Disciplinary Suspension of Church Ministry Leaders: Legal Considerations and Best Practices
Suspending a church ministry leader due to misconduct involves legal complexities, including employment classification, discrimination risks, and compliance with church policies. Learn what factors to consider and why legal consultation is essential.
Is it legally safe to impose a disciplinary action of suspension without pay for one or two months to a church ministry leader because of misconduct after a thorough investigation? The church ministry leader is a non-hourly employee who receives a fixed monthly salary. What documentation is needed before imposing this disciplinary action?
The answer depends, in part, on state law where you are located. Because the answer will vary based on state, I will address the question under federal law.
First, different standards apply to ministers than everyone else. It is beyond the scope of this answer to determine whether an employee will be treated as a minister for employment law. I will note that determination of minister status for employment law is different from all other laws.
‘Minister’ for employment law purposes
If the employee is treated as a minister for employment law purposes, then the church is free to treat the minister as it sees fit. The courts have determined that the relationship between a minister and his/her employing church is too sacred to allow for federal intervention. As a result, federal employment laws do not apply to that relationship.
Non-minister employees
If the employee is not classified as a minister for employment law purposes, then the church must abide by the employee’s employment agreement (if any) and its employee handbook. The church should act consistently with prior precedents in dealing with other employees. Further, the church must determine whether the employee is a member of protected class. The law protects employees from discriminatory employment decisions if the employment decision might be based on race, color of skin, national origin, marital status, gender, pregnancy, disability, or age. If the employee is a member of a protected class, then you must determine whether the decision could be partly a result of unlawful discrimination. You will need the assistance of an employment attorney to evaluate the risks.
Many states create additional protected classes of workers.
Finally, the courts may treat a long term suspension as de facto termination. So any employment decision should be consistent with termination of the employee.
Documentation
You also asked about documentation. There is no fixed formula. The more documentation the church possesses about the situation the better. Only an attorney can determine whether it is adequate under the circumstances.
This decision should not be made without consulting with an employment lawyer from your state who is also familiar with how the church’s unique status impacts the application of employment law.
This answer was prepared under the laws in effect as of October 31, 2009. This answer is not legal advice, just legal information.
For more information on staffing-related questions, see Pastor, Church & Law by Richard R. Hammar.
Frank Sommerville is a both a CPA and attorney, and a longtime Editorial Advisor for Church Law & Tax.
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How Is Rental Income Taxed for Churches?
Key considerations for churches renting facilities, including how rental income is taxed and how to protect tax-exempt status.
Q: My wife has worked for a church-run preschool for 10 years. The church planned to close the program when the director retired. My wife and another teacher asked the church if they could take over the program privately. The church agreed, and my wife formed an LLC. They now rent the old school building—less than 1,000 square feet—from the church for $140 per month, including water. Other utilities and expenses are paid by the LLC. However, some church members are concerned this arrangement might affect the church’s tax-exempt status. How is rental income taxed, and does this arrangement pose any risks to the church’s nonprofit status?
Can Churches Rent to For-Profit Entities?
Churches can rent facilities to for-profit entities, but doing so requires careful consideration of potential legal and tax implications. The key areas to address include:
1. Fair Market Rental Rate
The rental rate must reflect fair market value for comparable spaces in the area. Allowing below-market rent to a for-profit business could lead to complications, including questions about whether church assets are being used appropriately. Fair compensation ensures compliance with nonprofit regulations.
2. Unrelated Business Income Tax (UBIT)
Rental income may trigger UBIT, depending on the nature of the agreement. Typically, rental income from real property is exempt from UBIT unless the property is debt-financed or includes services beyond basic maintenance. Consulting a tax professional is crucial to determine whether this income qualifies as unrelated business income.
3. Property Tax Exemptions and Insurance
Renting church facilities for commercial purposes could impact property tax exemptions, depending on state and local laws. Additionally, insurance coverage may need to be reviewed and updated to account for the new use of the property. A thorough review ensures continued compliance and protection.
Steps Churches Should Take
To avoid potential risks, churches should:
Consult Tax Counsel: Engage a tax professional to evaluate the arrangement and ensure compliance with all relevant tax laws.
Set Market-Rate Rent: Research comparable rental rates in the area to ensure the agreement reflects fair market value.
Review Property Tax Rules: Confirm that the rental agreement does not jeopardize property tax exemptions under local laws.
Update Insurance Policies: Ensure the church’s insurance covers potential liabilities arising from the rental agreement.
FAQs: How Is Rental Income Taxed for Churches?
1. Does rental income always trigger unrelated business income tax?
No, rental income from real property is typically exempt from UBIT unless the property is debt-financed or additional services are provided.
2. Can renting to a for-profit entity jeopardize tax-exempt status?
Not necessarily. However, below-market rent or activities inconsistent with the church’s mission could raise concerns with the IRS.
3. How does property tax exemption come into play?
Renting church property for non-religious purposes may affect property tax exemptions, depending on state and local laws.
4. Why is fair market rent important?
Charging below-market rent could be seen as an improper use of church resources, leading to potential legal and tax consequences.
In conclusion, understanding how rental income is taxed and its implications is vital when churches rent to for-profit entities. Seeking professional advice ensures compliance with tax laws and protects the church’s tax-exempt status.
The above information is current as of October 12, 2009.
Elaine L. Sommerville is licensed as a certified public accountant by the State of Texas. She has worked in public accounting since 1985.
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Confronting Suspected Domestic Abuse In Your Church
What is a church’s responsibility for protecting others?
Q: What is a church’s responsibility to a disruptive person in the church? I am talking about someone who lost his temper and yelled at someone during service. The leaders escorted him out of service then held him accountable with daily phone calls for a week or two. However, no one checked up on the safety of his wife and children, even when the wife told the pastor she feared her husband would become physically violent with her and/or the children.
In general, the law does not impose a duty to warn third parties about dangers. Of course, exceptions to this general rule exist. The duty to warn exists only when the harm is reasonably foreseeable and the individual or church has a duty to warn about this foreseeable danger. This is a state law issue so the details about how this law is applied may vary by state.
Duty to Warn
First, one has to determine the relationships. The relationship must create a duty to warn. If the church is not providing professional or pastoral counseling to both the husband and wife, then it does not have a legal duty to warn the wife about the husband, or vice versa. If no professional or pastoral counseling relationship exists with either spouse, then the law will not likely impose a duty to warn the spouse.
Next, the harm must be reasonably foreseeable. Unless the church counselor has specific information (“I will kill her next Thursday at 7:00 pm while she is at home.”), then the risk of harm is not likely reasonably foreseeable.
Confidentiality
One must also look at whether the church has a duty to keep certain information confidential. If a professional or pastoral counseling relationship exists, the church may have a duty to keep the threat information confidential. If a specific threat of significant bodily harm arises (i.e., reasonably foreseeable), the church must breach this confidentiality and inform the target of the threat and the authorities. If the threat of significant harm involves a child, the church also has a duty to report such threat to the authorities under child abuse reporting statutes.
