5 Steps to Protect Your Ministry Against Sexual Predators

 

The recent allegations of child molestation by Stephen Collins is yet another example of how child abuse in America is an issue of concern. Stories about child abuse of minors seems to be a regular topic on the evening news with one disturbing allegation after another.

Churches are no exception to these accusations and should take steps to create a safe place for their children and youth. Church leadership needs to recognize the huge responsibility they have to keep their kids safe and take the necessary steps to guard against pedophiles.

The National Center on Child Abuse reports that:

  • child abuse crosses all socioeconomic and educational groups
  • girls are more often abused than boys – but the number of cases for boys is significant
  • 90% of the time the offenders are men
  • most children are abused by someone they know and trust

According to a 2007 study of insurersof protestant churches, 260 cases of child abuse in the church are reported each year. The cost to churches for insuring for sexual misconduct is a very real budget item.

Media attention about churches that cover up child abuse has raised awareness of the serious nature of this kind of abuse and the lingering affect it has on these children as they reach adulthood.

When child abuse happens in a church it has a significant affect on everyone involved and can tarnish the reputation of a church body. This does not even include the financial impact litigation could have if the church were found to be negligent.

 

  1. Volunteer Screening

Screening volunteers is the most critical thing that can be done to protect your children and congregation from sexual predators. A well-run volunteer program incorporates thorough screening of volunteers before they are placed in a volunteer role. This includes an application process, personal interviews and checking references.

Some churches encourage a “waiting” period before someone is allowed to volunteer, particularly if it involves working with children or teens.

  1. Background Checks

Every person who works for a church, whether it be paid or volunteer should go through a criminal background check. There are many vendors who can help with background checks and many can turn information around in a few days.

Talk to your insurance provider and ask if they have any recommendations for screening services. There is an expense to this but well worth the investment if it means protecting just one child.

  1. Child Abuse Training

Educating the congregation and volunteers on the reality of child abuse is an important step. Making everyone aware of the risks and the signs of abuse allows the entire church to participate in preventing abuse. This may be one of the best deterrents because it puts any potential predators on notice that everyone is paying attention and watching out for the kids.

 

  1. Proper Supervision

Anyone who has access to children should be supervised and there should never be a time when a single adult is allowed to be alone with a single child. This includes well- meaning volunteers picking up or taking children home who may need a ride. Strict guidelines outlining the dos and don’ts of working with kids should be put in place for volunteers or employees.

  1. Required Reporting

The law requires reporting of suspected child abuse which means there needs to be clear reporting policies. The reporting process can be covered in training sessions for employees and volunteers.

The recent child abuse scandals have again put this serious situation in the forefront of our minds.  There is no better time than now to dust off old policies, schedule training and talk to your congregation about steps you are taking to keep the kids you serve safe.

 

 

Political involvement

Election Involvement by Section 501(c)(3) Organizations (including Churches)

Our session today is about the prohibition on political campaign activity by organizations recognized as section 501(c)(3) tax exempt organizations, including churches.  Let’s start by talking about the specific language in the code that gives rise to the prohibition.  The gist of the provision was added by amendment during the Senate floor debate over the Revenue Act of 1954.  This amendment was proposed by Texas Senator Lyndon B. Johnson, who was then the Senate minority leader.  The provision was accepted and became part of the code.  There’s no legislative history explaining Senator Johnson’s reasons for proposing the amendment, but nonetheless, the provision has been in the code for over half a century now.  And to the extent Congress has revisited it over the years, it has in fact strengthened it.  Most recently, in 1987, Congress amended the language to clarify that the prohibition also applies to statements opposing candidates.

So the current language applicable to section 501(c)(3) organizations reads, …”[an organization] which does not participate in or intervene in, including the publishing or distributing of statements, any political campaign on behalf of or in opposition to any candidate for public office.”  Note that the prohibition includes publishing and distributing statements – so the distribution by a section 501(c)(3) organization of biased material prepared by a third party could jeopardize the organization’s tax exempt status.

