Automate Financial Tasks

Save time and money with electronic systems.

Automation eliminates as many manual tasks as possible, reduces human error, and streamlines various processes. To automate a financial task, a treasurer or financial manager identifies repeatable, logical, mundane tasks that are done on a weekly, monthly, or annual basis. Once identified, a financial manager works to find and optimize available technology to help reduce the time it takes to do these tasks.

Recording donations

Simple e-giving systems reduce the time it takes to record donations, and they import directly into a donor management system. This allows both you and your donor to see donation history in real-time. Consider asking donors to set up recurring online gifts, specifically during the summer months, when people go on vacations and giving to the church tends to take a dip.

Pinpointing dips in giving

An automated process can trigger an email to the appropriate church leader when someone stops giving. Then a church leader can call the donor who has stopped giving, and that may lead to an opportunity to minister to that person. Maybe the person lost a job, retired, became upset over a rumor, or is going through some tough financial times.

Reporting budgets

Budget reports can be automated. Most accounting software programs export budget information into Excel. Macros—special instructions containing a number of steps that you set in advance and then have Excel perform for you with one command—can convert your data to a simple email. This can give those who donate, or those who spend, a quick snapshot of what’s left in that project’s budget. With time saved through this system, you now have time to craft thank-you emails or letters that communicate vision and results to the donors.

Paying bills

Rather than paying your electric bill or mortgage with a paper check every month, set up a direct debit, and have the bills emailed to you. This makes it easy to save them electronically. With the time you save, you can explore ways to buy energy in bulk or refinance your mortgage and, subsequently, reduce your electric or mortgage payment.

Approving payments

A paperless audit trail can be implemented with electronic signatures along with pictures of the receipts. Rather than tracking down check signers to sign a paper check, use an electronic-signature check approval system to direct deposit to your vendors and staff or volunteers who need reimbursement.

Automate, but verify

One word of caution: Automation is not “setting it and forgetting it” in regard to the tasks that you automate. Always make time to review the automation.

For help automating systems and choosing appropriate software, see these resources and articles:

Tim Samuel is a CPA and the chief financial officer of Bridgeway Community Church, a nondenominational, multicultural church in Columbia, Maryland, that draws more than 4,000 people each week.

Leveraging Data for Decision-Making in Churches

Learn how churches can improve decision-making and growth by leveraging data for financial reporting and metrics.

Last Reviewed: January 25, 2025

Norwood Davis is the chief financial officer at 12Stone Church—a thriving multicampus congregation in the Atlanta area. In the article “A Usable Metric for Any Church,” Davis, along with other financial experts, shared insights about collecting and analyzing financial and demographic data. In this article, we asked Davis to share the best ways to use this data for effective reports that help with financial decisions.

12Stone is known as a church that uses dashboard and metrics effectively in financial reports. Why is that?
A few reasons. First, all the time we’re tweaking and adjusting our reports, adding new metrics or taking away metrics that are no longer relevant. We’re constantly trying to improve our reports and reporting.
Second, it’s a team effort. I’m designing a lot of our dashboards and oftentimes my name is on the report, but there are a lot of people involved in gathering, analyzing, reporting, and presenting the data. From time to time, we’ve also brought in outside consultants to help us think about what we could learn from our data and how we could best present it to different groups in the church.
Third, we’re always studying trends analysis and data reporting. We’re learning from other organizations. I serve on the boards of several nonchurch charitable organizations. I look at what data they’re reporting and how they’re reporting it. When I see something that would be helpful for 12Stone, I integrate it into our own metrics and reports.
What should be the key goals or purposes of financial reporting?
There are four purposes. First, reports inform decisions. Unfortunately, reports often become an administrative task—just something churches have always done so they continue to do them. But reports really need to help with decision-making.
Second, financial reports should measure progress. How is your church doing over time? What positive trends do you see?
Third, reports diagnose challenges. When studied over a period of time, metrics can be a significant indicator of where there may be a challenge. When you see a variance from a trend, you can ask questions and diagnose what’s happening.
Fourth, reports help churches celebrate achievement. We all need to capture moments we can celebrate. John Kotter, the author of Leading Change, talks about celebrating short-term wins. But the only way you can know your wins is to have appropriate metrics in place.
What are key characteristics of an effective report?
Accuracy and data integrity. It’s important to have good, accurate information that ties back to auditable processes and systems. For example, we measure giving per person and expense per person. If one of our campus youth ministries is careful about taking attendance on a Wednesday night and another is simply estimating attendance—”It looks like we have 50 this week”—we’re not going to have great comparisons. We have to capture and compare the same data throughout our campuses. In this case, we need accurate numbers for each youth ministry.
Another important aspect of an effective report is context. Don’t just report numbers, but report why the numbers are the way they are. Provide adequate context. As an example, our financial statements show that we generated a significant amount of cash from operations that is more than what we budgeted. We intentionally budgeted less so that we could use that additional revenue to build new campuses. People need to know why there is a difference in our budget compared to our actual cash flow.
How do metrics and dashboards—charts, graphs, and tables—add to a report’s effectiveness?
Think of them as features on a dashboard of a car. A fuel gauge shows us if we have enough gas to get from point A to point B. A lot of cars have navigation systems that give an estimated time of arrival, so we can measure our progress. We have warning lights that tell us there’s a problem.
Financial dashboards and metrics serve a similar purpose. They help us measure progress, provide warnings signs about problems ahead, help diagnose challenges, and give information for making decisions. Metrics help measure what kind of resources are there and how to allocate resources down the road.
What’s an easily avoidable mistake often made when creating reports?
Giving people information they can’t act on. There are different groups that need specific financial information. At 12Stone, these groups are the congregation, staff, leadership team, and governing board. There’s some overlap between what financial information each of these groups need, but generally, there’s different information for different audiences.
Do you have an example?
Going back to the car analogy, if my check engine light comes on, the only decision I have to make is whether or not I get the car serviced. The vehicle doesn’t give me the diagnostic code. It doesn’t tell me if my fuel pump is bad. It just gives me information I can act on, which is to get the vehicle serviced.
To illustrate how this applies to churches, every quarter I make a presentation to our board of directors that includes our debt-to-income ratio. In my church, only the board can make decisions related to debt. So, this board is the right place to discuss debt in detail. We don’t go to our leadership team with this information, with the exception of our senior pastor, who is on this governing board. The members of our leadership team—which is made up of our campus pastors and other ministry leaders—don’t see information about debt levels because there’s nothing they can do about it. They don’t make those decisions.
What about reports given to your congregation?
We report overall contributions to the congregation at an annual meeting. But we always highlight how those contributions fueled our mission, which is to reach the lost, serve the least, and raise up leaders. Financial information gets tied to our mission.
What clutters a report?
Sometimes you can have too many graphs, charts, and tables. It’s really about producing a report that has a good visual representation of what’s happening. Make sure you have enough dashboards to communicate the message that you’re trying to communicate—and to the correct audience. But don’t do so many dashboards that you obscure the underlying data.
What other mistakes do financial managers often make when giving out or presenting reports?
They use finance and accounting jargon unfamiliar to those who receive the report. Financial managers may just breeze through a report without explaining anything. Dashboards, metrics, and reports are about helping churches make better financial decisions. Financial managers need to teach people how to use a report. When we hire new staff members or when current employees get a promotion, we’ll sit down with them and walk them through their financial reports. My church also holds an annual financial luncheon for our staff. It’s not mandatory, but it is an opportunity for them to learn about our financial processes.
What hidden agendas are sometimes tucked inside financial reports?
Some church leaders may use reports to try to generate more revenue or reduce expenses. They use the report to get something or to prove a point.
But I would think reports sometimes need to say, “Wake up! We have a problem here.”
If you have a track record of reporting consistently, transparently, and in a disciplined way, you will be listened to when a problem arises.
How often do you send out reports?
A weekly dashboard with information from the weekend service goes to our management team. Our board is copied on that. Monthly, budget reports—without charts and graphs—go to all of the budget owners as well as our senior leadership team, and a consolidated overall report goes to the board that includes a cover letter with bullet points that explain what’s happening and why. We present the annual report I mentioned to the congregation.
When you send the monthly budget report to, say, the youth pastor, do you only send information related to the youth ministry?
Yes. Our youth pastor is not responsible for revenue. So he would get an expense report. If ministry leaders have multiple departments under them, those different departments would be broken out on the monthly budget report.
Are there tools that can help financial managers generate good reports?
There are some free online tools, such as CapinCrouse’s Church Financial Health Index and the one at ChurchMetrics.com. You can produce reports with Microsoft Excel. For a small amount of money, your church can subscribe as a nonprofit to Microsoft’s Office 365. There are also tools that will cost you quite a bit, like Domo and Tableau. Most churches don’t need to spend a lot. My recommendation is to use a reporting tool that’s free. When that tool no longer meets your needs, explore other options.
(Editor’s Note: The Church Financial Health Index is free to CapinCrouse clients only. Nonclients may purchase an annual subscription to the Index.)

How has effective financial reporting helped your church?
Financial reporting is one of a whole series of leadership tools that have helped us grow. It’s not the sole reason for the growth we’ve experienced, probably not even the primary reason, but it’s certainly been part of the equation that’s helped inform the decisions we’ve made. Financial reporting has been very important in helping us fulfill the mission and the vision that we believe God has given us.
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Three Actions For Protecting Your Church Against A Wildfire

For churches in areas where wildfires are a constant concern, essential preparedness activities can reduce the chaos that comes with a natural disaster.

Below are three “just-in-time” actions your congregation can take if threatened by an active wildfire.

Don’t attempt these preparedness steps if they might put you and others at risk or go against evacuation notices or orders.

1. Utilize Crisis Communication Strategies

Wildfires can disrupt the ways we communicate. Power sometimes goes out, and cell phone towers can go down. This can make most modern forms of staying in touch with one another difficult. You may have also seen messages coming out of Gatlinburg asking residents in the general area to limit calls for a period of time to emergency calls only.

If you have time prior to the disaster, reach out to your congregation using your normal and most common means of communication with your church members to let them know how they might be able to stay in touch with the church, leadership, and each other.Grab or download the most up-to-date congregation contact list you have. If you don’t have a contact list, you might send an invitation to your members to share via a Google Form (or another service your congregation is familiar with) so they can share their emergency contact information with the church. You might also take this opportunity to ask them for alternative contact information or if they plan to evacuate and to where.

Common crisis communication strategies that can be used before a disaster strikes include:

  • Using a call-down procedure (e.g., activating a “prayer chain”);
  • Text messaging;
  • Text broadcasting;
  • Social media notifications; and
  • An alternate call-in number (e.g., instruct members to call in to a “sister” church in another region who is willing to take down messages)

Don’t just let your congregation know the mediums through which you’ll be communicating, but also let them know how to use the mediums through which you’ll be communicating going forward.

2. Echo Evacuation Messaging

Encourage your congregation and community to follow evacuation notifications being issued by the authorities. Several communities have already begun evacuation messaging as some of the active large fires spread. Though many people are heeding this notification, not all are.

Are there members of your congregation who may not be reachable by local officials or who may be hesitant to follow the direction of local officials? If your church is located in a community where a sense of mistrust of governmental officials or authorities exists, you, the church, sharing the message can make a big difference. Research has shown that vulnerable communities, like minority communities, may be less likely to heed official warnings.

Sometimes who conveys the message is just as important as the message itself. Hearing the evacuation message from you as a church leader can make a big difference in calling people to action. Remember: a trusted message comes from a trusted messenger.

