member Care Director and the Personnel Director.
° Note: The Supervisor should inform the Executive Director so he will not be surprised to learn about the situation later.
° Note: Personnel/Member Care will send a representative to attend the meetings with the Supervisor.
A clear Plan Of Action is written down by the Supervisor and agreed on by the Leader and Member.
° This plan will have clear action steps, growth markers, time frames and at least two scheduled follow up conversations to assess how the situation is progressing. The Plan Of Action (POA) may include meeting with a mentor, counseling, mediation or other appropriate solutions.
° Note: The Supervisor is responsible for and takes on the “burden of monitoring” the Plan Of Action and sees it through; not the Leader or Member.
If after 2 follow up assessments (as part of the Plan of Action), either party is not satisfied with progress, the Supervisor and Personnel/Member Care will either:
° Edit and extend the Plan Of Action and set 2 additional follow ups,
° Or seek additional ways to resolve the issues, such as assigning a mediator, re-assignment, etc.
Organizational Due Process - Scenario 2
When a Team Leader has a Difficulty with His/ Her Team Member
Introduction
This is Via’s standard process we use when a Team Leader is having difficulty with their Team Member. These steps are laid out with the intent of treating everyone with respect and giving a fair process for issues to travel up the organizational chart as needed. The attitudes of all parties should be ones of respect, honor, genuine listening, and walking in the fruit of the Holy Spirit. The goal is always restoration of relationships. If the team leader feels harassed, threatened or intimidated, he/she should notify the Personnel or Member Care Director immediately to ensure this process can be done appropriately and bring quicker resolution if necessary.
A Few of the Many Pertinent Verses
° [Jesus said] “A new command I give you: Love one another. As I have loved you, so you must love one another. By this everyone will know that you are my disciples, if you love one another.” John 13:34-35
° 1 Peter 4:8 “Above all, love each other deeply, because love covers over a multitude of sins.”
° Matthew 18:15-17 Jesus’ teaching on conflict in these verses gives us the pattern of issues are addressed first with individuals involved, then the circle is widened as necessary
Operating Principles
° Choose to believe the best of others. Ensure there has been opportunity for growth and change. Constantly check your heart to ensure your primary motivation is seeking restoration.
° Document every step; make note of specific problematic behaviors, conversations you have had, agreements made, and steps taken.
° Meetings must happen face-to-face or on video chat. As much as possible, hold all communications face-to-face; do not rely on email.
° Seek wise counsel from appropriate sources (first, God and His Word; then also wise people such as Via Member Care, a personal mentor, others who are spiritually mature and can be helpful toward a solution).
° Maintain good communication with all parties involved.
Process
Problematic behavior is observed.
° Please review the resources, Conflict Field Guide and Peaceful Pursuit.
° Attend to your own heart and attitudes. Leader addresses it with the individual.
° Be clear and specific with your issue(s) and with what you are expecting to see change.
° Remember our SERVE leadership grid and our 3S’s; you are not only a Supervisor and Skill Mentor, you are also a Shepherd (a coach, a discipler). You are there to help them.
° Before talking with them, do some self-reflection on your leadership style and how you relate to them as well as how they desire to be communicated with. Prudence tells us to list 80% of the time and talk 20%. The purpose of your listening is to gain understanding, not to refute or defend yourself.
This is most often as far as this process goes. Clear and kind communication is part of being a team and helping each other grow.
If the behavior/issue continues, the leader addresses it again and writes out what the specific issue is. A specific growth step is agreed upon, written down, and an appropriate date is set to re-address the issue and evaluate how things have gone.
° Team Leaders should send this to the Personnel Department for record keeping. Time and opportunity are given for change of attitude and actions.
If growth steps are not followed, and or/behavior doesn’t change then the situation needs to be brought up to the Team Leader’s Supervisor. That Supervisor should have the opportunity to work with the Team Member and Team Leader together for mutual agreement about any problems and needed changes. Most likely this will be at a meeting with all parties attending as well as a Personnel/Member Care representative.
° Note: The Supervisor should inform the Member Care Director and the Personnel Director.
° Note: The Supervisor should inform the Executive Director so he will not be surprised to learn about the situation later.
° Note: Personnel/Member Care will send a representative to attend the meetings with the Supervisor.
A clear Plan Of Action is written down by the Supervisor and agreed on by the Leader and Member.
° This plan will have clear action steps, growth markers, time frames and at least two scheduled follow up conversations to assess how the situation is progressing. The Plan Of Action (POA) may include counseling, meeting with a mentor, mediation or other appropriate solutions.
° Consider carefully whether sending church needs to be informed, and if so, discuss with the Member Care Director who needs to make that call. See notes below.
° Note: The Supervisor is responsible to monitor the Plan Of Action and see it through.
At the last scheduled reassessment meeting:
° All information should have been gathered
° If sent to counseling, assigned a mentor, or the Sending Church has gotten involved a report is sent to the Supervisor and Member Care Director, with permission from the Team Member.
° If everything is going well, then you can rejoice together and establish if there are any additional regular rhythms needed.
° If behavior continues, then the Supervisor can:
° Extend the POA with edits (this is if the Leader/Member is demonstrating growth, but still has more improvement to make).
° Put the Member in a probation period where the POA will be edited and the consequences of not following through on this are spelled out.
° Can decide, along with the Team Leader, that the Member needs a different ministry assignment. Or the individual may decide this. At least two levels of leadership should be involved in the decision and input given by Personnel/Member Care.
If a probation period and edited POA are employed, then another reassessment meeting will be scheduled to evaluate the situation and make a decision regarding the next step.
If a team transition is needed, a plan for transitioning off the team will be written by Personnel and the Supervisor giving consideration to the situation and desires of the Team Leader and the Team Member.
The Personnel leads out in determining if a new assignment within Via is feasible.
If a new Via team/position is feasible, Personnel will ensure the new team leader is fully apprised of the history.
If it appears there is no ministry fit within Via, the Personnel team works out a timeline and plan for exit. Clearly delineate how, to whom and by whom this will be communicated.
Additional Notes for Via Personnel Office
Considerations regarding involving a Sending Church
° The question of when, or if, to bring in the Team Member’s sending church is a delicate one. Use caution! Here are some things to consider:
° In general, if someone is going to counseling, it falls under the same category as medical issues, i.e. someone’s medical record is private, and not allowed to be shared without permission of the individual involved.
° Never contact a church about any situation without asking or informing the Team Member.
° Some churches are very involved in the lives of those they send and expect to be included in all decisions. Others not so much.
° Some churches would be very helpful; some others not so much. On occasion a church may make decisions about their missionary which Via would not agree with.
° The question may be asked: “Which church should be involved? The one who is giving the most support to the missionary, or the sending church, or both?”
° In order to prevent unintended damage to the Team Member, it seems wisest to not make the decision to contact the church without seeking counsel from others.
Conflict Field Guide
Conflict is our constant opportunity. Watermark Community Church is committed to resolving conflict in a way that glorifies the Lord, edifies the body of Christ, and reflects the principles laid out in Scripture. Since all relationships – including those among believers – will be faced with disagreements at different times, all Watermark Members, as followers of Christ, commit to the following biblical principles as a guide for resolving these issues. We trust that the following information will serve as a continual resource for you as you strive to serve others, grow personally, and glorify the Lord in the context of conflict.
° Scriptures to read and remember when considering how you are going to handle conflict: Proverbs 6:16-19, Proverbs 17:14, Proverbs 20:3, Matthew 5:2324, 1 Peter 5:5-7, Ephesians 4:1-3, Proverbs 18:19.
Watermark’s Commitment to Biblical Conflict
Resolution:
The Peacemaker’s Pledge
As people reconciled to God by the death and resurrection of Jesus Christ, we believe we are called to respond to conflict in a way that is remarkably different from the way the world deals with conflict. We also believe conflict provides opportunities to glorify God, serve other people, and grow to be like Christ. Therefore, in response to God’s love and in reliance on His grace, we commit ourselves to respond to conflict according to the following principles:
° Glorify God
Instead of focusing on our own desires or dwelling on what others may do, we will seek to please and honor God – by depending on His wisdom, power, and love; by faithfully obeying His commands; and by seeking to maintain a loving, merciful, and forgiving attitude.
° Get the Log Out of Your Own Eye
Instead of attacking others or dwelling on their wrongs, we will take responsibility for our own
° Contribution to Conflicts
confessing our sins, asking God to help us change any attitudes and habits that lead to conflict and seeking to repair any harm we have caused.
° Go and Gently Restore Your Brother
Instead of pretending that conflict doesn’t exist or talking about others behind their backs, we will choose to overlook minor offenses, or we will talk directly and graciously with those whose offenses seem too serious to overlook. When a conflict with another Christian cannot be resolved in private, we will ask others in the body of Christ to help us settle the matter in a biblical manner.
° Go and Be Reconciled
Instead of accepting premature compromise or allowing relationships to wither, we will actively pursue genuine peace and reconciliation – forgiving others as God, for Christ’s sake, has forgiven us, and seeking just and mutually beneficial solutions to our differences.
By God’s grace, we will apply these principles as a matter of stewardship, realizing that conflict is an opportunity, not an accident. We will remember that success in God’s eyes is not a matter of specific results but of faithful, dependent obedience. And we will pray that our service as peacemakers brings praise to our Lord and leads others to know His infinite love. These principles are so simple that they can be used to resolve the most basic conflicts of daily life. But they are so powerful that they have been used to mediate and arbitrate bitter divorce and child custody actions, embezzlement situations, church divisions, multi-million dollar business disputes, malpractice lawsuits, and terrible sexual abuse cases. These principles are briefly discused below. For a more detailed explanation, please see The Peacemaker: A Biblical Guide to Resolving Personal Conflict, by Ken Sande (Baker Books, 2nd ed. 1997).
° “We must picture Hell as a state where everyone is perpetually concerned about his own dignity and advancement, where everyone has a grievance, and where everyone lives the deadly serious passions of envy, self-importance, and resentment.”
- C. S. Lewis
At The Trailhead: Understanding the Landscape
See Conflict as an Opportunity
Conflict is not necessarily bad or destructive. Even when conflict is caused by sin and causes a great deal of stress, God can use it for good. (Romans 8:28-29)
As the Apostle Paul wrote in 1 Corinthians 10:31-11:1, conflict actually provides three significant opportunities. By God’s grace, you can use conflict to:
° Glorify God by trusting, obeying, and imitating Him.
° Serve other people by helping to bear their burdens or by confronting them in love.
° Grow to be like Christ by confessing sin and turning from attitudes that promote conflict.
These concepts are totally overlooked in most conflicts because people naturally focus on escaping from the situation or overcoming their opponent. Therefore, it is wise to periodically step back from a conflict and ask yourself whether you are doing all that you can to take advantage of these special opportunities.
Glorify God
When the Apostle Paul urged the Corinthians to live “to the glory of God,” he was not talking about one hour on Sunday morning. He wanted them to show God honor and bring Him praise in day-to-day life, especially by the way that they resolved personal conflicts. (1 Corinthians 10:31)
As mentioned above, you can glorify God in the midst of conflict by trusting Him, obeying Him and imitating Him. (Proverbs 3:4-6; John 14:15; Ephesians 5:1) One of the best ways to keep these concerns uppermost in your mind is to regularly ask yourself this focusing question: “How can I please and honor the Lord in this situation?”
Preparing for the Journey
Get the Log Out of Your Own Eye
The most challenging part of peace-making is set forth in Matthew 7:5, where Jesus admonishes us to “...first take the log out of your own eye, and then you will see clearly to take the speck out of your brother’s eye.”
There are generally two kinds of logs you need to look for when seeing your part in the conflict. First, you need to consider your own attitudes and biases. Critical, negative or overly sensitive attitudes easily lead to unnecessary conflict. One of the best ways to do this is to spend some time meditating on Philippians 4:2-9, which describes the kind of attitude Christians should have, even when they are involved in a conflict.
The other log you must deal with is actual sinful words and actions. Because we are often blind to our own failures, we must have honest friends who will help us take an objective look at ourselves and face up to our contribution to a conflict.
The most important aspect of getting the log out of your own eye is to go beyond the confession of wrong behavior and face up to the root cause of that behavior. The Bible teaches that conflict comes from the “desires at war within you” (James 4:1-3; Matthew 15:18-19). Some of these desires are obviously sinful, such as wanting to conceal the truth, bend others to your will or have revenge. In many situations, however, conflict is fueled by good desires that you have elevated to a sinful place, such as an unhealthy craving to be understood, loved, respected or vindicated (1 Peter 2:23).
Any time you become excessively preoccupied with something, even a good thing, and seek to find happiness, security, or fulfillment in it rather than in God, you are guilty of idolatry. Idolatry inevitably leads to conflict with God. It also causes conflict with other people. As James writes, when we want something but don’t get it, we kill and covet, quarrel, and fight (James 4:1-4).
Having done the hard work of discovering your part in the conflict, it is time to take action. Below is a clear, seven-step process to help you first examine yourself and then move forward as a peacemaker:
° Ask the Lord and others for help with self-awareness. (1 John 1:8)
° Ask God to show you where you have been guilty of “wrong worship,” which is to say where you have been focusing your attention and love on something other than the Lord and His desires. “Search me, O God, and know my heart; Try me and know my anxious thoughts; And see if there be any hurtful way in me; And lead me in the everlasting way.” (Psalm 139:23-24)
° Specifically identify and renounce the desire contributing to the conflict.
° Deliberately pursue right worship. Fix your heart and mind on God, and seek joy in Him alone.
° Give others permission to speak into your life, and regularly ask them to help you see any “logs” both in attitude and action.
° Address everyone involved as soon as possible. (Matthew 5:23-24, Proverbs 6:1-5)
° Avoid “if, but, and maybe.” Don’t make excuses; be specific, when possible. with both attitudes and actions. (Luke 15:17-24)
° Apologize. Express sorrow for the way you affected someone. (Luke 15:21)
° Ask for forgiveness. (Proverbs 28:13)
° Accept the consequences. (Luke 19:1-9)
° Alter your behavior. Commit to changing harmful habits. (Ephesians 4:22-32, John 8:11).
° As God guides and empowers these efforts, you can find freedom from the idols that fuel conflict and be motivated to make choices that will please and honor Christ. This change in heart will usually speed a resolution to a present problem, and at the same time improve your ability to avoid similar conflicts in the future.
Beginning the Journey: Hitting the Trail to Love Your Friend
Go and Gently Restore Your Brother
Don’t sweat the small stuff overlook minor offenses
Another key principle of peacemaking involves an effort to help others understand how they have contributed to a conflict. Before you rush off to confront someone, however, remember that it is appropriate to overlook minor offenses. (Proverbs 19:11) As a general rule, an offense should be overlooked if you can answer “no” to all of the following questions:
° Is the offense seriously dishonoring God?
° Has it permanently damaged a relationship?
° Is it seriously hurting other people?
° Is it seriously hurting the offender himself?