An important point to remember is that the prohibition applies to intervention in political campaigns, and not all activity that might be described as “political.”  For example, section 501(c)(3) organizations may engage in a limited amount of lobbying activity, which is defined as the attempt to influence legislation.  There are other rules that govern lobbying activities by section 501(c)(3) organizations, however, we won’t have time to get into those today.

 

Let me stress here that the prohibition applies to section 501(c)(3) organizations as a condition for exemption.  It’s not directed just at churches or any other particular type of organization, and it’s not a freedom of speech or free exercise of religion issue.  It is a requirement imposed by Congress for the privilege of being exempt from federal income tax under this specific sub-section of the Code.

 

The Code does not contain a “bright line test” as to what constitutes political campaign intervention.  So the IRS considers all the “facts and circumstances” of a particular situation, striving to interpret and apply the laws enacted by Congress, regulations written by the Treasury Department and decisions reached by the courts.

 

To illustrate the facts and circumstances test, I’ll discuss several scenarios from Fact Sheet 2006-17, which the IRS released this past February, although I won’t be covering all of the examples from the fact sheet.  The fact sheet was distributed to you prior to this forum.  You can also download the fact sheet from the EO page of the IRS website.  That’s www.irs.gov/eo, and the fact sheet number is 2006-17.

 

First, understand that the prohibition on political campaign intervention extends beyond simple candidate endorsements or contributions to political campaign funds.  Those acts are clearly campaign intervention, as are written or verbal public statements made by or on behalf of an organization in favor of or in opposition to any candidate for public office.  The scenarios I will be discussing involve the tougher calls where all of the facts and circumstances must be considered to determine whether the organization has intervened in a political campaign.

 

Let’s look first at activities some organizations engage in to encourage people to participate in the electoral process by educating voters, registering voters, or encouraging higher voter turnout at the polls.  These kinds of activities can be legitimate, permissible activities of a section 501(c)(3) organization if they are carried out in a non-biased manner.

 

So, in Example 1 of the fact sheet, an organization established to promote community involvement sets up a booth at the state fair where citizens can register to vote.  The signs and banners in and around the booth give only the name of the organization, the date of the next upcoming statewide election, and notice of the opportunity to register.  No reference to any candidate or political party is made by the volunteers staffing the booth or in the materials available at the booth, other than the official voter registration forms which allow registrants to select a party affiliation.  Under these circumstances, the organization is not engaged in political campaign intervention when it operates its voter registration booth.  This is an example of a situation where an organization can be involved in the election process without violating the prohibition.

 

Contrast that situation with Example 2 from the fact sheet dealing with an organization that educates the public on environmental issues.  A candidate for the state legislature is challenging the environmental policies of the incumbent as an important element of her platform.  Shortly before the election, the organization sets up a telephone bank to call registered voters in the district in which the candidate is seeking election.  In the phone conversations, the organization’s representative discusses the importance of environmental issues, asking questions about the voter’s views on these issues.  If the voter appears to agree with the incumbent’s position, the organization’s representative thanks the voter and ends the call.  If, on the other hand, the voter appears to agree with the challenger’s position, the organization’s representative reminds the voter about the upcoming election, stresses the importance of voting in the election and offers to provide transportation to the polls.  Even though the organization’s representative never makes an express endorsement of any candidate during the calls to the voters, the organization has intervened in the campaign on behalf of the challeger through the manner in which it conducted its get-out-the-vote drive.

 

Next, we will look at activity by the leaders of an organization.  The question is, when is the leader speaking only for him or herself as an individual on political matters, – which he or she can certainly do – and when are his or her statements attributable to the organization, and therefore political campaign intervention?  After all, an organization acts through its individual members.

 

Consider Example 4 from the fact sheet.  A section 501(c)(3) university publishes a monthly newsletter that is distributed to all alumni of the university.  In each issue, the president of the university has a column titled “My Views.” The month before an election, the president states in the “My Views” column, “It is my personal opinion that Candidate U should be reelected.” For that one issue, the president uses his personal funds to pay the portion of the cost of the newsletter attributable to the “My Views” column. Even though he paid part of the cost of the newsletter, the newsletter is an official publication of the university so the remarks by the president are attributable to the university and constitute campaign intervention by the university.