As best as you are able, facilitate transportation to those who need it. For example, maybe you can help connect those who need assistance with relatives or other people in your congregation who might offer transportation. Or maybe you could have a church bus that you could offer to transport people who have limited mobility in the event of an evacuation. If you are aware of local, state, or federal resources for evacuation transportation, you can communicate these resources, too.

3. Minimize Risk

The images of wildfires in Gatlinburg, TN several years ago offer a sobering reminder that sometimes our best efforts are futile in the face of wildfires. Sometimes wildfires are difficult to contain. But there are still some things you can do that have been shown to improve your odds for minimizing risk.

It only takes one burning ember to start a fire, which can spread well ahead of a fire and beyond the direct boundaries of harm’s way. To help reduce the risk posed by burning embers, the Insurance Institute for Business & Home Safety (see DisasterSafety.org for more) suggests taking actions like:

  • Clearing deck and patio furniture;
  • Removing debris (e.g., pine needles);
  • Relocating vehicles away from buildings; and
  • Covering building vents with metal mesh screens.

You may also think about retrieving important documents or possessions that would be hard to replace if destroyed by fire. Similarly, are there certain resources that may be helpful to retrieve so that you are more likely to have them available to facilitate worship or other key ministerial activities or rites once the wildfire is contained.

Finally—and this may go without saying—don’t forget the little things like locking your facility doors and setting the alarm (if you have one) to protect your facility from security threats like looting should your building stay intact.

Dr. Jamie D. Aten is the founder and co-director of the Humanitarian Disaster Institute at Wheaton College, in Illinois. He is also the coauthor of the new Disaster Ministry Handbook . Follow him on Twitter @drjamieaten and jamieaten.com.

Can restricted funds be used for anything but their intended purpose?

Understand the limitations on restricted funds and how to handle donor-restricted gifts within the law.

Last Reviewed: January 24, 2025

Q: My church currently has a large surplus in its benevolence budget but a shortfall in its missions budget. The board is planning to transfer a substantial amount from benevolence to missions. But isn’t it illegal to use restricted funds for anything other than their intended purpose?


Churches often face financial challenges, such as surpluses in one budget and shortfalls in another. A common question arises: Can restricted funds be used for anything but their intended purpose? Understanding the limitations on restricted funds is crucial for complying with legal and ethical obligations while maintaining donor trust.

What Does UPMIFA Say About Restricted Funds?

Every state except Pennsylvania has adopted some version of the Uniform Prudent Management of Institutional Funds Act (UPMIFA). This model law addresses various aspects of nonprofit financial management, including the handling of restricted funds. While UPMIFA provides a framework, the law allows states to modify its provisions, resulting in slight variations across jurisdictions.

Under UPMIFA, restricted funds may only be redirected if it is deemed “unlawful, impracticable, impossible to achieve, or wasteful” to fulfill the donor’s restriction. However, proving one of these criteria can be challenging. For instance, while canceling a building project might meet the standard, it is harder to justify redirection from a benevolence fund, as the need for assistance is ongoing.

State-Specific Provisions

Some state versions of UPMIFA differentiate the process for redirecting restricted funds based on the fund’s dollar amount. For certain amounts, a court order may be required. Additionally, other state and federal laws may apply, creating potential legal risks for churches considering such redirections.

Steps for Churches Considering Fund Redirection

If your church is contemplating redirecting restricted funds, take the following precautions:

  1. Evaluate Policy Implications: Consider how redirection could impact member trust and relations. Even if legally permissible, it may not be wise to proceed without thorough evaluation.
  2. Seek Expert Legal Counsel: Obtain a written opinion from an attorney experienced in nonprofit and church law to ensure compliance with UPMIFA and any applicable state or federal regulations.
  3. Communicate Transparently: Clearly explain the reasoning behind any decisions to stakeholders to maintain transparency and trust.

Additional Resources

For a comprehensive discussion of restricted funds and UPMIFA, consult chapters 1, 3, 6, and 10 of Church Finance: The Church Leader’s Guide to Financial Operations.

UPMIFA guidance may vary by state. For detailed legal information, visit the Uniform Law Commission’s UPMIFA page. Additionally, review nonprofit compliance resources from IRS.gov for federal considerations.

FAQ: Limitations on Restricted Funds

  • What are restricted funds?
    Restricted funds are donations or contributions designated by the donor for a specific purpose.
  • Can restricted funds be transferred between budgets?
    Generally, restricted funds cannot be redirected without meeting specific legal criteria under UPMIFA or obtaining court approval.
  • What happens if donor intent cannot be fulfilled?
    In such cases, churches must follow legal processes, which may include seeking court approval to modify the restriction.
  • Why is legal counsel important in handling restricted funds?
    Expert legal advice ensures compliance with applicable laws, minimizing risks and protecting the church’s integrity.
Michael (Mike) E. Batts is a CPA and the managing partner of Batts Morrison Wales & Lee, P.A., an accounting firm dedicated exclusively to serving nonprofit organizations across the United States.

Transitioning from Business to Church Finance: Lessons and Insights

Learn how transitioning from business to church finance requires new skills, education, and a focus on serving others.

Last Reviewed: May 9, 2025

Jennifer Neal wanted to succeed—not just in her career, but also as a woman, a mother, and a financial controller at a multibillion-dollar company. “I was desperately trying to make my mark and have it all,” she said.

But in 2012, her path shifted.

A Divine Nudge Toward Ministry

Her church began searching for a new finance director. Nine people reached out, encouraging her to apply. Ministry work had never been part of her career plans—but Neal felt a spiritual pull. “It was like Jesus almost taking a two-by-four to my head,” she said. “The Lord was leading me to at least apply.”

After prayer and careful thought, she accepted the role at College Park Church in Indianapolis. Though the job came with a significant pay cut, it better suited her life at the time as a mother of three—and brought new purpose.

“It just [gave] me a great deal of satisfaction in my position,” she said.

But the shift from corporate to church finance wasn’t easy.


Making the Transition from Business to Ministry

We spoke with church financial experts and editorial advisors to identify key insights for professionals making a similar transition. Here are five crucial things to know:

1. Church Finance Is Not Business as Usual

Switching from the corporate world to a church environment means adjusting your mindset. “That transition in culture is often underestimated,” said Dan Busby, president emeritus of the Evangelical Council for Financial Accountability (ECFA).

Elaine Sommerville, a CPA specializing in nonprofits, agreed. “People often come out of high-level corporate roles where there’s a clear, structured system. They expect churches to run the same way.”

But churches often operate with less structure. Neal had to adapt her expectations and learn to offer what she calls “extravagant grace.”

“You have to be more understanding,” she explained. “That person who missed your expense report deadline may have been up late helping someone through a crisis. And that matters more than my report.”


2. Tax-Exempt Status Brings Complex Rules

Churches follow a unique and highly regulated tax framework.

“You’ve got to learn the tax law structure, employment law structure, and benefits rules specific to ministries,” said Michael Batts, managing partner at Batts, Morrison, Wales & Lee, a CPA firm serving nonprofits nationwide.

Mistakes can have serious consequences.

“In the business world, overpaying someone might mean losing a deduction,” said Frank Sommerville, CPA and attorney. “In a church, it could threaten your tax-exempt status.”

“Many assume nonprofits don’t deal with taxes. But churches are heavily regulated in ways most people don’t realize,” Elaine Sommerville added.


3. Donations Create Accounting Challenges

Unlike businesses, churches rely on charitable contributions. And those funds often come with strings attached.

“There’s no real comparison in the business world,” Frank Sommerville said. “A donor might give for a building project—or specifically to buy a piano.”

Churches must:

  • Track restricted and unrestricted gifts separately.
  • Ensure funds are spent exactly as intended.
  • Set up proper accounts and flag restrictions upon receipt.

“You need systems in place to prove compliance with donor restrictions,” Sommerville emphasized.


4. Documentation and Internal Controls Matter

Churches must carefully document every financial transaction—not just for legal reasons, but as a matter of integrity. “We’re handling God’s resources,” said Busby. “We need a higher level of accountability.”

Tim Samuel, CFO at Bridgeway Community Church, trains pastors on this mindset. “It’s not about trust—it’s about transparency,” said Samuel, who joined ministry finance in 2007 after a career in public accounting. “Every check needs documentation.”

He advises:

  • Require documentation before issuing payments.
  • Track every dollar.
  • Be patient but firm with staff unfamiliar with internal controls.

Many churches lack basic controls, said Elaine Sommerville. “It’s common to find one person doing everything—receiving donations, writing checks, and reconciling accounts. But true internal control requires separating duties.”


5. Training Is Critical

The nonprofit world has its own rules, and mastering them takes effort.

“It won’t happen casually,” said Batts. “You need to be intentional—talk to professional advisers, read internal policies, and attend training events.”

Neal has embraced this approach. She frequently reads trusted articles and resources to stay sharp. “I really wanted to be ‘successful’ in the world’s eyes,” she reflected. “But I’ve found a passion for helping further the kingdom of Christ.”

And even though she’s not preaching from the pulpit, she knows her work matters. “I’m finding my niche—and I’m passionate about equipping others. That’s changed my whole attitude.”

We’ve used a combination of AI and human review to make this content easier to read and understand.

How Churches Can Manage and Maintain Physical Assets Effectively

Tips for managing and maintaining church physical assets, from planning reserves to addressing key maintenance issues.

Last Reviewed: May 8, 2025


Kevin Folsom is the director of special projects at Building Solutions, a company offering technical guidance for real estate and facility development programs. The company’s services include building assessments and facility problem-solving.

Folsom previously served for seven years as director of campus operations at Trinity Christian Academy in Addison, Texas. Before that, he spent 25 years in a similar role at Dallas Theological Seminary. He is a longtime member of APPA, an association for higher education facility officers.

He spoke with Church Law & Tax about why churches need regular evaluations of their physical assets and how to plan financially for replacements and maintenance.


Common Mistakes Churches Make with Physical Assets

Many churches avoid thinking ahead about future maintenance needs. This often leads to trouble when costly repairs pop up unexpectedly.

“They say, ‘I’ll wait until that problem happens.’ We do the same thing with our houses,” Folsom says.

Instead of saving a small amount each year—for example, $500 annually toward a roof replacement—churches hope for insurance coverage or simply wait until the issue is urgent.


How Treasurers Can Communicate the Need for Reserves

Church treasurers play a key role in helping pastors, boards, finance committees, and congregations understand the importance of funding future maintenance.

Here’s how they can make the case:

  • Remind stakeholders that facility value is often greater than the annual operating budget.
  • Some individual components (like HVAC systems) can also cost more than the annual operating budget.
  • Deferred maintenance can spiral into major problems, potentially requiring debt—or even forcing closure.

Folsom emphasizes that replacement planning is not optional:

“They have an obligation to God and the donors to be good stewards for ongoing reinvestment … to make sure they stay ahead.”


Why Replacement Planning Is Always Ongoing

From the moment a building is completed, it begins to deteriorate. Components age at different rates:

  • Some parts may last 2–3 years;
  • Others may last 10 years or more.

Regular planning and funding ensure these timelines don’t catch churches off guard.


What Expenses Surprise Churches Most?

The biggest unexpected costs often involve:

  • Roofing;
  • Vertical waterproofing.

These issues can be ignored for a while—unlike air conditioning, which typically gets repaired quickly when it fails.

Churches might:

  • Place a bucket under a leak;
  • Ignore wall stains or cracked sealant.

But these signs often point to serious internal damage that gets worse over time.


How to Prioritize Maintenance and Repairs

Folsom recommends using standards from:

  • Installation contractors;
  • Engineers;
  • Warranties.

These sources provide expected life cycles for building components.