Don’t Spread the Big Stuff
Talk in Private
If you answer “yes” to any of these questions, an offense is too serious to overlook, in which case God commands you to go and talk with the offender privately and lovingly about the situation (see Matthew 18:15). As you do so, remember to:
° Pray for humility and wisdom. (1 Peter 5:5)
° Plan your words carefully; think of how you would want to be confronted. (Proverbs 15:1-2; 16:23)
° Anticipate likely reactions, and plan appropriate responses; rehearsals can be very helpful. (Proverbs 20:18)
° Choose the right time and place. Talk in person whenever possible. (Proverbs 16:21; 27:12)
° Assume the best about the other person until you have facts to prove otherwise. (Proverbs 18:17)
° Listen carefully. (Proverbs 18:13)
° Speak only to build others up. (Ephesians 4:29)
° Ask for feedback from the other person. (Proverbs 18:2)
° Trust God. (Psalm 37:3)
Don’t Stop if You’ve Been Stiffed
Take Others Along
(Matthew 18:17)
If an initial confrontation does not resolve a conflict, do not give up. Review what was said and done, and look for ways to approach the other person more effectively. Then try again with even stronger prayer support. If you have done all you can to share your concern, and the matter is still unchanged in that it is “too serious to overlook,” you should ask one or two other people to meet with you and the person you have approached to help you resolve your differences. (Matthew 18:16-20)
Don’t stop if it gets sticky
As unfortunate as it is, there are times when the only solution left is to expand the circle of accountability and wisdom to include an even wider community within the body of Christ. It is imperative that the process is not stopped short of any Scriptural admonition to diligently preserve the unity that the Lord intends. Where conflict persists, it is the job of the wider community of faith to speak boldly into the matter and, where necessary, separate itself from hard hearts that refuse to deal with matters “too serious to overlook.” (Matthew 18:17a; 1 Corinthians 5:1-2) That may include necessary separation until such a time as when the sin issues creating the conflict are acknowledged and dealt with.
Go and Be Reconciled
One of the unique features of biblical peacemaking is the pursuit of genuine forgiveness and reconciliation. Even though followers of Christ have experienced the greatest forgiveness in the world, we often fail to show that forgiveness to others. To cover up our disobedience, we often use the shallow statement, “I forgive her; I just don’t want to have anything to do with her again.” Just think, however, how you would feel if God said to you, “I forgive you; I just don’t want to have anything to do with you again.”
Praise God that He never says this! Instead, He forgives you totally and opens the way for genuine reconciliation. He calls you to forgive others in exactly the same way: “Bear with each other and forgive whatever grievances you may have against one another. Forgive as the Lord forgave you.” (Colossians 3:12-14; see also 1 Corinthians 13:5; Psalm 103:12; Isaiah 43:25) One way to imitate God’s forgiveness is to live with these actions and attitudes when you forgive someone:
° I will not dwell on this incident.
° I will not revisit this incident or use it against you.
° I will not talk to others about this incident.
° I will not allow this incident to stand between us or hinder our personal relationship.
Remember that forgiveness is a spiritual process that you cannot fully accomplish on your own. Therefore, as you seek to forgive others, continually ask God for grace to enable you to imitate His wonderful forgiveness toward you.
Negotiate in a Biblical Manner
Even when you manage to resolve personal offenses through confession and forgiveness, you may still need to deal with substantive issues, which may involve money, property, or the exercise of certain rights. These issues should not be swept under the carpet or automatically passed to a higher authority. Instead, they should be negotiated in a biblically faithful manner. As a general rule, you should try to negotiate substantive issues in a cooperative manner rather than a competitive manner. In other words, instead of aggressively pursuing your own interests and letting others look out for themselves, you should deliberately look for solutions that are beneficial to everyone involved.
As the Apostle Paul put it, “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. Each of you should look not only to your own interests, but also to the interests of others” (Philippians 2:3-4; see Matthew 22:39; 1 Corinthians 13:5; Matthew 7:12).
A biblical approach to negotiation may be summarized in five basic steps, which we refer to as the PAUSE principle:
° Prepare (pray, get the facts, seek godly counsel, develop options)
° Affirm relationships (show genuine concern and respect for others)
° Search for creative solutions (prayerful brainstorming)
° Evaluate options objectively and reasonably (evaluate, don’t argue)
If you have never used this approach to negotiation before, it will take time and practice (and sometimes advice from others) to become proficient at it. But it is well worth the effort, because learning the PAUSE principle will help you not only resolve your present dispute but also negotiate more effectively in all areas of your life.
Enduring Difficulties on the Journey: What to Do When the Trail Gets Rough
Be Prepared for Unreasonable People
Whenever you are responding to conflict, you need to realize that other people may harden their hearts and refuse to be reconciled to you. There are two ways you can prepare for this possibility.
First, remember that God does not measure success in terms of results but in terms of faithful obedience. He knows that you cannot force other people to act in a certain way. Therefore, He will not hold you responsible for their actions or for the ultimate outcome of a conflict.
All God expects of you is to obey His revealed will as faithfully as possible (see Romans 12:18). If you do that, no matter how the conflict turns out, you can walk away with a clear conscience before God, knowing that His appraisal is, “Well done, good and faithful servant.”
Second, resolve that you will not give up on finding a biblical solution. If a dispute is not easily resolved, you may be tempted to say, “Well, I tried all the biblical principles I know, and they just didn’t work. It looks like I’ll have to handle this another way” (meaning, the world’s way).
A follower of Christ should never close the Bible. When you try to resolve a conflict but do not see the results you desire, you should seek God even more earnestly through prayer, the study of His Word, and the counsel of His church. As you do so, it is essential to keep your focus on Christ and all that He has already done for you (Colossians 3:1-4).
It is also helpful to follow five principles for overcoming evil, which are described in Romans 12:14-21:
° Control your tongue; “Bless those who curse you.” (See also Ephesians 4:29).
° Seek godly advisors; identify with others, and do not become isolated.
° Keep doing what is right (1 Peter 2:12, 15; 3:15-16).
° Recognize your limits, instead of retaliating, stay within proper biblical channels.
° Use the ultimate weapon: deliberate, focused love (John 3:16; Luke 6:27-31). At the very least, these steps will protect you from being consumed by the acid of your own bitterness and resentment if others continue to oppose you. And in some cases, God may eventually use such actions to bring another person to repentance. (1 Samuel 24:1-22) Even if other people persist in doing wrong, you can continue to trust that God is in control and will deal with them in His time. (See Psalms 10 and 37) This kind of patience in the face of suffering is commended by God (1 Peter 2:19) and ultimately results in our good and His glory.
Get Help from Above
None of us can make complete and lasting peace with others in our own strength. We must have help from God. But, before we can receive that help, we need to be at peace with God Himself.
Peace with God doesn’t come automatically, because all of us have sinned and alienated ourselves from Him. (Isaiah 59:1-2) Instead of living the perfect lives needed to enjoy fellowship with Him, each of us has a record stained with sin. (Matthew 5:48; Romans 3:23) As a result, we deserve to be eternally separated from God. (Romans 6:23a) That’s the bad news.
The good news is that “God so loved the world that He gave His one and only Son, that whoever believes in Him shall not perish but have eternal life.” (John 3:16) Believing in Jesus means more than being baptized, going to church, or trying to be a good person. None of these activities can erase the sins you have already committed and will continue to commit throughout your life. Believing in Jesus means, first of all, admitting that you are a sinner and acknowledging that there is no way you can earn God’s approval by your own works. (Romans 3:20; Ephesians 2:8-9)
Second, it means believing that Jesus paid the full penalty for your sins when He died on the cross (Isa. 53:1-12; 1 Peter 2:24-25). In other words, believing in Jesus means trusting that He exchanged records with you at Calvary – that is, He took your sinful record on Himself and paid for it in full, giving you His perfect record.
When you believe in Jesus and receive His perfect record of righteousness, you can really have true peace with God. As you receive this peace, God will give you an increasing ability to make peace with others by following the peacemaking principles He gives us in Scripture, many of which are described above (Phil. 4:7; Matt. 5:9). If you have never confessed your sin to God and believed in Jesus Christ as your Savior, Lord, and King, you can do so right now by sincerely praying this prayer:
° Lord Jesus, I know that I am a sinner, and I realize that my good deeds could never make up for my wrongs. I need your forgiveness. I believe that you died for my sins, and I want to turn away from them. I trust you now to be my Savior, and I will follow you as my Lord and King, in the fellowship of your church.
If you have prayed this prayer, it is essential that you find fellowship with other Christians in a church where the Bible is faithfully taught and applied. This fellowship will help you to learn more about God, grow in your faith, and obey what He commands, even when you are involved in a difficult conflict. Let us know how Watermark might be able to serve you as your place of fellowship.
Get Help from the Church
As God helps you to practice His peacemaking principles, you will be able to resolve most of the normal conflicts of daily life on your own. Sometimes, however, you will encounter situations that you do not know how to handle.
In such situations, it is wise and appropriate to turn to others in your community or to spiritually mature persons around you who can give you advice on how you might be able to apply these principles more effectively. When individual advice does not enable you to resolve a dispute, you should ask one or two mutually respected friends to meet with you and your opponent to help you settle your difference through mediation or arbitration (Matt. 18:16-17; 1 Cor. 6:1-8).
If there is any way that we can serve you or help you apply these principles to your relationships, please let us know. To watch or listen to the series messages that accompany these notes, please visit watermark.org.
God longs to provide for you. By faith and in the power of the Holy Spirit we believe all Via staff can work with diligence and excellence to get to, and stay at full support. In an effort to love our staff and be committed to flooding the nations with spiritually healthy, vision driven, fully funded Great Commission workers, Via has put into place standards and safeguards that will keep our staff financially healthy. We know we cannot mandate motives, God’s timing, or how God is using this process to conform each of you into the image of Christ, but we can set a standard of excellence all staff can and should strive for as they serve the Lord. No one is alone in raising support. The Lord is with us and we are in this together. If you feel alone or under-resourced, please let your coach know. We care about you, and your funding, and want to help you maintain healthy personal support.
New Staff Expectations 100% Before Launching
Staff need to have 100% of their approved Support Goal coming into their ministry account (pledges not counted) before they can move to and report to their ministry assignment. This might be Level 1 as their 100% goal for the first year. Refer to Via Support Goal Calculations Explanation for more clarity.
100% of Buffer: In addition to the 100% monthly support coming in, there needs to be a healthy reserve in your account before starting. This reserve is at least $3,000 for singles or $6,000 for couples. This will help mitigate the ups and downs sometimes inherent with living on support.
Annual Gifts: Single gifts cannot count toward the 100% requirement, but committed annual gifts can. Committed meaning they have clearly told you that they will be giving again next year rather than they might give.
Training and Preparation
° Complete a Support Raising Bootcamp, along with all the preparation required.
° Receive specialized Via training on support raising, which includes reviewing standard Via support raising materials and how to explain the entire vision of Via, as well as the specific ministry or team you may be joining.
° For families, we do not advise quitting your job until you have a springboard fund that covers at least 3 months of your personal and support raising expenses.
° Singles should have at least 200+ contacts / married couples at least 300+ contacts before starting.
° Share your presentation with your support coach during your first meeting.
° It is advised to bring a successful Via veteran support raiser on one of your first 5 appointments in order to observe your presentation/ask and give constructive feedback. Preferably this would be your support coach, but if that is not possible, then a Via veteran support raiser who has had good training and results.
MPD Benchmarks
In an effort to help you report to your ministry assignment as fast as possible and to call our staff to a standard of excellence, we have put in place some benchmarks for you to meet (and hopefully surpass!) while in support raising mode.
Face to Face Asks
The expectation is to have at least 10 face to face asks per week. While cancellations occur, one should be averaging 10 or more per week. This is the most critical weekly measurement.
Phone Calls
Average at least 10+ phone calls/texts per day seeking new appointments. More may be possible if most of those are voicemails.
Adding Contacts
When you begin, we suggest adding contacts every week. A goal could be 10 new contacts per week from referrals or your ongoing name-storming, so that running out of contacts is never an issue. We aren’t tracking this right now, but this should be a secondary goal.
Time frame
If you are consistently getting 10+ appointments per week, our and other ministries’ experience has shown that 3 to 6 months is a reasonable time frame for support raising. It is a range because we want to take into account your goal, individual circumstances, family status, transition from previous employment and other factors.
° The percentage benchmarks below are a way for you and Via to evaluate how things are going, what can be improved, and provide a time of reflection to discern if a change in ministry direction should be taken. We don’t want anyone limping along discouraged indefinitely.
Initial Mark
While the above percentages are benchmarks and goals, we do have an initial mark that needs to be met in order to proceed with Via. After completing the Support Raising Bootcamp and starting support raising as your primary occupation, you need to have at least $600 in monthly support coming in within the first two months.
Evaluation, Timeline and Decision Making
Every 2 months, Via would like for you and your coach to reflect over the past effort for a time of thanksgiving, prayer, and evaluation. If the support raiser is not finished after 6 months, a further time of reflection is taken with a Via Staff Coach along with Personnel. If together, Via and the staff person, sense the Lord is still leading in the same ministry direction, then another 2 months can be extended for support raising. The goal is to finish by 8 months. If sufficient progress is not being made towards your support goal beyond the above time frame, we will try to troubleshoot more in-depth with you. If you are still not progressing, we will together (you, your coach, and personnel) prayerfully seek if a change in ministry direction should be taken.
Job Description - MPD Coach, Support Raiser, & Encouragement Partner
Your MPD Coach
You have been assigned a trained coach to help you through the MPD process.
As a Shepherd
Your MPD Coach will genuinely care for you, encourage you, support you, and lead you to continually trust our Almighty Father God.
As a Skills Mentor
Your MPD Coach continues to train and equip you in the nuances of support raising. This includes troubleshooting problems, establishing priorities, continually reminding you of the core principles you have learned, offering strategy ideas, and giving constructive feedback on scripts, presentations and newsletters.
MPD Coach’s Activities
° Prayer - Pray with you on the phone and pray for you during the week.
° Weekly Meeting - This will either be face-to-face or through zoom..
° Staying Updated - They will read your support raising weekly report, listen to what you have to say, and make plans to help you be effective.
° Celebrating - They love to celebrate your victories with you!
° Reminding - Remind you of The God Ask biblical principles and remind you of why you are doing this.
Starting Out
° Practice your presentation - Practice your presentation with your coach. Ask for feedback in things you did well and how it could be better.
° Weekly Report - Go over how to fill out the weekly support raising report with your coach.
° Have an appointment – have your coach or another fully funded Via staff person go on one appointment you have to observe and give feedback. This may not always be possible, but please try. Since the first few appointments are usually with friends, it’s a perfect opportunity to practice and allow your coach to lavish praises on this new staffer during the meeting and give him/her credibility.
° Get Via resources –Via Multiply booklets, Staff brochure, Via books to give away
° Stay connected – Don’t change cell number, ensure your voicemail is setup, check emails daily.
° Newsletters – Use MPDx and have Mailchimp sync with MPDx for newsletters.
Weekly Coaching Calls
MPD Coaches follow a general outline on coaching calls. Each call generally lasts 1 hour, but can be scheduled for longer as needed.
Elements of a Weekly Coaching Call
° Personal catch-up
° Evaluation and Accountability
° Troubleshooting
° Encouragement
° Goal Setting
° Prayer
Monthly Recap Meetings
Once per month a support raiser and coach should do a quantitative (numbers) and qualitative (antidotal) analysis of how the last four weeks went. This gives booths of them a clear picture of progress, successes and struggles so they can make appropriate changes going forward.
Elements of a Monthly Recap Meeting
° Review Contacts
° Review Presentation
° Review Time Management and other commitments
° Review Spiritual and Emotional state
° Review Progress and Benchmarks
° Review Communication
Support Raiser
Reports To: Their assigned Support Raising Coach and as appropriate Personnel.
