Church Executive Sept/Oct 2014 Digital Edition

HELPING LEADERS BECOME BETTER STEWARDS

JUNE/JULY 2014 2014 SEPTEMBER/OCTOBER

LIVE ROUNDTABLES MANAGEMENT SYSTEMS & SOFTWARE | 16 LENDING & FINANCE | 22

ENGAGING FAMILIES —

BY DESIGN | 14 PREVENTING CHILD SEXUAL ABUSE | 37

HEATHER LARSON

BUILDING A BETTER CHURCH | 8

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COV ER S TO RY THE CE INTERVIEW

By Rez Gopez-Sindac The No. 2 chair at the 24,000-strong Willow Creek Community Church belongs to Heather Larson, a 39-year-old church builder who started out as a volunteer just wanting to serve and make a difference. Fresh from college, Larson moved to Chicago to start a professional career — and ended up living out her true calling at Willow.

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CONTINUING EDUCATION OPTIONS

REGENT UNIVERSITY’S PASTORAL LEADERSHIP INSTITUTE — FEATURING BISHOP T.D. JAKES

CHURCH EXECUTIVE ROUNDTABLES

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MANAGEMENT SYSTEMS & SOFTWARE (PART 1)

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CHURCH LENDING & FINANCE (PART 1)

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By RaeAnn Slaybaugh In part 1 of an insightful conversation, several high-level CMSS executives discuss the underutilization of most software, and how a church can make a sound investment in a system.

By RaeAnn Slaybaugh Lending and finance are always top-of-mind topics for church leaders.

Here, in part 1 of the conversation, experts compare the current lending climate to the Great Recession’s, as well as the effects church lending and finance is having on church staff compensation.

TECH BEYOND SUNDAY

Make the most of multisite-friendly technology the rest of the week

By Steve Caton

CRIMINAL BACKGROUND CHECKS Top 5 questions

By Eric Spacek, JD, ARM

PREVENT CHILD SEXUAL ABUSE

By Amy Kimmes and Patrick Moreland

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ENGAGING FAMILIES — BY DESIGN

By RaeAnn Slaybaugh

CHURCH GROWTH ESSENTIALS

UNDERSTANDING THE “BIG PICTURE”

By Chuck Klein and Dean Byler

GENEROSITY DRIVING SUSTAINED GIVING

By RaeAnn Slaybaugh

By Paul Gage

RISK MANAGEMENT

By Shawn T. Yingling

FROM DREAM TO NIGHTMARE

By Michael J. Bemi

FROM THE EDITOR 14

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DRIVER SCREENING, POLICIES AND TRAINING

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FROM THE CONTRIBUTING EDITOR

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TECHNOLOGY SOLUTIONS

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By Jim Cook, CPF®

By Betty Norman

ONLY IN OUR DIGITAL ISSUE! [CHURCHEXECUTIVE.COM/DIGITAL-EDITION]

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THE LEGALITIES OF CHURCH PLANTING

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UNDERSTANDING REAL ESTATE GIFTS

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Presented by: StartCHURCH [startchurch.com]

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By Bill Walter, CFP® [churchgrowthservices.com]

KEEPING THE WOLF OUT OF THE SHEEP’S PEN

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GOOD STEWARD AWARD WINNER PROFILES STAFF MANAGEMENT:

By Peter Persuitti

First Baptist Church of West Palm Beach (Florida)

INNOVATIVE OUTREACH: 4 | CHURCH EXECUTIVE | 09-10/2014

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HUMAN RESOURCES

AMBUSHED IN THE CHURCH PARKING LOT

By Robert Erven Brown

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DEPA RT MEN T S

CREATIVE & PROVEN STRATEGIES

WHAT 2 WATCH FOR WHEN SELECTING A CAPITAL CAMPAIGN CONSULTANT

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CHILD SEXUAL ABUSE — EVERYONE’S CONCERN 41

NEVER AGAIN

SERIES

CONSTRUCTION

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First Congregational Church of Rockport (Massachusetts)

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Stephen Briggs Associate Pastor of Administration First Baptist Church | Hendersonville, NC Denise Craig Chief Financial Officer Abba’s House | Hixson, TN David Kennedy CEO HDSound.us | San Marcos, CA Mike Klockenbrink Chief of Staff Lakeside Church | Folsom, CA Dan Mikes Executive Vice President Bank of the West | San Ramon, CA John C. Mrazek III Executive Pastor Pathways Church | Denver, CO Sam S. Rainer III Senior Pastor First Baptist Church | Murray, KY Mark Simmons Business Manager Christ Community Church | Milpitas, CA Eric Spacek Senior Manager GuideOne Insurance | West Des Moines, IA

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Copyright 2013 by Power Trade Media, LLC. No advertisement or description or reference to a product or service will be deemed as an endorsement, and no warranty is made or implied by Power Trade Media, LLC. Information is obtained from sources the editors believe reliable, accurate and timely, but no warranty is made or implied, and Power Trade Media, LLC is not responsible for errors or omissions.

EDITOR’S LETTER

THE RISK IS REAL A simple Google News search for “child sexual abuse in the church” yields 27 pages of results … and that’s just the headlines from the past 30 days.

This reality stands in stark contrast to a mindset which experts agree pervades too many churches: It can’t happen here.

Given the gravity of what’s at stake, in this issue you’ll find several articles on child sexual abuse prevention.

Written by legal, insurance and risk management thought leaders, each submission speaks to the necessity for church executives to do everything they can — proactively — to protect the children in their care.

One of these experts is Shawn T. Yingling, president of Glatfelter Religious Practice, who shared a shocking statistics from The National Center on Child Abuse: One out of every three girls and one out of every five boys is a victim of some form of sexual abuse by 18.

“The primary reason the public isn’t sufficiently aware of child sexual abuse as a problem is that 73 percent of child victims don’t tell anyone about the abuse for at least a year,” he adds. “Additionally, 45 percent don’t tell anyone for at least five years, and some never disclose.”

Even so, Kimberlee Norris and Gregory Love — attorneys, sexual abuse litigators and founders of Ministrysafe.com — say churches aren’t as proactive as they need to be. Many act too late, only after an allegation involving a volunteer, staff member or long-term member is leveled, or when a sister organization or geographically close entity experiences an allegation.

Other times, churches assume a background check is enough, Love and Norris assert. Not so.

“In actuality, less than 10 percent of sexual abusers will ever encounter the criminal justice system,” they explain in the article on page 37.

Of course, acknowledging the risk is just the first step.

What to do about it is the next one.

Tackling the complex issue of mandatory reporting requirements head-on, attorney and Church Executive legal blogger Robert Erven Brown opens his article on page 34 with a compelling a scenario: A pastor is approached by a member, who confesses he has watched child pornography

online and feels terrible about it.

Now what?

According to Brown, all 50 U.S. states have some kind of mandatory reporting process for certain people — usually referred to as “mandatory reporters.” In this insightful article full of practical advice, he “unwinds” the scenario in terms of what comes next for the pastor. It’s a great read full of practical strategies and takeaways.

Church Mutual’s Amy Kimmes and Patrick Moreland also weigh in on the practical front with their article on page 40. They not only outline guidelines for selecting employees, volunteers and people who work with children, they also map out what your legal and religious obligations are before a case arises — and, of course, what do if the unthinkable happens.

While it’s a heartbreaking scenario, child sexual abuse is a very real risk for any church — one which must be managed before it’s too late. Arm yourself with the tools and information you need to protect the children entrusted to your care.

All the best to you and your ministry,

TALK TO ME: Email Facebook Twitter

09-10/2014 | CHURCH EXECUTIVE | 7

THE CE INTERVIEW

H E AT H E R L A R S O N Executive Pastor | Willow Creek Community Church | South Barrington, IL

In 2013, after 16 years of serving on staff in various roles of expanding responsibilities, Larson was appointed executive pastor by senior pastor Bill Hybels. To become the church’s second in command was never a part of Larson’s plan. She just wanted to help build a better church and earn the trust of her peers. And it helps, she says, that gender is never a barrier to achieving one’s full potential at Willow.

Referring to her executive-level position — a job often offered to men — Larson points out, “It’s not an anomaly at Willow.”

BY REZ GOPEZ-SINDAC

The No. 2 chair at the 24,000-strong Willow Creek Community Church belongs to Heather Larson, a 39-year-old church builder who started out as a volunteer just wanting to serve and make a difference. Fresh from college, Larson moved to Chicago to start a professional career — and ended up living out her true calling at Willow.

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In what capacities have you served at Willow?

Shortly after I started attending the church, I got connected with Axis, a brand-new ministry for 20-somethings. After a couple of years, the role I was in as a volunteer turned into a staff role and I worked in that ministry for seven years. Then, Willow launched a new initiative responding to AIDS in Africa. I was asked to transition to our global ministry to help get that up and going. I eventually started leading our global ministry, and then I merged together our local and global outreach ministries into one department called Compassion & Justice.

I worked with our Compassion & Justice ministries for eight years. In the couple of years before I became executive pastor, Bill continued to expand my role and influence. I provided oversight for our Kids & Student Ministries, our Family Life ministries, and Casa de Luz, our Spanish-speaking ministry. Over time, Bill kept adding new challenges and new areas to my plate. Besides overseeing multiple ministries, Bill also gave me a couple of key projects to lead, such as our churchwide budget and the building of our new Care Center.

How do you feel about the opportunity to serve the church in a role typically given to men?

I’m thrilled to be able to serve the church I love in a way that I can use my gifts. It just happens that the title is executive pastor, and it just happens that I’m a woman. This is just how my story at Willow unfolded as one opportunity led to the next. I knew that I was ready for my next leadership challenge, and I’m so grateful that my gender was not a hindrance in me taking that next role.

What are your biggest challenges as executive pastor?

My top challenge is to provide strong senior leadership that goes across the full organization. Bill clearly told me that he was looking for the strongest leader / manager that can help provide executive-level leadership across the entire staff and all of our campuses. That frees him up to address his increasing teaching and leadership demands. I carry that mantle, and I come to work every day asking myself questions like, “What are we moving forward? What are we making better?

QUICK FACTS WILLOW CREEK COMMUNITY CHURCH Year Established: 1975 Lead Pastor: Bill Hybels (Each regional site also has a lead pastor.)

Denomination: Non-denominational Locations/Campuses: Six sites plus Casa de Luz for Spanish-speaking people. Casa meets at the central campus.

Combined weekly services attendance: More than 24,000 Full-time Equivalent Staff: 350 Annual Revenue: Approximately $70 million

How can I improve our staff culture?” I ask God to help me lead well and love well so that we can live out who God is calling us to be as the church.

Another challenge is to meet the unique needs of the senior pastor. I think the role of the executive pastor is to balance out the leadership and gifts of the senior pastor. That will look different in every church. Before I stepped into this role, there was a great man, Greg Hawkins, who had been in the role of executive pastor at Willow for almost 20 years.

He did phenomenal work at Willow, and he impacted other churches all over the world with the Reveal research. His job description looked very different than mine does today. Greg moved away to take another position in another state. We were all sad to see him go, and at that time Bill knew he needed to reimagine the executive pastor role for the next run.

The outcome of that exercise was my job description and me moving into the position. I knew taking it, though, that it would morph over time, depending on what is most needed in the church. I think the greatest challenge for any executive pastor is to stay relevant for what is most needed by the senior pastor and the church in that season.

Another great challenge is the natural tension that comes along with being a leader in the No. 2 seat. I have to balance carefully establishing my own voice and rapport while also representing my boss.

I realized quickly in this role that I wear three hats: leader, representative of Bill, and a team member with the rest of the executive team. It’s my job to step up and lead as needed. Even though I’m leading them, in many ways they each mentor and influence me in their own unique way. It’s very clear to me that my role is only as effective as the team around me.

They respect and support me in my role, but my desire is to see each of them thriving in their roles and living out their full potential.

What does it entail to run the Willow Creek Care Center?

When I stand in the middle of our Care Center, with people bustling about and multiple languages being spoken, I can’t help but think “Now this >>

Heather Larson has been directly engaged with the Willow Creek’s global partners for the past nine years. She continues to travel on a consistent basis to build and strengthen these relationships and to see first-hand how God is at work through those partnerships.