Key areas to monitor include:

  • Flooring;
  • Roofing;
  • Air conditioning;
  • Heating;
  • Vertical waterproofing.

Each has a different lifespan depending on the quality and type of installation.

“Set aside enough money each year so that when the life cycle reaches a point of renewal, you have the money there to do it,” says Folsom.

Waiting for visible decay usually leads to more expensive repairs.

We’ve used a combination of AI and human review to make this content easier to read and understand.

Finance Basics with Vonna

How to Monitor Your Church’s Financial Health

Three indicators you can check throughout the year.

When I present at church board meetings, board members often ask me, “How can we be sure our church is financially healthy?”

It’s hard to apply the same methods to all churches because each has its own unique circumstances and challenges. The measurements and ratios that could show a warning for one church may not be meaningful to another. However, there are some indicators I always review, no matter what the underlying financial condition of the church. These will prove helpful guides for your church in monitoring financial health throughout the year.

Net Cash Availability

Cash is king. Your church must have enough cash on hand to operate today while also setting aside reserves for future months when giving may go down. A church without necessary reserves will be scrambling to operate in the short term, no matter what its other balances are.

One indicator of this is the Net Cash Availability measure, which is calculated as follows:

“Total Cash and Investments – Adjusted Current Liabilities (Current Liabilities Excluding Amounts Borrowed on a Construction Line of Credit) – Temporarily Restricted Net Assets”

The statement of financial position answers the question, “How much cash do we have?” but it doesn’t answer the question, “Whose cash is it, and how much of it can we spend?” The answers to those questions are typically very different; thus, net cash availability should be one of the most important measures your church leadership monitors. It uses the sum of total cash and investments less certain amounts the church may owe or need to spend for specific purposes due to donor restrictions. It calculates the amount of cash available for other uses, once the church has satisfied its current operating obligations and set aside appropriate funds for projects resulting from donors who have restricted their gifts’ uses.

I like to see that a church has at least one month’s worth of cash expenses on hand. If the amount is below that, it could be a warning: Any negative amount indicates borrowing from temporarily restricted funds and that immediate corrective action is necessary.

Giving Versus Expenses

Another key indicator I look at is trends in giving compared to expenses. The first measure I use is Total Contributions per Giving Unit, which is calculated as:

The ratio of “Total Contributions – Accrual Pledges – Large One-time Gifts” to “Giving Units”

The second measure is Total Cash Expenses per Giving Unit, which is calculated as:

The ratio of “Total Cash Expenses (Expenses – Depreciation Expense)” to “Giving Units”

These measurements use the concept of a giving unit, which is a group of family members (or any recurring supporters of the church) who contribute jointly. This specifically excludes individuals who make smaller, one-time gifts, such as to a short-term missions trip. To identify only the regular recurring giving units, it is necessary to set a minimum dollar threshold: for example, giving units that contribute more than $250 annually.

The power of these measures comes when you compare them to each other. Have you ever wondered what the net position is between total contributions received and the financial cost per giving unit? The comparison takes the net between these two measures and gives the church the information to know whether the cash contributed by the regular givers is enough to cover the cost per giving unit.

When looked at individually, the contribution measure highlights trends in congregational giving habits between years. Keep in mind that during the period of a capital campaign, this figure may be inflated due to an increase in smaller gifts, which are not removed from the calculation.

The cash expense measure also highlights trends in spending practices between years. While the trends do not provide enough information to figure out the cause of over-spending, they do reveal any growing problems.

Measuring Key Resource Outflows

Finally, I know a church will not be healthy if this expense ratio is too high:

The ratio of “Personnel (Salaries + Benefits) + Mandatory Debt Service Payments (Principal + Interest Expense)” to “Total Expenses – Depreciation Expense”

The largest expense on the financial statements of most churches is salaries and benefits. This is understandable, as a church provides services performed by individuals, both paid employees and volunteers. Debt service payments—which are a reduction of a liability and not an expense—represent the second-largest outlay. Together, these items represent a majority of resource outflows from the local church.

So it is vital to continually watch these levels as a percentage of cash expenses. It is also important to promptly follow up on changes in trends to ensure you are continually maximizing your ministry resources.

This ratio, which can be split into two separate pieces, allows your church to look at two of its largest outflows and determine the portion of the operating budget that will be used. A growth cycle can often result in an amount of debt the church anticipates being able to pay off as more people are able and encouraged to attend, yet the church needs to be able to pay the bills and provide the services that will attract new people with the current budget. I get concerned when this combined ratio is not within 40 percent to 70 percent of total cash expenses.

Data to Help You Make Informed Decisions

Monitoring key financial data will help your leadership team assess your church’s financial health, identify areas for improvement, and be good stewards of your resources. The ratios and measures discussed above provide a good start.

Vonna Laue has worked with ministries and churches for more than 20 years. Vonna was a partner with a national CPA firm serving not-for-profit entities through audit, review, tax, and advisory services. Most recently, she held the role of executive vice president for a Christian ministry that works to enhance trust in the church and ministry community.

Responding to the Transgender Bathroom Access Controversy

How church leaders can navigate this still-developing legal issue.

What Is Gender Identity?

Traditionally, a person’s gender was determined at birth. Today, some individuals assert that their gender identity differs from their biological sex. For instance:

  • A person born biologically male may identify as female.
  • Such individuals are commonly referred to as transgender.
  • Some pursue surgical or hormonal treatments to modify physical traits—others do not.

Federal Guidance on Gender Identity in Schools

On May 13, 2016, the Civil Rights Division of the US Department of Justice (DOJ) issued a letter to schools receiving federal financial assistance under Title IX of the Education Amendments of 1972. Key points include:

  • Schools must provide a safe, nondiscriminatory environment for all students, including transgender students.
  • Failure to comply may lead to the loss of federal funds.

Restroom and Locker Room Access

According to the DOJ:

  • Schools may separate facilities by sex, but must allow access based on gender identity.
  • Transgender students cannot be forced to use facilities inconsistent with their gender identity.
  • Individual-user facilities may be offered—but only voluntarily and equally.

“An educational institution controlled by a religious organization is exempt from Title IX to the extent that compliance would not be consistent with the religious tenets of such organization.” (DOJ Letter, 2016)


How This Affects Churches

Although the DOJ letter does not apply to churches, it raised questions for many church leaders.

Are churches legally required to:

  • Let individuals use restrooms based on gender identity rather than biological sex?
  • Accommodate transgender individuals with surgical or hormonal changes?
  • Assign hotel rooms on church trips based on gender identity?
  • Avoid employment discrimination based on gender identity?

Why the Answers Are Complicated

  1. Courts have not definitively ruled on many of these questions.
  2. The legal landscape is shaped by a patchwork of local, state, and federal laws regarding public accommodations.

Key Considerations for Churches

To evaluate their legal standing, churches must consider:

  1. Are we considered a “place of public accommodation”?
    • Some laws include churches, even without facility rentals.
    • Others exclude churches that limit use to members or religious activities.
  2. Does the law ban discrimination based on gender identity?
  3. Is there a specific exemption for religious institutions?
  4. Are the exemption conditions fully satisfied?
  5. What constitutional protections apply?

  • Churches that restrict access to members only tend to enjoy greater constitutional protections.
  • Churches that rent space to the public for non-religious or revenue-generating events are more likely to be seen as public accommodations.
  • These churches may be subject to nondiscrimination laws, including those related to gender identity.

Tax Exemption Analogy: A Helpful Comparison

Some legal scholars compare public accommodation status to property tax exemption rules:

  • Churches generally lose property tax exemption when renting to outside groups for revenue.
  • Churches that allow free use of space (e.g., as a polling place or for community events) typically retain their exemption.

Implication:

If charging a fee may trigger tax liability, it might also support a classification as a public accommodation. Free use, by contrast, likely does not—but this analogy is not definitive.

It is likely that the courts will conclude that the greatest constitutional protection applies to churches that allow their premises to be used only by members.

Can a church deny membership to a transgender individual?

Supreme Court Precedents Say:

  • Watson v. Jones (1871): Courts cannot review internal church decisions about faith, discipline, or membership.
  • Bouldin v. Alexander (1872): Civil courts have no power to decide who should be a member.
  • Serbian Eastern Orthodox Diocese v. Milivojevich (1976): Churches can create internal tribunals to resolve disputes. Courts must honor those decisions.

These rulings give churches strong protection over discipline of members, but less clarity when it comes to nonmembers.


Final Thoughts for Church Leaders

  • Legal definitions and protections vary by jurisdiction.
  • Churches should regularly review the text of applicable public accommodation laws.
  • Consult qualified legal counsel to assess risk and ensure compliance.

For theological and pastoral perspectives, see Christianity Today’s article
“Understanding the Transgender Phenomenon” by Mark Yarhouse, a leading Christian scholar on gender dysphoria.

Six Tips for QuickBooks Success

Six tips for QuickBooks success will help your church get the most out of this powerful software program

Many churches struggle with how best to record their financial transactions. Even the smallest of churches should get past manually recording financial information. Technology can speed things up and improve accuracy.

There are dozens of software packages, but many have more features than your church may need, can be difficult to use without extensive training, and are often quite expensive. If you want a basic, easy-to-use package at a reasonable price, you may settle on QuickBooks.

Some accountants cringe at the name QuickBooks. However, I believe that if you are aware of the possible shortcomings and create a couple of good processes, you can use this software package successfully within your church.

Six tips for QuickBooks success

Go “Pro.”

I recommend getting the Pro version of QuickBooks. There is little cost difference and the ability to export reports to a spreadsheet can be very useful for identifying trends and informing leaders.

Maintain a simple chart of accounts.

Only set up accounts you need and only add ones as you find it necessary. If you have used the program for a while, consider whether you should delete or merge any accounts.

Use class tracking for departmental and restricted activity.

This will minimize the number of revenue and expense accounts required and allow you to generate financial statements for individual ministry leaders and provide a good method for tracking donor-restricted activity.

Set a monthly closing date.

This helps prevent errors and minimizes the concerns some accountants have with the ability to change transactions easily in QuickBooks. It is not a fail-safe control, but it is helpful. Bank reconciliations are easily performed in QuickBooks. Setting the closing date should be done each month once the reconciliations are complete. To increase security, also use the password feature.

Turn on the audit trail.

A QuickBooks report can provide necessary information if you ever need to determine how a transaction was changed or which user performed a certain action. This helps bolster financial accountability.

Manage each new year well.

This is my favorite tip. Create a new income account called “Beginning Balance” (or something else recognizable). It allows you to carry over ending balances to the next year. You can record an entry as of January 1 each year crediting this income account for each class that has a balance to carry forward. The offsetting debit is also to this account, but in a class such as general, operations, or administration. The result is a net $0 on the profit and loss, but it shows the beginning balance at the top of the revenue section for each profit and loss by class, resulting in a true ending balance throughout the year. This is just a once-a-year entry, with no reversal required.

Remember, QuickBooks is a general ledger package. I believe it works best when that is all it is used for. You may consider a donor software solution or a church data management program to use in conjunction with QuickBooks.

Please be aware that I am neither endorsing nor encouraging the use of a particular program. I simply recognize the need for a low-cost, high-functioning option and many ministries may use QuickBooks to meet that need.

Vonna Laue has worked with ministries and churches for more than 20 years. Vonna was a partner with a national CPA firm serving not-for-profit entities through audit, review, tax, and advisory services. Most recently, she held the role of executive vice president for a Christian ministry that works to enhance trust in the church and ministry community.

Responding to Anonymous Allegations in Church

An unknown party seriously accuses a church leader. What should be done?