Moral and spiritual obligations
Finally, we cannot address this issue without looking at the moral issues involved. Those subjected to abuse frequently look to the church for help. The church cannot turn them away. The church should keep a list of abused women’s shelters that will accept referrals from the church. if the abuse could result in serious harm, the church should encourage the spouse to report the abuse to the police and move into a women’s shelter with her children. If the abused spouse chooses to stay in the home, the church should refer her and the spouse to a church approved counselor. If the couple balks at going to a counselor, the church may encourage such assistance by offering to pay for the counseling for a limited period. The church may provide mentor couples to assist the couple in a nonprofessional capacity.
Response based on applicable authority as of October 12, 2009. Not legal advice, just legal information.
Frank Sommerville is a both a CPA and attorney, and a longtime Editorial Advisor for Church Law & Tax.
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Empowering Generosity: Communicating Financial Needs in Churches with Positivity and Faith
Learn how churches can effectively communicate financial needs without fostering frustration or desperation. By focusing on God’s abundant provision, clear goals, and positive messages, leaders can inspire spiritual growth and generosity within their congregation.
The letter from the board of an affluent, mid-sized congregation in suburban Chicago contained an urgent message: increase giving or else.
While affirming the past faithful giving of members, the letter also emphasized the impact of the economic recession. Some members recently lost jobs and struggled to maintain their regular giving levels. And others who worried about their financial futures did not increase giving. The result: the church budget faced a serious and unexpected deficit, prompting the board to consider serious cuts in mission and ministry.
“We are striving to fulfill God’s call, and also to be good stewards of your financial support to this church,” the letter read. “Now, at this critical time in this ministry, we will have to make cuts in our staffing and programs. We know you do not want to see this happen. We know that you want us to meet our budget commitments. So we are asking you to give sacrificially and give more—as much as you can, right now—so that we can keep our ministry intact.”
The church’s pastor also preached a sermon on sacrificial giving. Lay leaders made their appeal at announcement times in the service. Some members gave testimonies of how the Lord gave them the resources to give more in tough times.
The appeal worked—to some extent. But cuts still occurred, and the board resolved to prepare a “bare bones budget” for the next fiscal year.
The church leaders thought that highlighting the situation as they saw it simply ‘told it like it was.’ But many believe such an approach, often used by churches during periods of economic struggle, is fundamentally flawed, looking at stewardship as a budget-driven program based in human scarcity, rather than a spiritual growth opportunity grounded in God’s abundant provision for all needs.
Leaders and stewardship consultants say the worst message that financially struggling churches can send is one of desperation, frustration, or shame. Instead, the message must emphasize opportunity.
It’s not an easy task. Many congregations across the country, and from every denomination and tradition, have faced budget shortfalls this year.
“The ‘Fat Thinking Era’ is over,” says Jim Sheppard, principal partner and chief executive at Generis, a Christian stewardship and development firm. “Now, we are in leaner times. Now we have to think and pray more deeply about the nature of the projects, and only the best will get funded because people will give the funding to those ministries with the best return on investment.”
The challenge for churches is to craft messages showing members how their giving brings those tangible and intangible returns, using a variety of communication methods.
When communicating an end-of-year shortfall, experts advise church leaders to emphasize what God can do with generous givers, rather than what members are not doing with their personal funds.
“In healthy churches, leaders never communicate that the economy is ransacking the church budget or causing massive cuts,” Sheppard says. “Instead, they stress that God is opening many opportunities for ministry, and that God continues to bless people with resources to share.”
One church in Seattle found itself behind budget targets with two weeks left in its fiscal year several years ago. Using its blog, church leaders invited members to respond positively and faithfully. “As we both look to the future and attend to the here and now,” the pastor said in his blog, “our end goal is to finish well. Our church has been entrusted with a lot of resources—’talents’—and our call is to use these gifts well and finish strong in life, in ministry, and in this month.”
What to say
At the heart of communicating a financial need is the opportunity to promote spiritual growth in stewardship. That’s an important strategy for deepening faith commitment. It’s also a theme not often explored in congregational life. Its been estimated that 85 percent of pastors have little or no theological training in Christian stewardship, and feel uncomfortable addressing the topic. But cultivating a generous spirit in the church makes sense if church leaders believe they serve a generous God.
While stewardship usually shows up as a line-item in most church budgets under “Income,” it does not promote or prompt giving—it only accounts for it. So, church leaders often reverse the order and think that people will give to meet budgets.
If that’s the case, Sheppard says the church always will struggle to make ends meet.
Brian Kluth, an author of numerous books on stewardship, agrees.
“I think that churches have done a disservice for decades by focusing on the budget,” Kluth says. “Let’s be clear in the church: it’s not what the budget says, but what the Bible says.”
The Bible has a lot to say about money—particularly about deepening our dependence on God’s provision, and also about generosity.
“Churches often are doing nothing new or adventurous because they are concerned with adhering to the budget,” Kluth says. “Why don’t we call people instead to give to God?“
Such a message, Kluth says, challenges people to grow spiritually and to trust even more in God’s provision.
“If we teach people to give to God, they will give more—and there is greater blessing all around,” Kluth says.
When the budget is not the driving force in stewardship, it becomes a solid annual planning tool.
“As people gave more in my own church, the leaders used the surplus to tackle new ministry initiatives,” says Kluth, referencing his prior role as senior pastor of a congregation in Colorado Springs, Colorado. “The excitement was palpable. In 10 years, we increased giving by 88 percent—but expenses went up just 50 percent … Budgets don’t inspire people to give, but God’s Word does.”
Church leaders can take a two-fold communications approach to prudent fiscal management and the promotion of generosity in giving. The fiscal budget acts as a solid financial planning tool, but church leaders also can develop a “dream budget” that spells out how the church’s ministry can expand and grow with greater abundance—what it believes God has called it to do were additional resources to materialize.
How to say it
Church leaders need to consider multiple methods of communication with members about financial issues and how those approaches can reinforce the positive signals they want to send.
Churches typically use five methods to reach people with news about church finances and the challenge to give. Each method has pros and cons, and ultimately, an approach depends on how members are accustomed to receiving communication in general, not just from the church.
Every-member mailing
This approach, via mail, is the most common one churches use to make a special appeal for member giving.
Pros: Every member receives the same communication at about the same time. Some members prefer to receive communication in this way, or do not have access to email. Signatures also make the letter look official.
Cons: Some people put mail in a big stack and read it at another time, especially when the salutation reads, “Dear Member.” Mail delivery also can be less than perfect.
Public announcement
This can happen in person or in a church publication. Usually, a person other than the pastor stands during announcement time to give a financial update, as well as the ministry possibilities if giving increases. Or, a committee (or the church board’s finance committee chair) writes a newsletter article or bulletin announcement with the same message.
Pros: This approach is the least expensive and, when in person, the most direct. Members often do read through the newsletter for information about activities and events.