09-10/2014 | CHURCH EXECUTIVE | 9

THE CE INTERVIEW

is church!” We have a staff team of 12 FTEs (full-time equivalents), but they’re mobilizing an army of 2,000 volunteers who serve on a regular basis. I love to see people connecting deeply with each other, people getting practical needs met, and people using their gifts to serve. It’s like walls come down in that place and we’re all just trying to live out

Acts 2:45 — “They sold property and possessions to give to anyone who had need.”

What should churches considering a similar humanitarian outreach be wary of in terms of financial costs, leadership and day-to-day operation?

I think the most important thing for churches to be wary of in their outreach is moving too quickly and not developing relationships in the community. Over the past year, we’ve had pastors walk into the Care Center and say, “I have to build one of these at my church!” I cringe and say, “Please, no. Don’t just duplicate this!” We spent years developing relationships in our community and understanding the unique needs of our demographic. Every service area that we have came out of many hours of research and conversation. We didn’t want to reinvent the wheel or put a nonprofit out of business because we simply started duplicating their efforts.

That took many conversations and lots of time. We want to be a hub of great resources in our community, and we want to be a catalyst to help all different sectors working together to lift up the community. I would love to see every church spending the time and developing the relationships to understand the unique role that God is calling them to play in their community.

What is it like to work with and be mentored by Bill Hybels?

As I started taking on more leadership at the church, Bill was very direct with me to say that he didn’t want a “Yes” person; he wanted a peer. He challenged me to really think about whether or not I could step up to that level of leadership. He brings out the best in me and encourages me to take on new challenges. He doesn’t ever hold back his feedback or coaching, and I value that immensely. There’s no dancing around an issue, and we have candid dialog about problems we’re trying to solve.

He’s very strategic about being developmental with me and our entire team of leaders. It’s no secret that in several years, Bill is hoping to transition out of his role, and I know that each of us on our team will look back with great fondness at this era of ministry. We cherish the time and the season that we have as a team, and we’re praying that God will work in miraculous ways. We believe the best days at Willow are yet to come.

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HUMAN RESOURCES Detailed job descriptions matter A senior pastor needs different skills than a youth minister or a business administrator. In larger congregations, a single job description might cover multiple staff serving in similar positions.

The value of preparing accurate job descriptions can’t be overstated. They should include responsibilities, requirements, functions, lines of accountability and other elements that clarify expectations. Other factors include education, experience and level of responsibility.

Evaluate roles, determine salary structure

I recently had a conversation with the new administrator of a large, multi-site congregation regarding review of the pay structure for the staff. She was shocked by the seemingly random salaries for many staff, noting that many — with similar levels of responsibility, background and credentials — had widely divergent salaries.

To prevent such dilemmas, it’s critical to establish a consistent, well-organized and fair compensation policy.

Once you have a job description, how does your church know what level of compensation is fair? Begin by grouping and ranking various positions.

Different churches will approach this based on their particular structure. One possibility is: pastoral staff; executive staff; administrative and support staff.

Once you have staff groupings that make sense, consider ranking them by responsibility and expectations.

Many large companies have complex salary grids; a simpler, but effective method for churches is to establish a range based on a percentage of a key leader’s salary. If the senior pastor’s salary is considered 100 percent, the next tier of leaders who manage multiple areas and have significant professional skills might fall in a range of 75 percent to 85 percent of the senior pastor’s salary.

In smaller congregations, all salaries could be tied to the senior pastor’s. In larger congregations, it might be wiser to tie salaries for senior leaders in each department to the senior pastor’s, and then tie subordinate staff in a department to their senior leader’s salary.

The goal is to build a compensation system that reflects objective criteria such as responsibilities, education, experience and success in meeting goals.

Once you have your structure, then test your actual salaries against the marketplace. The failure to keep pace with market wages can lead to widely divergent salaries for similar positions. Avoid this scenario: You have two longtenured employees in similar positions. One retires, and you discover that the going rate for a replacement is 20 percent above what you currently pay. You fill the position at market rate — but now, your new employee makes 20 percent more than a valued long-term employee in a similar role.

Define your compensation philosophy

Communicate your philosophy

Make “cents” of compensation

BY JIM COOK, CFP®

As a Christian ministry, what biblical foundations will guide your process? In 1 Thessalonians 5:12-13, Paul urges the church to “respect those who labor among you and have charge of you in the Lord … esteem them very highly in love because of their work.” This and other scriptures suggest that you affirm the value of your leaders and staff, the contributions they make, and your intention to reward them accordingly.

Solicit feedback and approval from the committee responsible for compensation and from top-level staff. Monitor the policy for consistency. Make adjustments as needed.

A comprehensive compensation policy is a win-win for the church and your employees.

Jim Cook, CFP®, is national outreach manager for MMBB Financial Services.

09-10/2014 | CHURCH EXECUTIVE | 11

For 36% of Church Executive readers, HR / benefits is among the top 3 most useful topics.

Source: 2014 Reader Survey

CONTINUING EDUCATION OPTIONS

Regent University’s Pastoral Leadership Institute —

Featuring Bishop T.D. Jakes Q: One of the session topics within the “Leadership and the Business of Church Administration” tract is “Leadership v. Management.” What are the key differences between church leadership and church management?

Cenac: Leadership involves casting a vision for the church and ministry leaders to follow in fulfilling the Great Commission. This might include design of various church ministries needed to fulfill the church’s mission or developing and building ministry leaders to lead those ministries.

Management deals more with the internal administration and operation of the church to accomplish that vision or the church’s goals — for example, managing vendor or supplier contracts and relationships.

On your website, it looks like this institute runs from 6/30 to 9/8. Will it be repeated?

Cenac: Yes; we will run another Pastoral Leadership Institute in October 2014.

The website says the program was “initially customized for the Potters House International Pastors Association (PHIPA) network.” Explain.

Julianne Cenac, Assistant VP for Cenac: The program was designed for the PHIPA network of pastors as a result Professional & Continuing Education, of the partnership Regent University has with T.D. Jakes Enterprises. We’re the training Regent University and education provider behind the T.D. Jakes School of Leadership. Regent University Professional and Continuing Education previously ran five different leadership institutes, including this one for pastors. We customized the institutes for the T.D. Jakes audience. This is one of the more in-demand program offerings.

Q: One of the session topics in Regent University’s Pastoral Leadership Institute — Featuring Bishop T.D. Jakes — is “Current Topics in Church Administration.” Please identify a few of these current topics and why they’re so timely and relevant.

Gonzales: The church is the living body of Jesus Christ. It has to have functional parts, as with any organization. We must understand that an organization is a complex group of people who function as an organism that is constantly evolving.

The church administration must put processes in place to assist with the growth cycle. The following are just a few topics that must be evaluated yearly: Insurance needs. Most churches are underinsured on their church properties because of not completing an annual review of their policies and updating their property inventory and ministry needs.

Facilities / plant properties. Most churches are reactive to equipment failure instead of being proactive. It is cheaper to have a preventive (proactive) maintenance agreement to extend the lifecycle of your property. The lack of a capital reserve account will destroy a budget.

HR / job descriptions. Churches need to place a greater importance on job Domingo Gonzalez — a former church descriptions.

Good job descriptions result in good ministry when everyone knows what administrator — is the instructor of the “Leadership and the Business of Church is expected and who is responsible. Updating and reviewing annually will head off poor Administration” tract. performance and mismatched job skills.

Retirement planning. Churches need to have a retirement strategy for the shepherd (pastor) and paid staff. Life insurance should be a part of the compensation plan for the pastor. Church leadership should ask themselves, How long will our pastor’s family survive without the pastor’s salary?

These are just some of the areas that are very timely and relevant today. CE For more information about the Institute, visit.

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Engaging families —

by design

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BY RAEANN SLAYBAUGH

Among forward-thinking church leaders, accommodating families is a topof-mind priority. After all, meeting their unique needs fosters lifelong relationships with a church — possibly for generations to come. (And, if kids can’t wait to go to church, there’s no better endorsement for their parents!)

Yet, while it’s easy to see the appeal of kid-friendly church facilities, they’re trickier to achieve: A church must appeal to children and parents.

To strike this balance, design experts are a wealth of knowledge.

“Today’s children are the church of tomorrow!”

“Your [children’s spaces] should be well thought-out, color and lines, and then executed professionally,” Bresher says. “A painter would think through his composition before ever putting a brush on the canvas. He would never just start splattering paint.” (Photos courtesy of Churches by Daniels)

For Rachael Rowland, marketing director for Churches by Daniels in Broken Arrow, OK, this sentiment is the guiding force when designing spaces for children. “If a church is going to sustain itself in the future, it must invest in the kids today,” she continues. “I believe pastors realize this and have put their money where their heart is.”

Ben Beresh, director of accounts at Tulsa, OK-based Little Mountain Production, agrees. He says a revelation is happening among church leaders.

“This isn’t a trend; it is a paradigm shift,” he asserts. “The church is placing more and more value on kids’ ministry in the present, to secure Kingdom growth in the future.”

Child-friendly — from the outside in

“It’s so important to make the facility easy to navigate,” Rowland emphasizes. “If visitors can’t easily find where to take their children on their first visit, they might not want to come back.”

So, the case for child-friendly facilities is clear. And, according to Rowland, this mindset can be conveyed as quickly as curbside.

“One way to do this is by locating colorful play equipment where it can be easily seen,” she advises. “We worked with a church that decided to put an indoor playground located at the front of their building, surrounded by glass.

When cars passed by, the kids would see it and would beg their parents to take them inside.”

Once those kids make it inside, the spaces designed to appeal to them should be age-appropriate and —most important — fun! “If the created environment is ‘cool,’ kids will place more value on it and will be excited to go back to church,” Bresher says. “Fun is the currency of children.”

As such, it’s crucial to view children’s spaces through their eyes. And what are those eyes hoping to spy? “Your [children’s spaces] should be well thoughtout, color and lines, and then executed professionally,” Bresher continues. “A painter would think through his composition before ever putting a brush on the canvas. He would never just start splattering paint.”

Parent-approved design

“If the created environment is ‘cool,’ kids will place more value on it and will be excited to go back to church,” Bresher says.

“Fun is the currency of children.”

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Of course, a children’s space can’t truly be effective unless it appeals to parents, too. Personally and professionally, Rowland knows what ranks at the top of their priority list: safety and security.

“I’ve taken my kids to places because they begged me to go and because it made them so happy,” she says. “However, I won’t even consider taking them to a place where I don’t believe they’ll be safe.”

Check-in / reception areas. From a parent’s perspective, safety and

security starts at drop-off. Naturally, the first step is to make it clear where parents should go to check in their children. Translation: Attractive, visible signage.

“It’s so important to make the facility easy to navigate,” Rowland emphasizes. “If visitors can’t easily find where to take their children on their first visit, they might not want to come back.”

Once parents arrive at check-in, the setup should create excitement and anticipation in children. “This makes that first moment of separation from their parents easier,” Rowland explains.

Just as important, the check-in area should convey a sense of security to parents. According to Bresher, this means forming a “security checkpoint of sorts” so they immediately know their children can’t get out — and that adults who aren’t properly checked by security can’t get in.

Policies and procedures. The saying, “It takes a village to raise a child,” really resonates with Rowland as she and her team design children’s spaces. “Today, families are no longer just a mother, father and their children,” she explains.

Shifting family dynamics necessitate a system that enables church staff to know who’s approved to pick up each child. One approach is to assign parents and guardians a unique pick-up number, a pager they can turn in upon pick-up, or a computergenerated sticker bearing the same number as the one on their child’s name tag.

“Any of these will work,” Rowland says. “But, the most

important thing is that the policy be strictly implemented — whatever it is.”

Likewise, Bresher acknowledges the very complex times we live in when it comes to family. “Kids are being raised by stepparents, grandparents, older siblings — the list goes on,” he says.

For this reason, he urges churches to consider a system that guarantees, for parents, that their children: 1) will only be in the hands of qualified volunteers; 2) will never leave the designated children’s area with an undesignated individual; and 3) are always where they’re supposed to be.

Once children are checked in to the church’s care, parents want to know that strict policies and procedures are in place — particularly as children are transported from one area of the church to another.

“It’s important that no teacher is ever alone with one child,” Rowland explains. “Parents also need to be reassured that no child could stray away from the group when children are moving in a group.”

A win / win / win proposition Though it can be a challenge to balance kid appeal with the design and security elements parents appreciate most, the effort is well worth the reward.