Many ministers have received anonymous letters. Some, such as those expressing criticism of a sermon or music, have little legal significance. But some accuse a staff member or volunteer of misconduct, and these messages may be legally significant depending on what they communicate and how they are handled.

Church leaders should consider the following points when deciding how to respond to anonymous letters that accuse someone of misconduct:

1. Ignoring anonymous letters

Some pastors adopt a policy of never reading anonymous letters, and some periodically inform the congregation of this policy. For some, this is a way of avoiding criticism. But for others it stems from a conviction that the views of persons who are unwilling to identify themselves are not worthy of consideration. But as noted below, such a response to anonymous letters may expose a pastor and church to liability.

Zimmerman, 2012 WL 2049493 (E.D.N.Y. 2012)

Several adult males (the “plaintiffs”) sued a private high school and members of the school board of trustees (the “defendants”), claiming they had been sexually molested by the school’s football coach, and that the defendants were legally responsible for these wrongful acts as a result of their inadequate and negligent response to numerous complaints of inappropriate sexual behavior by the coach.

The coach was employed by the school from 1966 through 1991. The plaintiffs alleged that in the 1970s the school’s principal received several anonymous letters accusing the coach of “doing terrible things to your students.” The principal threw out the letters and later testified that “unsigned complaints just should be tossed.”

The principal also received an anonymous phone call in which the caller reiterated language similar to that found in the letters, accusing the coach of “doing terrible things to our kids.” But, as in the case of the anonymous letters, he did nothing with this information and did not keep records of either the phone call or the letters in any way. The parties reached an out-of-court settlement in 2012 under which the school agreed to pay an undisclosed amount of damages.

This case illustrates the potential civil liability that churches face if pastors adopt a policy of ignoring all anonymous letters, including anonymous letters that contain serious accusations of misconduct by a church employee or volunteer that exposes others to potential harm.

Bernard v. East Stroudsburg University, 2014 WL 1454913 (M.D. Pa. 2014)

A state university was sued by several former students who alleged that they had been sexually harassed by a university administrator. In support of their claim, the students claimed that the university president had received several anonymous letters asserting sexually inappropriate behavior by the administrator with students, but failed to fully investigate these accusations or terminate his employment.

One letter made reference to the administrator’s sexual liaisons with students. Another noted that “people are disgusted with those that use their position to gain sexual favors from young people.” Another referred to the administrator as a “full fledged predator.”

The university had a policy of not accepting or acting on accusations “made solely through anonymous letters.” Nevertheless, because some of the anonymous letters alleged that the administrator had previously been arrested, the university asked campus police to check on prior arrests. No prior arrests or convictions were found. Nevertheless, some of the letters were turned over to the municipal police department and to the FBI.

The court concluded that the university’s response to the anonymous letters was adequate, and dismissed the students’ claim of sexual harassment. This case suggests that recipients of anonymous letters containing allegations of serious misconduct by a staff member may subject their employer to liability if they fail to respond to the allegations with a thorough investigation.

Melzer v. Board of Education, 196 F.Supp.2d 229 (E.D.N.Y. 2002)

Public school officials received an anonymous letter stating that a science teacher (whose identity was provided) was a member of the North American Man-Boy Love Association (NAMBLA). NAMBLA advocates the release of all convicted pedophiles, decriminalization of child pornography, and opposition to all attempts by the state to interfere with “consensual and non-coercive” sexual activity between men and minor boys. Upon receipt of this letter, school officials immediately launched an investigation which ultimately led to the teacher’s termination.

This case involved school officials who chose to investigate, rather than ignore, a serious accusation against a teacher. A duty to investigate accusations of misconduct in an anonymous letter is strongest when a failure to respond immediately with an investigation would place minors at risk of harm.

2. Negligence

Pastors who refuse to read anonymous letters containing accusations of misconduct may be guilty of negligence. Negligence is a legal term that simply means carelessness or failing to act with reasonable care under the circumstances. Negligence is more likely if a pastor ignores an anonymous letter that:

  • contains verifiable information; or
  • contains evidence of reliability, such as information demonstrating that the writer is familiar with facts that support his or her accusation.

The critical question is what kinds of evidence are sufficient to trigger a duty to investigate anonymous accusations of misconduct? Consider the following examples:

Example. A pastor receives an anonymous letter from a person who attended worship services the previous Sunday. Part of the letter includes: “I attended your church on Sunday for the first time, and was shocked to discover that your music pastor is a convicted child molester.” The pastor was not aware of any prior criminal behavior by the music pastor. He is not sure what to do. He considers discarding the letter. A better response would be to verify the letter’s central accusation—that the music pastor was previously convicted of child molestation. He accesses a state criminal records database and discovers that the music pastor was incarcerated for ten years for a prior incident of child molestation. The music pastor is terminated immediately.

Example. Same facts as the previous example, except the pastor elects to disregard the letter based on his policy of never reading anonymous letters. This response may expose the pastor, and church, to liability based on “negligent retention” should the music pastor sexually molest a minor on the church premises or during a church activity. Liability would be based on the church’s retention of the music pastor despite the anonymous letter’s allegation of a criminal record that easily could have been verified. This example demonstrates the potential legal risks associated with a policy of disregarding all anonymous letters.

Example. A pastor receives an anonymous letter claiming that the church’s youth pastor “engaged in inappropriate contact with a minor in a prior church.” Assume that this prior incident did not result in a criminal record that would be searchable and verifiable. Given the seriousness of an accusation of child abuse by a youth pastor, the church should investigate. While the prior incident did not result in a criminal conviction that would be verifiable by searching public records, the church could take the following steps that would help negate an allegation of negligence should the youth pastor engage in similar conduct in the future: (1) Interview the youth pastor and have him respond to the accusation. (2) If this was not done previously, obtain references from each church where the youth pastor previously worked in youth ministry as an employee or volunteer. (3) Conduct a criminal records check, and sex offender registry search, to uncover prior incidents that did result in criminal prosecution. Other precautions are summarized at the end of this article.

Example. A pastor receives an anonymous letter complaining about the music performed during worship services. Disregarding anonymous letters like this, that are critical of music and sermons, do not expose a church to any material risk since the pastor’s disregard of such letters does not expose anyone to a risk of injury.

Example. A pastor receives an anonymous letter claiming that “a registered child molester is attending the church’s worship services.” According to some courts, no duty to investigate arises when an anonymous letter is received containing no verifiable information (such as the identity of the sex offender), and no extrinsic evidence of reliability. If the identity of the sex offender had been revealed, the church could mitigate its risk by verifying the conviction using the national sex offender online registry, and instituting a conditional attendance agreement allowing the offender to attend under strict, specified conditions.

Example. A pastor receives an anonymous letter accusing the church’s bookkeeper of embezzling church funds. The alleged misconduct is not of such a nature as would place persons attending church services and activities at risk of injury. As a result, there probably are no adverse legal consequences should the letter be ignored. However, many would consider the investigation of such an accusation to be a moral imperative.

Example. A pastor receives an anonymous letter containing an accusation that a staff member has had her driver’s license revoked for reckless driving. The staff member often drives church vehicles on church business. This allegation involves behavior that could expose others to harm. A person’s driver’s license status can be easily verified by checking with the department of motor vehicles, a step a church should take. Based on my recommendations at the end of this article, the accusation should be investigated. If validated, the staff member must immediately be suspended from driving her own, or the church’s, vehicles on church business.

3. A child abuse reporting analogy

Every state has enacted a child abuse reporting law that requires persons designated as “mandatory reporters” to report abuse to civil authorities if they have actual knowledge or reasonable suspicion or belief that it has occurred.

Child abuse reporting laws can be helpful to church leaders in deciding how to respond to anonymous letters because the laws use the standard of reasonable suspicion or belief in triggering a duty to report. This is similar to my recommendations at the end of this article, which suggest that pastors have a duty to investigate anonymous accusations of misconduct if there is reliable and relevant evidence that creates a reasonable basis for the accusation.

State legislatures have struggled to define the threshold requirement of “reasonable suspicion or belief.” To illustrate, the California child abuse reporting law requires mandatory reporters to report abuse if they have “reasonable suspicion” that child abuse has occurred, and it defines reasonable suspicion as follows:

Reasonable suspicion means that it is objectively reasonable for a person to entertain a suspicion, based upon facts that could cause a reasonable person in a like position, drawing, when appropriate, on his or her training and experience, to suspect child abuse or neglect. “Reasonable suspicion” does not require certainty that child abuse or neglect has occurred nor does it require a specific medical indication of child abuse or neglect; any “reasonable suspicion” is sufficient.

Such definitions provide little clarification, and this has left to the courts the task of defining reasonable suspicion or belief. This is a vital task since it will determine whether a mandatory reporter has a legal duty to report child abuse to the agency designated by the reporting statute.

“Reasonable suspicion or belief” that a child has been abused not only imposes upon mandatory reporters a legal duty to report, but it also serves as a potentially useful analogy for pastors to consider in deciding whether to respond to anonymous letters accusing an employee or volunteer of misconduct. As noted above, pastors who elect to ignore an anonymous letter accusing a staff member of misconduct may be liable on the basis of negligence or negligent retention if the staff member injures another person and, in the exercise of reasonable care, the allegation should have been investigated. This makes legislative and judicial clarification of “reasonable suspicion or belief” relevant in assessing an appropriate response to anonymous accusations.

Key point. If the circumstances surrounding an allegation of child abuse in an anonymous letter create a reasonable belief that it occurred, then: (1) the allegation should not be ignored on the ground that it was contained in an anonymous letter, and (2) it must be reported to the child abuse hotline by the recipient if the recipient is a mandatory reporter under state law.

Some of the leading cases interpreting “reasonable suspicion or belief” are summarized below:

In re O.K., 2015 WL 655106 (Ill. App. 2015). A state social services agency received several anonymous letters alleging incidents of abuse against children while in their foster parents’ care. The court noted that “as the allegations in these letters had not been verified, the state sought more time to determine the safety of the children while in the parents’ care.” This case suggests that an anonymous letter by itself, without any corroborating evidence, does not constitute reasonable suspicion or belief that child abuse has occurred, and so no duty to report arises.

Croft v. Westmoreland County, 103 F.3d 1123 (3d Cir. 1997).A federal appeals court ruled that a child welfare agency must independently corroborate reports of child abuse from an anonymous informant in order to separate a child and parent. In other words, an allegation of child abuse in an anonymous letter does not, by itself and without any additional corroborating evidence, constitute reasonable suspicion or belief triggering a duty to report.

Kraynak v. Youngstown City School District, 889 N.E.2d 528 (Ohio 2008). A fourth-grade teacher asked her students to keep a creative-writing journal. Once or twice a week, the teacher instructed students to make entries in their journal. The journals were not turned in, and were only spot-read by the teacher because they were used only to practice writing. One student wrote entries in her journal that mentioned physical abuse by her mother. The teacher read this entry, but did not report the abuse to the child abuse hotline because the student “didn’t take this journal entry very seriously. He wasn’t crying. He wasn’t upset. He wasn’t scared. He wasn’t emotionally upset about it.” The student’s father later sued the school as a result of the teacher’s failure to report the abuse. A jury returned a verdict in favor of the school, concluding that the preponderance of the evidence did not establish that the teacher knew or suspected that the student had suffered or faced abuse, and therefore she had no duty to report.

On appeal, the Ohio Supreme Court agreed that the school was not liable. It noted that the child abuse reporting law requires mandatory reporters who “know or suspect that a child under eighteen years of age … has suffered or faces a threat of suffering any physical or mental [abuse] that reasonably indicates abuse or neglect of the child, shall immediately report that knowledge or suspicion to the public children services agency or a municipal or county peace officer in the county in which the child resides or in which the abuse or neglect is occurring or has occurred.”