Job Overview
A Support Raiser mobilizes a team of partners to join with them in ministry through financial and prayerful support. This is a season of relationship building, vision casting and inviting people into greater commitment to God’s Kingdom. Success is raising your fully funded budget in an appropriate time frame, ensuring all of your monthly and special needs are met.
Responsibilities and Duties
° Continue developing your walk with the Lord.
° Complete Training, Orientation and Paperwork
° The Personnel team will work together with you and your support coach to make sure you finish the required paperwork and trainings.
Weekly Activities
° Minimum of 40 hours per week support raising
° Setting up support appointments
° Having support appointments with contacts at their workplaces, homes or coffee shops, etc.
° Following up with appointments regarding a decision of support.
° Helping people logistically start their giving
° Appropriate communication regarding support raising, e.g. newsletters, prayer updates
° Gather referrals
° Sabbath
° Work with all diligence toward your weekly and monthly goals
° Ensure you and your coach agree on your specific weekly and monthly goals
Reports and Meetings
° Regular standing meetings with support coach (weekly)
° Fill out and submit your weekly report (see Thursday afternoon email)
° Update your MPD tracker or MPDX
° Have at least one Encouragement Partner
° You can also develop an Encouragement Team and Prayer Team
Adjust your schedule to prioritize support raising
During this season support raising is your single focus, so excuse yourself from any ministry and non-ministry involvement that might interfere with raising support. It can be hard to step back from leading a Bible-study, teaching Sunday school or community involvement, but the more you focus on support raising the quicker it will go and the sooner you can re-enter personal ministry.
Goals/Expectations
Part-time Support Raisers
° If you are approved to raise support part time, your coach will work with you to adjust your weekly and monthly goals.
° Regarding priorities, it will be even more vital for you not be involved in any responsibilities except for your work and support raising.
° Discuss with your coach when you can or are required to transition to full time support raising.
Personal Encouragement Partner
Reports To: Staff Raising Support
Job Overview
An encouragement partner is a person outside the sending organization who commits to regularly, prayerfully and intentionally keep a staffer encouraged and motivated throughout the support raising season. This can include the development of an Encouragement Team and Prayer Team
Responsibilities and Duties
° Regularly connects with staffer.
° A weekly connection point (face-to-face or on the phone) full of godly encouragement and prayer.
° Celebrates successes with the staffer as well as encourages them in areas they are struggling.
° Personal time spent praying for the staffer and their support raising.
° Ask God for specific verses or prayers to regularly pray over them.
Qualifications
° Responsible enough to be proactive and regular in encouragement.
° Fully supportive of the staffer
° Fully supportive of the staffer joining this organization and doing vocational ministry.
° Fully supportive of raising support as the God-designed means to fund the staffer’s ministry.
° Ability to encourage the staffer emotionally and spiritually; able to point clearly to Jesus, His promises, and His truth.
Other Notes
We promote an encouragement partner instead of an accountability partner. People who have not successfully raised personal support are often not helpful as a coach or accountability partner, and their advice can often be counterproductive. It is easier for a trained coach to handle accountability since he/she is responsible for both supervising as well as troubleshooting areas a staffer is struggling in. Encouragement is a role many people are willing and able to play in supporting a staffer getting fully funded. The organization’s coach will provide both accountability and encouragement, but staff having people they know who are wholeheartedly in their corner is an incredible strength and confidence builder.
Consider developing an Encouragement Team, which is simply multiple people who will routinely encourage you (perhaps some more often than others) and celebrate with you. Consider a monthly meal or gathering for celebration and prayer.
Consider developing a Prayer Team of people who will regularly and consistently pray for you. Ask key people in that team (perhaps all of them) to pray daily and specifically for you during this season, have them put a reminder on their phones.
Support Goal Calculation
Explanation
Support Goal
Overview
All staff are given the privilege to raise the cost of their ministry with Via. This may include payroll and all applicable taxes, insurance and other benefits, and ministry related reimbursable expenses.
Since each staff’s specific ministry and situation are different, we believe their support goal should reflect this. Within certain parameters, your support goal is determined by you. However, all support goals whether initial or changes, must be reviewed and approved by Personnel. Personnel will assist you in calculating your individual support goal.
Breakdown
Your support goal is made up of the following:
Payroll: This is determined by our board approved payroll guidelines and includes your take home pay, any applicable withholding taxes, and retirement. For the most part, this will stay consistent from month to month.
Insurance: This includes our mandatory health and disability insurance as well as optional dental and vision insurance. (see Insurance Policy for exceptions).
Expenses: This includes any reimbursable work related expenses. These expenses may include food, travel, lodging, resources, admin fee, etc. These expenses will likely not be consistent from month to month. However, we have found it works best to estimate a monthly total of expenses when calculating your support goal.
Admin Fee: A 10% admin fee is taken monthly.
Support Goal Calculator
The Finance Team has created a tool to assist you in calculating your support goal. Personnel will email you with instructions on how to access this tool and they will work with you to complete it. See Appendix for Support Goal Worksheet.
Goal Approval
Candidate Goal
Once you have worked with the Personnel team to calculate your support goal, your goal will be approved. This goal is considered your Candidate Goal. This is important because as needed your goal can be adjusted during your candidacy with input and approval from the Personnel Team.
Staff Goal
As you near 100% of your Candidate Goal, the Personnel Team will work with you to review this goal and establish your official Staff Goal. Once this goal is established and approved, you will receive your official Staff Support Goal Approval.
Understanding Our Compensation Structure and Policies
Via’s compensation structure is built upon Proverbs 30:8-9 in order to ensure staff have the financial resources to thrive personally and professionally, save and invest for the future, and provide well for their family.
° “Remove far from me falsehood and lying; give me neither poverty nor riches; feed me with the food that is needful for me, lest I be full and deny you and say, “Who is the Lord?” or lest I be poor and steal and profane the name of my God.”
We must maintain the balance of being good stewards of the funds God has entrusted to our ministry and not allowing excess, but also ensuring staff have sufficient funds to be healthy. The compensation structure of Via and other ministries have brought accountability and clarity to these principles. We follow a traditional “needs based” model whereby staff are allowed salaries within a range dependent on their family size, age, and age of children; instead of one based upon positions, seniority, or market based comparisons of certain roles. This needs based formula is called the Compensation Calculation.
Via’s Board of Directors has approved a Minimum and Maximum Cap on salary ranges as defined by our Compensation Calculation, and we’ve also established guidelines on the amount of work time staff have to spend on Ministry Partner Development (MPD). People may choose to set a ‘Personal Target Salary’ within this range based upon their personal choices. We encourage staff to create their own personal budget and spending plan, which helps staff define their own target salary within this Minimum and Maximum Cap.
It is natural for people to have different financial values and priorities, and that is reflected in how we use money. One person may choose to live a very simple lifestyle while another may choose to use their money quite differently. That makes it challenging to describe support levels, but below is a general guide so we can easily communicate support levels and policy for each level.
After reviewing fruitful practices with other ministries and our own research, our leadership and Board of Directors have approved three Levels of Support to
help our ministry steward staff’s time. Via provides all staff time dedicated time to get to a base Level 1 Support, normally at the beginning of their employment with Via. More time can be given to get to Level 2 either at the onset of their time with Via or later in their career with Via as defined below, and career staff desiring to be at Level 3 or the maximum cap are able to do that within the normal 10% of one’s work time allotted for MPD.
There is nothing that prohibits staff getting to a certain Level of Support during their initial MPD time when joining staff, if they are doing so within the approved time frame and benchmarks. However, our ministry has a strong interest in getting staff to their assignment quickly, especially if there are time drivers such as trainings, events, or the launch of a ministry semester. So these Levels act as a way for the ministry to determine if a staff member has a healthy enough support team and compensation to launch to their assignment.
We have been operating under these Levels of Support since 2020, though we realize we haven’t done a great job educating staff on them. We hope this document will help staff and team leaders understand more of our approach to both the setting of one’s compensation*, and how time is allocated for part-time or full-time MPD.
° Compensation is defined as your gross salary, including retirement contributions and taxes.
° Support Raising Budget includes one’s compensation amount plus ministry expenses, optional dental or vision insurance, and administrative fees.
° Personal Target Salary is the salary a staff member desires to have between our Minimum and Maximum Cap. While staff are free to choose their target salary, Via may not be able to provide additional work time for the staff member to raise additional support to get to their target. See the Levels of Support to better understand how MPD time is allocated.
Levels of Support
The intent behind Levels of Support is to appropriately standardize when a staff person can be launched to their ministry assignment or be given extended MPD time. Our philosophy is to ensure staff do not launch to their ministry assignment until they are fully funded. These Levels help us steward staff’s time on MPD for the mutual benefit of both the staff person and their team.
Defining what “fully funded” means can be a nebulous and ever changing definition. Thus, Via makes MPD time allocations based upon these three Levels of Support, rather than the Personal Target Salary a staff member individually decides upon. For staff, these levels guard against having an unhealthily low budget and ensuring their team leader provides time for MPD. For our teams, these levels allow team leaders to have some degree of management over their team members’ time to ensure good continuity of ministry.
Level 1 Support
° Level 1 Support is primarily for new staff coming on during their initial 3-year term. Via’s goal is to get them to a moderate level of income in order to meet their basic needs, and prioritize getting them to their ministry assignment quickly.
° Via’s Personnel Team can deem a new staff person ‘fully funded’ at Level 1 and ask them to report to their ministry assignment. However, if the team leader and Personnel determine the initial MPD timeline can be extended, then new staff may continue to raise more support towards a Level 2 amount or somewhere in between.
° Staff also may continue to raise additional support during their allotted MPD Time each week and request a payroll adjustment when one has sufficient funds. If the team has a ministry year which has seasonal breaks, staff may request for an extended MPD time to increase their budget.
° Level 1 includes a salary of 60% of the maximum cap, health insurance, moderate amount of retirement through our 403(b), basic ministry expenses, and administrative fee. Future summer project or conference expenses may be excluded from the initial goal, but staff should be able to allocate time later to raise for these specific needs.
° Level 1 may not be substantial enough to provide enough funds for a car payment, additional savings, retirement contributions over the minimum suggested amount, college debt repayment over your minimum payments, etc. It is a lean budget to get you started in ministry.
° As staff age or families grow in size, most will find Level 1 to be inadequate. Any staff member with support below this level is considered critical and should be on full-time MPD unless their Personal Salary Target of a lower amount is approved. The staff member would need to submit an MPD plan and submit a weekly MPD report for accountability to the ministry’s MPD coach.
° All staff are required to be at Level 1 or above before launching to their ministry assignment. Staff also need to transition to focused MPD time if they are below Level 1.
Level 2 Support:
° Level 2 Support allows the staff member to have more financial freedom. Staff should strive to be at this level, and potentially setting their initial support goal between Level 1 and Level 2. This salary level enables staff to have more income so they can make financial choices for things such as Christian schooling for children, savings for future needs (retirement, car purchase, college education for children, down payment on a home or significant repairs/ remodeling of an existing homie, etc.).
° Team leaders should work to accommodate staff members who want to raise support to be at Level 2. If staff are utilizing their 10% MPD time effectively and need more, then after their first year, staff and team leaders should look for times to allow more increased focus on MPD. Team leaders must maintain good continuity and staffing on their teams, so it may be necessary to stagger when the staff would be released to work on their support and choose which seasons of the year are available to do so. The staff member would need to submit an MPD plan and submit a weekly MPD report for accountability to the ministry’s MPD coach.
Level 3 Support:
° Level 3 would allow the staff member, if he/she chooses to do so, to raise the maximum amounts allowable. Our objective is never to penalize staff for wanting to raise their salary toward the CAP. But in many cases the ministry may not be able to release a staff member who desires to be at this level for a significant amount of time for MPD. For example in some teams, it may not be possible for several on the team to be released to work on support at the same time. For those staff with critical support needs, they may need to be released for MPD first. This does not mean that a staff member who desires to be at Level 3 should not be given some time to work on his/her support. However, most staff moving toward Level 3 will need to do so during their allotted MPD Time, or on their own time in addition to continuing with their ongoing ministry responsibilities.
° Level 3 Support is primarily for senior, long-term career staff.
° Most staff raising support to Level 3 will do so at their own discretion, on their own time or within normal allowed time for MPD cultivation.
Levels and Personal Target Salary
The Support Levels of 1, 2, and 3 are a spectrum that help us provide clarity and definition. Staff do not have to be precisely at a Level 1, 2, or 3, but will often fall somewhere in between. After creating your personal budget and spending plan, you may realize that your Personal Target Salary is about 65% of the Cap, which would put you at around Level 1.5. A few years later you may desire to adjust your target salary to 85% of the Cap which would put you around Level 2.7.
Steps to Create Your Support Goal:
Create a Personal Budget
° To set your payroll, you may need to know how much money you need in a month. If that’s you, take a few minutes to fill out the Monthly Household Budget. This step is optional. If you already have a good idea of what you want your payroll to be, you can move on to calculating your payroll.
Calculate your Payroll Goal
° Each staff will have their own Support Goal Worksheet shared with them to work through. Please contact personnel@mobilization.org for your copy. Using the explanation above, start with the Calculator tab to determine the different levels.
Calculate your Work Expenses, Insurance, and Launch Costs
° All staff have some level of reimbursable expenses each month. This will differ based on your role and where you serve.
° We offer a full suite of different insurance coverages. All staff are required to be enrolled in our health and LTD plans. All other plans are optional.
° No matter what team you are joining, you will have some launch costs to pay for.
Get Your Support Goal Approved
° Email personnel@mobilization.org when you have finished filling out the worksheet and will review your proposed support goal and help you make any needed adjustments. We will work with you and your future team leader to determine your official support goal.
Things to Make Note of:
COLA: COLA Stands for Cost of Living Adjustment. We have regional COLA’s for cities around the world which affect the base salary amount within our Level of Support calculation. Our base salary is based on Fayetteville, Arkansas. The COLA amounts are determined by Via’s finance team through various means of research. We also will begin to have annual COLA for inflation soon.
What are Admin Fees?
In 2024, the Administrative Fee on staff account donations is 10% per month on what comes in for that month. Most every ministry takes an administrative assessment from donated funds to ensure they are able to provide a growing level of infrastructure to adequately support the growing ministry. At Via, admin fees provide for staff services, operational infrastructure and systems to support our staff and ministry, as well as funds for staff care and development. These admin fees are assessed monthly as soon as you begin raising support.
Who do you report to when raising support?
When staff are in full-time support raising, whether as new staff or later on,, staff are under the authority of their MPD Coach, not one’s future team leader. One’s team leader can be there for advice and encouragement, but ultimately staff raising full-time support must submit to the MPD Coach, send in required reports, and attend required trainings. If there is every any difficulty with one’s MPD Coach, staff should contact the leader of the Personnel Team which oversees the MPD Coaches.
Whose Money Is it?
It is important for staff to understand that as donations are made to Via, these funds belong to Via and are not the property of any staff member. The IRS requires all non-profit organizations and churches to have “control” over all donated funds, and to exclusively use these funds for approved compensation and legitimate ministry expenses. Approved compensation is what Via’s Board of Directors have approved in the Levels of Support, and legitimate ministry expenses can be found by reading through our Ministry Expense manual. Ultimately, the Executive Director and the board are required by law to steward the finances appropriately. Via also commits to honor the donor’s intended designation or preference towards giving. This is why we operate with ministry staff and project fund accounts, to make these funds available for their intended use.