“Parents’ two main concerns are that the facility is safe and secure, and that their kids enjoy it,” Rowland concludes. “And, if you can get kids to love coming to your church, then you’ll get the parents to come, too.” CE

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CHURCH MANAGEMENT SYSTEMS & SOFTWARE (PART1)

BY RAEANN SLAYBAUGH OUR ROUNDTABLE PANEL • Shelby Systems: Mark White, Director of Business Development • Cool Solutions Group: Tim Cool, Chief Solutions Officer and Project Facilitator • Elexio: John Connell, COO; Allen Ratta; Mark Kitts, Lead Software Architect • ACS Technologies: Marvin Owen, President; Russ Fortier, Manager of Training and Implementation Services • Seraphim Software: Sam Batterman, Co-founder / President; Chris Caldwell, Co-founder / CFO

from the secular world.

Tim Cool: The biggest challenge we face with our facility management software is facility managers’ lack of technical abilities. The idea of entering data into a computer is totally foreign to most of them. Administrators know the facility is the second-most expensive department in the budget (after staff), so they want to take care of it. But, they can’t get their facility managers to use the systems.

Mark Kitts: Something we’re learning is that — because the system is so big, deep and broad — churches are almost demanding that we not just to sell them software, but also consult and coach. We just started implementation coaching earlier this year, and it’s been wildly popular.

Mark White: Professional services is a line item that’s been off the charts for us, too. Churches have a tendency to do something the same way over and over without thinking, OK, now we have all these new capabilities. Let’s do something different.

Allen Ratta: The way I describe it is, you’ve got this beautiful ship with all these beautiful deck chairs. People are being served, and things are going really well.

Then, you pan the camera back and you see the name on the side of the ship is “Titanic.”

Churches need to understand that the core competencies they need right now are not serving drinks on the deck; it’s avoiding icebergs and learning how to grow the church effectively.

CHURCH LENDING & FINANCE (PART 1)

On July 16, 2014 — at the National Association of Church Business Administration (NACBA) annual conference — Church Executive hosted a live roundtable on a timely topic: church management systems and software. Several high-level ChMS executives joined together to share their expertise.

Would you agree that many churches don’t take full advantage of their software’s capabilities?

Mark Kitts: Underutilization is the biggest issue out there with software. We’re happy when we occasionally come across a power user — someone who has the aptitude and engages in training. Often, those people become “disciples” for the rest of the staff.

Russ Fortier: As with most businesses, there’s a lack of understanding about what to do or even what decisions to make regarding the data churches are collecting.

Sam Batterman: A lot of KEEP AN EYE OUT FOR PART 2! churches take a system they’re This insightful discussion continues in our Nov / Dec 2014 issue. Panelists will drill used to using and try to map old down on underused and lesser-known software capabilities to a new app and new capabilities in key areas of church management: capabilities — basically “shorting” • Finance / giving the new system.

• Sunday attendance • Small groups There’s also a distinct lack • Connection / engagement of process orientation in most • Scheduling churches. The best way I’ve ever heard it described is that churches are supposed to be comprised of prophets, priests and kings. Prophets are good with studying the bible, teaching and preaching. Priests are good at people. But, kings think about things — processes, strategy, real estate, finances, systems, architecture, infrastructure, wireless hubs. Although most kings go into business, not church work, we’re seeing an increased amount of people coming into church work 16 | CHURCH EXECUTIVE | 09-10/2014

How can churches be sure they’re making a solid investment in software or a management system?

Allen Ratta: To get an accurate ROI on the investment, it has to be about more than just the money. The better barometer has to do with which company can help you implement the processes that are going to help

Seraphim Software’s Chris Caldwell (foreground) and Sam Batterman

Elexio’s John Connell (left) and Allen Ratta

your church be healthier.

Russ Fortier: Even before that, I’d advise churches to look at their vision. How will technology support their ministry? Churches need to take a holistic look at their particular mission in their community. From that point, they can jump into feature sets and so on.

Marvin Owen: Adding to that, I’d say it’s

ACS Technologies’ Marvin Owens (left) and Russ Fortier

not just about getting the right system installed, and then you’re done.

Churches would do well to bring in a trainer or facilitator every six months and have a training and education budget.

Chris Caldwell: Churches need to look at ROM — return on ministry — not just ROI. Obviously, we’re called to be good stewards of our resources. That involves taking a holistic approach and asking, How is this system going to affect my ministry?

Allen Ratta: To elevate the discussion off of the features and >>

09-10/2014 | CHURCH EXECUTIVE | 17

(Left to right) Tim Cool, Mark White, Church Executive Group Publisher Sali Williams, Allen Ratta, Sam Batterman, Marvin Owen, Chris Caldwell, Russ Fortier, John Connell, Mark Kitts

18 | CHURCH EXECUTIVE | 09-10/2014

onto the relationship is critical. Otherwise, the church continues to do the same things — in the same ways — and get the same results.

That elevation begins at the sales process. If you don’t break that addiction there, then it follows you right into implementation.

Sam Batterman: To Allen’s point, it’s interesting that the church is delivering a message that’s incredibly disruptive to people’s lives — positively, of course. Even so, the processes in the back office must also be disrupted to amplify that message. It’s an interesting challenge for church management.

A church might have to take its web guy and its email communications person — who might be reporting in a completely different silo — and start to reorganize these people and processes. Or, what ends up happening is, a church might only use 10 percent of the application, because that’s all the back office uses.

So, the shift to a new system will be disruptive.

As providers, we have to figure out how to communicate that to churches, and then educate them on how to adapt accordingly. CE — Reporting by RaeAnn Slaybaugh

TECH BEYOND SUNDAY How to make the most of multisite-friendly technology the rest of the week

BY STEVE CATON

No one in the church knows the power of technology better than a multisite pastor. Technology is instrumental in these churches. It has to work — not just for Sunday worship services, but also for the rest of the week.

T

The development of livestreaming and the prevalence of reliable high-speed Internet connections have allowed satellite campuses to participate in a shared worship experience, no matter the location.

But, the complexity of multisite church goes well beyond the worship experience; it can be tricky to keep track of who attends which campus and communicate relevant information about involvement and events based on that information.

Even beyond all that, multisite pastors have the unique responsibility of ensuring the campuses all share a common “DNA,” even as they allow space for the unique personality of each campus to develop.

Uniquely “you” Each campus must be able to develop its own personality, but also remain anchored in the entire church.

This requires customizable views to see what’s happening at a specific >> 09-10/2014 | CHURCH EXECUTIVE | 19

campus, as well as at the entire church.

Creating custom reports can allow multisite churches to track and manage their finances, attendance, groups and check-in — all separately. Along with these, the ability to manage your volunteers and target communications builds a framework that creates consistency while allowing each campus’s individuality to shine through.

Technology to equip disciples The tools needed for effective church operations are very important. Even so, the central call of the church isn’t to run a well-oiled organization — it’s to make disciples.

Whether you’re a single campus of a few people or a multisite campus with locations all over the globe, your primary objective is to equip disciples.

Today, you can develop reports that indicate the direction each campus is moving in key areas of ministry. This gives church leaders the ability to make decisions and develop effective disciple-making based on solid information, rather than on just what they think or feel.

Technology is increasingly playing a role in this work. Today, you can develop reports that indicate the direction each campus is moving in key areas of ministry. This gives church leaders the ability to make decisions and develop effective disciple-making based on solid information, rather than on just what they think or feel. Not only does it provide a macro-level view of your church as a whole, it provides a micro-level view into your church members’ lives. This is a critical tool for your campus pastors as they shepherd their campuses to growing in their relationships with the Lord.

Technology for smart growth If you’re considering going multisite, you need access to the right information to have confidence in your timing and plan. The difference between success and failure could be the ability to identify the financial triggers that need to be in place before you expand. (Learn more about these triggers on our website: churchcommunitybuilder.com/how-to-identify-thefinancial-triggers-for-multisite-success) If your church is already multisite, you have the potential to expand into different areas in your community. But, how do you know where to go? Where should you open up your next campus?

Your church management software can play a crucial role in helping your church determine the future direction of your ministry by providing you with useful data about where a new campus might thrive.

Creating an effective multisite church requires more than just technology to pull off a multi-location worship service on Sunday. It requires the ability to manage people well, gather good information, and make the most of the newest tools. CE Steve Caton is part of the leadership team at Church Community Builder. He leverages a unique background in technology, fundraising and church leadership to help local churches decentralize their processes and equip their people to be disciple-makers.

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Presented by: Im pact Stewardship Resources, Inc.

Understanding the “Big Picture”

BY CHUCK KLEIN AND DEAN BYLER

I

In the context of church growth, “big picture” thinking provides the framework for establishing, maintaining and improving church financial health. Such a mindset requires focus and education in four interconnected areas of church finance: 1) Operational budget support (Tithing) 2) Missions (Great Commission obedience) 3) Capital Campaigns (Expansion and improvements) 4) Legacy Giving (Vision-minded, forward-looking) Developing a big-picture financial strategy involves equipping and engaging your church in a way that hearts and lifestyles, and therefore decisions, change and mature.

To kick off this three-part series, we explore how the transformation of the heart — and its motives — prompts faithful, eager participation in each of the above areas.

Part 1: Transform the Heart, Align the Treasure If big-picture thinking provides the framework for church growth, the foundation rests on John 15:5. “I am the Vine,” the Savior reminds us, “and you are the branch.”

The evidence of lives rooted in Christ — discipleship, service, outreach, giving, etc. — proves and lends momentum to healthy churches. The collective character of Christ, in motion and on display in individual lives, fuels good works and brings unity to your people and your process.

Why, then, do many church leaders and administrators instead look to statistical markers — parking spots, certificates of baptism, annual tax letters — to determine progress (or lack thereof)? Do we look equally hard at attendees’ giving motives, relationship attitudes and spiritual maturity? How about our own?

If you allow yourself to look beyond headcount to do a heart check in your congregation, it becomes clear that many of the people filling the pews are struggling.

An uncomfortably honest assessment of the condition of your church body will reveal the full range of emotional challenges, including depression, anxiety and anger; in turn, these yield the full range of sinful behavior. All of this hurt and consequence robs your congregation of its power to advance God’s work through the witness and productivity of their lives. With so many needs left unaddressed, overlooked and unhealed, can we honestly wonder why offerings run low, participation stays sporadic,

and vision goes unfunded?

By contrast, when the heart of the believer is healthy — rooted in Christ and bearing the fruit of His strength and peace — his or her treasure will align with Godly motives and Biblical objectives. When we identify with the character of Christ, we join Him in doing the things He sees the Father doing (John 5:19). Biblical priorities, including the financial areas mentioned above, are held in higher regard than ever before, and obedience to the Father springs from a place of love and joy, not fear and dread.

Consider guiding your church through a simple course designed to address the type of attitudes that frequently undermine the believer’s peace and effectiveness as a disciple of Jesus. In our work with churches, we use a four-week study, Be Transformed, which we developed in conjunction with counselor and author John Murphy, founder of RockHouseCenter.com. Many courses endeavor to teach the mind and end up manipulating the heart; our priority remains fostering a heart of spiritual prosperity (3 John 1:2) while growing the congregation’s desire to know God, and to please Him (Rom 8:8).

Viewed as a group, the hearts of the individual believers comprising a church body represent the heart of that church. Individuals need the transformation God offers them so they can experience more of the promised divine nature. Romans READ “CHURCH GROWTH 12 encourages us ESSENTIALS” IN EACH ISSUE! to be transformed, In future installments, Chuck Klein and not to conform to Dean Byler will discuss how generosity the world, and that fuels the big picture and how to create momentum for the generous heart.

He desires to mold us to progressively reflect the heart of Christ. The path to a vibrant, passionate, missional, empowered and growing church lies in reaching the heart of the body at the individual level.

Read more about heart transformation. CE

Chuck Klein leads Impact Stewardship, a capital stewardship ministry headquartered in Nashville, TN. Serving churches for more than 14 years, he offers mature insight into all aspects of church financial health, guiding churches to fulfill their vision through heart transformation and radical participation. Dean Byler serves as Impact’s education coordinator and director of business development.