The Court concluded that the reporting statute established a “subjective standard” in deciding whether a person was required to report:

The statute asks whether the school employee knows of child abuse or suspects child abuse. The statute does not ask whether the school employee “knew or should have known” or “suspected or should have suspected” or “knew or had reasonable cause to suspect” that a child had been abused. Rather [it] simply asks whether the school employee “knows or suspects” that there has been child abuse.

The Court noted that the reporting statute had been amended following the filing of the lawsuit in this case: “The new version of the statute changes the standard from ‘knows or suspects’ (a subjective standard) to ‘knows, or has reasonable cause to suspect based on facts that would cause a reasonable person in a similar position to suspect,’ a clearly objective standard. Accordingly, we hold that pursuant to [the prior statute] in determining whether a person knows of or suspects child abuse for purposes of reporting it to the proper authorities, the standard is subjective.”

Keisling v. Keisling, 196 S.W.3d 703 (Tenn. App. 2005). Following a divorce, the former wife filed a petition to restrict the former husband’s visitation rights with the couple’s minor child on the ground that the father had sexually molested the child. A Tennessee appeals court observed:

Accusations of child sexual abuse by one parent against the other parent presents one of the most difficult issues faced by a trial court. Suspicion of such abuse must be taken seriously and [was] investigated thoroughly, for the consequences to the child of allowing any abuse to continue are grave. However, mistakenly concluding that a parent has abused his child, when in fact there has been no abuse, has serious consequences as well, including the almost-certain destruction of the parent-child relationship and disgrace to the accused parent. In addition, determining whether abuse has occurred can be enormously difficult; there is frequently a paucity of physical evidence, and the alleged child victim may be unable to accurately relate pertinent events. Finally, even investigating the accusation is delicate; the suggestibility of the alleged victim is almost invariably an issue, and heavy-handed or repetitive interrogation or physical examination can itself inflict long-lasting trauma on a child. In this case, it is clear that the accusations of sexual abuse of the parties’ daughters were taken seriously and investigated thoroughly.

But the court cautioned that “in a case such as this, any concern about reporting allegations of child sexual abuse must be balanced with the awareness that false accusations of such abuse can be a reprehensible tool against an ex-spouse.”

This case suggests that anonymous accusations of misconduct should be investigated rather than ignored if the alleged misconduct is serious in nature and exposes others to possible harm. However, a duty to report must be balanced against facts suggesting a motive to lie.

O’Heron v. Blaney, 583 S.E.2d 834 (Ga. 2003). The Georgia Supreme Court explained the “reasonable cause” standard as follows:

Once a reporter has reasonable cause to suspect child abuse has occurred, she must report it or face criminal penalties. The trigger for the duty to report is “reasonable cause to believe,” which requires an objective analysis. The relevant question is whether the information available at the time would lead a reasonable person in the position of the reporter to suspect abuse.

4. A “probable cause” analogy

The Fourth Amendment to the United States Constitution protects “the people” from “unreasonable searches and seizures,” also providing that “no warrants shall issue, but upon probable cause, supported by Oath or affirmation, and particularly describing … the persons or things to be seized.”

The courts frequently are called upon to determine if law enforcement personnel have probable cause of criminal behavior to justify the issuance of a warrant. In general, probable cause to arrest exists “when the officers have knowledge or reasonably trustworthy information of facts and circumstances that are sufficient to warrant a person of reasonable caution in the belief that the person to be arrested has committed or is committing a crime.” Weyant v. Okst, 101 F.3d 845 (2d Cir.1996).

Several courts have addressed the question of whether anonymous letters and tips can constitute probable cause. The United States Supreme Court has ruled that an anonymous letter can provide the probable cause needed for a search warrant. Illinois v. Gates, 462 U.S. 213 (1983). The Court noted:

[Anonymous] tips, particularly when supplemented by independent police investigation, frequently contribute to the solution of otherwise “perfect crimes.” While a conscientious assessment of the basis for crediting such tips is required by the Fourth Amendment, a standard that leaves virtually no place for anonymous citizen informants is not.

Part of the Court’s reasoning was that the anonymous letter contained a range of details relating “not just to easily obtained facts and conditions existing at the time of the letter, but to future actions of third parties ordinarily not easily predicted.” In other words, there were “indicia of reliability” that strengthened the value of the anonymous letter.

How is this relevant to a pastor’s response to an anonymous letter? The argument could be made that just as anonymous letters, when combined with “indicia of reliability,” can constitute probable cause supporting an arrest or search warrant, so too may the credibility of an anonymous letter received by a pastor be enhanced by additional information in the letter—information that may create a reasonable basis for an accusation warranting further investigation.

Example. A pastor receives an anonymous letter accusing a staff member of misconduct. The letter also contains references to facts that are not widely known. The pastor has a policy of never reading anonymous letters, and so the letter is ignored. The letter, along with the “indicia of reliability,” would likely constitute probable cause supporting a search or arrest. The staff member engages in future misconduct that injures a member of the congregation. The victim sues the church, claiming that it is responsible for her injuries on the basis of negligent retention of the staff member. To bolster her claim, she asserts that the anonymous letter, together with the “indicia of reliability,” would constitute probable cause supporting a warrant to arrest. If the evidence constitutes probable cause to arrest, then it may suggest that the pastor had a duty to investigate the anonymous letter’s accusation. While certainly not conclusive, this argument may support the victim’s negligent retention claim.

Conclusion

Anonymous letters containing accusations of misconduct by staff members or volunteers present pastors with a difficult decision. This is especially true for anonymous letters containing no verifiable information supporting an accusation. Few, if any, courts have found churches liable on the basis of a pastor’s disregard of anonymous accusations of misconduct, but, as noted in this article, it is possible that a church could be found liable in such cases based on negligent retention.

The best practice, which will reduce legal risk and potential future harm to innocent victims, is to investigate anonymous accusations of misconduct that:

(1) are verifiable by available public records (i.e., criminal records, sex offender registry); or

(2) contain “indicia of reliability” based on:
information provided by references; information provided by the victim identified in the anonymous letter, or by other persons identified in the letter who may have information about the accusation; information provided by former churches where the accused previously served as an employee or volunteer; information provided by law enforcement officers who may have investigated the individual in the past; information provided by potential witnesses having relevant information regarding the accusation; other relevant evidence, such as the writer’s knowledge of facts suggesting personal knowledge of the information shared in the anonymous letter; or

(3) involve misconduct of such a nature as would place persons attending church services and activities at risk of injury. The duty to investigate is greatest when an anonymous letter accuses an employee or volunteer of behavior making him or her a risk of harm to minors.

Key point. Anonymous letters containing unverifiable allegations of misconduct by named individuals are the most troublesome. As we have seen, such accusations generally are insufficient to trigger a duty to report child abuse, or serve as probable cause for an arrest, and these analogies suggest that pastors have no legal duty to independently investigate such accusations and therefore they, and their church, cannot be liable on the basis of negligent retention for future harm caused by the accused. That may be true in a legal sense, but there is also a moral dimension to be considered. Jesus’ harshest words were directed at those who “cause one of these little ones who believe in me to stumble.” These words will persuade many pastors to investigate anonymous accusations of sexual misconduct by an employee or volunteer involving a minor victim, whether the accusations are verifiable or not.

Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.

Six Questions to Ask When Choosing a Church Management System

Six questions every church should ask when thinking about buying a church management system.

Last Reviewed: July 30, 2024

A Church Management System (CMS) is the administrative hub of a church. It stores pertinent information, including membership data, attendance trends, group health, and giving records. Today, there are more options than ever for church leaders to choose from. Here are six questions to ask when looking for a Church Management System for your church.

1. Is It Cloud Ready?

When choosing a CMS, the ability to have your database in the cloud is an important feature to consider. Without cloud services, you can only access your CMS at the physical site of the church. A cloud-based CMS allows you to put information in the hands of key leaders whether they are on site at the church, at home, or half-way around the world.

2. Is It Mobile Ready?

Ask if the CMS has mobile apps developed that are actively supported. Apps allow church leaders to reach into their pockets and with a few taps get the data that they need.

3. Is It User Friendly?

Is the interface cumbersome and difficult, confusing and overwhelming? What about frustrating and off-putting? Many companies allow you to trial their apps and programs for a period of time, which allows you to assess whether the CMS is user-friendly for your volunteers and leaders.

4. Is It Full of Features?

What are your needs as a church? Find a CMS that matches your church’s needs, but also one that your church can grow into as well. Does the developer regularly update the apps with new features? Do you need a CMS that manages group communication and attendance? What about children’s check-in? Online giving? Know the features you need before you go CMS shopping.

5. Is It Reasonably Priced?

An expensive CMS that is used is better than a cheap CMS that isn’t used. Check the pricing structure of each CMS you are considering. Many companies now offer a monthly service fee, which allows you to jump into the CMS with minimal upfront investment. In addition, most developers offer a scalable pricing model depending on the volume of your church’s needs.

6. Is It Actively Supported?

If you have problems with the CMS, how will those problems be fixed? How is their customer support? Does the developer offer any types of training that will help you educate staff and volunteers on how to use it? Everyone encounters snags at some point. When you do, you’ll want a company that’s quick to respond and help you in your moment of need.

Justin Deeter is the founding and lead pastor of Redemption Church in Wilson, North Carolina. He was formerly senior pastor of Forest Hills Baptist Church in Wilson, North Carolina. Find him at JustinDeeter.com and @JustinDeeter.

For information on church IT strategies and solutions, check out the latest version of Church IT by Nick B. Nicholaou.

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Matching Grants vs. Challenge Grants

Why one is better in church fundraising.

Matching grants are a reasonably common tool used in churches, particularly for church planting, as well as ministries and nonprofit organizations. However, a small body of research strongly suggests that challenge grants work more effectively than matching grants in terms of overall fundraising.

Key differences

What’s the difference? A typical matching grant works along the following lines: For every dollar you give, another partner organization/foundation/donor “matches” your dollar with another dollar (or $0.50). According to research, a matching grant is at least somewhat more motivating than a direct appeal for funds.

A challenge grant is subtly distinct from a matching grant, and is often worded along the following lines: “If we raise $X in total, then we’ll also get $Y from some other source.” Or sometimes, “If we get X number of new donors, then we’ll also get $Y from some other source.” A challenge grant is, according to the findings, more motivating than a matching grant.

Challenge grants more compelling?

The fascinating question is, why are challenge grants more compelling than matching grants? My survey of the research has not returned a satisfactory answer. My hunch is that many people have an innate sense both of competition (“I want to meet the challenge”) and of cooperation (“If we do this together, we’ll achieve such-and-such goal”).

In other words, I think challenge grants are better able to bring out the best in us, both cooperatively and competitively. Future research, I’m sure, will shed more light on the validity of my hunch.

There’s a further consideration. Most matching grants I’ve heard about for church planting encourage the planter to go after bigger dollars, rather than a bigger pool of donors (even if those donors represent relatively small amounts).

“If you raise X amount for your church, we’ll match with Y amount.” The practical problem with this approach is obvious: If you lose even one high-ticket donor, you’re in trouble.

Wise to have large base of small donors

Contrast this with the approach of college alumni associations, which reveal the wisdom and long-term sustainability of amassing a large base of small, individual donors. Over time, a few of them will mature into large-dollar donors. But even if most don’t, the natural ebb and flow of donor rolls will have little effect on the association’s ability to meet its fundraising goals, based as it is on volume, not mass.