Cons: Not everyone who needs to hear the message will be in attendance. People also can bypass information buried within a newsletter—and it often is not sent first-class, which takes time to arrive.
Targeted communication
Some churches will directly contact those who have fallen behind in giving to encourage them and make arrangements to catch up.
Pros: The contact (usually by mail) is directed at one of the chief causes of the financial problem, and costs less than reaching everyone.
Cons: These members may feel singled out, almost like being pursued by a bill collector.
Member email
Many churches collect member email addresses and communicate regularly through email, and more are turning to this as a way to relay financial information.
Pros: People look regularly to email for current information and important messages. It also is a very low-cost method.
Cons: Email addresses change, often without advance notice. People scan emails rather than read them, so they may not get the impact of your financial message. Some emails end up in a “spam” or “junk” folder.
Blogs and websites
Churches with a younger or technology-savvy congregation base are turning to this approach more.
Pros: Articles on blogs and websites can be personal and compelling, and many can share in the conversation.
Cons: These may be read primarily only by younger audiences.
Church leaders should blend methods and technologies to saturate the message, remind members of the importance of giving to meet church financial targets, and create some positive urgency.
The most effective methods for communicating depend on the news and the congregation. However, three basic rules apply to all local churches.
First, the younger and better educated the members are, the better it is to communicate electronically and immediately. Second, the more personalized and customized the communication, the more likely people will respond because church leaders are talking directly to them. And third, positive, goal-oriented language, regardless of the communication method, inspires and informs people, and gives them a sense of God’s abiding presence and abundant provision in their lives. That will help them grow in giving now, and in the years to come.
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Right Person, Wrong Position: Navigating Staff Transitions in Church Leadership
Letting go of a church staff member who isn’t the right fit is never easy. This guide offers biblical and practical advice for handling transitions with integrity, dignity, and care for both the individual and the church.
Have you ever had to let a church staff member go—even though they gave everything they had—but still weren’t meeting expectations? It’s a painful and difficult transition, and many churches struggle to navigate it in a healthy way.
Why Staff Transitions Happen
There are many reasons why people transition off church staffs:
Positive reasons: Sometimes, pastors or staff members feel God’s call to leave to expand their ministry or challenge their gifts.
Painful, but straightforward reasons: Dismissals due to negligence, a breach of ethics, or moral failure are difficult, but the steps for severing employment and protecting the church are usually clear, thanks to established HR practices.
Most troublesome reasons: Some transitions happen because an individual simply doesn’t have the gifts or skills needed for the role. Even the most sincere and beloved team member may not be able to meet the expectations of the position. It’s often a case of the right person in the wrong position.
If you cannot move the individual into a more suitable role, you must make the hard decision to transition them off the staff.
Handling Difficult Transitions Well
This type of situation is never easy. In my years of church management experience, I’ve seen it handled with godly wisdom—and sadly, I’ve also seen it handled poorly.
The following guidelines can help you navigate a difficult staff transition with grace and professionalism:
1. Follow the Golden Rule
“Do to others as you would have them do to you” (Luke 6:31, NIV).
This verse should be the guiding principle for handling staff transitions.
2. Frame the Situation Correctly
It’s not about failure.
It’s about matching the right gifts and strengths to the right role.
No one sets out to fail—they simply discover that their abilities don’t align with the job’s requirements.
3. Document and Communicate Clearly
Before making a decision:
Document contributing factors thoroughly.
Communicate unmet expectations clearly, citing specific events and dates.
Ensure the employee knew about these issues when they occurred.
Important: If there are surprises during the transition conversation, you are not ready to proceed.
4. Communicate In Person
Do not communicate transitions via email or letters.
Always handle the conversation face-to-face.
You hired this person—show them the respect they deserve by handling this relationally.
5. Offer Dignified Transition Options
When possible:
Allow the individual to resign voluntarily if they agree the role isn’t the right fit.
Offer a transition period rather than an abrupt exit.
Recognize that problems developed over time—resolution doesn’t need to happen overnight.
6. Manage Staff Communication Carefully
Inform the staff before news leaks out.
Frame the situation correctly, both for the church’s sake and the individual’s reputation.
Managing the communication helps minimize misinformation and protect all parties.
7. Support the Staff Member’s Family
Senior leadership should:
Reach out personally to the family.
Reassure them of the church’s love and support.
This step goes a long way in helping both the family and the congregation heal and move forward in a healthy way.
8. Act Generously with Transition Benefits
Expressions of grace help minimize hard feelings. Consider offering:
Unused vacation pay
Severance pay
Continuation of health-care coverage for a specified period
9. Assist with Future Opportunities
If possible:
Help the staff member find new ministry opportunities elsewhere.
Matching their strengths to a new role communicates true care and support.
10. Seek Legal Counsel When Necessary
If the situation becomes difficult:
Consult an attorney immediately.
If the employee resists the decision or if legal risks are unclear, don’t hesitate to seek professional help.
Reminder: Do not risk the church’s legal standing by wading into uncertain waters without guidance.
A Call to Careful Leadership
Managing a staff transition when a person simply isn’t the right fit is one of the toughest responsibilities a church leader faces. Handled with wisdom, grace, and care, these difficult moments can still strengthen the health and integrity of your church community.
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A Question of Church Driver Liability
Who is liable when church volunteers drive for church events?
Jack Crabtree
Q: Who is liable if church volunteers are using their own private vehicle to transport kids to and from Bible Study each week?
In most cases when there is a vehicle accident there are liability issues for both the volunteer driver and the church or organization for which they were driving. Liability is not a pre-determined formula, but depends on the legal examination and determination of what happened and who is found to be negligent or at fault.
When a young person is under the care or supervision of a church volunteer, that volunteer has the responsibility to make decisions about safety and to avoid danger as a reasonable and prudent person would do. An important consideration in establishing negligence is whether the accident was caused by conditions that were foreseeable and could have been avoided by taking necessary precautions.
Volunteer drivers and local church/youth organizations can anticipate liability issues and prepare for them. Most often the person who owns and operates the vehicle involved in the accident will be the primary focus of the liability. In most states it is important for volunteers using their vehicle to transport young people to carry at least $100,000/$300,000 liability coverage plus a personal liability umbrella policy.
Obviously the increased insurance coverage means higher premiums for the volunteer on their personal vehicle. Many local churches and organizations now require written proof of a specified amount or liability insurance from volunteers who will be driving vehicles as part of their volunteer application process.
Another important way to prepare for liability issues is for the volunteer driver to agree to a written set of safety standards and follow them when they operate their vehicle for the youth programs (i.e. obeying all traffic laws especially speed limits, not using mobile phones while driving, mandatory use of seat belts for all passengers, etc.).
The liability issues the church or organization faces center on the selection/approval of volunteer drivers and the safety standards required and enforced for these drivers.