 

How about appearances by candidates at exempt organizations’ functions?  Depending on the facts and circumstances, an organization may invite political candidates to speak at its events without jeopardizing its tax exempt status, but the factors to be considered are based on the capacity in which the candidate appears.  Political candidates may be invited in their capacity as candidates, or in their individual capacities.  Candidates may also appear without an invitation at organization events that are open to the public.

 

A candidate may seek to reassure the organization that it is permissible for the organization to do certain things in connection with the candidate’s appearance.  An organization in this position should keep in mind that the candidate may not be familiar with the organization’s tax-exempt status and that the candidate may be focused on compliance with the election laws that apply to the candidate’s campaign rather than the federal tax law that applies to the organization.  The organization will be in the best position to ensure compliance with the prohibition on political campaign intervention if it makes its own independent conclusion about its compliance with federal tax law.

 

When a candidate speaks at an organization’s event as a political candidate, the organization must take steps to ensure that:
• It provides an equal opportunity to other political candidates seeking the same office;
• It does not indicate any support for or opposition to any candidate.  This should be stated explicitly when the candidate is introduced and in communications concerning the candidate’s attendance); and
• No political fundraising occurs.

 

In determining whether candidates are given an equal opportunity to participate, an organization should consider the nature of the event to which each candidate is invited, in addition to the manner of presentation.
For example, an organization that invites one candidate to speak at its well attended annual banquet, but invites the opposing candidate to speak at a sparsely attended general meeting, will likely have violated the political campaign prohibition, even if the manner of presentation for both speakers is otherwise neutral.

 

Candidates may also appear or speak at organization events in a non candidate capacity.  For instance, a political candidate may be a public figure who is invited to speak because he or she
• currently holds, or formerly held, public office;
• is considered an expert in a non political field;
• is a celebrity or has led a distinguished military, legal, or public service career.
A candidate may also choose to attend an event that is open to the public, such as a lecture, concert or worship service.  The candidate’s presence at an organization-sponsored event does not, by itself, cause the organization to be engaged in political campaign intervention.  For example, the IRS has never taken the position that candidates can not attend church services while running for office.  However, if the candidate is publicly recognized by the organization, or if the candidate is invited to speak, the organization must ensure that:
• The individual is chosen to speak solely for reasons other than candidacy for public office;
• The individual speaks only in a non-candidate capacity;
• Neither the individual nor any representative of the organization makes any mention of his or her candidacy or the election;
• No campaign activity occurs in connection with the candidate’s attendance; and
• The organization maintains a nonpartisan atmosphere on the premises or at the event where the candidate is present.

 

In addition, the organization should clearly indicate the capacity in which the candidate is appearing and should not mention the individual’s political candidacy or the upcoming election in the communications announcing the candidate’s attendance at the event.

 

Illustrating this is Example 10 from the fact sheet.  A section 501(c)(3) historical society is located in the state capital where state officials occasionally come to its meetings and the president of the society customarily acknowledges their presence.  During the state gubernatorial race, the Lieutenant Governor, who is also running for Governor, attends a meeting of the historical society where the president acknowledges the Lieutenant Governor’s presence in his customary manner, saying, “We are happy to have joining us this evening Lieutenant Governor Y.”  The president makes no reference in his welcome to the Lieutenant Governor’s candidacy or the election.  The historical society has not intervened in a political campaign due to the president’s acknowledgement.

 

The last topic from the fact sheet that I want to cover is one of the most difficult issues: the difference between issue advocacy and political campaign intervention.  Under federal tax law, section 501(c)(3) organizations may take positions on public policy issues, including issues that divide candidates in an election for public office.  However, section 501(c)(3) organizations must avoid any issue advocacy that functions as political campaign intervention.  Even if a statement does not expressly tell an audience to vote for or against a specific candidate, an organization delivering the statement is at risk of violating the political campaign intervention prohibition if there is any message favoring or opposing a candidate.  A statement can identify a candidate not only by stating the candidate’s name but also by other means such as showing a picture of the candidate, referring to political party affiliations, or other distinctive features of a candidate’s platform or biography.  All the facts and circumstances need to be considered to determine if the advocacy is political campaign intervention.