Initial Term vs Career Staff
Via asks most staff to make an initial 3-year commitment. Staff during this initial period are noted to be in their Initial Term. Once a staff member decides in their third year to continue their commitment and move to career staff with an open ended commitment, then it is in everyone’s best interest to have staff on the career track to have healthier budgets for the long term. Staff with 3+ years of ministry experience elsewhere who are transitioning to Via for the long-term may also be classified as career staff.
MPD Time (Ministry Partner Development Time)
Via expects staff to tithe their time to their Ministry Partner Development. This time should be used to communicate with your partners, pray for them, cultivate new supporters, raise additional support, and ask for increases. This 10% of work time (average of 4 hours per week or 25 days per year) can be utilized in a variety of ways. A good rhythm is best for long term health, and you should discuss this with your team in leader your semester planning. Consider spending 2 half-days per month, a week-long trip to visit supporters and raise additional
support, and an additional 3 day spring. This is the bare minimum. Additional time for MPD may be provided during ministry assignment changes, during your third year to get to Level 2 Support, or when you know you’re going to get married or have more children.
Exceptions to Levels of Support and the and Maximum Cap
As is our current practice, staff may submit a request for compensation outside of our current calculation formulas. These will be reviewed in substance with both a proposed personal budget and rationale for the exception to be made, and reviewed by the Personnel and Finance Directors with approval by the Chief Operations Officer.
Additional Oversight and Approval
To provide additional accountability and oversight, Via’s board requires additional approvals on certain salary amounts. Staff may be above the $125,000 and still be under our CAP, but additional approval is still required. The below amounts are for compensation (gross payroll + retirement contributions):
We have created a spreadsheet with an easy calculator to determine the range of a staff member’s compensation, which also shows the Level 1, 2, 3, and Maximum Cap. To help you understand the formula behind the calculator, you can read below.
Base Pay:
Base pay, also commonly referred to as base salary, is a fixed amount determined for each staff unit type below. Family adjustment, COLA (Cost of Living Adjustmen -determined by where the staff lives), and age will be used to adjust the base pay to the approved levels mentioned above.
Unit Type: The unit type will follow the example below. .
° Individual - $ 4,640 base (June 2023 amount)
These are single staff who are not married. Single parents, widows, and widowers may use the Individual base but still have a Family Adjustment.
° One-on/One-off - $5,800 base (June 2023 amount)
Any married individual whose spouse does not have an official capacity with, but works outside the home. Staff may choose to base their goals off the Individual unit type calculation if they are not the primary financial provider of the family.
° Family - $ 6,960 base (June 2023 amount)
Any married couple with or without children. Spouses either have an official capacity with Via or are stay-at-home parents.
Adjustments: to Base Pay:
° Age: We have age ranges in 5 year increments which stop at age 50. A graduated multiplier is applied based on multiple age brackets. The age brackets increase sharply at the younger end and taper off toward the older end. This multiplier will be applied to the Unit Type value.
° Family Adjustment: With our needs based salary structure, compensation grows to provide for growing families. Children also get more expensive as they get older. Our formula for the Family Adjust is (# of kids X $400) + (sum of kids’ age X $25) . Some additional parameter on this formula is that the adjustment only accounts for up to four children, and the children’s ages max out at 20 years of age.
° COLA - Cost of Living Adjustment: Regional COLA’s are applied to the Base Pay, and not the Family Adjustment.
Monthly Max and Annual Cap
° The Monthly Max is the sum of the Base pay (with Unit type and Ag adjustment), Family Adjustment, and COLA amounts.
° The Annual Cap is the maximum annual salary based upon the above needs.
Levels of Support
° Level 1: 60% of the Monthly Max Cap
° Level 2: 75% of the Monthly Max Cap
° Level 3: 90% of Monthly Max Cap
° Cap: 100% of Monthly Max
° Cap: 100% of Monthly Max
Support Goal Worksheet
vianations.net/SupportRaisingWeeklyReport
MPD Tracker Template
MPDX Training for New Staff
MPDX is a tool to manage your supporter and newsletter contacts, manage and view donation history and pledges, and track tasks around support raising. When a donation is given to your Via account it will automatically show up in MPDX within a few business days. MPDX is a product from Cru, and is an alternative to the desktop software, TntMPD or TntConnect. You must create a “Key Account” first for MPDX to work. Follow the instructions from your IT “Welcome” email or go to Via Intranet IT User’s Guide.
If you are reading these instructions in a printed form, go to Via’s intranet, www.mobilization.net, to have active links to all these videos. The MPDX help site can be found at https://help.mpdx.org/, but following the Getting Started instructions below is required for new staff training.
Getting Started with MPDX
Video Tutorials: vianations.net/MPDXTraining
° Watch “Introduction” and “Getting Started” videos
° Watch the 4 Intro Videos - Dashboard, Contacts Tab, Contacts, and Tasks and Task Automations. (Approx. 22 min)
° Start collecting contacts: You will import contacts using a CSV spreadsheet (you can save an Excel document into a CSV file) and/or Google contacts. It is best to collect the phone numbers, addresses, emails, birthdays, etc. in the spreadsheet first. The more information you can put on your spreadsheet the easier it is later in MPDX.
° Video on “Import from a csv to MPDX” (1:52)
° Set up tags: Once you have your contacts in MPDX you can set up tags. Tags are a way you can sort your data. You can use tags to separate into top 100 and top 20 - needed for Support Raising Bootcamps.
° Tags were introduced in the Contacts List View and Contacts Details View Updates videos you already watched and more help videos can be found in the Training Videos.
° Create Tasks: Create what tasks you want MPDX to remind you to do. You can set up tasks for multiple contacts at once. Examples of tasks: Call for appointment, Follow up, Send a thank you, Email, Newsletter.
° Tasks were covered in the Intro to Tasks and Task Automations video (6:13), and more help videos can be found in the Training Videos.
° When a donations occur, they will be added along with their commitment amount automatically. If you have your tasks set up then it will show you to send a thank you, etc.
° Status: The status is a good way of tracking where you are with the contact. Your contacts move from one status to the next, and you can sort them in your list. Example of status: Contact for Appointment, Appointment Scheduled, Partner-Financial, Partner-Pray.
° Watch “Tools” video (4:51) Mailchimp/MPDX sync together: Mailchimp is a free email newsletter service. These two programs work well together. Once you have your Mailchimp set up watch the video below. This guides you through syncing your contacts. You can make a list from your contacts in MPDX and mark them to receive an email newsletter, and they will import into Mailchimp. Mailchimp will mark in MPDX when you send an email. It will mark if the email is invalid. It will mark if someone chose to no longer receive the email.
° Articles: Connecting MPDX and Mailchimp
° Please read all articles to help understand how to properly sync Mailchimp and MPDx as other helpful tools related to this connection.
° App: MPDX works in a limited capacity on from a mobile device. There is also an app for IPhone and Android phones you can download, search for MPDX in the App store.
° Watch “Important Settings for MPDX” video (7:24)
° This will help get your MPDX account personalized and set up with notifications and other helpful features to your specific preferences.
Finance
Finance Team
Philosophy
Team Finance exists to serve our Via family in areas related to finance. Our desire is that this would enable our staff to more effectively fulfill their role in mobilizing the global church to the unreached. We oversee and manage all areas related to processing and allocating donations, donor correspondence, paying monthly payroll, processing expense reimbursements, managing accounts payable/receivable, managing insurance and allocating costs, maintaining legal compliance, liaising for our annual audit, and so much more. If an area has to do with Via finances, Team Finance is likely involved. Our overall financial philosophy is intended to balance the necessity of compliance with all governmental regulations regarding tax-exempt organizations, with the desire to see each staff member thrive in their ministry role. An appropriate level of financial accountability is essential, not only to maintain good stewardship before God, but also to demonstrate good stewardship to our donors. Any policy or process that Team Finance develops originates from the desire to honor our staff, our donors, the government, and most of all God.
Communication
Early, often, and thorough communication with Team Finance will enable us to better serve you. Here are a few items to remember when communicating with our team.
° Avoid emailing individuals on our team. Instead, email questions and requests to finance@vianations.org. This will enable us to keep all questions and requests centralized.
° We strive to respond to your emails within 1 business day. We ask that you respond within 2-3 business days.
° When in doubt, reach out. If you or your team are planning something or have questions that might pertain to areas of finance, please email us.
° If you have a donor that needs assistance:
° If it’s related to their giving, please direct them first to Via’s online selfservice donor portal where they can manage their profile and giving.
° For other issues or concerns, please ask them to contact giving@vianations. org or call 479-587-9598 x 2.
° Please do not give them the finance@vianations.org email address, as this email account is intended for Via internal communication only.
Contributions
Overview
Via is a 501(c)(3), tax exempt organization as recognized by the IRS. As such, we have the right to “deputize” individuals to raise funds on our behalf, thus the term “deputized fundraising”. We deputize our staff, candidates, and volunteers to raise 100% of the funds needed to complete their ministry as outlined in their support goal.
We are eligible to present donors with an income tax deductible receipt. This receipt may be used to substantiate deductions taken on an individual’s tax return for contributions made to Via. With this, Via is required to exercise “control” over all contributions and to communicate such to potential donors. This means that any and all contributions made to Via are just that, contributions to Via and not for the direct benefit of any individual. Via’s Board of Directors have sole discretion over the use of these funds. However, Via always intends to honor the donor’s intent.
It is important for staff to understand this, as donations made to Via belong to Via and are not the property of any staff member. Via has developed structures which allow staff to access funds donated toward their ministry, but no staff will be allowed to have access to these funds without appropriate approval, sufficient reason, and adequate support documentation.
Ministry Account
A ministry account (“MA”) is a fund that Via uses to track any donations made that were designated toward or any expenses from a specific staff’s ministry, a project, or a team. Once an individual is deputized to raise funds on behalf of Via, they will be issued a unique MA number. Individuals have access to view any MA they have authority over in their MA Portal and through MPDX.
Donation Systems
The finance team oversees and maintains our Donation System. Our donation system has several components that weave together.
RaiseDonors
RaiseDonors serves as the “front-of-house” system for all donors wishing to make a donation via giving pages. All credit card and bank account donations are processed through this platform. Donors are provided access to their donor portal via an online self-service donor portal.
Virtuous
We use Virtuous as our donation clearing house and the connection point between RaiseDonors and the ‘Donations’ tab seen in your MA Portal/MPDx. All donations to Via are stored in Virtuous, which includes donations that are not processed through RaiseDonors (i.e. checks, donor advised funds, internal donations, asset-based giving, etc.).
Quickbooks Online (QBO)
QBO is the accounting software Via uses. Once donations are received and recorded in Virtuous, Team Finance (or our associated integrations) records all donations in the corresponding MA in Quickbooks Online. We also track expenses related to specific MAs on this platform.
MA Portal
Each individual raising support is given access to the MA portal. The MA portal reflects all donations and expenses to any MA you have authority over.
MPDx
Each individual raising support will be given access to MPDx. MPDx is a personal support raising tool created and maintained by Cru. Data from the MA portal will flow through to MPDx. This tool is much more robust than the MA portal and is intended to assist individuals with planning and cultivating relationships with their donors.
Donation Options
Via accepts donations via Electronic Funds Transfer (EFT), checks, cash and all major credit/debit cards (Visa, MC, Amex, Disc). We do not receive donations by EFT/ACH/CC outside of the donor using the online giving pages. Cash and checks must be sent to our home office. Preferably, cash donations will include a note of designation, and checks will include in the memo line the designated MA number, staff person, team, or project. Checks must be made payable to Via or the Via. If the checks are made out to the individual they will be returned to the donor and asked to be made out to Via.
If a donor wishes to update their personal information, credit card information, recurring donation, etc., they should access their donor portal at this link: account.raisedonors.com/via/login. We encourage donors to learn to navigate this portal, as it will reduce the time Team Finance spends in managing donor requests. If you need assistance in teaching your donors how to use their portal, please visit the Finance page on the Intranet. There is a link titled Staff Communication for Donor Portal where you can find more information.
Donor Advised Funds
A donor-advised fund (DAF) is a charitable investment account for the purpose of supporting charitable organizations. When a donor contributes cash, securities or other assets to a donor-advised fund at a public charity, like Fidelity Charitable, they are generally eligible to take an immediate tax deduction. Then those funds can be invested for tax-free growth, and they can recommend grants to Via out of this fund. Please note the tax-deductible receipt for these donations will be issued from the DAF itself and not from Via.
Gifts of Securities
Donors occasionally will want to donate securities. Securities include stocks, bonds, mutual funds, etc. We partner with National Christian Foundation (NCF) to receive these types of gifts. All security based donations are donated by the donor to NCF who then grants the funds over to Via at no cost. The donor will receive a tax-deductible donation receipt from NCF.
Donors can initiate this kind of giving at mobilization.org/give/asset or by contacting Team Finance at giving@vianations.org or 479-587-9598 x 2.
Gifts In-Kind
There may be occasions where a donor wishes to donate small items such as a computer or other equipment to be used for ministry purposes. Via will issue a letter of acknowledgment according to our In-Kind Donation policy. The letter of acknowledgment will only be sent when the item is donated to Via. Items given directly to staff members are not eligible for a tax-deductible receipt.
If a donor would like to donate a larger item such as personal property, real estate, business interests, estate gifts, or life insurance, they should contact Team Finance at giving@vianations.org. We receive these kinds of gifts the same way we receive securities. The gift will be given to NCF, liquidated, and then granted to Via.
Payroll
Overview
We desire for you to thrive. An important part to thriving in ministry is having a healthy financial life that allows you to be effective and strategic in your ministry and personal lives. We desire all of our staff to live out the contentment outlined in Proverbs 30:8-9.
“Remove far from me falsehood and lying; give me neither poverty nor riches; feed me with the food that is needful for me, lest I be full and deny you and say, “Who is the Lord?” or lest I be poor and steal and profane the name of my God.”
Via uses a ‘needs based’ approach to determining salary for ministry staff raising support. After researching other comparable salary structures in the ministry and secular marketplace, we have created a compensation structure that is based on family size and other parameters, not on seniority or position.
Salary Calculation
Our salary calculation is based on a ‘Base Pay’ range depending on whether you are joining staff as a single or as a couple/family. There are different adjustments available that can be added on to this base salary range.
Base Pay:
Base pay, also commonly referred to as base salary, is a fixed amount determined for each staff unit type below. Family adjustment, COLA (Cost of Living Adjustment -determined by where the staff lives), and age will be used to adjust the base pay to the approved levels mentioned above.
Unit Type: The unit type will follow the example below.
° Individual - $ 4,640 base (June 2023 amount)
These are single staff who are not married. Single parents, widows, and widowers may use the Individual base but still have a Family Adjustment.
° One-on/One-off - $5,800 base (June 2023 amount)
Any married individual whose spouse does not have an official capacity with, but works outside the home. Staff may choose to base their goals off the Individual unit type calculation if they are not the primary financial provider of the family.
° Family - $ 6,960 base (June 2023 amount)
Any married couple with or without children. Spouses either have an official capacity with Via or are stay-at-home parents.