The church or organization is wise to select and approve volunteer drivers on the basis of a written policy standard that specifically addresses age, driving record, personal insurance coverage and agreement to safe driving standards. Paperwork showing verification (including background checks from DMV) for each volunteer is the minimum level of protection a church should be able to produce in a liability matter.
The church or organization can also prepare for liability issues by informing parents of who is driving their kids and the safety standards required. Parents can be asked to give permission for their young person to be transported to the church activities by a volunteer driver. Records of these meetings or permission slips should be kept on file.
Specific questions on volunteer and organizational liability should be researched locally with legal and insurance professionals who advise the church or organization.
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What to Do If Your Church Delays Your W-2 Form
Churches must provide W-2 forms to ministers by January 31 to comply with IRS regulations. If your church delays issuing your W-2, you may need to escalate the issue with leadership or report noncompliance. Learn your options, including filing without a W-2.
Q: I am a full time minister. I have a work agreement with the church that covers my parsonage allowance and professional expenses. Every year it is like “pulling teeth” to get a W-2 from our church treasurer. My W-2 doesn’t get to me until as close to April 15th as you can get. This year I mentioned it in the business meeting and I was told I could file for an extension and file late! How can I go about resolving the problem? Can I file without the W-2?
I have not run into an issue with an organization not sending a W-2.
If the W-2 form is not mailed by January 31, the church is out of compliance with the IRS requirements.
The W-3 form and Copy A of all W-2 forms must be postmarked to the IRS by February 28.
A penalty can be assessed by the IRS for every form that is filed late. The only formal recourse an employee would have is to report the employer to the IRS. Filing without a W-2 would in essence do this as well. I would suggest discussing this with the governing board or the finance committee so they understand the potential issues this could create for the church.
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.
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Church-Provided Life Insurance for Pastors: Tax Implications Explained
Churches offering life insurance to pastors must follow tax rules—learn how to stay compliant.
Q: We’re a small rural church, and our pastor is the only employee. We’re considering getting him a $50,000 life insurance policy and paying the premium on it. He will name the beneficiary. Can the church get a $50,000 group life insurance policy with only one employee? Would the premium the church pays on this be considered a taxable fringe benefit if the minister names the beneficiary of his choosing (even if it’s $50,000 or less)?
Understanding Church-Provided Life Insurance for Pastors
Providing life insurance to a pastor, whether or not he is the only employee of the church, has tax consequences. Life insurance paid by an employer is a taxable benefit in instances where the employee can select the beneficiaries. Without a separate provision, the cost of the life insurance should be added to the employee’s wages in Box 1 of the Form W-2.
Can a Church Get a Group Life Insurance Policy for One Employee?
While employers can provide life insurance up to $50,000 of coverage through a group-term life insurance plan on a tax-free basis, one employee does not constitute a group. Therefore, a group-term life insurance benefit is not available in this instance.
Are Life Insurance Premiums a Taxable Fringe Benefit?
The church may pay the life insurance premiums for the minister, but it must treat them as a taxable fringe benefit for payroll reporting purposes. This is true regardless of the amount of life insurance provided. Since the pastor names the beneficiary, the premium payments are considered taxable income and should be reported accordingly.
FAQs About Church-Provided Life Insurance for Pastors
1. Can a church provide tax-free life insurance to a pastor?
A church can offer tax-free group-term life insurance only if it has more than one qualifying employee. If only one employee is covered, the benefit does not qualify as tax-free.
2. How should a church report life insurance premiums paid for a pastor?
The church must include the premiums as taxable income on the pastor’s W-2 form.
3. What if the church owns the policy instead of the pastor?
If the church owns the policy and is the beneficiary, it may not be considered taxable income to the pastor. However, legal and tax consultation is advised.
4. Are there alternative benefits churches can offer pastors?
Yes, churches can explore tax-free benefits such as a properly structured health reimbursement arrangement (HRA) or a 403(b) retirement plan.
Elaine L. Sommerville is licensed as a certified public accountant by the State of Texas. She has worked in public accounting since 1985.
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Q&A: Creating a “Paid Time Off” Policy
Many churches are adopting a PTO (Paid Time Off) policy to replace traditional leave structures. Discover the benefits, legal requirements, and procedural considerations for implementing PTO for church staff.
Q: Our church is looking into the possibility of using a PTO (paid time off) policy to govern time away related to vacations, illnesses, conferences, and study leave. This would replace the policy we have, which allocates a certain number of days for each of these “time off” categories. Is there any precedent for use of PTO for paid church staff? It is fairly common in corporate America. Are there any legal or procedural issues we should consider in our review of this policy?
PTO is a common practice for churches and ministries
Yes, using paid time off (PTO) is a common practice used by ministries as well as businesses.
The idea behind PTO is, rather than having so many days dedicated to specific time off (such as sick, vacation, personal time, funeral, or in some cases even holidays), the organization creates one big “bucket” of time that can be used for any time off needs.
This approach gives the employee the responsibility and control of managing his or her paid time off.
Implementing a sound PTO program
There are a few legal and procedural issues to be aware of when implementing a PTO program.
First, it is important to clearly identify when PTO becomes available. For example, the policy should state how much PTO is earned, what PTO can (and cannot) be used for, what time increments PTO can be taken, and whether days can be carried from one year to the next.
Secondly, a written policy should state whether PTO will be paid out upon termination of employment. Be aware that some states require employers to pay all earned PTO. Other states permit the employer to establish whether it will be paid upon termination, as long as it is in writing and has been communicated to the employee. The Fair Labor Standards Act also does not permit an employer to dock an exempt employee’s pay if he or she works any portion of a day; even if the employee has exhausted all PTO.
This can become a challenge if the employee uses all his or her PTO as vacation time early in the year, only to miss time later in the year due to illness or other reasons.
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Understanding the Tax Rules for Valuing Volunteer Labor
Learn why the value of volunteer labor isn’t tax deductible and how churches can show gratitude for donated services.
Q: A church member who has a business donated numerous hours to rewire the church sanctuary and install new lighting. He billed the church on his company letterhead for items purchased that we reimbursed him for. In addition, he listed total hours spent on the project and the value at an hourly rate. We can acknowledge that he did the work and the numerous hours he donated, but is that deductible for his taxes?
Donated Services Are Not Tax Deductible
You are correct in acknowledging the generous gift of donated labor, and from a donor relations perspective, expressing gratitude is important. However, federal tax law is clear: the value of donated services is not tax deductible.
Why Donated Services Are Not Deductible
While this rule may seem unfair at first, it makes sense when you consider it from two perspectives:
Economic Substance: If the church had paid the business for the services and the business subsequently donated the same amount to the church, the business would be in the same economic position. In this scenario, the business would have revenue equal to the payment and a corresponding deduction for the charitable contribution, resulting in no net financial effect.
Practical Considerations: Allowing deductions for donated services would create complex income tax issues. How would the value of services be determined for choir members, Sunday school teachers, nursery workers, musicians, or other volunteers? Documenting time spent and assigning values would be challenging and inconsistent.