 

For our last scenario, consider Example 16 from the fact sheet:  There are two candidates for the state senate in a district where the issue of state funding for a new mass transit project in the district is a prominent issue in the campaign.  Both candidates have spoken out on the issue.  One candidate supports the new mass transit project, whereas the other opposes the project and supports more funding for highway improvements instead.  At the annual fundraising dinner of a section 501(c)(3) organization that promotes community development, which takes place in that district the month before the election, the executive director gives a lengthy speech about community development issues including the transportation issues.  He does not mention the name of any candidate or any political party.  However, at the conclusion of the speech, he makes the following statement, “For those of you who care about quality of life in our district and the growing traffic congestion, there is a very important choice coming up next month.  We need new mass transit.  More highway funding will not make a difference.  You have the power to relieve the congestion and improve your quality of life in our district.  Use that power when you go to the polls and cast your vote in the election for your state senator.”

 

The organization has violated the prohibition on political campaign intervention as a result of its executive director’s remarks.  This is so because the act occurred at its official function shortly before the election, its executive director referred to the upcoming election after stating a position on an issue, and the issue is a prominent one that distinguishes the candidates.

 

I encourage you to review Fact Sheet 2006-17 after this forum, both the examples I just covered and the rest.  In addition, I recommend you look at Publication 1828, Tax Guide for Churches and Other Religious Organizations

 

Incident report

Incident Report

 

Example

Church Incident Report

Date of Incident: Time of Day: Person Reporting:

 

Who was involved in the incident? Please list all involved persons:    
What were the details of the incident:  

 

 

 

 

 

 

Where did the incident happen?  

 

 
What do you believe caused the incident?  

 

 

 
Could this incident have been avoided? Yes □    No □

 

 

 
If Yes, please explain:    

 

Was a child involved in the

incident?

Yes □    No □  

 

If yes, was parent notified? Yes □    No □

 

 
Insurance company notified? Yes □    No □   n/a □

 

 
Phone number of person reporting incident:    
Signature of person reporting incident:    
Person responsible for follow-up:    
CC:  Business Administrator File

 

   

 

Background Check

Background Check Authorization

 

ABC Community Church

Authorization for Background Check

I authorize ABC Church to solicit background information relative to my criminal record history.  I understand that ABC Church may make inquiries into my background that may include motor vehicle records, personal references, criminal records and any other public record reports pertaining to me.

 

I authorize, without reservation, any person, agency, or other entity contacted by ABC Church, or their agent, for purposes of obtaining background report information to furnish the above-mentioned information.

I release ABC Church, their respective employees, or agents, and employees of their agents and all persons, agencies and entities providing information or reports about me from any and all liability arising out of furnishing any such information.

Please Print
First Name: Middle Name: Last Name:
Other Names Used:
Social Security Number: Date of Birth:
Current Address
Street Address: City: State:                          Zip:
How long at this address?  Years/months:
Previous Address
Street Address: City: State:                         Zip:
How long at this address?  Years/months:
Previous Address
Street Address: City: State:                         Zip:
How long at this address?  Years/months:
Printed Name: Signature: Date:

 

Note:  This document is meant to serve as an example form and should not be construed as a legal document.  Please contact a legal professional for legal language for your specific organization.

Employee Application

Employment Application

ABC Community Church

Employment Application

Personal Information
First Name: Middle Name: Last Name:
Social Security Number:    
Street Address: City: State:                          Zip:
Home Phone: Cell Phone:  
Are you eligible to work in the United States?                  ˜  Yes  ˜  No

You will be required to show proof of eligibility upon employment.