Adjustments: to Base Pay:
° Age: We have age ranges in 5 year increments which stop at age 50. A graduated multiplier is applied based on multiple age brackets. The age brackets increase sharply at the younger end and taper off toward the older end. This multiplier will be applied to the Unit Type value.
° Family Adjustment: With our needs based salary structure, compensation grows to provide for growing families. Children also get more expensive as they get older. Our formula for the Family Adjust is (# of kids X $400) + (sum of kids’ age X $25) . Some additional parameter on this formula is that the adjustment only accounts for up to four children, and the children’s ages max out at 20 years of age.
° COLA - Cost of Living Adjustment: Regional COLA’s are applied to the Base Pay, and not the Family Adjustment.
Monthly Max and Annual Cap
° The Monthly Max is the sum of the Base pay (with Unit type and Ag adjustment), Family Adjustment, and COLA amounts.
° The Annual Cap is the maximum annual salary based upon the above needs.
Levels of Support
° Level 1: 60% of the Monthly Max Cap
° Level 2: 75% of the Monthly Max Cap
° Level 3: 90% of Monthly Max Cap
° Cap: 100% of Monthly Max
Payroll Timing
Payroll is processed once a month two business days from the last business day of the month. The net funds from your payroll will be deposited to your bank account on the final business day of the month. Any changes to your payroll or retirement must be submitted to Team Finance by the 25th of the month by completing a ‘Payroll Change Request Form’ that is submitted to Personnel for review and approval. Any submissions after that will be effective for the following month. Hourly employees are expected to have their hours submitted by noon on the day we process payroll. Any delay in submitting hours will result in a delay in your payment by one month.
Payroll Taxes
All staff receiving payroll are considered ‘W2 employees’. As such, Via will withhold all applicable federal and state payroll taxes unless requested otherwise by staff using the appropriate form to do so. During your on-boarding process, Team Finance will request that you complete required withholding documents to assist us in withholding the appropriate amount of payroll taxes.
° Ministerial Employees – According to the IRS, employees recognized as ministers of the Gospel are considered dual status for employment tax purposes. These individuals are considered employees for income tax purposes and are considered self-employed for Social Security and Medicare (SS&M) purposes. As such, an employer is not allowed to withhold FICA (SS&M) for these employees. Normally, it is the responsibility of the ministerial employee to save throughout the year, report SS&M wages on Schedule SE with their annual tax return and pay them at that time. However, an employer may overwithhold federal income taxes at an equivalent rate that would be withheld for FICA. For the benefit of our staff, Via practices ‘overwithholding’.
° Staff Exempt from SS&M – Staff who have previously filed Form 4361 with the IRS to irrevocably opt out of Social Security, should submit the appropriate form to request no taxes be withheld for FICA.
° FICA versus SECA: Social Security taxes or contributions are collected under the Federal Insurance Contributions Act (FICA) and the Self-Employment Contributions Act (SECA). Many people refer to contributions to Social Security as either FICA or SECA taxes. Most employers and employees split the cost of Social Security contributions, often called FICA taxes. But selfemployed taxpayers pay the full amount themselves and often call these SECA taxes. Guidestone, which Via uses for retirement contributions, has a free Tax Guide for ministers. https://www.guidestone.org/updates/ministers-tax-guide
Preparing IRS Tax Returns
Via provides staff with their W-2 in early January, which outlines gross pay, tax withholding amounts, and in a special comments box it also lists one’s ministerial housing allowance and employer paid healthcare premiums.
If you do not raise support, your tax returns are fairly normal and you have Federal tax, State tax, and FICA taxes withheld. This is solely for staff paid hourly.
TAKE NOTE: As mentioned in the ‘Payroll Taxes’ section above, all Via staff who raise personal support are Commissioned Ministers and are recognized by the IRS as ministerial employees. Since Via withheld the SECA tax rate of 14.13% into your Federal Tax Withholding each month, you must allocate funds for SECA from your Federal Tax Withholding when you file your taxes. Via highly encourages you to utilize a CPA or tax preparation professional who is familiar with ministerial employees, unless you have educated yourself and are willing to take on the risk of preparing your own tax return. Via also highly encourages all staff to read through the Tax Return Preparation Guide for ministers prepared by Guidestone at this link: https://www.guidestone.org/updates/ministers-tax-guide
Minister’s Housing Allowance (MHA)
All full-time employees are recognized/commissioned as ministers of the Gospel for employment purposes and are eligible to have a portion of their income designated as a Minister’s Housing Allowance (MHA). The purpose of the MHA is to reduce a minister’s wages subject to state and federal income tax. The MHA has no effect on one’s wages subject to Social Security and Medicare taxes.
For example, if Joe has a monthly salary of $5,000.00 with a combined state and federal income tax rate of 20%, Joe will have $1,000.00 in income taxes withheld each month. However, if Joe designates $1,500.00 of his monthly salary as MHA, he only pays income taxes on $3,500.00 of his monthly salary. If this were the case Joe would only have $700.00 in income taxes withheld per month.
For a portion of your income to be designated as MHA, staff must fill out the MHA application. Via’s board has delegated authority for approving MHAs to Via leadership. Each application will be reviewed, and if submitted and approved before the 24th of the month, the designation will go into effect for the month in which it was submitted. Otherwise, it will go into effect in the following month. If an MHA application is approved, that staff’s payroll is divided between the housing allowance and taxable salary. The housing allowance will be excluded from income taxable wages and reported separately on the W-2 (Box 14). Any unused portion should be included as additional income on the ‘other income’ line of form 1040 on your tax return.
Staff are encouraged to review and update their MHA designation as needed; however, this should be done infrequently. Each submission will be reviewed by Via leadership.
Splitting Pay Between Spouses
Traditionally missionary families have had their payroll paid directly to one person, whomever is working full time. Via allows staff to decide if they want to receive their pay this way or to have it divided between each spouse. If a couple decides to split their pay, the pay must reflect the percentage of total hours worked by each spouse. Team Finance will assist with this calculation.
Retirement
Part of being fully funded is putting aside funds for a day when your family will not be receiving a ‘normal’ paycheck. This season may come due to age, employment status, or a special assignment from the Lord.
For this reason, part of Via’s salary calculation allows for staff to raise an amount up to the IRS maximum for an individual to go towards saving for that
season of life. All full-time staff are required to include a minimum contribution in their support goal. Single staff are required to budget $150 per month. Married staff are required to budget $300 per month.
Via has established a group retirement plan through Guidestone. Guidestone is a respected Christian financial institution that serves hundreds of mission organizations, churches, and is affiliated with the Southern Baptist Convention. It is a non-profit corporation, and many of its staff are former ministers. Guidestone is our sole provider for 403(b) employer-sponsored investment options.
Staff have two options for retirement savings.
° Contribute funds to Via’s group retirement policy through Guidestone
° Take the funds raised as part of monthly payroll and contribute them to some other investment vehicle on your own (i.e. IRA, Roth IRA, etc.)
Since our needs-based payroll structure is in part based on a staff’s retirement contribution, staff who choose to contribute to their own retirement plan are expected to faithfully use this portion of their payroll to contribute to their personal retirement plan.
Payroll During Candidacy
New staff are given the option of not taking a payroll during their initial months of ministry partner development (MPD). Until a payroll is formally requested, the staff is considered a volunteer for employment purposes. During this period, staff are encouraged to submit regular expense reimbursement reports via Expensify. Once a payroll is desired, staff may complete and submit a Payroll Change Request form to Personnel to have a payroll run with our normal monthly payroll, or an Additional Payroll Request if funding is needed sooner. The payroll request may be for any amount up to the staff’s payroll goal. Any payroll request must be reviewed and approved by the Personnel Team.
Additional Payroll
In addition to normal payroll, there are additional items which may be requested by staff which are considered by the IRS as non-business expenses, and therefore, taxable income. The list of qualified items, which additional payroll may be requested for if they meet the guidelines and there is sufficient funds in the staff’s ministry account, can be found on the staff intranet. As a note on this, requests for additional payrolls are meant to be used sparingly and any more than 6 submissions in a 12-month period may result in a review of your support goal to make sure that you have enough payroll coming out to meet your needs.
Expense Reimbursements
Overview
Expenses directly incurred related to your ministry activity with Via should be reimbursed through our expense reimbursement process. We utilize Expensify to record ministry expenses, submit expense reports, and process reimbursements. We utilize WageWorks to record medical expenses, submit medical expense reports, and process reimbursements. These reimbursements are made from the indicated MA to your bank account, pre-tax.
All reimbursable ministry and medical expenses must be reimbursed through these two programs (Expensify and WageWorks).
The IRS does not allow for you to claim work expenses on your tax return if you fail to submit them for employer reimbursement. Per IRS regulations, Via can reimburse you for your ministry expenses if they are ordinary and necessary business expenses. Ordinary expenses are frequently incurred by a person in your particular kind of work. Necessary expenses are appropriate and helpful to the work of Via and are not personal expenses.
Business (Ministry) Expenses
It would be difficult to list every expense you may encounter that is reimbursable. However, all Via activities can be summed up into six categories.
Mobilization & Personal Ministry
This is going to look different for each of us. If you are on a field team, you are going to have more of these kinds of expenses than if you are in an administrative role. However, no matter what role you play at Via, we are all expected to be actively engaged in Mobilization and Personal Ministry.
Fundraising
While we all support raise during our initial assignment with Via, if we learned anything from boot-camp, our support raising journey doesn’t end there. Whether you are building your initial support team, raising funds for your team or raising corporate funds, these expenses should remain constant.
Recruiting
Meeting with individuals one-on-one, speaking to large groups, or attending conferences to meet potential recruits.
Event Hosting
Whether it’s Via Generosity, GMC, or a staff conference, we host a lot of events at Via. These expenses should not be confused with small gatherings during your Mobilization & Personal Ministry listed above. For a gathering to be considered a Via event, it would need to be planned by and include an entire Via team.
Resource Development
Creating everything from new translations of Xplore, new books, or materials used for recruiting or fund-raising are resource development expenses.
Overall Reporting Expectations
° All staff are required to use Expensify to record and submit all ministry reimbursable expenses.
° All expenses submitted should be categorized and indicate the ministry account.
° All expenses over $74.99 must have a receipt.
° All expenses should have a detailed description describing the expense.
° Expenses must be submitted within 60 days. Any manual expenses (not paid on the Expensify card) submitted after 60 days of incurring the expense will NOT be reimbursed to you.
° Team Finance is automatically notified by Expensify when you submit a ministry expense report. Team Finance strives to review and process expense reports in 5-7 business days.
Medical Expenses
All support raised staff are encouraged to utilize Via’s Health Reimbursement Arrangement (HRA). This arrangement allows support-raising staff the opportunity to submit for reimbursement eligible medical expenses and be reimbursed through WageWorks. Those expenses considered ‘eligible’ are those generally deductible on a tax return. For further information on which expenses are reimbursable, please refer to IRS Publication 502 - Medical Expenses beginning on page 5.
Wageworks
We utilize an outsourced provider called WageWorks to process medical expense reimbursements in accordance with HIPAA.
There are two methods by which you can have your medical expenses charged to your MA.
Request a WageWorks card which you can use to pay your medical expenses. Pay the medical expenses using personal means and seek reimbursement by submitting expenses directly to WageWorks, either through their website or their app.
Via Resources
Via Churches
Explore the Christian Lifestyle
World Christian Series: Intro
Learn the main underlying theme that ties the Bible together. Explore major religions and peoples of the world – a third of which (3 Billion) are unreached with no access to the gospel. Discover what it means to practice world Christian habits: Praying, Going, Welcoming, Sending, Mobilizing.
Welcoming the Nations Among Us
World Christian Series: 03
The reality of our world is that our neighbors have become people from across the globe. Participant’s are equipped with practical steps for reaching out cross-culturally to start welcoming the nations among us.
Mobilizing the Body of Christ
World Christian Series: 05
Showing you how to use the Scriptures to show others God’s love for every nation, tribe, people, and language. Mobilizing the Body of Christ will help you point believers to the people and places that have the least access to the gospel. Through this study you will be equipped with you the tools to disciple others toward obedience to God’s global purpose.
Via Families
Parenting with a Global Vision
Responding as a Family to God’s Invitation
Discover your family’s role in God’s story throughout scripture. Learn practical ways to engage in God’s mission as a family. This study will help guide you as you lead your family to embrace all peoples with the good news of Jesus.
The Big Story Series
Help your family find their role in God’s Big Story
Study God’s word each week through One Big Story. Learn about and pray for an unreached people group every month with One Big Vision. Practice World Christian habits all year long using ideas from One Big Adventure.
The Big Story Series
Supplemental Activities
One Big Vision: Prayer cards, world map, and coloring pages. One Big Story: Memory Verses and Character Cut-outs.
THUMB Prayer Cards
People Group Cards give you a look at kids’ lives in 22 different cultures. These cards show location on the world map, beliefs and a specific point of prayer.
THUMB Coloring Book
Every fun drawing includes a caption with a cultural fact about each of 25 vibrant people groups in South America, Africa, the Middle East, and Asia. Activities will engage kids ages 4-10 in learning about these unique groups and their need to hear the life-changing gospel message of Christ.
Kids on a Mission
Sunday school lessons available for download/purchase. Covers topics across missions, THUMB religions, prayer, persecution, giving, etc.
Prayer Globe
Inflatable globe of the earth. Available to staff only.
Fabric Map
Colorful Fabric map with all of the countries represented
Hudson on a Mission
Hudson on a Mission is an illustrated children’s book about church planting from a family’s perspective.
Via Families Journal
Written by key authors and ministry leaders, these articles provide parents with vision, encouragement, and support as they intentionally disciple their family to love Jesus and engage in God’s mission in every season of life.
Via Students
The Fuel and the Flame
Ignite Your Life and Your Campus for Jesus Christ
Discover and develop a spiritual foundation and vision for your life. Learn practical ways to share your faith, disciple others. Access proven tools and resources.
Brown Like Coffee
21 conversations for students to read once a week that explore various topics pertaining to the Christian faith.
Heart of the Campus
Ministry strategies and principles for focusing on student leaders
Via Students Podcast
Listen to seasoned practitioners to discuss best practices for gaining momentum, multiplying, and managing in collegiate ministry. Get to know the people/ministries further behind the resources that CMT publishes. Be encouraged by fellow collegiate workers that understand the unique challenges and obstacles faced when taking on the campus
Via Students Articles/Tool Kit
Tools pertaining to: Evangelism, Disciple-making, Mission-mobilization
Reaching Athletes, Dorm, Greeks, Men, Women, Multi-ethnic. Leading in Covid-19, Events and Conferences, Prep and Planning, Summer Projects, and Weekly Meetings. Live with Financial health, Spiritual health, and Time management
Via Students Global Project
Online Campus Ministry training for leaders to help engage college students in evangelism, disciplemaking, and mission-mobilization. 16 Speakers, 8 sessions.
Via Generosity
The God Ask
A Refresh, Biblical Approach to Personal Support Raising
Develop a practical step-by-step plan to track and progress toward fully-funding your ministry (even if you’re an introvert). Overcome common myths and obstacles keeping you from your calling. Utilize proven templates, scripts, and frameworks used by staff from 1,000+ organizations.
God’s Presence in Your Fundraising
40-day devotional for those raising support
Blindspots
Blind Spots in Your Personal Outlook Your Team. Blind Spots as You Lead Others in Your Strategies. Blind Spots in Your Fundraising Practices Your Organization. Blind Spots in Your Organizational Structure and Systems
Viewpoints
66 chapters full of biblical and practical advice and resources. Provides encouragement to you during the support-raising process.