Federal Tax Law Logic
Although federal tax law isn’t always straightforward, the rule excluding deductions for donated services makes practical and economic sense in this context. Acknowledging and appreciating these contributions remains vital for donor relations, even if they are not deductible.
How Churches Can Respond
Churches can and should express their gratitude for donated services by providing a written acknowledgment. While this acknowledgment does not hold tax benefits, it strengthens relationships with members who generously contribute their time and skills.
FAQs About Valuing Volunteer Labor
Are donated services ever tax deductible? No, federal tax law does not allow deductions for the value of donated services.
Can churches issue a receipt for donated services? Churches may issue a letter of acknowledgment but cannot provide a tax receipt for the value of donated labor.
What about reimbursed expenses? If a volunteer incurs expenses on behalf of the church and is not reimbursed, those expenses may qualify as a charitable deduction, provided they are properly documented.
Why does this rule exist? The rule simplifies tax administration and ensures consistency by focusing on tangible contributions rather than subjective valuations of service.
For more detailed guidance on charitable contributions and federal tax laws, visit the IRS website.
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.
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Accounting for Sales of Pastor’s Preaching Resources
How churches can properly account for and handle taxes on a pastor’s preaching resources sold through church gift shops.
Q: We are looking at a cost split for preaching resources sold in our church’s gift shop. The arrangement is a 50/50 split between the pastor and the store. What is the proper way to account for the pastor’s portion of that income? The pastor has a 501(c)(3) organization for his book-selling activities, and the funds would be transferred to him through that account. How should this be handled to remain compliant with tax regulations regarding taxes on pastor’s products?
Should the Church Purchase Directly from the Pastor?
While it may seem straightforward to purchase directly from the pastor, it is better to structure the transaction through the pastor’s 501(c)(3) organization. This method avoids potential conflicts of interest and ensures the church maintains proper accounting practices. Board approval is essential since this constitutes a related-party transaction, and transparency is critical.
What Steps Should Be Taken to Ensure Compliance?
1. Obtain Board Approval
As this involves a related-party transaction, the church’s board should approve the arrangement. Documenting the approval demonstrates transparency and ensures alignment with governance standards.
2. Purchase at Fair Market Value
Ensure the resources are purchased from the 501(c)(3) at fair market value. Paying an unreasonable amount could raise concerns with the IRS and potentially jeopardize the church’s tax-exempt status.
3. Use the Church’s Inventory and Cost of Goods Sold Accounts
When resources are purchased from the 501(c)(3), the transaction is recorded as an increase in inventory. The cost of goods sold account reflects the expense when the resources are sold. This approach avoids any direct financial transaction with the pastor while maintaining proper accounting practices.
4. Let the Pastor Handle Royalties
The pastor can establish a royalty arrangement with the 501(c)(3). This ensures that any income from book sales is managed appropriately within the organization, keeping personal and organizational finances separate.
FAQs: Taxes on Pastor’s Products
1. Can the church buy preaching resources directly from the pastor?
It’s better to purchase from the pastor’s 501(c)(3) organization to avoid potential tax and governance issues. This approach keeps transactions transparent.
2. Why is board approval necessary for this transaction?
Board approval is required for related-party transactions to ensure transparency and compliance with governance best practices.
3. How should the church record these purchases?
The purchases should be recorded as inventory, with sales tracked through the cost of goods sold account. This keeps the church’s financial records accurate.
4. Does the pastor owe taxes on income from these sales?
If the income flows through the pastor’s 501(c)(3), it is managed by the organization and not considered personal income. However, the pastor should consult a tax advisor for specific guidance.
By structuring transactions properly and adhering to tax laws, churches can avoid complications when handling taxes on pastor’s products. Consulting with legal and tax professionals ensures compliance and transparency.
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.
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How to Handle Disruptive People in Church
When you need to ask someone to leave your church.
Does a church have a legal right to keep people from accessing its property or attending services? For example, let’s say that a church has an encounter with a disruptive person, and asks him not to return. What if he shows up again the next week? How should ushers respond?
This issue has been addressed by a number of courts.
Generally, the courts have been sympathetic to attempts by churches to deny access to disruptive individuals. To illustrate, one court ruled that a church could bar a disruptive individual from entering its premises. It noted that the person had been clearly informed and understood that his privilege to attend the church had been revoked. The court rejected the person’s claim that a church is a public place that cannot deny access to anyone.
A church, like any property owner, has the right to determine who can access its premises.
Let me mention another case in which a court ruled that a church could prevent a disruptive person from accessing its property. The person had disrupted church services, and harassed members, in the past. A court issued an order prohibiting the person from coming within 200 yards of the church. This order was upheld by a state appeals court, which found it to be a reasonable limitation on socially unacceptable behavior. Such cases demonstrate that the civil courts will assist churches in keeping disruptive individuals away by issuing appropriate orders. This obviously is a last resort, but it is one that is available in dealing with persons who will not behave appropriately.
You can learn more about how to handle people who disrupt your services or pose a potential threat to the safety of your church members in Dealing with Dangerous People.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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When is a Church Board Member’s Resignation Effective?
A board member can simply present a letter of resignation to the church board that is later approved by an official action.
Q: Occasionally, a board member of our church will resign due to health problems or relocation. At what point is a resignation effective? And, is there any legal significance to the timing of a board member’s resignation?
The method, and timing, of a board member’s resignation is very important from a legal perspective, since it is the general rule that board members are not responsible for actions taken by the board prior to their election to the board (unless they vote to ratify a previous action). Similarly, directors ordinarily are not liable for actions taken by the board after their resignation. Again, they will continue to be liable for actions that they took prior to their resignation.
Hypothetical scenario
Consider an example. Terry was elected by her church to serve a four-year term on the church’s board. After three years, Terry’s employer transfers her to another state. A few months after she moved, the church board approves a day-long youth group trip to a nearby lake, but fails to require an adult supervisor with CPR certification despite the fact that the lake that was selected for the outing did not provide lifeguards. One of the minors drowns, and cannot be resuscitated. The victim’s parents sue the church, and they also sue the members of the church board as a result of their gross negligence in failing to provide adequate supervision for the trip. Terry is shocked to learn that she was named as a defendant in the lawsuit. She had assumed that she ceased to be a board member when she moved.
Timing is everything
This example illustrates the importance of determining the timing of a board member’s resignation with clarity. How can this be done? There are several options. Most simply, board members can simply present a letter of resignation to the church board that is later approved by an official action that is recorded in the board minutes. This procedure should provide a sufficient basis for determining the date when a board member ceases to be a member of the board. Had Terry and her church board utilized this procedure at the time of her move, she would have reduced, if not eliminated, her risk of liability.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Can We Not Pay Employees Who Fail to Turn in Timesheets?
Is it legal to delay employee’s wages?
Kathleen Turpin
Q: We have several employees who are routinely late in submitting payroll time sheets. What recourse do we have? Can we delay pay until the next time period, or will this get us into legal trouble?