Position Information
Available Start Date: Job Status Availability:          ˜  Full-Time ˜  Part-Time
Have you ever worked for ABC Church?                      ˜  Yes    ˜  No       If yes, when?
Have you ever applied for a job at ABC Church?        ˜  Yes    ˜  No       If yes, when?
Have you ever been convicted of a crime?                  ˜  Yes    ˜  No

If yes, please explain?

Work History – Starting with most recent employer.
Employer: Address: Phone Number:
Supervisor’s Name: May we contact?   ˜  Yes    ˜  No
Start Date:

End Date:

Starting Salary:

Ending Salary

Describe job responsibilities:

 

Reason for leaving:

 

Employer #2
Employer: Address: Phone Number:
Supervisor’s Name: May we contact?   ˜  Yes    ˜  No
Start Date:

End Date:

Starting Salary:

Ending Salary

Describe job responsibilities:

 

Reason for leaving:
Employer #3
Employer: Address: Phone Number:
Supervisor’s Name: May we contact?   ˜  Yes    ˜  No  
Start Date:

End Date:

Starting Salary:

Ending Salary

Describe job responsibilities:

 

Reason for leaving:

 

Education
High School: Address City                     State        Zip
Did you graduate?     ˜  Yes    ˜  No Diploma/Major
Technical/Trade School Name: Address City                     State        Zip
Did you graduate?     ˜  Yes    ˜  No Diploma/Major
College Name: Address City                     State        Zip
Did you graduate?     ˜  Yes    ˜  No Diploma/Major
Graduate School: Address City                     State        Zip
Did you graduate?     ˜  Yes    ˜  No Diploma/Major
Personal References: (no relatives or former employers)
Name: Occupation: Relationship:
Address: Phone Number: Years Known:
Name: Occupation: Relationship:
Address: Phone Number: Years Known:
Name: Occupation: Relationship:
Address: Phone Number: Years Known:
I certify that I have answered these questions to the best of my knowledge and understand that any false information on this application may be grounds for termination.

 

I authorize ABC Church to contact references and former employers to verify the information I have provided.  I also release all parties from any liability that may result from providing this information.

Printed Name: Signature: Date:

 

Appraisals

Employee Performance Appraisal

 

ABC Community Church

Performance Appraisal

Employee Name:

 

Department:
Please check the box that best describes the frequency of the performance measure

 

Customer Focus:  Employee understands who his/her customers are and proactively responds to customer needs.  Employee adheres to ministry service standards with every customer contact.
Employee Self-Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Employee Comments  

 

Manager Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Manager Comments  

 

Teamwork:  Employee values team interactions and works effectively with others.  Is a team player and helps encourage and orient new team members.  Is able to balance personal effort with project team effort.
Employee Self-Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Employee Comments  

 

Manager Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Manager Comments  

 

Job Knowledge:  Employee understands every aspect of job tasks and responsibilities and proactively updates job skills.  Offers assistance to help others improve job skills.
Employee Self-Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Employee Comments  

 

Manager Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Manager Comments  

 

Communication:  Employee communicates professionally with others in print and shares thoughts and ideas appropriately.  Listens to others and asks questions for clarity.  Controls emotions under pressure.
Employee Self-Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Employee Comments

 

 

 

 

 

 

Manager Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Manager Comments  

 

Attendance and Punctuality:  Employee shows up for work at assigned time and provides ample notice when unable to work.  Uses designated forms to request time away from work.
Employee Self-Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Employee Comments  

 

Manager Assessment Never

1

 

2

Sometimes

3

 

4

Always

5

Manager Comments  

 

Completion of Goals (refer to goal document):

Goal #1 Develop Discipleship Program

Employee Self-Assessment Not Started

1

 

2

In Process

3

 

4

Completed

5

Employee Comments  

 

Manager Assessment Not Started

1

 

2

In Process

3

 

4

Completed

5

Manager Comments  

 

Overall Performance
Employee Self-Assessment Needs Immediate Improvement

1

 

 

 

2

 

Meets Requirements

3

 

 

4

 

Exceeds Expectations

5

Employee Comments  

 

Manager Assessment Needs Immediate Improvement

1

 

 

 

2

 

Meets Requirements

3

 

 

4

 

Exceeds Expectations

5

Manager Comments  

 

List any employee accomplishments for the year that were not part of the predetermined goals:

 

 

Employee Comments  

 

Manager Comments  

 

Employee Development Plan (including any continuing education needs).