09-10/2014 | CHURCH EXECUTIVE | 21

CHURCH MANAGEMENT SYSTEMS & SOFTWARE (PART1)

CHURCH LENDING & FINANCE (PART 1)

BY RAEANN SLAYBAUGH

OUR ROUNDTABLE PANEL • MMBB Financial Services: Jim Cook, CFP®, National Outreach Manager • Bank of the West: Dan Mikes, Executive Vice President • Christian Community Credit Union: Scott Reitsma, Senior Vice President, Ministry Development Group (Remote participant) • AcctTwo: Tammy Bunting, Director of Not-for-Profit Services • First Bank: Therese DeGroot, Managing Director, Community First Financial Resources • Evangelical Christian Credit Union (ECCU): Randy Marsh, Ministry Development Officer

On July 15, 2014 — at the National Association of Church Business Administration (NACBA) annual conference — Church Executive hosted a live roundtable on two top-of-mind topics for church leaders: lending and finance.

Here, in part 1 of the conversation, a handful of executivelevel experts compare the current lending climate to the Great Recession’s, as well as the effects church lending and finance is having on church staff compensation.

How does today’s church lending climate compare to the Great Recession’s?

Randy Marsh: If the Great Recession was winter, then we’re trying to find out if it’s about to become spring or if this is just a warm spell.

Therese DeGroot: There is definitely evidence that things KEEP AN EYE OUT FOR PART 2!

This insightful discussion continues in our are improving. We’re certainly Nov / Dec 2014 issue. Panelists will delve into: • How the lending climate has changed seeing recovery trends in terms of tithes / offerings and attendance, in the past year • Their forecasts for one year from now which results in more lending • The practical steps can a church take opportunities. We analyze the to secure a loan They’ll also offer more analysis about trends in our entire portfolio how church lending and finance is affecting quarterly, as well as annually, and compensation for church employees. what we noticed during this recent recessionary cycle was somewhat different from previous cycles in that we did not see attendance increase as much and saw that giving was more flat instead of declining, unless some major event occurred.

Dan Mikes: I would say churches’ borrowing capacity is lower than it was going into the Great Recession. Pre-downturn, there were 22 | CHURCH EXECUTIVE | 09-10/2014

some aggressive income-to-debt levels which banks were a little more comfortable with than they are these days.

As far as lenders and their availability, I don’t see any downward tick at all.

Our closing ratios haven’t changed, really; I don’t see indications that there’s less competition. We close about one-third of the deals we put on the table.

Another observation is that the loanto-value situation in certain areas has been strained; real estate values took a deep dive and haven’t recovered quite enough.

Or, there have been a number of distressed church sales that weigh in against the

“Pre-downturn, there were some aggressive income-to-debt levels which banks were a little more comfortable with than they are these days.”

— Dan Mikes comparable sales, which appraisers cite.

Therese DeGroot: I agree that the loan-to-value situation has been a driver in ability to refinance loans. We have always been a conservative lender who encourages capital campaigns. Painful as it can be to raise money for debt reduction, sometimes that’s the best all-around way to reduce debt and align it more with the overall budget, which will also address the loan-to-value issue.

Randy Marsh: Also, a lot of churches are finding that their loan-to-value ratios put them in a difficult position for a rollover.

Scott Reitsma: There has been a significant shift in regulatory oversight of financial institutions, which affects lending

(Clockwise) MMBB Financial Services’ Jim Cook, ECCU’s Randy Marsh, First Bank’s Therese DeGroot, AcctTwo’s Tammy Bunting, Editor RaeAnn Slaybaugh

First Bank’s Therese DeGroot (left) and AcctTwo’s Tammy Bunting

ECCU’s Randy Marsh (left) and First Bank’s Therese DeGroot

to churches. As lenders, the numbers are important to us; but, we’re now requiring due diligence into polity, organizational and decision-making structure, leaders’ financial acumen, denominational support and so on.

What effects is church lending / finance having on compensation and benefits for church staff?

Scott Reitsma: Churches adjusted accordingly to survive (or thrive) during the Great Recession. We saw reduced full-time equivalents on staff. We also saw reduced program offerings, salary and benefits in an attempt to balance budgets. Today, however, a major survey shows marginal increases in church staff salaries.

Randy Marsh: Personnel and debt service are a church’s two biggest expenses, and one drives the other. If you’re carrying a lot of debt, you have to run lean — either on the number of staff you have or what you pay them. So, churches are making some decisions there, especially if they have a lot of staff and a minister for everything.

Jim Cook: Broadly, there was some pullback during the recession. Raises weren’t necessarily being given. Some trending we saw in churches surrounded consolidation of staff — some layoffs and some folks retiring and not being replaced.

Right now, I think the market is competitive for benefits. We’re seeing requests for proposal (RFPs); churches are taking a real serious approach.

Therese DeGroot: In nonprofits — churches being one of the primary segments — pay is comparatively low.

So, the competition for people who have

(Left to right) Randy Marsh, Church Executive Group Publisher Sali Williams, Therese DeGroot, Tammy Bunting; Jim Cook; Dan Mikes

experience in management and business is head to head with the secular world. It’s a tough job working for a church because you work harder and more hours at a church. In down times, it’s really difficult for churches to compensate and keep delivering to staff at least a cost-of-living increase.

Tammy Bunting: There’s some energy happening around this issue right now, with compensation surveys. We have an an HR group that’s comparing things like compensation percentiles. We’re finding that the one thing churches are doing is offering competitive benefits, which is critical — especially with the healthcare changes.

Churches are becoming more and more mega. So, there’s more competition for talent.

Jim Cook: To add to what Therese and Tammy just said, when I talk to church administrators — particularly at larger churches — there’s definitely recognition that they’re in competition with the marketplace for non-ministry staff. While there are still some churches that are more slow to acknowledge that, most understand that if they need somebody who knows finance, they’re competing with all the businesses down the street.

The smart administrators I’m talking to are saying the same thing: Benefits make a difference. CE — Reporting by RaeAnn Slaybaugh 09-10/2014 | CHURCH EXECUTIVE | 23

HUMAN RESOURCES

Driver screening, policies and training

BY BETTY NORMAN A significant amount of auto liability exposure arises when staff and volunteers spend a large amount of time traveling or running errands on the church’s behalf — in church vehicles or their own. Fortunately, this exposure can be reduced through proper risk management.

Staff / volunteer screening. If driving might be a part of a staff member or volunteer’s role, information related to their current license and driving history / record should be obtained as part of the application process. Consider implementing a policy which states that driving records will be reviewed prior to hire or first assignment. Define what’s considered an acceptable driving record, and complete reviews on a consistent basis.

Additionally, as part of the hiring process, obtain (and verify) a photocopy of a current, valid driver’s license, as well as evidence of current auto liability insurance for the personal vehicle to be used — one which meets the state’s minimum requirements.

24 | CHURCH EXECUTIVE | 09-10/2014

Distracted driving. Recent National Highway Traffic Safety Administration statistics show that more than 90 percent of motor vehicle crashes are caused by human error.

Moreover, 20 percent of injury crashes — and 16 percent of fatal crashes — involve reports of distracted driving. Clearly, staff or volunteers who drive for church activities are at risk for a serious crash, which might result in a lawsuit.

To limit the risks: Define who is permitted to run church errands in their own and / or church-owned vehicles. Allowing any and all volunteers to run errands significantly increases a church’s exposure, as well as the time and expense of driver screening.

Announce your commitment to safety. According to the National Safety Council, organizations that allow employees or volunteers to conduct business on cell phones while they’re driving are at four times greater risk of a crash. Policies on cell phone use, plus employee training on driver safety issues, demonstrate a commitment to a safe workplace.

Actively investigate each reported on-the-job motor vehicle accident. Accident reporting and investigation allow for identification of how and where risks in the workplace arise. The process might provide additional insights about how to prevent accidents from recurring.

Provide driver safety training. Establishing a tailored driver safety program can help decrease a church’s liability, from a non-owned liability standpoint. Many online resources are available to assist with employee education, including a government website [distraction.gov].

Many employees will recognize that any distraction while driving is a potential risk; even so, it’s important to reinforce this mindset through policy / procedure and regular employee training programs and updates.

Training sessions might also address the need to perform periodic preventative maintenance, per manufacturersuggested guidelines for their vehicles, and to follow safe driving practices — using seatbelts and not eating or using cell phones while the vehicle is in operation, to name a few.

Mitigating risk starts today The increasing traffic congestion on our community roads and highways leads to risky driving behavior. Employees and volunteers might feel pressured to drive faster and engage in potentially distracting in-vehicle activities to meet timelines.

It’s important that individuals responsible for those who drive for the church remember that attention to driver screening and selection, vehicle use policies and safe driver training programs can play a critical role in minimizing the risk of accidents.

Betty Norman, BSN, MBA, CPHRM is Director, Risk Control Services at Glåatfelter Religious Practice in York, PA.

DRIVING SUSTAINED GIVING

BY RAEANN SLAYBAUGH

A

A solid, sustained giving base is crucial for any church.

For the church, it implies a steady income stream, usually in the form of weekly, monthly, bimonthly or quarterly gifts.

For members, sustained giving is a means by which they can easily and consistently support the churches they call home.

Although sustained giving is a clear win/win, life happens. Vacations, illnesses or other absences can prevent

Operations Troy Pollock. Based in Redmond, WA, eChurchGiving is the entity bringing the Pushpay giving platform to U.S. churches.

“Our platform ignites spontaneous giving,” they explain.

“Individuals can give spontaneously whenever they feel moved to do so — as we all know, cash is being carried far less these days, but people typically always have their smartphones with them.”

At The Cause Community Church in Brea, CA, 93 of the 106 members who use Pushpay are regular givers who transitioned to the mobile giving platform.

gifts from being made on Sunday or a check getting into the mail.

Meanwhile, other members are new to giving altogether and want to know how to get started.

The key to establishing a sustained giving base, then, becomes ease of access, speed, simplicity and the ability to communicate with members. Fortunately, a good digital giving platform speaks to all these elements.

Easy. Fast. Simple. Flexible.

Using the Pushpay digital giving platform, the first gift — made by phone, online or even by kiosk — requires a sign-in, which takes about 45 seconds. After that, givers receive a text-message invitation to download an app.

From that point on, gifts can be made via cellphone in 10 seconds or less.

“Everyone has a cellphone now,” explains eChurchGiving U.S. Marketing Director Weston Belkot and Director of

26 | CHURCH EXECUTIVE | 09-10/2014

Start internally Before a church seeks to acquaint its members with mobile giving, Belkot and Pollock agree there’s a crucial first step: getting the staff, leaders and volunteers onboard.

“They’ll share [the tool] with the volunteers in various departments, at small groups, and so on,” they explain.

“We’ve seen this create a ripple effect.”

Moving beyond these influencers, Belkot and Pollock point out that there are only two distinct demographics in a church: those who regularly engage financially and those who have yet to embrace giving.

“For both groups, it all comes back to seeing a change in the heart,” they emphasize. “Our platform is intentionally set up to engage over time — and to remove barriers that may stand in the way of a journey of generosity.”

Fortunately, the likelihood of engaging brand-new givers with a digital giving platform, and getting existing givers to modify their habits, is about equal. Pushpay Chief

Marketing Officer Fraser Clark offers up a church client in California as an example. Over a six-month period, 154 church members began using Pushpay. Of those, 87 were existing and intermittent givers. The remainder — 67 — were brand-new givers.

Even so, the aspects of mobile giving that are likely to appeal to each group are unique.

Attracting new givers Personal communication with givers — especially firsttime contributors — is a top-of-mind concern for any church.

To this end, the Pushpay platform enables easy sending of thank-you receipts, or more personal emails. “We know that when a person is thanked within 24 hours of a first gift or donation, the likelihood of a subsequent gift is much higher,” Clark points out.

And, engaging with people who don’t regularly contribute, financially, is easier when making a gift is as easy as buying a song on iTunes. “Because of this, we’ve seen churches’ budget increase by upwards of 20 percent,” Belkot and Pollock point out. “In some, as much as 80 percent of the congregation uses our digital giving platform.”

And, in one Chicago church, 90 new givers embraced the digital giving platform within a month — all of whom were brand-new people and profiles.

Not surprisingly, the younger population is particularly receptive to mobile giving. “They’re giving less — maybe because they don’t carry cash and need ease of access,” Clark says. “The habit of generosity is made easier through a tool that fosters it.”

But, the effort is worth it in the long run: According to Clark, those who establish a pattern of generosity in their 20’s are twice as likely to make it a lifelong habit.

Another appealing option for new givers is the ability to vary the amount of each gift. This is especially attractive to young churchgoers, many of whom don’t always have steady, predictable incomes from week to week.