A better approach
No, in most situations it is not appropriate to withhold pay because the employee fails to submit a time card in a timely manner. The best approach is for the employer to pay the estimated time that the employee is believed to have worked.
The estimated time would be the time the employer actually knows the employee worked.
If the employee fails to submit a time card and the employer includes what is reasonably believed was worked (even if it was less than what the employee actually worked), any necessary corrections can be made at the next pay period.
So, if an employee normally works 35 hours a week, and you have no reason to believe that employee didn’t work 35 hours that week, the employee should be paid the standard wage. If it is unclear what the employee worked, a good estimate should be made.
Example:
Let’s say the employee normally works 35 hours a week (five seven-hour days), and took one day off. You aren’t sure how many hours the employee actually worked (let’s assume the employee is out of vacation time), so you only pay that employee for 28 hours that week. Later, the employee disagrees with the time card you submitted, or you discover the employee actually worked 30 hours that week. You would then add the additional two hours the following pay period. You still have to pay the employee the hours worked, but you have complied with the legal requirement to pay an employee for the time you know the employee actually worked.
The best approach with an employee continuously submitting time cards late is to discipline the employee for not following your guidelines or requirements. This is a better practice than just not paying the employee.
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Tips For Screening Underage Church Volunteers
How can we adequately screen adolescents before recruiting them to work in our children’s ministries?
Q: Our church uses teenage workers to assist adults in various children’s ministries and programs. We screen adult workers. Should we do the same with teenagers? If so, how?
Criminal checks not possible
Most churches use minors to assist in various children’s or youth programs, and so some screening should be done. You obviously cannot perform criminal records checks on persons under 18 years of age, and even for persons who are 18 or 19 a criminal records check will have limited significance. You really need to approach the screening of adolescents in a different manner. Let me suggest two options.
Step 1: Ask for references
First, obtain two or three reference letters from persons who have seen the applicant interact with other minors (this would include church workers, coaches, school teachers, scout leaders, etc.). You want an opinion from such persons about the applicant’s suitability for working with minors. Obviously, if you receive two or three references from such persons, you have very compelling evidence that you exercised reasonable care in the selection process, and in the final analysis, this is the standard by which you will be judged if your church is sued for the molestation of a child by an ado-lescent worker. The bottom line is that you cannot conduct criminal records checks on such persons, but you must take other steps to demonstrate reasonable care.
Step 2: Learn he “community practice”
Second, contact local youth-serving charities such as the public school district, Boy/Girl Scouts, YMCA, Boys/Girls Clubs, etc. and ask them what screening they use for adolescent workers. Be sure to make a record of each contact. By basing your screening policy on “community practice” you will be reducing your risk of liability based on negligent screening.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Understanding Federal Rules Related to Certifying Church Buses
Are church buses subject to state motor vehicle regulations?
Q: Our church owns a small bus that has 18 seats. While the bus is used mostly for local transportation, we occasionally use it for out-of-town trips. Some of these trips go across state lines. Some members of our church have asked if the bus needs to be certified by the U.S. Department of Transportation and display a Department of Transportation sticker. Does it?
Understand federal rules and regulations
Any vehicle designed to carry more than 15 passengers (including the driver), that is used across state lines, and that does offer transportation services for hire, is a “private motor carrier of passengers” (PMCP) subject to Federal Motor Carrier Safety Regulations (FMCSRs). Even if you do not operate your bus in interstate commerce, you may still be subject to state regulations similar to the FMCSRs.
Business or non-business use
As a private motor carrier of passengers, your vehicle will fall into one of two groups: business or non-business. In most cases, church-owned PMCPs are non-business, meaning that you provide private, interstate transportation of passengers that is not in the furtherance of a commercial enterprise. The Department of Transportation lists “churches, scout groups and other charitable organizations that may purchase or lease buses for the private transportation of their respective groups” as examples of non-business PMCPs.
PCMP requirements
As a PMCP, you must meet certain requirements of the FMCSRs. These requirements differ slightly depending on if you are classified as a business or non-business PMCP. Business PMCPs must meet (1) eight driver qualification requirements; (2) seven “driving of motor vehicle” requirements; (3) eight “parts and accessories” requirements; (4) “hours and services” requirements; and (5) inspection, repair and maintenance requirements. Non-business PMCPs are subject to these same requirements, except that they are exempt from the recordkeeping requirements under the driver qualification provisions.
USDOT number probably required
Note that a United States Department of Transportation (USDOT) number is required if you are an interstate PMCP regardless of business or non-business status. No fee is assessed to obtain a USDOT number. You must complete Form MCS-150 (Motor Carrier Identification Report) to obtain a USDOT number. Form MCS-150 can be completed online or you can print a copy of the form to complete and mail to the address indicated. If you do not have access to the Internet, you can call the Federal Motor Carrier Safety Administration’s toll-free number at 1-800-832-5660 to have the form mailed to you.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Are Church Members Allowed to Insert “Write-in” Candidates?
Along with turning to your version of parliamentary procedure, you should consult two other legal resources.
“All nominees for the office of deacon shall be chosen from the membership of the church and must be nominated by a nominating committee of seven members appointed by the pastor and church board. A list of all nominees shall be distributed to all members on the night of the election.”
During our annual church business meeting, one member asserted that write-in ballots are always permissible. He insisted he was right, and also stated that both state law and parliamentary procedure allow it.
Was he right? Do members have a right under state law or parliamentary procedure to insert “write-in” candidates on their ballots when this is not authorized by our bylaws?
Refer to Robert’s Rules of Order
There are several published versions of parliamentary procedure. Many churches use Robert’s Rules of Order, Newly Revised, which contains the following brief mention of write-in voting:
If the bylaws require the election of officers to be by ballot and there is only one nominee for an office, the ballot must nevertheless be taken for that office unless the bylaws provide for an exception in such a case. In the absence of the latter provision, members still have the right, on the ballot, to cast “write-in votes” for other eligible persons.
This language suggests that church members have the right to “write in” the candidate of their choice when voting in an election, even if that person is not a candidate who was selected by a nominating committee.
Other legal resources
However, there are two other legal resources that must be consulted when deciding if write-in candidates are permitted. One of these is the state nonprofit corporation law under which a church is incorporated. While most state nonprofit corporation laws do not address write-in voting, some do so. Church leaders should know how their state nonprofit corporation law addresses this issue.
A second legal resource that may address write-in voting is a church’s own bylaws or governing document. Once again, church leaders should be familiar with any provisions in their church’s governing document that address write-in voting. Note that such provisions generally supersede conflicting provisions in state nonprofit corporation law.
If write-in voting is not addressed in either state nonprofit corporation law, or a church’s governing document, then future confusion over this issue can be resolved in advance by amending the church’s governing document to explicitly permit or prohibit this practice.
Church governing documents often list qualifications for board members. The common practice of using a nominating committee to select nominees for board positions helps to ensure that candidates meet these qualifications, since such committees typically limit the list of nominees to persons who are known to meet the qualifications.