 

 

Employee Signature:                                                                                             Date: 

 

Manager Signature:                                                                                              Date: 

 

Hiring

Employee Hiring Process and Orientation

Managing church employees is every bit as challenging as managing people in any other setting.  A church is only as strong as the people who do the work and weak employees can affect the customer experience and the ability to meet objectives.  Having a strong church staff requires:

Get the right people on the bus, the wrong people off the bus, the right people in the right seats and then figure out where to drive.”  Jim Collins –  Good to Great

Getting the right people on the bus involves a great recruitment strategy that includes screening, interviewing, orientation and training.  Each step of the hiring process can significantly affect the job candidate experience so structure and consistency is important.

Employee Recruitment

There should be focused strategy to recruit the best and brightest for the ministry.  Recruiting for a church employee can be a challenge because of the political aspect of hiring someone from within the congregation.

There needs to be a structured recruitment and screening process coupled with great communication to avoid the inevitable offense that comes when members apply to work for their church and don’t get hired.  Good communication coupled with a great interview process is the best way to guard against this.

The Human Resource (HR) Council should set guidelines for how recruitment will be managed and answer questions like.  Does the church try to hire from within the congregation or use outside resources to identify the right person for the job?

There are different schools of thought on this which is why a church leadership group should discuss pros and cons of each and determine the best approach.

Hiring Process

Applicants should go through the process of job application, interviews, job testing, background checks, orientation and job training.  It is important to have a structured and streamlined process to ensure new employees are screened for the best fit.  It is far better to delay a hiring decision than to hire the wrong person – no matter how desperate the need is to fill the position!

The hiring process should be streamlined with a structured communication process for job applicants.  Job applicants should be considered a church customer group and should be given the courtesy of consistent and clear communication.  Anticipating the kind of information a job applicant might need and building a process around that is the best approach.  For example, when someone applies for a job, there should be an acknowledgement letter sent immediately to let the applicant know that the application was received.  Communication should be made with the applicant at 3 critical steps in the process:

  1. When their application is received;
  2. When an interview is scheduled;
  3. When the position the applicant applied for is filled – if they got the job or not.

It is common courtesy to let applicants know that they are no longer in the running for the job which also helps to avoid follow-up phone calls.

Part of the communication should be setting the expectations for when the applicant might hear back.  For instance, if it is common for applications to be reviewed by several people before an interview is scheduled and that process typically takes weeks or even months, let the applicant know so that they have a realistic expectation for when they might hear about the job.

And if things change, and the process is expected to take a little longer, another courtesy communication should be made to the applicant. You should always error on the side of too much communication.  Just think about what kind of information you would appreciate if you were the applicant – and act on it.

Employee Orientation

When employees are new to an organization it is important for them to go through an orientation process. This is typically done by the person who has responsibility for the HR function.   Smaller organizations that don’t hire people on a daily basis, don’t typically have systems and processes in place to ensure a smooth orientation process.  A simple solution to this is to create a new employee orientation checklist that is used the first days or weeks of a new employee.

To create a new employee orientation check list, simply gather a group of employees and ask them, what kind of information was important for you to know when you were first hired?  Going through the new employee orientation check sheet should be a shared responsibility of the HR assistant and the hiring manager.

Examples of things to include in a new employee orientation:

Review of Policies

  • Employee policies
  • Office hours
  • Employee benefits
  • Vacation request process
  • Who to call when sick

Office Tour

  • Office/campus tour – ie where to find coffee, where to eat lunch
  • How to use the phone system, retrieve voicemail, etc.
  • Lunchroom
  • Where to find office supplies
  • Where to pick up mail
  • Keys to facility
  • How to operate office machines, ie:  copy machine
  • How to login to computer
  • Any pertinent passwords

Compensation Process

  • When is payday
  • How are hours tracked and recorded
  • Health insurance
  • Retirement contribution

General

  • Organizational chart
  • Confidentiality
  • Staff meeting schedule
  • Computer passwords
  • Voicemail etiquette
  • Email etiquette
  • Overtime
  • Lunch/break times
  • What are the social norms of the organization, for example employees are expected to hang out together at lunch.
  • Customer serviceexpectations (congregants, volunteers, other employees)

Department Orientation

This checklist should be completed and signed within 7 days of hire date and maintained in the employee file—human resource management function for church has many of the legal requirements as other organizations.