Ministries—particularly church planters operating under matching grants—tend to do just the opposite. They focus on relatively few, high-ticket donors, at the expense of growing their individual donor base. I strongly believe granting organizations should test a challenge grant structure that matches “sending church dollars” to benchmark growth of the church plant’s donor base. My hypothesis is that, compared to matching grants, the challenge to grow a broad donor base will result in more economically stable and sustainable ministries over the long haul.

Adapted from The Habit of Asking by Christopher J. Kopka. Copyright 2016 by Chris J. Kopka. Used with permission.

Christopher Kopka conducts Habit of Asking workshops for churches. He is president of Thrivent Church Solutions Group. In this role, Kopka leads Thrivent’s church-related businesses and functions, which presently reach over 30,000 churches through products and services provided by Thrivent and partner organizations. He is also the senior vice president for Mergers, Acquisitions & Strategic Partnerships.

For more information on church fundraising check out Increase Giving at Church.

Is Airfare for a Short-Term Missions Trip Tax Deductible?

Understand the rules for taxes on mission trip airfare, including what’s deductible for participants and donors under IRS guidelines.

Last Reviewed: January 24, 2025

Q: Each of our missionaries is responsible for purchasing his or her airline tickets. Would this be considered a tax-deductible contribution or just a personal expense? Further, a church member wants to purchase the ticket so that a participant can go on the missions trip. Is the payment—made directly by the church member to the airline for the participant’s airfare—tax deductible?


Short-term missions trips often involve participants covering their own travel expenses, raising the question: Is airfare for a missions trip tax deductible? Understanding the rules surrounding taxes on mission trip airfare is essential for both participants and donors to ensure compliance with IRS guidelines.

When Is Airfare Tax Deductible for the Participant?

If a participant purchases their own airline ticket to participate in a missions trip, the expense can be considered tax deductible as a volunteer expense. To qualify, the participant must obtain a statement from the church confirming:

  • The airfare payment is required to perform volunteer services on the missions trip.
  • No goods or services were provided by the church in exchange for the purchase.

In addition, the participant will need:

  • A copy of the travel itinerary.
  • Proof of performing sufficient volunteer services during the trip.

If the trip includes a mix of volunteer service and personal or sightseeing days, only a portion of the airfare is deductible. Specifically:

  • If personal or sightseeing days make up less than 50% of the trip, a proportional amount of airfare may be deducted.
  • If personal or sightseeing days exceed 50% of the trip, the airfare is not deductible.

When Is Airfare Not Tax Deductible for a Donor?

If a church member directly purchases an airline ticket for a participant (other than themselves or an immediate family member), the payment is not tax deductible. However, the donation can become deductible if:

  • The donor gives the money directly to the church.
  • The donor only suggests that the funds be used for the participant’s ticket.
  • The church retains full control over how the funds are spent.

This distinction is critical, as IRS guidelines require the church—not the donor—to determine how designated donations are allocated for them to qualify as charitable contributions.

Additional Considerations for Churches and Donors

Churches should ensure proper documentation is provided for participants and donors to comply with tax regulations. Maintaining clear policies and transparent communication with members can help avoid misunderstandings and ensure accurate reporting.

FAQ: Taxes on Mission Trip Airfare

  • Is airfare always tax deductible for a missions trip participant?
    Only if the airfare is directly related to volunteer services and meets IRS guidelines.
  • What documentation is required for deducting airfare?
    A statement from the church, an itinerary, and proof of volunteer service are necessary.
  • Can a donor deduct the cost of a ticket they buy for another participant?
    No, unless the donation is given directly to the church, and the church controls how the funds are spent.
  • Are mixed-purpose trips partially deductible?
    Yes, but only if volunteer days exceed 50% of the trip; otherwise, no deductions are allowed.

For more information on tax-deductible donations, visit the IRS Charitable Contributions page. Additionally, review nonprofit volunteer guidelines on NationalService.gov.

Frank Sommerville is both a CPA and attorney, and a longtime Editorial Advisor for Church Law & Tax.

A Usable Metric for Any Church

Implement data-driven decision making to improve your church’s financial planning with a simple and scalable per-person giving metric.

Data can transform how churches operate, regardless of their size. By adopting data-driven decision making, churches can better understand giving patterns and make informed financial decisions. Norwood Davis from 12Stone Church emphasizes the importance of tracking a per-person-per-week giving metric as a powerful yet simple tool for any church.

How to Track the Per-Person-Per-Week Giving Metric

“Here’s what’s beautiful about this metric,” says Davis. “It’s flexible and scalable, regardless of your church’s size.” To start, follow these simple steps:

  • Step 1: Create a table with four columns: date, attendance, total giving, and per-person giving.
  • Step 2: Record the date in the first column, the number of attendees in the second column, and the total dollars given in the third column.
  • Step 3: Divide the total dollars by the number of attendees and record the result in the fourth column.

With consistent data collection, patterns will emerge. Seasonal highs and lows, holiday changes, and even trends tied to congregants’ pay periods become apparent. For 12Stone Church, these insights shifted their entire budgeting process. “Instead of dividing annual revenue projections equally over 52 weeks, we adjusted our budget to reflect seasonal and other variabilities,” Davis explains.

Visualizing and Interpreting the Data

Once you’ve collected enough data, Davis advises creating a simple graph to identify long-term trends. This process can be done using Microsoft Excel, which offers intuitive tools for graphing. For beginners, online tutorials and affordable Excel classes at local colleges can help build the necessary skills.

“The most important thing is to keep collecting data and think in terms of long-term trends,” says Davis. “The key is to take disciplined, small steps. Just start collecting the data, keep it going, and keep improving.”

Benefits of Data-Driven Decision Making for Churches

Implementing this metric offers several benefits:

  • Financial Accuracy: Aligning budgets with actual trends improves financial planning and stability.
  • Seasonal Insights: Identifying seasonal giving patterns helps churches prepare for high and low periods.
  • Scalability: This metric works for churches of all sizes and is easy to implement with minimal resources.

For additional tips on data collection and analysis, visit the U.S. Census Bureau’s Data Tools or explore the IRS nonprofit resources for financial insights.

FAQ: Data-Driven Decision Making for Churches

What are the long-term benefits of tracking this metric?
Over time, it helps identify patterns, align budgets with trends, and improve financial decision-making.

Why is per-person giving an important metric?
It provides a clear and scalable way to track financial trends regardless of church size.

How do I start tracking data for this metric?
Create a table with attendance, total giving, and per-person giving as key components.

What tools can help with data visualization?
Microsoft Excel is a great starting point. Affordable online tutorials or local classes can teach you graphing basics.

What I Learned from Advising the Boy Scouts of America During Their Abuse Crisis

An attorney’s advice for organizations on preventing and responding to child sexual abuse.

A real and critical issue for churches, ministries and youth-serving organizations

Churches, ministries, and youth-serving organizations today must recognize that child sexual abuse is a critical issue. The prevalence rate of people who are victims of child sexual abuse is estimated to range from 1 in 12 to 1 in 7 (8–14%) for men and from 1 in 6 to 1 in 2 (17–51%) for women. Estimates of abuse within organizations and institutions are not available, but media, lawsuits, and anecdotal information suggest it is significantly higher. Child sexual abuse is now the number one reason that churches are sued.

I know that reality only too well.

For 11 years, I was the Deputy General Counsel and then General Counsel for the Boy Scouts of America (BSA). I saw first-hand the cases of child sexual abuse and how devastating they can be on children, families, and even organizations. Organizations and institutions have historically focused on protecting children in their care from sexual victimization from “external threats” (e.g., “stranger danger,” such as breaches of facility security, intercepting children traveling to or from locations or activities, and so on). Particularly because of the experiences of BSA, it has only been over the last two decades that the attention has been turned to the victimization of children from within an organization by those inside, or affiliated with, that organization.

There are many lessons that churches and ministries can learn from the failures of BSA to protect children and protect ministries from the devastating consequences of child sexual abuse.

Lessons Learned the Hard Way

Acknowledgement and awareness of the threat

Data from the Centers for Disease Control in 2006 indicated that 1 in 4 women and 1 in 6 men were sexually abused before the age of 18. BSA had thousands of reports of boys being sexually abused by volunteers, but continued to view them as “aberrations” not worth review and analysis because the number was such a small percentage of BSA’s total membership. Plaintiffs claimed that BSA ignored these reports primarily because it was concerned its image might be damaged.

Law enforcement, government ignored reports of abuse

Even law enforcement and government officials ignored the reports despite awareness of the incidents. It was not until decades later, and a punitive damages verdict of some $20 million in the case brought by six “Jack Does” (anonymous plaintiffs) against the BSA in Oregon, that BSA commissioned a detailed analysis of the more than 7,000 incidents of child sexual abuse in an attempt to determine the magnitude, root causes, opportunities for prevention, and reporting deficiencies.

Communicate, educate, and enlist others in recognizing, responding, reporting, and reacting

Failure to genuinely focus on the welfare of constituents and stakeholders (church congregations and families) can create a blind spot and an inability to be proactive. Churches are, by nature, trusting. According to at least one expert, 93 percent of sex offenders describe themselves as “religious.” By increasing the awareness and engagement of those who would be directly, or even indirectly, impacted by child sexual abuse in your church and community is fundamental in protecting children from abuse. Again, as a result of the Oregon case, BSA made its Youth Protection Training mandatory for all registered adult leaders.

Provide compassion, counseling, and honest responses to victims, victims’ families, and all others impacted by abuse

BSA’s failure to be open, transparent, and sincerely compassionate by its “canned” responses and its perception that victims were only interested in a financial windfall alienated victims, the media, and jurors. This helped result in tens of millions of dollars being paid out in verdicts or settlements. Being responsive, genuinely compassionate, and empathizing with the pain and anguish in incidents of child sexual abuse greatly assists in the healing process of those victimized. Genuinely empathizing with victims and apologizing on behalf of the organization can significantly help reduce the victim’s anger and sense of betrayal. It can facilitate not only a more acceptable resolution but is also an opportunity to learn from victims’ personal experiences how to improve safeguards and assist them and others who have been affected.

In fact, one of those victims whom I met in mediation many years ago is now a close friend. He credits my time with him in mediation as helping his healing and stopping him from finding and killing the perpetrator and committing suicide. I am thankful that despite the anguish he had suffered over the 40 years since he was abused, this wonderful husband and father decided not to end his life. That’s the power of empathy.

Implementation of consistently and universally applied policies and procedures for:

  1. Screening and training of all employees and volunteers;
  2. Reporting of any incident of actual or suspected abuse to the proper authorities; and
  3. Supervision and accountability of all employees, volunteers, and participants, including reporting and addressing “boundary violations” before they might result in abuse.

There is no one-size-fits-all profile of child sexual abusers

Teachers, attorneys, doctors, senators, mayors, police officers, servicemen, youth leaders, church leaders, coaches, counselors, family members, neighbors, married, single, old, young, well-known, and strangers—all have been characteristics of child sexual abusers. This is why screening of all employees and volunteers, no matter how well-known they may be to you or others in your community, is important, along with training everyone as to the policies and the importance of promptly reporting any concerns.

Screening, backgrounding, reference checks and interviews are all essential

Because victims of child sexual abuse generally allege that the organization (church) is responsible for their injuries on the basis of negligent selection, retention, or supervision of the perpetrator, many such cases have been lost due to the failure to implement appropriate safeguards in the selection and supervision of employees and volunteers who work with children. This even applies to other children volunteers (e.g., youth staff). Therefore, screening, background investigations, reference checks, and interviews before the individual’s involvement are essential.