There is no such assurance when members are permitted to “write in” the candidate of their choice on a ballot, since members will not necessarily know if the candidate of their choice meets the qualifications mentioned in the church’s governing document.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Church Governance: 15 Essentials
What every church leader should know about bylaws.
Most churches, whether incorporated or unincorporated, have a governing document that addresses several issues of governance and administration. While the name for this document varies from church to church, it often is called bylaws, and it is this name that will be used in this article as a matter of convenience. There are several legal issues that are associated with church bylaws. This article will address 15 of them.
What are bylaws?
What are church bylaws? The Model Nonprofit Corporations Act (3rd ed. 2008), which has been adopted by several states, defines bylaws as “the code or codes of rules (other than the articles of incorporation) adopted for the regulation and governance of the internal affairs of the nonprofit corporation, regardless of the name or names used to refer to those rules.”
One court defined bylaws as follows:
The bylaws of a corporation are the rules of law for its government. The term “bylaw” may be further defined according to its function, which is to prescribe the rights and duties of the members with reference to the internal government of the corporation, the management of its affairs, and the rights and duties existing among the members. Bylaws are self-imposed rules, resulting from an agreement or contract between the corporation and its members to conduct the corporate business in a particular way. Until repealed, bylaws are the continuing rule for the government of the corporation and its officers. Schraft v. Leis, 686 P.2d 865 (Kan. 1984).
Because bylaws contain rules for internal governance and administration, they are indispensable for both incorporated and unincorporated churches.
Know your current version
In many churches, the bylaws were adopted long ago, and have been amended numerous times over the years. As a result, there may be various “editions” in circulation. Often, these editions are undated, and this can make it difficult if not impossible to identify the current one. This can create confusion.
Example A church conducts an annual business meeting at which 15 percent of the members are present. Some members question whether a quorum exists. Church staff scour the church office, looking for a copy of the church’s bylaws. Two editions are found. One defines a quorum as 20 percent of the church’s membership, and the second defines a quorum as 10 percent of the church’s membership. Neither edition is dated, and no one knows which of these editions is more recent, or even if either of them represents the current edition. What steps can church leaders take to identify the current version of the church bylaws?
Here are two common procedures that can be very effective in identifying the current edition of a church’s bylaws:
Identify copies of the church bylaws with a numeric designation. To illustrate, a church identifies its current bylaws as “version 1.0.” During the church’s membership meeting in 2010, two amendments are made to the bylaws. Following the meeting, the revised bylaws are printed, and designated as “version 1.1.”
Identify copies of the church bylaws by date. For example, designate the current bylaws “Current as of [date].”
In either case, be sure that all printed copies of the bylaws bear the appropriate designation, and dispose of undesignated versions.
The United States Supreme Court has observed that “all who unite themselves to [a church] do so with an implied consent to its government, and are bound to submit to it.” Watson v. Jones, 80 U.S. 679 (1871). A church’s “government” generally is defined in its charter, constitution, bylaws, resolutions, and practice.
Constitution and bylaws?
Some churches have both a constitution and bylaws. This was a common practice a century ago, and it persists to this day. But there is little justification for a church to have both a constitution and bylaws unless the constitution is made superior to the bylaws either by express provision or by a more restrictive amendment procedure.
To illustrate, some churches have (1) a constitution that can only be amended by providing members with advance notice of the proposed amendment prior to a membership meeting, and by a two-thirds vote of the membership at the meeting; and (2) bylaws that can be amended at a membership meeting, without prior notice to the members, and by a simple majority vote. The church places provisions of greatest importance in the constitution, such as church doctrine and the purchase or sale of church assets, since these can be changed only through a more deliberative process involving advance notice and a super-majority vote. Routine provisions are assigned to the bylaws.
Churches that have both a constitution and bylaws typically address many of the same issues in both documents. Over time, this often leads to conflicts, since amendments in one document may not be made to similar provisions in the other.
Example A church’s constitution and bylaws address many of the same issues. At a membership meeting the members approve an amendment to the bylaws pertaining to the size of the church board. However, the members failed to amend a corresponding provision in the church’s constitution. The provisions in these two documents are now in conflict.
Identifying a single body of rules as the “constitution and bylaws” without any attempt to distinguish between the two is a common but inappropriate practice.
What matters should be addressed in a church’s bylaws?
The Model Nonprofit Corporations Act (3rd ed. 2008), which has been adopted by several states, states that “the bylaws of a nonprofit corporation may contain any provision for managing the activities and regulating the affairs of the corporation that is not inconsistent with law or the articles of incorporation.” The following subjects generally pertain to “managing the activities and regulating the affairs of” a church, and are commonly included in a church’s bylaws:
Qualifications, selection, and expulsion of members.
Time and place of annual business meetings.
The calling of special business meetings.
Notice for annual and special meetings.
Quorums at meetings of the membership and church board.
Voting rights and requirements.
Selection, tenure, and removal of officers and directors.
Filing of vacancies on the church board.
Responsibilities of directors and officers.
The procedure for amending bylaws.
The procedure and voting requirements for purchases and conveyances of church property.
The designation of standing committees (such as audit committee, an investment committee, and an insurance committee).
Tip The drafting of church bylaws is a complex task that should not be attempted without the assistance of an attorney. Knowing what to include, and exclude, from your bylaws are important tasks that require legal knowledge and experience.
Frequently omitted provisions
There are a number of potentially helpful provisions that are often omitted from church bylaws. These include the following:
An arbitration or mediation provision requiring specified disputes to be resolved through mediation or binding arbitration.
Choice of parliamentary law to govern membership meetings. Many church leaders assume that Robert’s Rules of Order Newly Revised governs church business meetings. But this is not the case. There are dozens of competing models of parliamentary procedure, and a church should formally select the model that will be applied. If your church intends to use Robert’s Rules of Order Newly Revised, then your bylaws should say so.
If your church bylaws contain a provision addressing the discipline of members who violate your standards of membership, they should clarify that members who have been charged with conduct in violation of the standards of membership waive their right to resign from membership in the church. Without such a provision, members can preempt a church’s disciplinary procedure by simply informing their pastor that they are resigning as members (see “The Guinn Case” sidebar).
A clause specifying how contracts and other legal documents are to be approved.
Who has the authority to sign church checks? It is a basic tenet of internal control that two persons sign checks, and a church’s bylaws should specify which two officers have this authority.
“Bonding” of officers and employees who handle church funds.
An annual audit by independent certified public accountants. There are compelling reasons why a church should consider having an annual audit. Most importantly, an audit promotes an environment of accountability in which opportunities for embezzlement (and therefore the risk of embezzlement) are reduced. And, the CPAs who conduct the audit will provide the church leadership with a “management letter” that points out weaknesses and inefficiencies in the church’s accounting and financial procedures.This information can be invaluable to church leaders. Smaller churches that cannot afford a full audit may want to consider two other options: (1) Hire a CPA to conduct a review, which is a simpler and less expensive procedure. If the review detects irregularities, a full audit may be considered worth the price. (2) Create an internal audit committee if there are accountants or business leaders within the church who have the ability to review accounting procedures and practices and look for weaknesses. These people often are very familiar with sound internal control policies, and will quickly correct weaknesses in the church’s financial operations.