5 Keys
Addresses common lies people believe in support raising and provides 5 Keys to work through and live by in the support raising process
5 Questions
Designed to help support raisers share the biblical concept of giving and supporting Christian workers with potential donors
Via Generosity Podcast
Special guests who are knowledgeable and experienced in raising and living on personal support. Tips, topics, and testimonies to encourage and equip. For support raisers in the process of developing and maintaining their team of ministry partners
Via Generosity Articles
Basics: Asking for appointments, contacts and referrals, Follow-through/Obstacles, Preparation and Tools, Strategy and Planning. Helpful Tips: Biblical Encouragement, Communication and Relationships, Ethnic and Gender, Expat Solutions, Family and Finances, Fear and Perspective, Non-Westerners, Special Asks, and Thriving for a Lifetime. Leaders: Coaching, Culture, Infrastructure, Leadership, Training and much more.
Via Generosity Bootcamp
Training for those who support raise for their ministry work
This training covers: Biblical Basis of Support Raising, gaining a healthy perspective of support raising, plan and prepare. Prove that getting fully funded is doable. Maintaining and cultivating a team of supporters.
MPD Coaching Certification
Support and accountability to help you increase your coaching hours
Valuable feedback on your coaching. Personalized skill development. A peer-coaching connection
Via Generosity Thrive
Thrive is an 8-hour interactive workshop to help current staff develop healthy habits of ministry partnershipsv. They will dig into the vision of partners, develop a communication plan, and create an annual maintenance strategy. The goal is to walk out knowing what to do next week for MPD, next month, and a year from now to continue being spiritually healthy, vision-driven, and fully funded.
Via Generosity Network
Membership for SRS, Professional Development, and Training for your staff.
Support Raising Resources
° Prayer/Give Cards - order on Intranet via MoxyOx
° Magnet - order on Intranet via MoxyOx
° Reaching the Nations Booklet - order on Intranet via MoxyOx
° PowerPoint Presentations - available on Intranet
° Mailchimp Newsletter Template - available on Intranet
Risk Management
Via Risk Management & Training
Introduction
Via understands that risk is all around us, that God is in control, and that unforeseen circumstances can affect us all. However, as Via is deploying more people overseas short term and long term, due diligence must be made to minimize the risks we face. Accidents, conflict, crimes, and terrorist attacks will not only affect the person involved, but the whole organization as the individual’s family, Via management, and staff rush to address the situation. With quality (but not overly intrusive) preparation, an agreed upon plan, known policies and a Crisis Management Team, Via believes it can more effectively address these difficult situations as they arise.
Not included in this document is a list of Risk Management Training Modules with categorized levels of training that have been identified to address varying levels of risk.
Notifications of International Travel
The intention of this policy is to ensure that the organization is aware of the locations and plans of staff members traveling outside their area of residence. The safety of staff members traveling to conferences or other brief functions is as important as that of members serving overseas in long-term or short-term groups. Some staff members also travel overseas on non-official business as part of a church group.
Via policy is to require staff members to file detailed itineraries (including flight schedules, lodging information, and daily schedules) and emergency contact information via the Travel Notice Jot Form prior to departing on a trip outside their city of residence. This policy applies to staff based both inside and outside the United States of America and covers both official and non-official travel.
° Link to the form is on the Intranet Home page under Quick Links
Training
The most effective security and crisis management activities are those that prevent unwanted occurrences, or reduce the impact/consequences of unpreventable events. Training of personnel is one of the most valuable and effective proactive steps an organization can take. Trained personnel are the most successful at minimizing their own exposure to danger, and trained personnel assist the organization to avoid dangerous, disruptive and compromising situations.
Via policy is to provide security and crisis management training to all personnel. The type and degree of training shall be commensurate with the assessed risks and dangers the member is exposed to, and also commensurate with the member’s organizational responsibility for the safety and security of other staff and organizational assets.
All personnel shall receive training in (at least) the following areas:
° The organization’s policies
° Evacuation procedures
° Basic personal safety and security
Crisis Management Team
Experience teaches that in the event of a crisis or emergency, the existence of a predetermined and structured response speeds resolution and recovery, and also minimizes the overall disruption to the organization. Experience also teaches that the absence of such a plan not only hinders the organization’s ability to resolve the crisis, but also may create new and additional crises that can ultimately be more disruptive than the original event.
We also recognize that even in the face of a significant crisis or major emergency, the primary objective of the organization is to continue its work, and to be as productive as possible in accomplishment of its objectives.
For these reasons, we acknowledge the importance and need of a predetermined organizational response plan for crises and emergencies.
Via policy is that in the event of a crisis (or emergency), a Crisis Management Team (CM Team) will be formed to manage that event through resolution and recovery. The CM Team will be formed and structured on models consistent with those described in the literature and in professional training for corporate and government entities.
For purposes of this policy, a “crisis” is understood to include events that threaten the organization, that present a danger to the safety of staff or the potential for significant organizational disruption, that are likely to be extended in time and are likely to require an abnormal commitment of resources.
If necessary, a CM Team can be established by field leadership, with approval from the Director of Risk Management, for any event within that local field. Otherwise, Headquarters leadership will establish a CM Team for all events. When a CM Team is established, it is to be the only component of the organization “working” on that crisis. All other components and members of the organization shall refer all information and suggestions to the CM Team. No action related to the crisis is to be taken without the authorization of the CM Team. No public statements related to the crisis are to be made without the authorization of the CM Team.
Risk Assessment
Accurately and adequately understanding risk is the essential foundation for all contingency planning and security preparation and management. A commitment to understanding risk is an essential component of our overall member care and security management efforts. Such a commitment requires the use of a disciplined and structured protocol of risk assessment.
We also recognize that it is important that measures or descriptions of risk and danger be in a form that is as objective and quantifiable as possible, and that the descriptive criteria used be as standardized as possible (so the same term or description applied to one situation or country means essentially the same thing in another situation or country).
Finally, we realize that there are two distinct types of risk assessment: tactical assessment, which analyzes the present situation and identifies threats and vulnerabilities that are here and now; and strategic risk forecasting which forecasts future risks and predicts both the probability and consequences of unwanted events occurring. We appreciate that both types of risk assessment are necessary for the most comprehensive and accurate understanding of risks and dangers facing the organization.
Via policy is to require all field entities to conduct and maintain adequate and timely tactical and strategic risk assessments. Strategic risk assessments are to be conducted at least every two years (see next paragraph). Tactical risk assessments are to be conducted at the beginning of a new project and at least every two years thereafter (see next paragraph).
The frequency of both strategic and tactical risk assessments are to be increased if:
° There is a significant change in the environment (change of government, substantial political shift, threat or outbreak of war, etc.)
° The assessed risk/threat level is such that field, regional or headquarters leadership determines that a more frequent risk assessment schedule is appropriate.
Contingency Plans
This organization recognizes the need for contingency planning as a major component of security and crisis management. Contingency plans assist the organization not only in responding to events that have occurred, but also assist the organization identify and implement proactive steps that seek to reduce both the probability of unwanted events occurring and the consequences and impact of those events should they in fact occur.
Risk assessments done by local entities will determine specific threats and situations requiring advance contingency planning. However, there are some areas that are sufficiently common and foreseeable that all entities need corresponding contingency plans.
Finally, there is significant benefit in the use of contingency plan formats that are consistent throughout the organization.
Via policy is that each field team prepare and maintain current contingency plans for threats and dangers that are reasonably foreseeable and potentially threaten the safety of staff or the disruption of our work. As much as possible, given local conditions and circumstances, contingency plans shall identify proactive measures to reduce both probability and consequences (if possible) as well as response protocols. Contingency plans should be filed with the Director of Risk Management.
All field teams of Via shall complete and maintain current contingency plans for the following situations:1
° Evacuation of staff (both local and country-wide)
° Appointing crisis managers2
° Information management during a Crisis
In addition, each ministry shall complete and maintain current contingency plans for any event for which a Tactical Risk Assessment results in a “critical” or “high” rating; and for any event for which a Strategic Risk Assessment results in a forecast rating of “critical” or “high”.
“Current” contingency plans are those that remain consistent with the threat, environment and organizational conditions and resources. Contingency plans are to be reviewed at least every two years and either modified as necessary or certified as still current. Increased risk and dynamic local conditions may require more frequent review and modification.
1 Via field team leaders shall complete and maintain current contingency plans for overseas operations. The Headquarters contingency plans for overseas operations will apply to traveling administrative and operations staff. Headquarters shall complete and maintain current contingency plans for domestic emergencies including natural disasters, acts of war or terrorism, and acts of crime. A copy of each contingency plan shall be filed with the Director of Risk Management.
2 Each domestic office and overseas location shall have at least one member designated as crisis manager. These people will coordinate with the Crisis Management Team in the event of a crisis.
Evacuation Authority
The intention of this policy is to address those components of evacuation planning and decision making that can be identified before a crisis occurs. One of the most critical (and potentially divisive) elements of evacuation decisionmaking is determining who has the authority to mandate an evacuation. Experience has demonstrated that those on the field and close to the situation will have perspectives that tend to prioritize different factors than those in leadership roles and more geographically removed from the events. Experience has also shown that in some cases, those closest to the scene will have access to the best information to support an evacuation decision, but in other cases this information will be denied to them and will only be available to those more removed from the event.
Via policy is that decision-making authority regarding evacuation exists at the individual or staff family level3, at the local entity level and at the headquarters leadership level. In different circumstances, each of these levels may have access to information that makes evacuation an appropriate decision; so, each is authorized to act on such information and make a decision. The remainder of the organization will respect such a decision. This policy is multi-lateral: Just as headquarters will support an individual family’s decision to evacuate, so will individuals and families support a directive from local leadership or ministry or headquarters authority to do so.
Evacuation Criteria
The intention of this policy is to address those components of evacuation planning and decision making that can be identified before a crisis occurs. Experience shows that training and contingency planning ahead of time will often make the difference between successful and safe evacuations and those that endanger members and result in unnecessary organizational disruption.
Via policy is that each local entity will prepare evacuation plans for all personnel serving under its jurisdiction. Copies of these plans shall be submitted to the Director of Risk Management, who will maintain a reference copy. These plans shall be reviewed, and updated and revised as needed, at least every two years. At a minimum, these plans shall include:
° A description of how the local entity will determine whether an evacuation is necessary; specifically identifying the decision making authority and criteria to be used to make such a decision.
° A description of the notification system that ensures all personnel receive necessary information before and during an evacuation.
° A description of the procedures the local entity will use; such as, means of transportation, evacuation routes and alternates, staging and destination sites (“rally points”), and communications procedures.
3 By “staff family,” we mean the family unit deployed in the field, not extended family located elsewhere.
Each member or member and family shall prepare for two types of evacuation scenarios by identifying what would be taken with them and how they would accomplish an evacuation (e.g., method of transportation, routes, staging areas [“rally points”] and destination) for each of these circumstances:
° An evacuation with at least 24 hours advance notice and in which a carload (persons and belongings) could be taken.
° An evacuation with one hour’s notice and in which only those items that could be hand-carried could be taken.
Each member/family’s plan will be submitted to the local entity and maintained as an annex to that entity’s evacuation plan.
Payment of Ransom, Yielding to Extortion
Via and all its component ministries and operational and administrative departments (“this organization”) recognize that payment of ransom, acquiescing to other demands in kidnapping and hostage-taking cases, and making concessions in the face of extortion are all actions that contribute to the probability that similar future events will occur. Put another way, we understand that payment of ransom or similar actions that make the underlying event a “success” in the minds of the perpetrators will create incentives to encourage the same perpetrators, or others, to commit similar acts in the future.
This organization also places a high value on the safety of its members, staff and families, and in cases of kidnapping or hostage-taking desires to take all reasonable steps to secure the safe release of the hostage(s).
Via policy is that in cases of kidnapping, hostage-taking or other extortion, no ransom or concession that is reasonably likely to cause or contribute to the probability that future similar events will occur shall be paid (or made).
In specific cases, it shall be the responsibility of the Crisis Management Team to determine whether or not a proposed payment or concession complies with both the letter and spirit of this policy. If the Crisis Management Team cannot reach a consensus on this policy as it applies to a specific proposed concession, or if a proposed concession would likely be viewed by the broad Christian community as violating the spirit of this policy, the proposed payment or concession shall be reviewed by the authority that convened the Crisis Management Team prior to the proposed payment or concession being agreed to or made.
Negotiating with Kidnappers and Hostage-Takers
This organization recognizes the distinction between negotiations and payments or concessions in cases of kidnapping and hostage-taking. We understand that negotiations can be conducted without necessarily obligating the organization to make payments or concessions that violate our values and policies. We also understand that negotiations, if they can be effectively and competently conducted, are the strategy of first choice in cases of kidnapping and hostage taking.
This organization also recognizes that hostage negotiations are a very specialized and a potentially dangerous activity.
Via policy is that in cases of kidnapping or hostage taking of our members, our staff or members of their families, their safe return shall be a priority of the organization. All reasonable efforts consistent with our policies and core values will be made to achieve their safe return. These efforts include hostage negotiation as a strategy of first choice. In cases where this organization has the opportunity to negotiate for the safe return of hostages, we will seek assistance from professional hostage negotiators.
A source of hostage negotiation consultation and assistance is the non-profit organization providing support to international Christian organizations:
° Crisis Consulting International
° PMB 223, 9452 Telephone Road Ventura, CA 93004 U.S.A.
° Tel (+) 805-642-2549
° Fax (+) 805-642-1748
° Email info@CriCon.org
° www.CriCon.org
Notifications to Governments in Kidnapping and Hostage Taking
In cases of kidnapping and hostage taking, this organization understands that the local (host) government has authority and responsibility for such crimes that occur within the country. We are also aware that the home government (government of citizenship) of the hostage(s) has a legitimate interest, and perhaps even legal jurisdiction, in these foreign kidnappings or hostage takings of their citizens. However, we recognize that in some of these cases in some countries, the involvement of governments may create a conflict with our objectives and values.
Via policy is to cooperate with legitimate government inquiries and activities in cases of kidnapping and hostage taking, when doing so is judged to be in the best interest of the hostage(s) and the organization. The decisions of when and how to make these notifications to government agencies shall be made by the Crisis Management Team.
Family Relocation
Experience has shown that in cases of kidnapping and hostage taking, rapid relocation of family members away from the area of the event is strongly advised. Having such a policy is a significant comfort to hostages, who report that uncertainty about the location and status of their families was the primary worry and source of anxiety during their captivity. Experience has also clearly demonstrated that such an action is in the best interest of these families (especially ones with younger children). Lastly, experience has shown that the presence of family members at the immediate site of crisis management and hostage negotiation efforts can create distractions and situations that divert the attention and energy of those responsible for resolution of the event away from that primary responsibility.
Via policy is that in cases of kidnapping and hostage taking, family members will be relocated from the country of occurrence as soon as possible. This relocation will normally take place to the home country of the family. In specific cases, the Crisis Management Team may waive this policy if doing so is in the best interests of the crisis management effort.