“In this respect, we liken Pushpay to having a kiosk in your pocket,” Clark says.

Transitioning existing givers For members who are already engaged in consistent giving, a mobile platform is a simple way for them to maintain those habits. At The Cause Community Church in Brea, CA, for example, 93 of the 106 members who use Pushpay are regular givers who transitioned to the mobile giving platform.

According to Belkot and Pollock, existing givers are switching, first and foremost, because it frees them from the mundane task of entering their personal details on an envelope every week. Using a mobile giving platform, all they have to do is enter the gift amount.

“To drive sustained giving, you’ve got to put the tools in givers’ hands,” they say. “Our platform remembers

their details — including payments — so they can make contributions with less friction.”

This flexibility is also well-suited to members with physical challenges. For example, Belkot and Pollock recently received an email from a church where a member (a consistent giver) has cerebral palsy. “He still gives, and the digital giving platform makes it possible,” the pastor wrote. “He doesn’t even have to fill out an offering envelope.”

The ability to give beyond Sunday is another selling point for existing givers. In fact, Belkot and Pollock say about 40 percent of Pushpay-made gifts are received between Monday and Saturday.

Finally, mobile giving means gifts aren’t limited to how much cash a person is carrying. As Pushpay Chief Marketing Officer Fraser Clark points out, the ability to switch up gift amounts, or to alternate between different payment cards, is another plus.

Elements of mass appeal Security is a top priority for any type of giver — existing or new — especially in the wake of ongoing financial data breaches affecting major retailers. To this end, Belkot and Pollock point out that Pushpay’s security rivals that of banks; givers are required to enter a 4-digit pin before making a gift.

“And, their 16-digit credit or debit card details aren’t on file with us,” they add — a simple fact that inherently protects against identity theft.

Of course, first things first: A church has to get the congregation onboard with mobile giving in the first place.

“Overall, if a church educates its members well, a tool like Pushpay will help them move through ‘flex’ spots of church giving — summer, for example, when so many members go on vacation,” Clark says.

In doing so, Belkot and Pollock point out that the company must be sensitive to each church’s theological approach to giving. At some, the topic of giving is addressed for 10 minutes every Sunday. In others, it’s avoided altogether.

“Regardless of theology, we all can agree that we want to see the body of Christ — the church — resourced,” they explain. “The best way to do that is to make it simple for givers, and that’s what we’ve done with Pushpay.” CE

09-10/2014 | CHURCH EXECUTIVE | 27

CREATIVE &

ES

N STRATE OVE GI PR

Presented by: The Gage Group

What 2 Watch 4 When selecting a capital campaign consultant

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Hiring the right consultant is the first step to a successful capital campaign.

For the pastor, the consultant is a coach, encourager and valuable resource. A consultant can customize a campaign precisely to suit a church’s size, personality and ministry methods. And, of course, only a consultant brings the necessary skills and objective viewpoint to the church to ensure a successful outcome — qualities gained only through experience.

In future installments of this series, we’ll discuss proven strategies related to the five phases of capital campaigns: preparation, organization, campaign, commitment and giving / follow-up. In this first installment, however, let’s lay a solid foundation by taking a look at five essential steps to selecting a capital campaign consultant.

In future installments, Paul Gage will discuss creative and proven strategies related to the five phases of capital campaigns: • Preparation • Organization • Campaign • Commitment • Giving / follow-up Step 1: Assemble the right selection team. Some churches have traditionally assembled a stewardship selection team of 10-15 individuals — Kingdom-minded, loyal and wellintentioned people, to be sure. However, a more targeted, productive approach involves a selection team comprised of two to five church representatives. Together, these carefully chosen individuals will do the research and determine which companies will be invited to make a presentation.

The team should be comprised of the senior pastor, executive staff and key lay leaders. All these individuals will be knowledgeable and able to speak about the church’s vision, purpose for raising funds, and day-to-day ministries — all of which should be crucial to the consultant leading the campaign.

Step 2: Identify and research four to five capital stewardship consulting companies. Contact each company to address questions from your research. Make a concerted effort to learn more about the specific consultant who will be representing the company and leading your church’s capital campaign.

Step 3: Request references for the individual consultants. Request approximately three to five current 28 | CHURCH EXECUTIVE | 09-10/2014

BY PAUL GAGE

references within the past three years. After checking references, narrow your decision to two or three candidates.

Step 4: Conduct consultant interviews.

Schedule a two-week timeframe that is compatible for all of your selection team members. Offer a two- to four-week notice to allow consultants appropriate time to prepare for travel. Again, it is important that the consultant who will lead the church’s campaign be on hand as a presenter.

Allow each consultant enough time to effectively present their services; a favorable schedule would be 45-60 minutes for a presentation and 30 minutes for Q&A. As you vet each consultant, ask a handful of campaign-critical questions. For example, how many churches does he or she work with annually?

What does a capital campaign timeline look like for your church from start to finish? What will the follow-up strategy consist of?

What kind of resources and technology tools will the consultant bring to the church to strengthen training meetings, communication, and donor presentations for the capital campaign?

For a successful outcome, it is imperative that the chosen consultant be able to answer such questions easily.

While a great personality fit is a great start, base your consultant selection on his or her personal experience and track record versus a company brand. Companies often change ownership and personnel; you will want to be familiar and comfortable with the individual leading your church through this very important spiritual journey.

Step 5: Evaluate and pray. Evaluate each presentation, and seek for God’s direction in your decision.

These five important steps will ensure a mutually beneficial foundation for both the church and the capital campaign consultant. CE Paul Gage is founder and president of The Gage Group in Dallas-Ft. Worth, TX. Gage has more than 30 years of ministry experience and has personally provided consulting for 500-plus successful capital campaigns, assisting pastors and church members to raise in excess of $1 billion.

CASE STUDY: 5 action steps for selecting a consultant Recently, I received an exploratory call from a church stewardship committee member. Not only was it his first-ever capital campaign, but the church hadn’t conducted one in 20 years.

In talking with him, it became clear he was working with limited knowledge about the church’s future building project and financial needs. To move the conversation in a more effective direction, we focused on the “what, when, and why” of the future project.

As we wrapped up our conversation, he told me there were 25 people on the stewardship committee, and that they

would get back with me regarding the next step.

Four weeks later, the stewardship committee chairman reached out to me. He said our firm was one of six chosen to present a formal, 30-minute presentation at the church. All six would take place in one evening, and travel expenses would be my own.

Though the opportunity to meet with the committee was greatly appreciated, I graciously declined. Though my response was not intended to be arrogant or difficult, the chairman was surprised and

did not understand why I opted out. I then explained.

Based on my own experience, I did not see the benefits for the church to entertain six companies within such a short timeframe and did not see how the committee could make a truly wellinformed decision.

Looking back on our exchange, I believe the five essential steps outlined in this article can benefit any church in its capital campaign consultant selection process. CE

— Paul Gage

UNDERSTANDING

R E A L E S TAT E G I F T S Just like gifts of securities, real estate can provide donors with many of the same major giving benefits.

BY BILL WALTER Continued on page 32

30 | CHURCH EXECUTIVE | 09-10/2014

Will Rogers famously exclaimed, “Buy land. They ain’t making any more of the stuff.”

For those of us seeking to encourage creative generosity, we might paraphrase this to say, “Give land (or any other type of real estate) — make a generous donation, and receive a great tax benefit.”

Just like gifts of securities, real estate can provide donors with many of the same major giving benefits.

the church with a gift of real estate and suggest they already have a buyer “waiting in the wings” to facilitate the church’s selling the property to obtain cash. If the IRS deems this to be a “prearranged sale,” they may disallow the donor’s charitable deduction, creating an unpleasant result for everyone.

Is it worth it?

Given all these challenges, one might legitimately ask, “Is it worth it?” Despite the challenges, in most cases the answer is yes.

Real estate is often the single largest asset held Often, some of the largest gifts that parachurch by the average family. At year-end 2013, it is estimated ministries receive are in the form of real estate. My own that American households owned about $19 trillion in 40-year experience as a charitable gift consultant has residential / farm types of real estate. witnessed gifts ranging from single residential building For your donors, making a gift of real estate is lots valued at $50,000, to lakeside vacation homes relatively easy. (As we will see in a moment, the church’s approaching seven figures. Your local church can have decision to accept a gift of real estate can be more these same opportunities difficult.) Normally, an if it is positioned to receive attorney will need to be them. involved to legally convey For many donors, the recognition Real estate also title to the property that it’s not “all or nothing” is often presents some very from the donor to the tipping point that allows them to creative charitable gifting the church. seriously consider the gift in the strategies. For example, Generally speaking, first place. It gives the donor more the donor may not want if the donor has held the latitude to “make the numbers work” (or be able) to donate the property for more than for their own financial planning. entire property. If this is one year, they may be the case, they have the entitled to a tax deduction option to donate only a for fair market value. They portion of the asset also may avoid any capital through strategies known as the bargain sale or a gift gains tax on the appreciation. However, many additional of a divided or undivided interest. For many donors, the factors could determine the final value of their charitable recognition that it’s not “all or nothing” is often the tipping deduction, possibly lowering it. Donors need specialized point that allows them to seriously consider the gift in the tax advice when making any real estate type of gift. first place. It gives the donor more latitude to “make the numbers work” for their own financial planning.

Church considerations As with all non-cash gifts, the key to receiving them is Compared to the donor, the church will typically have to let your congregation know that you are “in the game.” a much wider array of issues to ponder when deciding Something as simple as a quarterly bulletin announcement to accept a gift of real estate. (For this and many other inviting gifts of real estate would be a good starting point. reasons, having a set of adopted “gift acceptance Help people understand that a “hard asset” like real policies” in place can be a huge help.) The church should estate can be transformed into productive ministry that approach the gift of real estate exactly the same way it will impact lives for eternity! CE would approach the purchase of real estate — by doing extensive due diligence, especially in areas such as: Bill Walter is a Certified Financial Planner (CFP) and • Assessing environmental risks president of Church Growth Services, a capital campaign • Ensuring clear title consultancy located in South Bend, IN. • Evaluating ongoing operational costs (maintenance, The information contained in this article is not intended to be legal or accounting advice; it is for educational purposes insurance, taxes).

Considerations for donors

In addition, there is another pitfall to be avoided: the “prearranged sale.” Often, donors may approach 32 | CHURCH EXECUTIVE | 09-10/2014

only. Individuals are encouraged to contact their own tax and legal professionals regarding the subjects presented.

RISK MANAGEMENT

AMBUSHED IN THE CHURCH PARKING LOT Examining mandatory reporting of “reportable” sexual offenses involving minors

BY ROBERT ERVEN BROWN It’s Sunday morning, and a senior pastor is walking across the church parking lot. He’s still processing the sermon he just delivered. Trying to focus on a thousand other details, he notices a 30-something male — a church member — approaching.

“Pastor, I need to tell someone,” the man says. “I viewed child pornography online multiple times in the past month, and I feel terrible about it.” Before the pastor can interrupt, the distraught member states that he did not download the images, but that he’s been consumed by viewing them. Speechless, the pastor collects himself and attempts to provide guidance. They pray together, asking for forgiveness and protection. Before a follow-up meeting can be scheduled, the man turns and walks away.

What just happened?

All 50 U.S. states have a mandatory reporting process for certain people — usually referred to as “mandatory reporters” — who receive confirmation suggesting that child abuse might have occurred. The type of person required to report, and the type of actions considered child abuse.

State laws also differ in the penalty for failure to report. Some make the person who fails to report liable for damages proximately caused by the failure. Others impose criminal liability ranging from misdemeanor to felony.

The legal obligations imposed on the pastor from the example above depend on which state he lives in. Our firm has assisted several Arizona churches in analyzing the complex law under similar facts. The specific answer reached under Arizona law might be different than in your state; however, the analysis would be similar and might help you understand how to approach the problem.

How the law works Arizona’s criminal code requires a “person” who qualifies as a “mandatory reporter” who reasonably believes that a minor is or has been the victim of physical injury, abuse, neglect or child abuse, (i.e., a “Reportable Offense”) to immediately report to the police.

Key question: What’s a “Reportable Offense”?