Church Management software

 

Two questions to ask when employing Church Management Software

  • Does the software do what was promised?
  • Is their technical support team capable and available?

Solutions from church and donor management software (ChMS) providers keeps getting better and better in their ability to help churches and ministries fulfill their mission! With more features to track and communicate with people, improved web and mobile device interfaces, and powerful database tools, this category of software is a big help and a useful asset for today’s ministries.

Church Software Historical Perspective

In the mid-1980s the number of these programs had grown to 262! Then some merged, some consolidated, and some went out of business, reducing the number to only 34. Then the Internet made it so easy for those writing solutions to share them that the number of solutions more than doubled! Our research this year found 87 focusing on the church and ministry market

Why Church Management Software?

Tracking more than just names, addresses, and phone numbers, many of these also help build community and track family relationships, spiritual gifts, talents, interests, attendance, nursery security, contributions, fundraising campaigns, volunteerism, small groups, and more.

Church Management Software Defined

Some time ago Steve Hewitt, Editor-in-Chief of Christian Computing Magazine, labeled the software category tailored to meet the needs of churches as Church Management Software, or CMS. More recently some began calling it ChMS to help prevent confusion since so many software categories are called ‘CMS’.

Not-for-Profit Accounting

Churches and ministries exist in a unique accounting niche that most software (and even most CPAs!) can’t help with. But many ChMS packages can help in this area

One of a ministry’s most vulnerable areas is finance. All too often we hear about churches and ministries that have suffered embezzlement by a trusted team member. One of the best protections is an accounting system that has a good audit trail, tracking the detail of every transaction and that cannot be altered in any way. For these reasons, some ChMS providers have written their own fully-integrated accounting system

Church Software Comparison Sites  – (this is old info)

http://www.servantpc.com/servantkeeper/sk_church_software_compare.php

  • Servant Keeper starts at $250 one time licensing fee

http://www.servantpc.com/spcwordpress/index.php

  • Breeze is very simple and only $50 a month, in the cloud.

https://www.breezechms.com

  • Here are just three examples below. This is a good beginning and you can click on each one to get a good picture.
  • You can click on the following link to display many programs: http://www.capterra.com/categories
  • ACS Technologies





  • Customers
  • 50,000 

Members
  • 50,000,000 

Twitter
  • 1,985 

Facebook
  • 6,444 

LinkedIn
  • Servant Keeper





  • Customers
  • 25,000 

Members
  • 18,750,000 

Twitter
  • 6,515 

Facebook
  • 2,067 

LinkedIn
  • 


ParishSOFT/Logos





  • Customers
  • 12,500 

Members
  • 20,000,000 

Twitter
  • 142 

Facebook
  • 259 

LinkedIn

 

 

Church Management projects

Church Management Projects-2015

 

  • Articles of Incorporation

 

  • CSL Affiliation Agreement

 

  • Bylaws

 

  • P & Ps (CSL as example)—Specific Centers

 

  • Legal & Tax Info (CSL Website):
  • 501 (c)(3) & State-by-State Exemptions
  • Independent Contractor Info

 

  • Branding, Marketing Plan, PR

 

  • Letter of Call

 

  • Job Descriptions
  • Minister
  • Assistant or Staff Minister
  • Board/Leadership Council
  • Employee Positions
  • Volunteer Positions

 

  • Financial Info
  • Chart of Accounts
  • Budget
  • Profit & Loss Statement
  • Management Information & Financial Software Programs

 

 

 

CSL Website Access:

www.csl.org/

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