In cases where this policy is invoked, this organization will make ongoing support and assistance to the family a priority. This will include, but not necessarily be limited to, support in finding appropriate housing, school transfers, ongoing financial support and similar matters. This will also include establishing a regular system of providing timely and accurate information to the family on the status of the case and the work of the Crisis Management Team. This support will also include ensuring that adequate pastoral, emotional and psychological support, including that of trained professionals, is provided as indicated.
Information Management
It is the intention of this policy that information flow during a crisis be carefully and strictly directed and controlled. Incoming information such as background information, suggestions about resources and assistance, ideas for resolution, etc. need to be received by the Crisis Management Team. Outgoing information must be monitored and controlled to prevent the release of confidential information, to prevent exacerbation of the situation or the creation of secondary crises and to control the spread of rumors.
Via policy is that all information, intelligence, ideas, suggestions, etc. relating to a crisis be directed to the Crisis Management Team at the earliest possible time. Any member of the organization with such information or with suggestions for the Crisis Management Team shall forward the information or suggestions immediately to the CM Team.
It is further the policy of this organization that during a crisis all information released, and all public statements about the crisis be made by (or with the specific approval of) the Crisis Management Team. No member of the organization outside the CM Team is authorized to make any statement that relates in any way to an ongoing crisis. This includes statements to internal constituencies (other members, families, etc.) as well as external constituencies (the media, extended family, home churches, government agencies, etc.).
Member Care
It is the intention of this policy to recognize that individuals, who undergo traumatic events, and others associated with these events, can suffer emotional reactions that may become destructive if untreated. It is the intention of this policy that those involved in traumatic events receive evaluation and, if necessary, intervention from mental health professionals.
It is also the intention of this policy that this evaluation and intervention be conducted confidentially with the objective being the treatment of existing trauma and the prevention of future trauma associated with the crisis.
Via policy is that those personnel who are directly involved in a crisis receive an initial and follow-up evaluation from a qualified Christian mental health professional. These evaluations shall occur as soon as possible following a crisis and again six to twelve months following the crisis (unless otherwise specified by the mental health professional).
These evaluations and any treatment are confidential between the member of the organization and the mental health professional. Costs associated with this policy shall be paid by the organization. Although the individuals who should receive evaluation as described herein may vary from incident to incident, in each case at least the victim, the immediate family, and the Crisis Management Team shall receive this evaluation.
In situations involving large numbers of members, such as group evacuations, the use of a supervised Critical Incident Stress Debriefing may fulfill the requirements of this policy (providing the C.I.S.D. incorporates a mechanism for recognition of the need, and provision for accomplishing, follow up counseling or therapy as needed).
Via is a religious organization with a religious mission. In order to accomplish this mission, Via may make employment-related decisions based upon an individual’s religious beliefs and practices, and Via’s Anti-Harassment and NonDiscrimination Policy is subject to its religious beliefs, practice, and doctrine found in Via Statements of Faith and other supporting documents. Via may also make employment-related decisions based upon an individual’s conduct or lifestyle relevant to Via’s religious doctrine, on and off the job, and the person’s consistency in faith and practice with Via’s religious teachings, as interpreted by Via’s Executive Leadership Team and the Board Committee on Theology and Development. All Via’s Anti-Harassment and Non-Discrimination policies are subject to these principles.
Via seeks to create a culture and work environment in which everyone feels secure, comfortable and uplifted. To that end, Via has created this Policy in order to clearly communicate our expectations of our employees, volunteers and any others to abide by the Biblical standard for treating others.
Biblical Standard
Image of God
We believe all people are created in the image of God and should therefore be treated with respect and honor in all circumstances.(Gen 1:27)
Flee Sexual Immorality
We believe all people should pursue a holy and pure lifestyle (Rom 13:13, 1 Cor 6:18, Eph 5:3)
Uplifting Tongue
We believe all people should guard their tongues and the way they speak about and to others. (Prov 4:24; 10:31, Eph 4:29; 5:4)
Via desires to raise awareness of what constitutes harassment and discrimination, inform staff on how to report harassment and discrimination at Via, and create an environment of mutual respect and dignity for all people. The provisions in this Policy apply to all Via’s employees, volunteers, and any others working with Via. We are committed to carry out all provisions in this Policy and monitor its effectiveness to improve the Policy on a consistent basis.
Equal Employment
Subject to and in accordance with our religious character, Via will recruit, hire, train, promote and compensate all employees based upon factors such as work quality, behavior, training and experience. Subject to and in accordance with our legal rights and privileges as a religious employer, Via provides equal employment opportunity in accordance with applicable state and federal law of any individual who is otherwise qualified.
Subject to and in accordance with our religious character, Via does not discriminate against qualified individuals with disabilities. Via will reasonably accommodate qualified individuals with a disability so that they can perform the essential functions of the job in question. An individual who can be reasonably accommodated for the job in question without undue hardship will be given the same consideration for that position as any other employee or applicant. If an individual needs an accommodation, the individual should notify the supervisor or other leadership to initiate an interactive discussion about reasonable accommodations.
Anti-Harassment
Via does not tolerate harassment of any kind. Via has established and implemented this Policy to be followed by all employees and volunteers in and out of office. All Via employees and volunteers are required to comply with this Anti-Harassment Policy. Harassment encompasses a wide range of conduct at work, and in some cases beyond. In order to clearly communicate this Policy and the expectations thereunder, Via has included descriptions of certain forms of prohibited conduct:
No form of intimidating, hostile, threatening, or violent behavior is acceptable.
° Intimidating or hostile behavior includes language or action that disrupts the ministry environment, causes undue emotional distress to another, or creates a reasonable fear of injury to a person.
° Threatening behavior may include physical actions without physical contact or injury, or general or implied threats to people or property.
° Violent behavior includes any physical assault with or without weapons, throwing objects, destroying property, and specific or expressed threats to inflict harm to people or destruction to property.
Via prohibits unlawful harassment, including sexual harassment, and will take immediate and appropriate action in response to complaints or knowledge of violations of this Policy. For the purposes of this Policy, harassment is unwelcome conduct based on disability, race, color, sex, age (40 and older), national origin, pregnancy, childbirth or related medical conditions, or any other status or characteristic protected by law, of an individual, where enduring the conduct becomes a condition of continued employment or the conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive. Via defines sexual harassment as unwelcomed comments or conduct of a sexual nature that may
detrimentally affect the ministry environment or lead to adverse ministryrelated consequences for the victim of the harassment.
Harassing conduct prohibited by this Policy may include, but is not limited to, offensive jokes, slurs, epithets or name calling, physical assaults or threats, inappropriate physical contact, bullying, intimidation, ridicule or mockery, insults or put-downs, offensive objects or pictures, and interference with work performance. Harassment can occur in a variety of circumstances and may be perpetrated by supervisor, coworkers, or even non-employees.
Sexual harassment may include, but is not limited to:
° A person in authority asking an employee for sexual favors in return for being hired or receiving promotions or other employment benefits;
° Sexual advances with actual or implied work-related consequences;
° Sexist comments or sexual invitations;
° Verbal abuse, intimidation, or threats of a sexual nature;
° Leering, staring, or making sexual gestures;
° Display of pornographic or other sexual materials;
° Offensive pictures, graffiti, cartoons, or sayings; or
° Unwanted physical contact such as touching, patting, pinching, hugging or physical assault of a sexual nature.
° Online harassment, including postings on social media platforms, may be a violation of this Policy if it is severe or pervasive enough that the targeted individual feels the effects of the online harassment in the workplace. Anyone who makes harassing comments online that are likely to produce a negative impact in the workplace will be held accountable under this Policy, regardless of who owns the originating device or when the comments were posted.
Via may also take action on inappropriate behavior or speech that does not rise to the level of harassment.
Reporting Procedure
Any member who experiences, observes or has knowledge of actions that could be actual or threatened harassment or violence has a responsibility to immediately report the situation to his/her supervisor or to someone in the Personnel department (including full time Member Care staff). In addition, you are asked to file a report claim via our Good Faith Concern Form, even if you don’t feel it is necessary. It is important to report this to the appropriate place so that appropriate steps can be determined and taken.
All members of Via are responsible for keeping the workplace a Godly and healthy place to work. Leaving an incident unreported may be considered a reporting workplace violation and can continue to hinder others’ work. If harassment is left unreported, the situation may escalate, thereby impacting others in addition to yourself.
If you are experiencing harassing behavior, you are encouraged to inform the harasser directly that the conduct is unwelcome and must stop, but you are not required to confront your harasser before making a report or complaint.
No Retaliation
Via is committed to prevent retaliation (an adverse change in Via assignment or an uncomfortable work environment) for reporting harassment in the workplace. Via will keep information as confidential as possible to take the most appropriate steps to eliminate the harassment.
Employees are encouraged to bring forward good faith complaints, oppose harassing behavior, and participate in investigations without fear of retaliation from coworkers and supervisors. “Good faith” means that the individual submitting the complaint has a reasonably held belief that the concern reported is true and has not made the report either for personal gain or for any ulterior malicious motive. Malicious allegations may result in disciplinary action.
No adverse action will be taken against an employee for filing or responding to a good faith complaint of discrimination or harassment or other violation of this Policy; opposing a prohibited practice under this Policy; participating in an investigation regarding the same; or serving as an investigator of such a complaint. (However, filing a bad faith or malicious complaint is an abuse of this Policy and may subject an employee to disciplinary action.) Any employee who retaliates against any individual who submits a good-faith report or provides information regarding a report will be subject to appropriate discipline. Retaliation should also be reported.
Corrective Action
Via will thoroughly and impartially address or investigate every harassment complaint in a timely manner.
While complete anonymity may not always be possible, the identity of an individual who submits a report, a witness who provides information regarding a report, and the target of the complaint, will be kept confidential to the extent possible consistent with a thorough and impartial investigation. Information gathered as part of such an investigation will also be kept confidential to the extent possible consistent with a thorough and impartial investigation. If the investigation proves that the claim is credible, Via will take immediate corrective action to stop the harassment and prevent the misconduct from recurring. Depending on the severity of the claim, corrective measures may range from a verbal warning to termination.
No Waiver of Exemptions – Reservation of Rights
As a religious organization with a religious purpose, Via reserves all privileges, rights, immunities, and exemptions afforded by the United States Constitution and other applicable law. Nothing in this Policy is to be construed as a waiver of any Via’s privileges, rights, immunities, or exemptions; of its status as a religious organization; or of the ministerial character of any of Via’s employees or volunteers.
If you have any questions or concerns about any provision within Via’s Anti-Harassment Policy, please talk with your supervisor or Member Care representative.
Child Protection Policy & Training
Purpose
Via is committed to providing a safe and secure environment for those participating in our ministry activities - children, youth, and vulnerable adults. We also seek to minimize any vulnerability to unwarranted accusations of improper behavior that our organization, volunteers, and employees may experience as they fulfill their ministerial duties. To fulfill these commitments as fully as possible, our leadership team has adopted the following procedures to be used, when selecting ministry volunteers and new employees and supervising children, youth, and vulnerable adults.
The purpose of this policy is to facilitate our active commitment to the protection of children from all forms of abuse and neglect.
The mandate for protecting children is both universal and biblical.
° When God created boys and girls, young men and young women in His image, He bestowed on them an inherent dignity and worth (Gen. 1: 31; Ps. 139:14). When He called all believers to love their neighbor as him/herself and to “put on love” as the ultimate virtue (Mk 12: 30-31; Col. 3: 13-15), the mandate for discipline (Prov. 13:24) was put firmly within the context of the best interest of the child. When He called on Israel to defend the oppressed and take up the cause of the orphan, He commanded us to stand up for the welfare of those who have not received the love that they are due at the hands of their caregivers (Is. 1:17). In these ways, child protection is a biblical mandate, and therefore a duty of all believers.
As a Christian organization, we hold ourselves to the highest standard available, that we may be above reproach in all of our interaction with the people that we seek to bless (1 Tim. 3:1-7). Working together, we can create a safe, positive, and nurturing environment for children.
Definitions Minor
Any person between the ages of 0 and 18. A minor may include any 18-year-old still enrolled in high school.
Child or children
Any minor from birth through fifth grade.
Youth
Any minor from sixth through 12th grade. A youth may include any 18-year-old still enrolled in high school.
Vulnerable adult
Any person 18 years of age or older who is unable to legally consent, unable to comprehend the nature of certain actions, or susceptible to coercion or abuse. This may include individuals who are mentally or physically disabled and the elderly.
Volunteer
A person performing services or donating time or effort without compensation who is authorized to work with children, youth, or vulnerable adults.
Employee
A paid staff member of the ministry.
Worker
A volunteer or employee authorized to work with children, youth, and vulnerable adults.
Child abuse
Any action (or lack of action) in the context of a relationship of responsibility, trust, or power, that significantly endangers or harms a minor’s (under the age of 18) physical or emotional health and development. This includes sexual, emotional, and physical abuse, and neglect.
Physical Abuse
Non-accidental physical harm from an interaction or lack of interaction that is reasonably within the control of a person of responsibility, power, or trust. There may be single or repeated incidents.
Sexual Abuse
Child sexual abuse is any act whereby an adult or older child uses a child for sexual stimulation. It could include the inducement or coercion of a child to engage in sexual activity, the exploitative use of a child in prostitution, or offenses that do not involve touching, such as indecent exposure or pornography.
Emotional Abuse
A pattern of behavior that demeans, psychologically damages, or is cruel to a child and results in psychological trauma to the child.
Neglect
Neglect is a pattern of failing to meet the child’s basic needs for food, clothing, shelter, education, health care or other essentials, in the context of resources reasonable available to the child’s family or caretakers. It includes the failure to properly supervise and protect children from harm as much as is feasible. The failure to provide these needs must also have a high probability of causing harm to the child.
Abuse by Minors
Behaviors of minors who commit acts of abuse against another child, when there is a significant disparity of power because of age or other issues.
Inappropriate Behavior
Action that raise concern regarding the treatment of a child, but that do not constitute child abuse.
° For a list of possible behaviors and activities that could constitute abuse, as well as possible identifying indicators, see Appendix I.
Scope of the Child Protection Policy
The child protection policy and its associated mandated reporting policy applies to every adult individual formally associated with Via, hereafter referred to as “members.” This includes Via staff and volunteers.
Individual Responsibilities Under the Child Safety Policy
Via expects proper moral and ethical conduct toward all children in all circumstances. Via requires that all members be informed of our Child Safety Policy, complete initial child safety training and sign a Child Safety Code of Conduct before beginning their primary assignment and then every three years they are on staff.
° Never act in any way that could put a child at risk of potential or actual harm.
° Report every suspected incidence in which a child may have been abused, in accordance with Good Faith Concern Policy (vianations.net/ GoodFaithConcernForm). Failure to do so will result in disciplinary action.
° Always ask for permission before taking a child’s image (photo or video), and never use a child’s image in electronic or published materials (including newsletters, marketing materials, or personal correspondence) without written permission. Never record a child’s image in a sexually suggestive pose.
° Fully comply with any child safety investigations, whether by the internal child protection action committee or by authorities.
° Apart from making an initial child safety report and cooperating with an investigation, maintain confidentiality about children’s information at all times.
Screening Procedures
° Prior to consideration, all candidates seeking to serve with Via will submit an initial application.
° The application will be carefully reviewed, ensuring that the candidate is an appropriate match for our organization. The application and all other pertinent information will be stored in accordance with our document retention policy.
° In addition to the initial application, multiple references will be required to confirm the information that the candidate provided on the ministry application. An FCRA-compliant criminal background check through a reputable security company will also be performed.