“Reportable Offense” includes “sexual exploitation of a minor.” Arizona courts have reviewed two cases involving 34 | CHURCH EXECUTIVE | 09-10/2014

similar facts. In these cases, Arizona courts determined that downloading or saving child pornography, qualifies as sexual exploitation of a minor. It’s clear that if the church member downloaded or saved the child pornography, the act qualifies as a sexual exploitation of a minor. Arizona law is unclear whether viewing child pornography alone— without saving or downloading — qualifies as “sexual exploitation of a minor.” (However, an aggressive prosecutor could certainly make the argument.)

Key question: Is watching child pornography a crime? Although Arizona law isn’t clear on this point, the most conservative approach is to label the viewing of internet child pornography as “sexual exploitation of a minor,” in which case the mandatory reporting law is triggered. If an individual who qualifies as a mandatory reporter fails to report in Arizona, they might be guilty of a Class 6 felony.

Key conclusion: The pastor clearly is a mandatory reporter! To determine if the senior pastor is a “Mandatory Reporter,” we examine the definition of “person” in Section 13-3620(A) (1) and (2) of Arizona’s Criminal Code. These sections specifically include “member of the clergy, priest or Christian Science Practitioner;” (collectively “Clergy”). Note that these persons are also defined as “Mandatory Reporters” — “counselor, school personnel, parent, guardian, or any person responsible for care or treatment of the minor.”

Key question: Does the communication qualify as a protected “confession” under the priest / penitent privilege? That same section of Arizona’s Criminal Code provides one exception to the reporting requirement. The pastor may withhold reporting of the parking lot conversation only if the communication meets all these requirements: The confession was received in role as member of the clergy; it was a confidential communication; the confession was received in the course of the discipline enjoined by the church to which the member of the clergy belongs; the Clergy determines that it’s reasonable and necessary within the concepts of the religion, and; this exemption applies only to the confession and not to personal observations made by the Clergy.

The analysis It should be painfully obvious by now that — >>

RISK MANAGEMENT

right after he finishes praying — the ambushed pastor should call an attorney with criminal defense experience. With the benefit of state-specific legal advice, the pastor might be able to argue that while he definitely is a mandatory reporter: the conversation was received within the scope of a “confession”; it was accompanied by a prayer for forgiveness; it was reasonable and necessary within the concepts of the religion; it was intended to be private (since no one else was present); it was solely an oral confession and not an observed fact, and; the member has not shared this information with anyone else.

If the prosecutor agrees with these conclusions, then the pastor isn’t required to file a police report in Arizona. The pastor is knowingly taking a risk since the scope and definition of the term “confession” hasn’t been tested in the mandatory reporting context in the Arizona Courts.

Moreover, if the member shared the information with anyone else, then the clergy privilege is waived and the head pastor might be required to testify against the member. If a court found that the member’s statement was not a confession, then the pastor could be found guilty of a class 6 felony (punishable by up to two years imprisonment or a fine of up to $150,000).

It is important to understand that the police, not the church, have the legal right and the legal duty to investigate the potential crime. If there’s a potential child abuse event, it’s imperative that the church avoid all contact with the alleged abuser. Under no

circumstances should the pastor or his staff contact a potential abuser; that contact must be left to the police.

It’s critical that church leadership quickly seeks out legal counsel after such an event because some states have time limits on reporting requirements. In Arizona, a Mandatory Reporter must “immediately” telephone the police or report in person.

Then, he or she must file a written report with the police within 72 hours to report the event. (A.R.S. 13-3620D.) CE Robert Erven Brown is an attorney licensed to practice in Arizona. He and his nonprofit practice group work with nonprofits and churches, helping them manage key operations connected with their missions, visions and causes. As permitted by local Rules of Ethics, they collaborate with attorneys who are licensed in states other than Arizona. He is the author of Legal Realities: Silent Threats to Ministries, which describes his Campus Preservation Planning© initiative — a comprehensive program designed to manage the wide array of risks facing nonprofit organizations. [silentthreats.com] Footnotes were omitted.

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is provided with the understanding that the publisher is not engaged in rendering legal, accounting or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. “From a Declaration of Principles jointly adopted by a Committee of the American Bar Association and a Committee of Publishers and Associations.” Simply reading this material this does not create an attorney / client relationship with Brown, as this article is general legal information, not legal advice. A formal attorney / client relationship will not be established until a conflict check is completed and an engagement letter has been signed by both the attorney and the client. No “informal” legal advice will be provided by telephone. Simply sending an e-mail to Brown will not create an attorney / client relationship.

“3 WAYS DIGITAL GIVING IS BAD FOR YOUR CHURCH”

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36 | CHURCH EXECUTIVE | 09-10/2014

KEEPING THE WOLF

OUT OF THE SHEEP’S PEN

BY PETER PERSUITTI When the time came to interview Kimberlee Norris and Gregory Love — attorneys, sexual abuse litigators and founders of Ministrysafe.com — I’d teed up what I thought were pertinent questions: how to identify the most common sexual offender traits and how to outline a holistic approach to abuse prevention, for starters. Then, perhaps we’d talk about the importance of “drawing a line in the sand” with policy decisions.

As it turns out, these preconceived notions about abuse prevention missed the mark.

Tell us something we don’t know Love and Norris are steeped in the issue of child sexual abuse, addressing it from many sides. As a self-proclaimed “preacher’s kid,” Norris’ unique background helped guide her as she and Love created >>

09-10/2014 | CHURCH EXECUTIVE | 37

RISK MANAGEMENT

“What didn’t we learn from 1996 to MinistrySafe, where online allegation involving a volunteer, tools and 24/7 access staff member or long-term 2006, when the church was crushed meet the needs of existmember. “[G]enerally, [it’s] in by repeated allegations? What ing ministry clients, but ‘crisis context’ — the media is message is the church not getting? are offered to the churchcalling, and the congregation Why do we continue to have record at-large. is bewildered or outraged.” numbers of sexual abuse cases in “We knew we couldn’t Other times, a “near 2014? We can’t reduce a risk be everywhere,” Norris miss” situation triggers recalls. “And even if we action — a sister organizawe don’t understand.” could, smaller churches tion or geographically close from 1996 to 2006, when the church — like my father’s church plants — entity experiences an allegation, was crushed by repeated allegations?” couldn’t afford to pay for attorneys to for example. he begins. “What message is the church travel and train church staff members Sometimes, Love adds, church not getting? Why do we continue to have and volunteers.” insurance brokers and providers can record numbers of sexual abuse cases Today, MinistrySafe trains between motivate a church to raise protective in 2014? We can’t reduce a risk we don’t 8,000 and 9,000 ministry personnel per barriers, especially if a carrier moves understand.” month, online. to non-renew coverage due to lack of Norris agreed, and adds: “Probably When we spoke, Love dove right protective measures. the real question is ‘What do churches into the issue: “What didn’t we learn and ministries need to know?’”

Combatting misconceptions This query provided the framework Frequently asked to speak at for our discussion. denominations and church conferences, Love and Norris determined early A false sense of security on that their presentations couldn’t Love and Norris believe churches’ force change. Instead, the two focus on understanding of the issue is warped identifying — and clarifying — common by an It won’t happen here mentality misconceptions.

— statistically insupportable, as one To this end, they advocate a fivein four girls and one in six boys are part safety system: sexually abused by 18.

Love points out that while a great To this end, they advocate deal of information is now available to a five-part safety system: churches — statistics, studies and vendors offering services meant to reduce 1) Sexual abuse awareness training for risk — the message is commonly misstaff members and volunteers; communicated, misunderstood or even 2) Effective screening processes, meant intentionally twisted for financial gain. to elicit high-risk responses, with trainFor example, he says, some crimiing for screening personnel; nal background check vendors market 3) A reasonable criminal background their services as comprehensive risk check, keyed to the actual position of protection. In actuality, less than 10 the applicant; percent of sexual abusers will ever 4) Tailored policies and procedures that encounter the criminal justice system. don’t read like a legal document; and “[O]bviously, this is no ‘silver bullet,’” 5) Systems for monitoring and overLove points out. “In some circles, minsight — because, as Love and Norris istry leaders run a cursory criminal purport, “Policy is what you do, not background check, then close their what you say you do.” CE eyes and rest!”

MarketPlace

What finally breaks through In Norris’ experience, the primary call-to-action catalyst for many congregations comes in the form of an

38 | CHURCH EXECUTIVE | 09-10/2014

Peter A. Persuitti is managing director, Religious Practice, at Arthur J. Gallagher & Co. in Chicago.

RISK MANAGEMENT

BY AMY KIMMES AND PATRICK MORELAND Sexual abuse of a child is an unthinkable crime. Yet, it happens more frequently than anyone would suspect. All too often, the person who commits the abuse is in a position of trust and frequent contact with children, such as a child care worker, teacher, camp counselor or clergy.

You can help minimize the chances for this to happen at your church.

Selecting employees and volunteers Many sexual abuse cases involving church employees and volunteers could have been prevented through a screening process. Consider the following guidelines when hiring employees or seeking volunteers to work with children.

Be sure to consult an attorney about criteria that can and cannot be used in the employment process in your state and denomination.

All candidates should complete an employment application. Include questions about: • Current and previous residence addresses • Current and previous employment • Names and addresses of schools attended, with date of graduation (and degree earned) or last attendance • References from employers and organizations that serve children • Pending criminal charges or history (where not prohibited by law).

Pay attention to any gaps in time, irregular employment patterns or unexplained absences, and pursue them.

Contact in writing all listed references and employers. Keep their responses in a file, and make a follow-up telephone call to non-respondents. Make note of any information the contact was unwilling to provide, and discuss discrepancies with the applicant.

Have an associate participate in the interview. A second opinion is helpful.

If you offer a position, ask for a set of fingerprints. It could cause people with criminal records to withdraw from the employment process.

Conduct a national criminal background check.

Prepare your church in advance Learn what your legal and religious obligations are before a case arises, and develop procedures for handling a report.

Know your state’s laws on mandatory reporting. All states have them, and in most states, teachers, child care workers and certain counselors are required to report suspected cases of 40 | CHURCH EXECUTIVE | 09-10/2014

child abuse. Ministers are mandatory reporters in many states.

Check with an attorney in your state, if you aren’t sure of the requirements.

GUIDELINES FOR PEOPLE WHO WORK WITH CHILDREN • Designate two confidential counselors to whom any child might go to discuss any problem.

• Make sexual abuse awareness part of an annual program.

• Establish a policy of conducting fair and discreet investigations of all alleged incidents.

• Encourage employees and volunteers to limit physical contact with children.

• Require activities be done in an open area or room, and not in a private office.

• Require activities involving children to have a minimum of two unrelated adults present at all times.

• Periodically inspect areas where sexual abuse might occur.

• Install windows in classrooms, and keep doors open.

• Pay close attention to adults who spend considerable off-duty time with the same child or children.

• Develop and communicate a written standard of conduct for adult / child relationships during and after working hours.

• Include guidelines for transportation of children.

• Communicate to your staff that these guidelines are for their benefit, as well as the children and church.

If it happens at your church If you discover, or have reason to believe, a case of sexual abuse has occurred or is occurring: • Notify the appropriate authorities immediately.

• Notify your liability insurance company.

• Ask the police for approval before speaking with the accused person. The police might want to conduct their own interviews first.

• If you have written policies and procedures for when an allegation has been made, follow them.

• Suspend (with pay for paid employees) the alleged offender while the investigation is conducted.

The guidelines in this article are not all-inclusive, and some might not be appropriate for your particular situation. CE Patrick Moreland is a vice president of Church Mutual Insurance Company in Merrill, WI. Amy Kimmes is editor of Church Mutual’s Risk Reporter newsletters.

CHILD SEXUAL ABUSE

C

Churches and other faith-based organizations that supervise or work with youth are under a legal and moral obligation to protect against sexual abuse and misconduct. Some suggestions: Employee / worker selection.

Formal applications, professional and personal reference checks, and faceto-face applicant interviews — followed up with thorough background checks for employees, volunteers,

board members and others affiliated, or doing regular work with, the organization — will help mitigate the risk.

Investigation and response procedures. Investigate allegations of sexual abuse or misconduct, even if the accusation might seem unbelievable.

Follow the legal requirements in your state to report allegations or incidents of sexual abuse or misconduct to

— everyone’s concern

BY SHAWN T. YINGLING

appropriate law enforcement or child protective services organizations.

Internal investigation procedures. Following standardized internal investigation and interviewing procedures will help ensure uniformity and fairness. It’s recommended that those within the organization designated as internal investigators receive training on how to respond appropriately (and legally) to sexual abuse or misconduct suspicions or accusations.