Spot the red flags and warning signs

In many cases, there were several warning signs, red flags that observers (even parents) ignored because they did not rely on their instincts. They overlooked “minor” boundary violations. In hindsight, it became obvious that the abuser had “groomed” the child to develop a relationship of trust and friendship that enabled the abuser to manipulate the child into complying with being sexually abused. Everyone must be trained to recognize and report any such occurrences. Early recognition and intervention can prevent abuse.

Children victimizing other children

So far, the sexual victimization of children in their care by staff members who have developed an acquaintance relationship has presented the greatest problems for such organizations. But organizations are now more often recognizing cases in which children are victimizing other children. Of all sexual crimes committed against children, over one third (36%) are committed by other children. Approximately 1 out of every 4 (27%) child sexual abusers started sexually abusing children when they themselves were children. The average age at which abusers committed their first criminal sexual assault was 14 years old.

The cost of developing and implementing a reasonable program to protect children is significantly less than the cost of a single adverse judgment for a serious incident. One of the biggest obstacles in implementing these strategies is getting organization members and the public they serve to accept and integrate the reality that the sexual victimization of children is not always by “evil predator strangers” and that there are ways to reduce the risk of child sexual abuse. But organizations have to be willing to change their policies and, in some cases, their cultures.

Richard J. Mathews is a licensed attorney in the states of Michigan and Texas. He served as the Deputy General Counsel and then General Counsel with the Boy Scouts of America for 11 years. He currently lives and works in Arlington, Texas, and can be reached at RichardJ.Mathews@gmail.com.

Who Should Know What People Give at Church?

Discover six approaches to managing church giving records and promoting financial stewardship with integrity.

Last Reviewed: January 24, 2025

The question “Who should be able to see individual church giving records?” is difficult to answer. Indeed, it is such a difficult question that I will not attempt to give a concrete answer. I will let you know what I’ve done in the past and six perspectives:

1. The lead pastor and one layperson

This perspective argues that financial stewardship is a spiritual discipline, and the pastor should have access to individual giving to be able to see how the members are doing in this regard. The layperson, of course, is the person who actually keeps the records.

2. One layperson who guides the pastor

The layperson again is the member keeping financial records. He or she is the only one who has access to giving records. But that person is able to share information with the pastor or other leaders as needed. For example, the financial secretary can inform the pastor or elders about potential future elders according to their giving patterns. I took this approach as a pastor. I did not have access to individual giving patterns, but our financial secretary would let me and other leaders know if a person should be eligible for a leadership role according to that person’s stewardship in the church.

3. One layperson only

In this example, only the financial secretary (or equivalent) has access to individual giving records. He or she does not provide any input that would reflect this information.

4. A key group in the church

In some churches, this group is the elders. In some other churches, it is the nominating committee.

5. A staff person other than the pastor and a layperson

The pastor is specifically precluded from individual giving visibility. Instead, another staff person, such as an associate or executive pastor, has access to the records along with the financial secretary.

6. No church members

No church member can see the records. Instead, a non-member is recruited or hired to keep the records, but that person does not share the information with any church members.

There are certainly different options and different variations of these options. I can see some rationale in each of them.

This post was adapted from an article that first appeared at ThomRainer.com on April 13, 2016. Thom S. Rainer serves as president and CEO of LifeWay Christian Resources. Among his greatest joys are his family: his wife Nellie Jo; three sons, Sam, Art, and Jess; and ten grandchildren. Dr. Rainer can be found on Twitter @ThomRainer and at facebook.com/Thom.S.Rainer.

Do Overtime Hours at Church Camp Qualify as an Exemption?

Overtime hours for part-time employees is just one of several key compensation considerations.

Q: We have a camp trip this summer and are looking to send one of our part-time hourly employees. This will require them to essentially be working the entire trip. Are we required to pay overtime for all hours worked or are there exemptions for “camp” time? I have seen mention of exemptions of camp counselors, but it seems since they are already a regular employee that we may be crossing a line.


Understanding labor laws and regulations

The Fair Labor Standards Act (FLSA) and US Department of Labor (DOL) regulations do recognize an exemption from overtime pay for employees of an organized camp operated as a “distinct physical place of business.”

See 29 U.S.C. 213(a)(3); 29 C.F.R. § 779.23. Under the facts described, it is unlikely the part-time hourly employee will qualify for this statutory overtime exemption, either because the employee is employed by the church, and not by a camp with a “distinct physical place of business,” or because the camp trip is not an organized camp (or perhaps for both reasons).

But the inquiry should not stop here.

‘Volunteer’ v. ‘Employee’

The DOL has recognized a narrow exception from the definition of employment, an exception in which an employee of a nonprofit organization “volunteers” in an activity sponsored by the organization. In determining whether an individual’s participation in an activity is as a “volunteer” and not an “employee,” the DOL considers several factors, including whether the services are:

  • Offered freely without pressure or coercion;
  • Of the kind typically associated with volunteer work; and
  • Different in nature from the employee-volunteer’s normal work activities.

Therefore, if the camp trip will be attended by youth of the church, and the part-time hourly worker’s normal duties include working with the church’s youth, then this exception would not apply.

However, if the employee’s normal duties are different in nature, such as providing finance and accounting services, then this exception for volunteers should apply so long as the employee is not required to participate (a requirement to participate would alter the nature of the employee’s participation from “voluntary” to “within the scope of employment”).

Set clear policies

To ensure that volunteer services are distinguishable from work performed within the scope of the employment relationship, the church’s governing body should establish policies governing the conditions under which church employees may volunteer and requiring job descriptions with sufficient detail to clearly distinguish employment services from volunteer services.

If the employee is not exempt from overtime pay and doesn’t qualify as a volunteer for the camp trip, then given that the employee will “essentially be working the entire trip,” the church must determine how many hours are considered “work hours” for the purpose of determining compensation, including overtime pay.

In general, an employee must be paid for hours worked.

The importance of “sleep time” arrangements

When an employee is essentially on duty around-the-clock, DOL regulations permit the employer and the employee to mutually agree to exclude from hours worked (i) sleep time of not more than eight hours, (ii) mealtimes where the employee is completely relieved of duty, and (iii) rest periods (e.g., breaks) of not less than 30 minutes (see 29 C.F.R. §§ 785.18, 785.19(a), 785.22). To qualify as excluded sleep time, the employer must provide the employee with “adequate sleeping facilities” where the “employee can usually enjoy an uninterrupted night’s sleep” (29 C.F.R. § 785.22(a)).

If the employee’s sleep time is interrupted by employment-related duties, then the hours related to the interruption must be included in hours worked (29 C.F.R. § 785.22(b)).

Further, if the employee cannot get at least five hours of sleep during the eight-hour sleep period due to employment-related interruptions, no portion of the sleep time is excluded from hours worked (29 C.F.R. § 785.22(b)). It is important that an employee’s sleep time, meal times, and rest periods are documented to ensure there are records supporting the hours worked.

Other considerations

Depending on the activities (both planned and unplanned) on the camp trip, it may be difficult, if not impossible, to allow the employee mealtimes where the employee is completely relieved of duty.

In addition, the nature of many camp trips, particularly those involving youth, often result in short nights with fewer than five hours of sleep. Accordingly, it is conceivable that an employee would be eligible to be compensated for every hour of the day.

The FLSA does not require that all hours worked be compensated at the same rate, however. Therefore, with advance notice to the affected employee, it is possible to pay the employee a lower rate for hours worked during the camp trip.

It is advisable to establish that the lower rate is consistent with the rate paid to similarly situated persons performing the same duties that the part-time employee in the question will be required to perform during the camp trip. For example, if the employee’s normal hourly rate is $15 per hour, but the industry standard for employees performing these duties is $9 per hour, then paying a lower rate for these services is permissible and defensible. Note that the lower rate cannot be lower than the applicable minimum wage.

Final thoughts

  1. An employee cannot waive their right to compensation for hours worked or overtime pay.
  2. While the camp trip may be to a camp facility owned and operated by the church, it is likely that the overtime exception for camp employees will not apply for a part-time church employee because of rules that do not permit interchanging employees between camp and non-camp activities.
  3. From the description of the employee in the question as a “part-time hourly employee,” we can assume that the employee is a nonexempt employee for DOL wage and hour purposes and therefore not exempt under another regulation.
  4. There are state wage and hour laws which should be examined to ensure that they do not provide an employee with additional benefits not provided by the FLSA.
  5. If the part-time employee can be properly classified as a “minister,” additional research would need to be performed to determine if the so-called ministerial exception applies.
Ted R. Batson Jr. is a CPA and tax attorney, and serves as a partner and Professional Practice Leader – Tax for CapinCrouse LLP, a national CPA and consulting firm. He speaks and teaches frequently for national conferences and organizations on exempt organization and charitable giving matters.

Creating a Successful Church Succession Plan

When planning for a ministry leader’s successor, the best time to start is now.

Many ministries only think about succession planning if they have a senior leader near or past the standard retirement age. This thinking does not take into consideration any surprise transitions, lengthy absences, or the importance of many other leadership positions: all considerations that are important from a risk-management perspective.

A few years ago, I knew three ministries that all experienced a tragedy unexpectedly striking their senior leaders. Two of those leaders passed away suddenly, and one was diagnosed with an aggressive form of cancer. Each organization scrambled to find solutions, and some were better prepared than others. It was an eye-opening experience for me, as an outsider, to consider what should be learned from their difficulties.

For some denominationally-affiliated churches, there may be formal structures and procedures in place that must be followed for succession planning. (If in doubt, check with your denomination or governing authority first.) For churches without such a mandated structure, however, crafting a succession plan requires key considerations. For these churches, creating a succession plan requires the cooperation of the church’s governing board as well as the leaders whose roles are being considered. If the parties don’t understand the importance of this project, it is unlikely to get the support and attention required to make it successful.

Making a Plan: First Steps

Start by determining which roles are the most critical and therefore require contingency plans. This should certainly include the senior pastor, and depending on your church, it may also include associate pastors, the executive pastor, and the business administrator (as well as the school principal or other key ministry leaders).

After this is accomplished, make sure up-to-date job descriptions are available for each of those positions. The descriptions should include the required tasks and outcomes, desired education and experience, and necessary competencies.

Once you have considered “who,” you should look at “why.” An absence may be the result of any of the following:

  • Death
  • Serious illness or injury
  • Moral failure
  • Resignation
  • Firing

The circumstances will change the response, such as whether the vacancy should be filled temporarily or permanently. There are also different factors to consider depending on whether the individual left willingly or under duress. Clear and effective communication with the congregation during this time will be critical, and these factors play a significant role in that task.

Establishing a Final Solution

The next step is to determine what the ultimate solution is—and what steps are necessary to get from where you are now to where you would like to be.

Having replacements on staff who are trained for the position they would assume is optimal. While that is often not the case, it should be considered in this planning process (and also when hiring for any new positions).

The goal is to identify the best candidates and then adequately prepare them for their future roles. Often employees desire to grow in their careers and seek to take on new challenges. Recognizing their leadership potential and intentionally investing in them will likely lead to more engaged staff as well as better candidates for succession.

A formal mentoring and coaching program can be a helpful tool in preparing future leaders. As senior leaders identify staff members who may play significant roles in the future of the church and may take over their positions someday, they should invest deliberate and thoughtfully planned time in those staff members. It is important to gain a clear understanding of what their strengths are and what areas they need to develop to be prepared to take on the added responsibility.

Such mentorships can help potential future leaders prepare both personally and professionally. A leadership position can take a toll on an individual’s personal life; preparing future leaders in advance would be a blessing. Professional help could involve coaching through opportunities as they arise, suggesting professional readings or conferences to attend, and promoting an awareness of how specific situations could be handled more effectively. This takes an investment of time by current leaders in your ministry, but if done consistently and intentionally, it will yield beneficial results long-term.