° After references are contacted and a background check is performed, an interview will be conducted with the candidate.
° Reference checks and interviews will include questions about child safety and previous work with children. An applicant will waive liability for references.
° When indicated by our screening procedures, candidates who may pose a threat to children, youth, or vulnerable adults will be removed from consideration for any ministry position.
° Anyone who has been convicted of child sexual abuse, or who has been determined as a result of any investigation to have committed child sexual abuse or related offenses during his/her adult life, is not eligible for service/ work with Via. Other forms of child abuse may also be a disqualifier.
Training
Via members are required to undergo basic child safety training as well as regular follow-up training.
Supervision
Two Adult Rule
At least two screened, unrelated adults must be present at every function or program involving children, youth, or vulnerable adults. This includes each classroom, vehicle, or other enclosed area. One or more of these adults must be 21 years of age or older. For large groups, the number of adult supervisors must be increased in accordance with state/teacher ratio requirements.
Rule of Three
In limited circumstances when the Two Adult Rule cannot be implemented, at least three unrelated individuals must be present, with at least one being a screened adult employee or volunteer. The Two Adult Rule should be followed at all times for activities or events involving children under the age of five.
° While adult workers should avoid being alone with a child, youth, or vulnerable adult, interactions of individuals of the same sex may be permitted for spiritual counsel/mentoring of a youth. Any one-on-one interaction must take place in a location where the adult worker and the youth are both visible to others. Any planned one-on-one meetings must be approved by a team leader, and the adult worker must obtain prior written approval from parents/guardians. The duration and frequency of approved one-on-one meetings are to be limited to no more than three occasions for no more than 30 minutes at a time.
° Adult employees and volunteers should avoid traveling in a vehicle one-on-one with a minor. If it is necessary, develop a communication strategy to notify parents/guardians or supervisors when leaving for and arriving at an event.
° Workers should avoid the appearance of impropriety—such as sitting a youth on their lap, kissing, or embracing others, etc, except in the case of one’s own children.
Bathroom Procedures
° For children age 6 or older, at least one adult should take children to the restroom. The adult should check to make sure the facility is safe and then wait outside the restroom for the children. If assistance is required, the presence of an unrelated adult escort is also recommended.
° Children age 5 or younger (boys and girls) should be assisted as needed in the restroom by an adult female. Leave the bathroom door ajar with an unrelated worker nearby for additional accountability.
° Never touch the private areas of a child, youth, or vulnerable adult except when necessary, as in the case of changing a diaper. In general, a child’s “private areas” are understood to include any area that would be normally covered by a swimsuit.
Discipline
Workers are never to spank, hit, grab, shake, or otherwise physically discipline anyone. Physical restraint should only be used in a situation where it is reasonably necessary to prevent an individual from physically harming himself or another individual.
Disciplinary problems should be reported to the team leader or to a parent or guardian.
Injuries or Illness
° Persons who are ill (with a fever, or a communicable disease that can be transmitted by cough or by touch) will not be permitted to participate in any ministry activity.
° A suitable worker—one who has been previously approved through our ministry screening process—must be used to take the place of a worker who is ill.
° Participants should be returned to their parent or guardian as soon as the illness is discovered. If immediate return is not possible, then the person who is ill should be isolated in a manner that allows an adult worker to monitor the participant until he/she can be returned to a parent or guardian.
° Take reasonable steps to avoid contact with blood, saliva, or other bodily fluids.
° Ministry leaders and supervisors who become aware of an injury to a worker or participant will take steps to ensure that proper medical attention is given to the injured person and provide for continued monitoring of the remaining activity participants.
° Persons who have received an injury that is obviously minor should be given first aid as needed at the time of injury. The individual’s parents or guardians should be notified of the injury when they pick up the injured person.
° Any injury that may require medical treatment beyond simple first aid should be given immediate attention. The parents or guardians of the injured person should be notified immediately, along with the ministry worker’s team leader or supervisor. If warranted by the injury, emergency medical personnel should be called.
Record-keeping
All ministry functions involving children, youth, and vulnerable adults should maintain an attendance list for every function. Record the date of the function, along with the names of all participants, ministry leaders, and supervisors. Ministry workers should prepare a written Notice of Injury report whenever an injury occurs during a ministry function. Promptly forward the incident report to the ministry leader or supervisor.
Reporting Suspected Child Abuse or Neglect and Mandatory Reporting
° All team leaders, employees, and volunteers subject to mandatory reporting guidelines are expected to fully comply and report any reasonable suspicion of abuse or signs of neglect to local authorities.
° Volunteers and employees who become aware of or have reason to suspect that a child or youth has been abused or neglected must immediately inform their project leader, supervisor, or team leader, unless the project leader, supervisor, or team leader is the suspected perpetrator. The volunteer or employee should, in either scenario, submit the issue via Via’s Good Faith Concern Form (vianations.net/GoodFaithConcernForm).
° Team leaders who become aware of possible abuse or sexual misconduct involving a participant must ensure that the participant’s parent or guardian is immediately informed that possible abuse or sexual misconduct has occurred. If the parent or guardian is the suspected perpetrator, the team leader will defer to local authorities on notifying the parent or guardian.
° If there is any question as to whether or not a report should be made to the authorities and team leaders are considering not making a report, Via will ensure that an attorney is immediately contacted to provide a written opinion as to whether the organization should report the suspected abuse or neglect to authorities.
Violation of Policy or Procedures
Ministry workers must promptly notify their ministry leader or supervisor when they or others violate the procedures mandated by this policy. Ministry leaders, supervisors, and team leaders who become aware of a violation of the procedures set by this policy are required to take all necessary steps to ensure future compliance with them. In the process of ensuring compliance with this policy, it may become necessary to remove workers from their positions.
Internal Investigation
° Via considers any allegation of abuse or molestation a serious matter. Each situation will be fully investigated first through the relevant authorities, then by team leaders with the assistance of legal counsel. The ministry will not interfere with a pending law enforcement investigation.
° Via will have the discretion to remove employees who are the subject of an investigation from their position pending completion of the investigation. Employees who admit to the abuse or molestation will be terminated consistent with the established employment practices of this ministry.
° Volunteer subjects of any investigation will be removed from their positions pending completion of the investigation.
° Via will have the discretion to permanently remove any employees or volunteers from their ministerial duties within the organization if they are found guilty of abuse or molestation. Whenever termination of employment is a factor, we also will consult with legal counsel.
Dealing with Law Enforcement, News Media
° All team leaders, employees, and volunteers will cooperate fully with law enforcement or governmental agencies investigating allegations of injury, abuse, or molestation.
° Appropriate Via Leadership will seek legal counsel as soon as possible after we receive notice of possible abuse or molestation within the organization. Advice from legal counsel will be the basis for our response to the allegations.
° One individual—a member of the leadership team, the incident response team, an employee, or our attorney will be the designated spokesperson to handle all inquiries from the news media. Our spokesperson will be the only person to convey information concerning the situation, doing so in a prudent manner to avoid compromising an ongoing investigation and to maintain the privacy of the individuals involved.
Organizational Protocol and Practices in Response to Child Protection Concerns
Via will respond to all abuse reports regarding one of our members or a child. It will also respond to all historical reports of child abuse, including those involving individuals who are now adults, as well as any reports concerning the actions of former members.
Via has an internal Incident Response Team who will all be contacted if a Good Faith Concern Form is filled out. This team is supported by outside consultants and observers, who will provide technical support and accountability to the investigation process. Committee members may be subject to change at the discretion of the Incident Response Team leaders.
All members should be aware of how to make appropriate reports of abuse or neglect. All members will be required to sign the Acknowledgment Statement for Child Safety, indicating that they have read, understood, and agreed with these guidelines.
No Waiver of Exemptions – Reservation of Rights
As a religious organization with a religious purpose, Via reserves all privileges, rights, immunities, and exemptions afforded by the United States Constitution and other applicable law. Nothing in this Policy is to be construed as a waiver of any Via’s privileges, rights, immunities, or exemptions; of its status as a religious organization; or of the ministerial character of any of Via’s employees or volunteers.
If you have any questions or concerns about any provision within Via’s Child Protection Policy, please talk with your supervisor or Member Care representative.
Child Abuse Behaviors and Indicators (Appendix I)*
The following activities and behaviors are examples of child abuse; however, the behaviors listed here are not all-inclusive. Any activity that harms a child’s physical or emotional health and development can constitute child abuse. Be aware that some indicators may indicate that a child is struggling in some way with family or personal issues but not necessarily with abuse.
Physical Abuse
Example Behaviors
° Punching/Beating, either with the hand or with an instrument (hitting with excessive force, hitting that leaves a mark, etc.)
° Whipping
° Burning
° Choking/Strangling
° Deprivation of food or being forced to kneel for long periods of time
° Breaking bones
° Physical torture
° Physical intimidation/aggression/violence
Possible Indicators:
° Bruises (esp. in the shape of hand/finger marks), burns (esp. in the shape of an instrument), scalds, sprains, human bites, cuts, etc.
° Injuries the child cannot explain or explains poorly
° Untreated or inadequately treated injuries
° Injuries to parts of the body where accidents are unlikely (ex. Thighs/back/abdomen)
° Flinching when approached/touched by adults
° Showing fear of certain adults
° Alternatively—increasingly aggressive or very compliant/passive behavior
Sexual Abuse
Example Behaviors
° Involving child in contact or non-contact sexual activity. Contact sexual activity includes:
° Penetrative (rape, prostitution) or non-penetrative (kissing, fondling, etc.) sexual activity.
° Non-contact sexual activity includes:
° Showing sexual images to child
° Taking sexual images of child
° Sexually explicit talk/text/correspondence
° Sexually suggestive Internet contact
Possible Indicators:
° Pain/itching/bruising/bleeding in the genital or anal areas
° Genital pains or discomfort walking or sitting
° Sexually transmitted infections
° A marked change in the child’s general behavior (unusually quiet/withdrawn or unusually aggressive)
° Sudden change in dress (more provocative or more baggy-loose)
° Eating disorders
° Sexualized drawings or graphic sexualized play or language, especially in young children
° Unexpected fear or distrust of particular adult/s
° Description of special attention or a ‘secret’
Emotional Abuse
Example Behaviors
Emotional abuse is pattern behavior. Here are some examples:
° Verbal intimidation
° Coercion
° Manipulation
° Showing abusive images
° Using abusive language or verbal bullying
° Over-admonishing, over-criticizing, putting down
° Inducing fear through controlling behaviors
° Possible Indicators
° Failure to thrive in a situation, especially when the child thrives in other circumstances
° Extreme fear or anxiety of making mistakes/insecurity
° Low self-esteem
° Inappropriate emotional responses
Neglect / Negligent Treatment
Example Behaviors
° Failure to provide adequate medical care or adequate food
° Failure to provide education
° Failure to provide shelter or safe living conditions
° Failure to provide age appropriate supervision
° Possible Indicators
° Untended medical needs
° Malnourishment
° Gaps in education/learning for an otherwise developmentally on-target child
° Frequent hunger
° Frequently found unsupervised/alone
Note
° A child may also be subjected to a combination of different kinds of abuse
° It is also possible that a child may show no outward signs of trauma.
° *Adapted from information provided by the National Society for the Prevention of Cruelty to Children (NSPCC).
Via Code of Conduct Regarding Child Safety
The Basic Code of Conduct outlined below describes behavior that is expected of all Via members.
° Interactions with children will be conducted in a way that minimizes risk as much as possible for children, such as by avoiding isolated situations and having high accountability.
° Transportation guidelines are that either more than one adult should be in the vehicle, or more than one child age 8 and up;
° Staff will protect children or youth, by the use of filtering technology and appropriate supervision, from being exposed to pornographic material and/or accessing inappropriate emails, chat rooms, or movies.
° Discipline of children will strive to teach and correct in love, rather than punish in anger.
° Healthy, caring touch is valuable to children, but unhealthy touch can be abusive. Therefore, the following general guidelines apply:
° Touch will be open rather than secretive. A hug in the context of a group is very different from a hug behind closed doors with a child not your own;
° Touch will be in response to the need of the child, and not the need of the adult;
° Touch will be age-appropriate and generally initiated by the child rather than the adult;
° Touch will be with the child’s permission and any resistance from the child is to be respected;
° Touch will communicate respect for the child;
° Appropriate interactions include verbal praise, side hugs, shoulder-toshoulder hugs, and pats on the shoulder, back, or head, depending on the cultural setting;
° For smaller children, touching their hands, faces, shoulders and arms, arms around their shoulders, hugs, and holding them when others are present are considered generally appropriate, depending on the cultural setting;
° Words can also be used to support and encourage a child; praise, positive reinforcement, and appropriate jokes.
° In order to establish godly boundaries, the following behaviors with children are inappropriate:
° Doing things of a personal nature for children that they are able to do for themselves, including dressing, bathing, etc., (a child’s private areas should not be touched except to provide appropriate medical care or hygiene (such as diapering);
° Excessive use of physical force or restraint;
° Touching the body of a child for the purpose of sexual gratification;
° Showing affection when alone with a child not your own or a close relative;
° Sharing a bed with a child not your own;
° Corporal punishment of a child not your own or a close relative,
° Any corporal punishment that is excessive and/or not monitored by another adult;
° Comments that relate to physique or body development;
° Flirtatious or seductive looks, or making sexually suggestive comments;
° Showing sexually-suggestive videos or playing sexually-suggestive games with any child;
° Any form of affection that is unwanted by the child;
° Any behavior that could be interpreted as sexual in nature;
° Shaming, belittling, humiliating, name-calling; using harsh language that may frighten, threaten, or humiliate the child; or making derogatory remarks about the child;
° Cursing, or telling off-color jokes or sexual jokes;
° Discussion with children that involves telling inappropriate secrets or inappropriate discussion of sexual encounters or desires;
° Favoring or showing preferential treatment to particular children or youth to the exclusion of others or spending excessive amounts of time with a child who is not a close relative.
° Images of children must be taken and used carefully.
° Never take an image that reveals a child in a sexually suggestive or inappropriate pose;
° Never use a child’s full-face image or photo in your personal communication (newsletters, Facebook, etc.) without written permission from the child’s guardian and Via.
By signing this document, I certify that I have read and agree to the Basic Code of Conduct in its entirety. I will approach Via leadership and Via Personnel Director with questions that I have concerning the propriety of behaviors as they relate to children.
Wrap-Up Exercise
What one thing did you love learning today?
What is squared away? What do you really understand?
What is still going around in your head? What do you still not understand?
What three takeaways will you use in your work role?
First 30-60-90 Days Plan
30 Days (Date-Date)
° Name:
° Position:
° Role Description:
° Specific Responsibilities:
° I Report To:
Focus:
Learning/Training/Clarifying
Priorities:
Summary:
2
Evaluate First 30 days: What do you love about your role? What is squared away? What is unclear? What takeaways do you have so far? Anything taking too much energy?
60 Days (Date-Date)
Focus: Contributing Priorities:
Evaluate First 60 days: What do you love about your role? What is squared away? What is unclear? What takeaways do you have so far? Anything taking too much energy?
90 Days (Date-Date)
Focus:
Execution Priorities:
Summary:
Evaluate First 90 days: What do you love about your role? What is squared away? What is unclear? What takeaways do you have so far? Anything taking too much energy?