Increase awareness of how to report sexual abuse and misconduct. Victims and witnesses of abuse or misconduct might not complain where there’s a lack of knowledge (or trust) of internal reporting, investigative and resolution processes. Ensure persons affiliated with the organization are aware of internal and external complaint and investigation procedures. Publish a written sexual abuse and misconduct prevention policy that’s easy to understand, and deliver it to persons associated with the organization.

Lack of knowledge. Periodic and wide dissemination of how to report sexual abuse or misconduct helps empower the most vulnerable to seek internal or external resolution.

Lack of power. Victims of abuse and misconduct are often persons without power, authority or tenure.

They might fear lodging a complaint against a long-term and respected individual within the organization. Victims, witnesses or others made aware of wrongdoing might not trust the neutrality and transparency of the organization’s internal investigation or response processes when the alleged offender is a prominent figure in the organization. Consider maintaining a business relationship with an outside risk management consultant or group

to highlight the organization’s pledge to avoid an abuse of power, internal cover-up or lack of transparency.

Training for all groups. Train employees, volunteers and youth associated with the organization and their parents or guardians on the prevention of sexual abuse and misconduct.

Allow the opportunity for questions to be answered during and after training sessions. A victim, witness or other person that suspects or learns of sexual abuse or misconduct might feel most comfortable asking a trainer questions in confidence after a group training session because of the serious nature of the subject matter.

Consider using a professional from outside the organization to facilitate training on sexual abuse and misconduct prevention for all groups.

Signed acknowledgement forms. Employees, volunteers, board members and youth affiliated with the organization and their parents or guardians should receive and sign acknowledgement forms. Well-written forms include statements that the organization will conduct a prompt and thorough internal investigation and complete a conflict-of-interest check to ensure persons named in a complaint will not be part of the investigative team or efforts. Persons should also acknowledge their understanding that an outside thirdparty investigator might be used to resolve allegations of wrongdoing.

Lastly, give persons an opportunity to ask questions about the organization’s sexual abuse and misconduct policy, accompanying training and content of the acknowledgement form. CE Shawn T. Yingling is the president of Glatfelter Religious Practice in York, PA.

09-10/2014 | CHURCH EXECUTIVE | 41

CRIMINAL BACKGROUND CHECKS:

TOP 5 QUESTIONS

BY ERIC SPACEK, JD, ARM

C

Criminal background checks can deter those with bad intent from having quick and easy access to children, reveal crimes in a candidate’s past that would make him or her unsuitable, and demonstrate that the church is exercising due diligence.

Regarding background checks, our organization most commonly gets five questions: 1) What kinds of criminal background checks are there? Several. Keep in mind that — besides an FBI fingerprint background check — there are no true “national” background checks that capture convictions from every county in every state. Even the accuracy of FBI checks has been questioned. For private employers (such as churches), the basic options are: • Commercial database search; • In-person county courthouse search; • Statewide search; and • FBI fingerprint criminal records search (in certain circumstances).

Price and coverage of background check searches vary widely. Discuss your screening needs with the background check company your church selects.

2) What criminal offense disqualifies someone from working with children? Unless your church operates a school, preschool or daycare under licensing or accreditation standards that dictate the answer to this question, this is left to your organization’s discretion.

In general, prior convictions for crimes involving children, sex crimes (such as rape), and crimes of violence would indicate that the individual be disqualified from working with children. Lesser crimes — those involving theft, dishonesty, drug or alcohol convictions, for example — depending on the circumstances, might also disqualify the individual. Again, this is based on your organization’s judgment.

If your church intends to use an individual who has a criminal conviction in his or her background, consider documenting that decision and the rationale for it. If something unfortunate happens, your church will be judged on whether it was exercising reasonable care under the circumstances based on what it knew or should have known.

42 | CHURCH EXECUTIVE | 09-10/2014

Also check with local schools or other youth-serving organizations to see what criminal conviction criteria would disqualify an individual from working with minors; consider following that as a minimum standard. In that way, your organization might be viewed as following the standard of care in the community.

3) How often should we re-run criminal background checks? Again, unless licensing or accreditation standards dictate otherwise, the frequency of re-running background checks is left to the church’s discretion. One recommendation for churches is to check with local preschools, schools or other youthserving organizations in the area to see how often they re-run background checks, and then consider following that practice, at a minimum.

4) How long should we retain records? Adopt a process to keep all documents regarding background checks secure and confidential. Keep a copy of the background check in some format as long as state law allows.

5) Can we perform criminal background checks on minors? While it is technically possible — with a parent’s or a guardian’s permission — to run a criminal background check on a minor who wants to work with children, the results obtained are likely to be extremely limited. Still, many churches proceed with the background check as a matter of showing their due diligence.

Additionally, it might be prudent to increase vigilance in other parts, such as checking references where the minor has volunteered or worked with children in the past and increasing supervision of the worker. CE As Senior Risk Manager at GuideOne Insurance in West Des Moines, IA, Eric Spacek, JD, ARM, is responsible for the research, development, recommendation and implementation of GuideOne’s strategic risk management programs.

THE LEGALITIES OF CHURCH PLANTING

BY RAUL RIVERA

There are two steps every church planter must take: the faith step and the legal step.

44 | CHURCH EXECUTIVE | 09-10/2014

S

Starting a church requires faith.

Taking the faith step is the moment when you say yes to God’s call in your life. It’s an exciting and special time in your ministry.

Starting a church also requires wisdom — including the legal step. This can be very different because we usually never think of it when we say yes to God’s call.

But, if you’re called to lead a church in the 21st century, the call comes with a stewardship responsibility to manage the legal side of the ministry. God knew this when he chose to call you in this period of history — in the most litigious society in the history of the world. That’s why he gave a warning to be “wise as serpents and gentle as doves.”

In today’s society, heeding that warning requires your church to form a strong legal foundation upon which to build its vision. In our country, there are some legal responsibilities we must take to ensure this substantial foundation. And, it’s this legal step which most pastors are least prepared to take.

Why so unprepared?

Most men and women who receive a call from God into the ministry know how to preach, teach and make disciples; few, however, have been trained to take the legal step. This is critical, as success in ministry isn’t just working in the ministry, but also working on the ministry.

Often, taking the legal step incites church planters on a quest to find a partner to help them through the process.

A solid partner has a conviction to do everything “in order” — in other words, to start (and remain) compliant.

When seeking a legal and compliance partner, a church planter should keep four guidelines at the forefront.

1) Content is king. Almost anyone can claim to “start your church.” But, there’s a big difference between creating documents and truly understanding the life and legal principles of the church.

When looking at a potential legal partner, ask yourself some key questions: • Do they seem to have an understanding of who I am as a pastor?

• Do they have experiential knowledge in today’s legal world?

• Do they have depth of knowledge, or just the bare minimum, in advertising their services?

• Does their website speak to a breadth of understanding, or is it just marketing the minimums?

Much like a good sermon, content is king. It’s not just how a potential legal partner says something — it’s what they say that matters.

2) Two are better than one. There’s a major difference between one man or woman trying to help you and having a team dedicated to your success. Often, when a problem or question arises in your ministry, you need advice — fast. In those moments, if the one man or woman you rely on legally is on vacation, sick or needed elsewhere, it can be a huge challenge.

The best-case scenario is to have a team of professionals who can help you.

3) History is telling. You can tell a lot about a person by what others say about him or her. The same is true of your legal partner.

It’s important that the provider not be a novice, but rather have a successful history of helping churches and ministries just like yours. It’s akin to investigating their Better Business Bureau rating; ask about success rates with the Internal Revenue Service (IRS), and look for testimonies from other churches that have partnered with them. (Remember: the greatest indicator of how your church will be treated is how that legal partner has treated its previous clients.)

4) Do more than start right. Stay right. When looking for a legal partner, ask questions beyond what it takes to start your church. For example, do they have experience in post-launch services? Are they knowledgeable in areas such as the Housing Allowance, creating W-2s, compensation agreements, annual minutes and so on?

Remember that the ideal partner starts — and finishes — the race with you.

Finding the right partner is very important to your ministry’s launch and life. Although the process is never easy, when you find the right partner, you’ll know it — and your ministry will be the better for it.

Raul Rivera is CEO of StartCHURCH. With more than 14,000 clients served, the company has maintained an “A” rating with the Better Business Bureau and a 100-percent success rating with the IRS.

09-10/2014 | CHURCH EXECUTIVE | 45

THE

STAFF MANAGEM First Baptist Church of West Palm Beach (West Palm

Family Church en Espanol

A

A “Good Steward” Award recipient in the area of multi-site staff management, Florida’s First Baptist Church of West Palm Beach is recognized for starting new works, venues and sites — including five “neighborhood churches.” Among these five multi-site locations, one is specifically tailored for Haitian-Americans, and another is for Hispanic families.

Here, Lead Pastor Jimmy Scroggins tells us about the church’s expansion.

What does a “neighborhood church” look like?

Scroggins: We’re calling our campuses Family Church because we believe that the most important family we can be a part of is God’s family through adoption by faith in His Son, Jesus. Our vision is to plant at least 100 neighborhood churches throughout South Florida. Our SendSFL residency program is in place to train bi-vocational church planters and send them out to South Florida communities to reach the people who live and work near them. We want to go and tell people the good news that Jesus died for them, was buried and raised to life on the third day so they can believe in Him and be a part of God’s forever family. We’re no longer asking people to come and see what one location has to offer; we believe that churches planting

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Family Church Haitian American

churches tailored to the local community, but supported by the larger body, is the most effective way to reach the 6.6 million people who currently don’t attend church across South Florida.

In your church’s case, what “neighborhood churches” exist?

Scroggins: We currently have five campuses. Our sending church is First Baptist Church of West Palm Beach, and she has planted Family Church Español, Family Church Haitian American, Family Church Abacoa and Family Church West.

We are also in the process of forming another launch team under the leadership of one of our SendSFL residency men. We plan to launch Family Church Boynton Beach in fall 2014.

How did the church identify the need for multi-site locations specifically tailored for HaitianAmericans and Hispanic families?

Scroggins: Our Family Church Español (FCE) and Family Church Haitian American (FCHA) campuses actually share physical space with our “mother” church, First Baptist Church of West Palm Beach. They are both led by bi-vocational pastors, and they reach demographics that

MENT (MULTI-SITE) Beach, FL)

FCHA worship leader Winner Olmann (left), First Baptist worship leader Christian Ramos (center), and FCE worship leader Angel Arce (right) lead a combined campus worship celebration.

reflect our downtown community.

FCE is a Spanish-speaking service for the fastestgrowing demographic in our downtown footprint (31 percent Hispanic in 2012; projected to be 35 percent in 2017). We want to provide a place where they can connect with Jesus and with each other in their heart language.

The Haitian American population is actually the largest immigrant group in Palm Beach County. FCHA provides an opportunity for those who speak creole and second-generational Haitian’s to worship Christ in English and their heart language.

What kinds of benefits has the church enjoyed as a result of setting up these new works, venues and sites (including rabbit churches)?

Scroggins: We get to enjoy the benefit of being obedient to the mission that Jesus gave us in Matthew 28:18-20. We get to go and make disciples of all the nations, and we get to do it in our own backyards. The diversity of South Florida culture allows us to do this and actually demands that we do it. We can literally touch the world from right here in West Palm Beach, Fla. We also get to experience a little piece of heaven right here on earth as our family grows. We get to experience worship with all kinds of different people in

Jimmy Scroggins

all kinds of different languages. If people don’t like the diversity of our church family, they aren’t going to like the diversity of heaven.

For other pastors and church executives looking to expand their ministry reach with multisite locations, what 2-3 key pieces of advice would you offer?

Scroggins: 1) This strategy must be embraced and spearheaded by the lead pastor and other key leaders of the planting church.

2) There has to be a clear theological and Biblical support for any church planting strategy (see the book of Acts). We believe the work of the Holy Spirit throughout the book of Acts was a city-by-city church planting strategy that glorifies God and sees people come to Jesus through faith and repentance.

3) The planting church leadership has to prioritize a farm system committed to identifying, training and educating Biblically qualified pastors and leaders for new church plants / campuses. A potential model for training is available online. CE — Reporting by RaeAnn Slaybaugh

09-10/2014 | CHURCH EXECUTIVE | 47

THE

LEADERSHIP (INNOV

First Congregational Church of Rockport (Rockport, M

For Rockport First Congregational Church, Lake Zurich, IL-based Screenflex designed four family bedrooms using 6’8”-high dividers. These spaces provide transitional housing for members in need.