Don’t Wait to Get Started

As with any other policies or procedures, succession planning is not something you can do once and put on a shelf. You should revisit your policy periodically to ensure the strategy—including roles and plans—is up-to-date. Remember, too, that after a transition is made, the planning process needs to start again to consider the possibility of that individual’s eventual transition out.

You don’t want your leaders to think you are planning prematurely for their home-going, but you do want them to understand the vital role they play and the impact their departure will have on the ministry. Those who desire to finish well or even leave a lasting legacy should be supportive of this process and appreciate its importance.

Rather than waiting for the perfect time or the perfect solution, get started now! Don’t delay any longer, and do make sure you are documenting the process as you go, so nothing gets lost through communication channels, committees, meetings, or the passage of time.

For more information on employment and staff transitions, see the articles “What to Do with a New Hire” and Reviewing Your Church’s Employment Policies and Practices.”

Vonna Laue has worked with ministries and churches for more than 20 years. Vonna was a partner with a national CPA firm serving not-for-profit entities through audit, review, tax, and advisory services. Most recently, she held the role of executive vice president for a Christian ministry that works to enhance trust in the church and ministry community.

10 Commandments for Pastors, Politics, and Social Media

10 commandments for pastors thinking of preaching, speaking, or posting about politics in an election cycle. Or any other time.

There are few topics that evoke as much emotion as politics, and church leaders would do well to remember these 10 commandments for pastors when it comes to engaging in politics—particular on social media.

Pastors and church staff are not oblivious to political emotions. Indeed, some of them can be among the most intensely emotional.

The purpose of this post is not to imply that pastors and staff should abandon their convictions. Nor is it to suggest that silence is always the best option. Instead, I hope it is a gentle reminder of ten issues pastors and church staff may want to consider before posting political views and opinions on social media.

10 Commandments for Pastors Posting About Politics on Social Media


You shall remember you are an ambassador for Christ.

All of your written and spoken words should be a reflection of Him.

You shall remember you are your church to many people.

Your words, for better or worse, are a direct reflection on your congregation.

You shall not be a stumbling block to unbelievers.

Many are watching you. Many are reading your words.

You shall refrain from posting when your emotions are high.

Take a break for a day. If you don’t, you will likely regret it later.

You shall remember that others are often posting in the throes of their own anger and emotions.

It is usually best not to engage them then.

You shall remember your words are permanent.

The moment you post, someone has likely captured your article or post, even if you delete it later.

You shall understand some members of your congregation likely have a different view than you.

Is your post worth the disunity that may follow?

You shall not be a distraction to the gospel.

Politics are often an easy detour from that which really matters.

You shall be aware of the long political memory many people have.

Some people are talking today about the comments Christians made in the presidential election four years ago!

You shall be aware that your political opinions may cause disunity with other churches in the community.

Make certain the words are worth the price that is paid.

The writer of Ecclesiastes reminds us in chapter 3, verse 7, that there is “a time to be silent and a time to speak.” For the sake of the gospel, please make certain you have sought God’s wisdom to discern what time it is for you.


Lead Your Church With Confidence—Became a Church Law & Tax Member Today.


This post was adapted from an article that first appeared at ThomRainer.com on March 21, 2016. Thom S. Rainer serves as president and CEO of LifeWay Christian Resources. Among his greatest joys are his family: his wife Nellie Jo; three sons, Sam, Art, and Jess; and seven grandchildren. Dr. Rainer can be found on Twitter @ThomRainer and at facebook.com/Thom.S.Rainer .

For information on the tax and legal guidelines faith-based organizations need to know before jumping into the political fray, see the downloadable resource Politics and the Church .

Assumption of Risk Forms: A Legal Blind Spot for Many Churches

Without careful legal review, these forms are useless to churches.

Last Reviewed: February 14, 2025

Editor’s note: This article has a companion article, “A 16-Point Evaluation for Assumption of Risk Forms.”

Key point 10-16.06. A release form is a document signed by a competent adult that purports to relieve a church from liability for its own negligence. Such forms may be legally enforceable if they are clearly written and identify the conduct that is being released. However, the courts look with disfavor on release forms, and this has led to several limitations, including the following: (1) release forms will be strictly and narrowly construed against the church; (2) release forms cannot relieve a church of liability for injuries to minors, since minors have no legal capacity to sign such forms and their parents’ signature does not prevent minors from bringing their own personal injury claim after they reach age 18; (3) some courts refuse to enforce any release form that attempts to avoid liability for personal injuries on the ground that such forms violate public policy; and (4) release forms will not be enforced unless they clearly communicate that they are releasing the church from liability for its negligence.

Overview: Why Churches Use Release Forms

Churches, schools, and youth-serving ministries often ask event participants to sign forms intended to protect the organization from liability for injuries caused by its own negligence. These are commonly called:

  • Release forms
  • Waivers of liability
  • Assumptions of risk

Many organizations use forms they find online without legal review—a risky move that can render the forms ineffective or even unenforceable.


Key Points Church Leaders Must Understand

  1. What release forms are and how they work
  2. Legal requirements for enforceability
  3. State law differences
  4. Why some forms are rejected by courts
  5. Special considerations for minors
  6. The role of indemnification and hold harmless clauses
  7. How release forms impact insurance and risk management

This article explains each point and summarizes leading court cases involving churches and charitable organizations.


Definitions and Purposes of Release Forms

A release form is an agreement where one party releases another from liability. It can be:

  • Retroactive – Often used in legal settlements
  • Prospective – Used before an activity to waive future claims (most common for churches)

Waiver is a legal term for giving up a known right.

Assumption of Risk means a person voluntarily accepts the risk of harm from a known danger.

“Assumption of risk means that the plaintiff, in advance, has given his express consent to relieve the defendant of an obligation of conduct toward him.” —Cohen v. Five Brooks Stable (Cal. App. 2008)

“The main purpose of a release typically is the voluntary relinquishment of a claim or right.” —Penunuri v. Sundance Partners (Utah App. 2011)

Most release forms combine release and assumption of risk language.


Types of Assumption of Risk

  • Express: The participant signs an agreement.
  • Implied: The participant knows the risk but proceeds anyway.

“Express assumption occurs when parties agree in advance that one of them is under no obligation to use reasonable care.” —Scott v. Pacific West Mountain Resort (Wash. 1992)

Note: In many states, implied assumption of risk has merged with comparative negligence laws.

Exculpatory Clauses: These are sections of a contract that aim to relieve a party of legal blame. The term comes from “exculpate,” meaning to free from blame.


Why Legal Counsel Matters

Using generic or out-of-state templates can lead to serious problems. For example:

In Hayward v. Trinity Church (M.D. Tenn. 2015), a church used a California-based agreement with a venue clause requiring arbitration in California. The court noted this was inappropriate for a Tennessee church and enforceability was compromised.

Always consult an attorney to ensure your release forms comply with local laws and context.


What Makes a Release Form Legally Valid?

To be enforceable, a release form must meet standard contract requirements:

1. Two or More Parties

  • Typically between the church and participant.

2. Consideration

  • Something of value must be exchanged.

Example: Valid Consideration

“In consideration of participating in [event], I release the church from liability.”

Example: Invalid Consideration

“I release the college from liability.” —No benefit is offered in return.

Courts do not assess the amount of consideration. Even a “peppercorn” is enough. —Mandel v. Liebman (N.Y. 1951)

3. Definiteness

  • Terms must be clear and understandable.
  • Parties must be mentally capable and at least 18 years old.

5. Mutual Assent

  • Must be a “meeting of the minds.”
  • Cannot be obtained through fraud, mistake, undue influence, or coercion.

6. Legality

  • The agreement must not violate public policy or seek to excuse gross negligence.

Why Some Release Forms Fail

Courts may invalidate release forms for:

  • Gross negligence or intentional acts
  • Lack of consideration
  • Ambiguity
  • Unequal bargaining power
  • Violating public policy
  • Unconscionability (overly harsh terms or hidden clauses)

“The law does not favor exculpatory agreements because they encourage a lack of care.” —Walters v. YMCA (N.J. App. 2014)


Special Issues with Minors

Most states do not allow:

  • Minors to sign enforceable contracts
  • Parents to waive a child’s future injury claims

“The strong policy in favor of protecting children must trump any competing interest.” —Galloway v. State (Iowa 2010)

A few states have laws allowing parental waivers, but often only for specific activities (e.g., skiing, equine events) and with limits.


Practical Implications for Churches

Church leaders should:

  • Always consult legal counsel when creating or using release forms
  • Avoid relying on templates without state-specific review
  • Be aware that gross negligence cannot be waived
  • Understand that forms signed by or on behalf of minors may be unenforceable
  • Use clear, unambiguous language in all documents

Risk management tip: Even with a valid release form, insurance coverage may still be affected by how courts interpret liability.


Conclusion

Release forms are useful risk management tools, but they come with strict legal standards. Courts scrutinize them carefully, especially when they attempt to waive claims involving minors or gross negligence.

Churches that understand these legal nuances—and craft their forms accordingly—can reduce risk and better protect themselves legally.

State Statutes Allowing Parents to Sign Preinjury Releases on Behalf of Their Minor Children

Note: Do not rely on this information without first consulting with legal counsel.

StateStatuteText of Statute
AlaskaAK Stat. 09.65.292(a) Except as provided in (b) of this section, a parent may, on behalf of the parent’s child, release or waive the child’s prospective claim for negligence against the provider of a sports or recreational activity in which the child participates to the extent that the activities to which the waiver applies are clearly and conspicuously set out in the written waiver and to the extent the waiver is otherwise valid. The release or waiver must be in writing and shall be signed by the child’s parent.
(b) A parent may not release or waive a child’s prospective claim against a provider of a sports or recreational activity for reckless or intentional misconduct.
AK Stat. 05.45.120A ski area operator may not require a skier to sign an agreement releasing the ski area operator from liability in exchange for the right to ride a ski area tramway and ski in the ski area. A release that violates this subsection is void and may not be enforced.
ArizonaAZ Stat. 12-553A. An equine owner or an agent of an equine owner who regardless of consideration allows another person to take control of an equine is not liable for an injury to or the death of the person if … the person or the parent or legal guardian of the person if the person is under eighteen years of age has signed a release before taking control of the equine.
B. Subsection A does not apply to an equine owner or agent of the equine owner who is grossly negligent or commits willful, wanton or intentional acts or omissions.
ColoradoCO Stat. 13-22-107A parent of a child may, on behalf of the child, release or waive the child’s prospective claim for negligence.
Nothing in this section shall be construed to permit a parent acting on behalf of his or her child to waive the child’s prospective claim against a person or entity for a willful and wanton act or omission, a reckless act or omission, or a grossly negligent act or omission.
FloridaFL Stat. 744.301(3)Nothing in this subsection limits the ability of natural guardians [includes parents] on behalf of any of their minor children, to waive and release, in advance, any claim or cause of action against a noncommercial activity provider, or its owners, affiliates, employees, or agents, to the extent authorized by common law.
VirginiaVA Stat. 3.2-6202No participant or parent or guardian of a participant who has knowingly executed a waiver of his rights to sue or agrees to assume all risks specifically enumerated under this subsection may maintain an action against or recover from an equine activity sponsor or an equine professional for an injury to or the death of a participant engaged in an equine activity. The waiver shall give notice to the participant of the intrinsic dangers of equine activities. The waiver shall remain valid unless expressly revoked in writing by the participant or parent or guardian of a minor.

Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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