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A “Good Steward” Award recipient in the area of leadership / innovative outreach, Massachusetts’ First Congregational Church of Rockport ensures families have a safe, warm place to sleep by creating four separate bedrooms in the church.

Here, Outreach Committee Chair James Reed takes us inside this innovative outreach project.

How (and when) did the church identify the need to set up these safe, warm places to sleep within their facility?

Reed: In 2009, our church and many more churches had a visitor from an organization called Family Promise.

They told us the Commonwealth of Massachusetts had a lack of emergency beds for homeless families and were placing families in motel rooms. At that time, there were

48 | CHURCH EXECUTIVE | 09-10/2014

more than 100 families in motels in our general area.

Today, there are more than 250, according to local antipoverty groups like Habitat for Humanity and Beverly Bootstraps Where in the facility are these bedrooms set up?

Reed: We have four bedrooms available. Two are set up in a Sunday school classroom and an adjoining nursery. The other two are set up in the Fellowship Hall of my church, at the north end of the hall, separated from the remainder of the hall and from each other by Screenflex dividers.

What kinds of materials were necessary to get them up and running?

Reed: The church trustees approved and then

VATIVE OUTREACH)

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children. Setup occurs after our worship service on Sunday mornings, since the spaces are in use until then.

How does the church decide which families will occupy the spaces?

Reed: The church doesn’t take part in the process which approves families. Family Promise North Shore Boston hires a director and assistant director — both social workers — to vet guests, and then works with them to find housing. Program participants are restricted to (a) families, who (b) are not chronically homeless, and (c) have no current drug, major psychiatric or abuse problems.

For how long do the families stay, typically?

Reed: Families stay for one week and then move on to another host church in the network which covers an area comprising roughly the Eastern end of Essex County, or the North Shore, of Massachusetts. Our church sees families at least four weeks per year. Families stay in the program, on average, about 70 days.

Logistically, how do the families come and go?

Reed: Families arrive at the church daily at 6 p.m. from the network’s Day Center, about 20 miles away in Beverly, Mass. We serve them dinner and after clean-up, they’re free to do as they please until roughly 10 p.m., when church doors are locked by volunteers who sleep in the church for security. Frequently, families will walk around town after dinner. In the a.m., the network van brings them to the Day Center, from which children attend school and parents leave for work.

contracted for installation of carbon monoxide detectors in Fellowship Hall, hardwired to the church alarm system.

We appealed to the church and to other churches on Cape Ann, where we’re located, for sheets and blankets. Sheets and blankets were provided also by local inns and guest houses. Cots and pillows were provided by the network of churches engaged for this program. The program is called Family Promise North Shore Boston. Fellowship Hall has a kitchen from which we serve our guests dinner and breakfast. We also replaced the shades on all the windows in Fellowship Hall.

How long did setup of these bedrooms take?

Reed: It takes 60 to 90 minutes, depending on the number of guests anticipated. We host no more than 14 people, or four families, at one time. Most guests are

What kinds of benefits has the church enjoyed as a result of setting up these bedrooms?

Reed: Our participation has multiple benefits. First, we’re gratified by the knowledge that we’re doing what we’re called upon to do. The community sees that we’re a church that uses our faith to do good works for all, which might have benefits on Sunday morning when the doors open for worship.

This is an ecumenical effort, because other churches in Rockport and Gloucester — and organizations like Rotary — supply volunteers, food and material support.

Ecumenical activities are rare here. All churches benefit from ecumenism. Now, we have a locus of care that extends throughout the church communities. Because we care for homeless families, we gain understanding of their circumstances, which helps to make us, potentially, activists for improved treatment from the political system. CE — Reporting by RaeAnn Slaybaugh

09-10/2014 | CHURCH EXECUTIVE | 49

REZ GOPEZ-SINDAC

Why we need more women in high-capacity leadership roles At the opening session of the recently concluded Global Leadership Summit, Bill Hybels, senior pastor of Willow Creek Community Church, gave a big shout-out to Willow’s executive pastor, Heather Larson.

I attended the Summit at a church in Austin, TX, and I can tell you all the women in that room felt 10 feet taller. Larson is yet another excellent example that in the church world, gender isn’t always a barrier to living out one’s calling. In fact, I’m going to go out on a limb here and say it shouldn’t. But it takes a courageous, developmental and humble leadership to create a culture that celebrates and pursues diversity at the top.

But, just to be clear: Larson served her way up to the top.

She wasn’t even eyeing the top. She just wanted to make a difference and remain faithful over the long haul. Along the way, she built trust, credibility and influence. And from one task to another, she exercised the traits that make women great leaders

50 | CHURCH EXECUTIVE | 09-10/2014

— compassion, excellent communication skills, high emotional intelligence, initiative and business acumen. (By the way, several studies have shown that having women in senior management enhances a company’s financial performance. For example, a Harvard Business Review study showed that firms with more women on their boards have 42-percent higher sales returns, 66-percent higher return on invested capital, and 53-percent higher return on equity. An analysis of large U.S. and Canadian companies found that companies operating in complex environments generated significant returns, amounting to a robust 6-percent overall return over a three-year period, when they had a high proportion of women officers, compared to companies with low representation of women officers.)

So, last year when Hybels was looking for a new executive pastor — the next largest role other than his role — he narrowed his selection to a young, tried-and-tested woman. “I really wanted to get this appointment right,” Hybels said in his Summit speech.

To discern if Larson was ready for the big role, Hybels offered her two critical tasks. First, he put her in charge of the entire budgeting process all across Willow for one season. Hybels said it involved a lot of money and a lot of staff who had definite plans for how that money ought to be spent. And Larson figured that out — with no bloodshed.

The second task was to oversee the completion of Willow’s Care Center, which was an $11.5-million project. Larson built a great team, solved a hundred problems, and got it done on time, under budget. She figured that out, too. As a result, everyone cheered her on when she was appointed executive pastor.

I’m singling out Willow in this letter, but I’m aware of many churches that believe the local church is the hope of the world only when it passionately embraces, develops and promotes the leadership gifts of both women and men from different cultures and generations.

Can we all agree it’s the way it should be?

TECHNOLOGY SOLUTIONS

supplement or update the church’s existing member information files. In the case of givers who aren’t church members, this information can be compiled and used for outreach purposes.

Donation information can easily be exported for integration with the congregation’s church management software. (In the case of inLighten’s iGive kiosk, compatibility isn’t restricted to a single management software option; it allows broader utility by making data available in common formats, such as Excel or ASCII files.) The collected giving

A kiosk’s data collecting and reporting capabilities enable a church to plot giving by date, making it easier to understand seasonal giving patterns.

Some giving kiosks — such as inLighten’s iGIVE model, above — offer an expanded set of utilities, such as allowing onscreen messaging when the kiosk is in idle mode, providing access to the church website, or enabling registration for events such as speakers series, special music events or mission trips.

Giving kiosks 101 According to the most recent Church Executive Reader Survey, 93 percent of churches still offer giving by offering envelope and collection basket. Meanwhile, only 18 percent of churches offer giving kiosks on their campuses.

Perhaps the reason is because pastors and administrators aren’t wholly familiar with the ins and outs of this new-school giving tool.

Here, Doug Braun, senior vice president of inLighten (Clarence, NY) walks us through the most compelling reasons to consider a giving kiosk.

Reduced administrative costs Giving kiosks electronically capture, record and report details of each transaction made.

Compatible software often allows churches to accept anonymous donations or to require specific information (name, address, phone, e-mail and so on), which can

data can be easily reconciled, saving time and minimizing human error.

Additional advantages — event registration and special purchase capabilities, for instance — can be tracked, recorded and reported. Attendee lists, or lists for distribution of purchased items, can be output.

More effective budget planning A kiosk’s data collecting and reporting capabilities enable a church to plot giving by date, making it easier to understand seasonal giving patterns.

Dates can be aligned with activities to highlight those that prompt the most free-will giving. Churches can also analyze events attended by the wider public that result in the greatest non-member or visitor donations. This allows forecasting of annual, quarterly and monthly donation totals, as well as projection of period-to-period cash flow.

Using reports with detailed giving information (by individual member or donor unit), annual stewardship campaigns, capital campaigns and other special fundraising initiatives can be more effectively and productively managed.

Member-friendly benefits A kiosk gives members a variety of payment options in a single, user-friendly device. Cash, check or credit / debit cards are all options, as are online payment solutions.

Moreover, gifts can be allocated towards specific stewardship pledges, special funds or campaigns.

For members’ convenience, kiosks generate paper or e-mail receipts for givers’ own records.

— Reporting by RaeAnn Slaybaugh

09-10/2014 | CHURCH EXECUTIVE | 51

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FROM DREAM TO NIGHTMARE Proactive measures to protect children in your church’s care from sexual misconduct

BY MICHAEL J. BEMI

The youth minister’s CV and application, background screening, interviews and reference checks were all stellar.

He was a “dream” candidate — seemingly sent to the parish as a gift from God. He was a happily married man; possessed of athletic ability and musical talents; and, he held a Master’s degree in Child Psychology.

Four years later, the dream became a nightmare as this youth minister was convicted of sexual misconduct with more than a dozen victims. The litigation, settlements, counseling and therapy costs totaled many millions of dollars.

What went wrong?

Upcoming “Never Again” installments will spotlight additional insurable risks — incidents that occurred in churches, plus the valuable lessons they taught all involved.

The initial assessment of this candidate fulfilled virtually all (some faith organizations also employ fingerprinting) of the typically recommended protocols to employ to properly evaluate an individual seeking to work with children. A detailed application was required in addition to a résumé. A background screening service was utilized as an independent and objective review. Interviews were conducted by the pastor and parish youth coordinator — during which it was made very clear that the parish adhered to a multi-layered program to protect children, and would cooperate maximally with law enforcement to prosecute offenders who abused children. Calls were made to every reference provided.

It is critical to note, however, that it is quite common for offenders to surmount all these screening hurdles, because their generally outstanding grooming skills allow them to successfully coerce, manipulate and exploit their victims, as well as parents, guardians, coworkers and administrators responsible for the care of these children.

Quite frequently, the perpetrators can effectively employ these grooming skills to hide their activities for many years, until they eventually “slip up” and are apprehended.

Only then is a searchable record created.

Does this mean that these screening tools should be abandoned? Absolutely not, as they do often surface issues that don’t pass the “smell test” and can be utilized to keep a perpetrator from ever joining the organization.

Note that computer security experts will tell you that the best secured system can — and likely will — be hacked at some juncture. Consequently, security product providers 52 | CHURCH EXECUTIVE | 09-10/2014

are now rethinking their security program functions and changing the emphasis from blocking / filtering all malware, to now enhancing functions that immediately recognize a breach and take automatic (i.e., machine) action to remove and quarantine the malware and immediately report it to human IT administrators.

So, what is the analogue to this computer security industry development, from a child-safety perspective?

Recognizing the risk Stopping abuse “dead in its tracks” begins with knowledge and recognition of the warning signs of a potential abuser. Look for individuals who: 1) always seem to want or attempt to be alone with children; 2) are more excited and enthused to be with children than with adults; 3) give gifts to children, often without permission from the child’s parent or guardian; 4) go overboard touching or hugging; 5) frequently want to wrestle with or tickle children; 6) allow or encourage children to engage in activities their parents would not allow; 7) use bad language around or tell dirty jokes to children; 8) show children pornography or sexually suggestive material; 9) discourage other adults from participating in or monitoring children’s activities; and 10) demonstrate by their attitude or actions that they think the rules do not apply to them.

Other critical mechanisms to employ that will help to discern and / or highlight the characteristics just enumerated include: utilizing the screening tools described herein; insisting that all youth-related activities be formally approved by the church administration; ensuring that all youthrelated activities be closely monitored and involve multiple employed and / or volunteer adult participants; physically securing and monitoring all premises utilized for children’s activities; regularly communicating with your children; and readily communicating your concerns to church officials (which, dependent upon your role and your state, might include law enforcement or human service agencies). CE Michael J. Bemi is president & CEO of The National Catholic Risk Retention Group, Inc. (Lisle, IL) — a recognized leader in risk management. To learn more about available coverage — and to get valuable tools, facts and statistics — visit tncrrg.org.