An indemnification clause providing for the indemnification of officers and directors who are sued as a result of actions or decisions made in the course of performing their duties on behalf of the church.
Specification of the church’s fiscal year.
“Staggered voting” of directors (a portion of the board is elected each year to ensure year-to-year continuity of leadership).
The bylaws should specify if the church board can act without conducting a formal meeting. To illustrate, section 8.21 of the Model nonprofit Corporation Bylaws, which has been adopted by several states, specifies that “except to the extent that the articles of incorporation or bylaws require that action by the board of directors be taken at a meeting, action required or permitted to be taken by the board of directors may be taken without a meeting if each director signs a consent in the form of a record describing the action to be taken and delivers it to the nonprofit corporation. … A consent signed under this section has the effect of action taken at a meeting of the board of directors and may be described as such in any document.”
The bylaws should authorize the church board to conduct meetings by telephone, or allow the “attendance” of an otherwise absent director through telephone connection, if desired.
The bylaws should specify if absentee voting is permitted at membership meetings. Absentee voting is not ordinarily permitted unless expressly authorized by an organization’s bylaws. Robert’s Rules of Order Newly Revised, specifies: “It is a fundamental principle of parliamentary law that the right to vote is limited to the members of an organization who are actually present at the time the vote is taken in a legal meeting. Exceptions to this rule must be expressly stated in the bylaws …. An organization should never adopt a bylaw permitting a question to be decided by a voting procedure in which the votes of persons who attend a meeting are counted together with ballots mailed in by absentees, since in practice such a procedure is likely to be unfair.”
The bylaws should specify if proxy voting is permitted at membership meetings.
Who is authorized to have custody of the minutes of church membership and board meetings?
Who is authorized to have custody of the church’s financial records? These documents are church records, and ordinarily should not be entrusted to the treasurer’s personal possession.
Most state nonprofit corporation laws give members a right to inspect specified corporate records at a proper time and for a proper purpose. Usually, these laws provide that this authority to inspect corporate records exists unless limited or abolished by the corporate bylaws. To illustrate, the Revised Model Nonprofit Corporation Act, which has been enacted by several states, gives members a right to inspect the minutes of board meetings if the member’s demand is made in good faith and for a proper purpose; the member describes with “reasonable particularity” the purpose and the records the member desires to inspect; and the records are directly connected with this purpose. The Act specifies that a church’s articles of incorporation or bylaws “may limit or It is a basic tenet of internal control that two persons sign checks, and a church’s bylaws should specify which two officers have this authority. abolish the right of a member under this section to inspect and copy any corporate record.”
Clarify the meaning of all voting requirements specified in the bylaws. For example, a church’s bylaws may call for a “two-thirds vote” for certain actions. This can have various meanings, including a vote that is precisely two-thirds of the membership; at least two-thirds of the total voting membership, regardless of how many come to a business meeting; or, at least two-thirds of the members present at a duly called meeting at which a quorum is present. This kind of ambiguity has caused countless internal church disputes.
Suspension of removal of board members who miss a specified number of board meetings. Board members owe various “fiduciary duties” to their church, and one of these is the duty to exercise “due care” in the performance of their responsibilities. Board members who miss most board meetings eventually will be in violation of this duty, and some churches have chosen to address this issue in their bylaws with a provision calling for the suspension or removal of such persons. The fiduciary duty of due care goes to the very heart of the status of a board member.
In 2008 the IRS ruled that a nonprofit corporation did not qualify as a taxexempt church, in part because its governing document did not have a conflict of interest policy. The IRS noted that to qualify for exemption, an organization must be operated for public rather than private purposes, and “the organization has the burden of demonstrating this by showing that it is not operated for the benefit of private individuals, such as its creator and his family.” The IRS concluded: “You have not adopted bylaws or provided specific information about the governance of your organization, nor have you adopted a conflict of interest policy …. The structure of your organization indicates that it can be used to benefit private individuals, such as [the founder] and his family, and you lack safeguards that would help to prevent such use.” IRS Letter Ruling 200830028. This ruling is significant because of the importance the IRS assigned to a conflict of interest policy despite the fact that neither the tax code nor regulations specifically require that a church have such a policy. The IRS concluded that the lack of a conflict of interest policy tends to show that a family- governed entity is operated for private rather than public interests and is therefore ineligible for exemption. While this concern will not directly apply to most churches, it is a point worth considering with the attorney who drafts or reviews your church’s bylaws.
It is common for church board members to resign their position when they relocate or become incapacitated. However, church bylaws usually do not address when and how such resignations will occur. This is an important and frequently overlooked issue, since board members generally remain liable for the actions of the board until their resignation is effective. If the timing of a resignation is ambiguous, then this can create lingering exposure to liability. To avoid this, a church’s bylaws should clarify precisely how and when a board member’s resignation will be effective.
The Guinn Case
In 1989, the Oklahoma Supreme Court issued a ruling that remains the definitive analysis on the discipline of church members. Guinn v. Church of Christ, 775 P.2d 766 (Okla. 1989). The court reached the following conclusions:
The discipline of church members (i.e., persons who have not withdrawn from membership) is a constitutionally protected right of churches.
Discipline of persons who have effectively withdrawn their church membership is not a constitutionally protected activity, and churches that engage in such conduct can be sued under existing theories of tort law.
The constitutional right of a church member to withdraw from church membership is protected by the First Amendment guaranty of religious freedom unless a member has waived that right. A church wishing to restrict the right of disciplined members to withdraw must obtain a voluntary and knowing waiver by present and prospective members of their constitutional right to withdraw. How can this be done? One approach would be for a church to adopt a provision in its bylaws preventing members from withdrawing if they are currently being disciplined by the church. Obviously, the disciplinary procedure must be carefully specified in the church bylaws so there is no doubt whether the disciplinary process has been initiated with respect to a member. Most courts have held that members are “on notice” of all of the provisions in the church bylaws, and consent to be bound by them when they become members. As a result, the act of becoming a member of a church with such a provision in its bylaws may well constitute an effective waiver of a member’s right to withdraw (if the disciplinary process has begun).
What should not be included in a church’s bylaws?
Bylaws are adopted “to prescribe the rights and duties of the members with reference to the internal government of the corporation, the management of its affairs, and the rights and duties existing among the members. Bylaws are self-imposed rules, resulting from an agreement or contract between the corporation and its members to conduct the corporate business in a particular way. Until repealed, bylaws are the continuing rule for the government of the corporation and its officers.” Schraft v. Leis, 686 P.2d 865 (Kan. 1984).
This definition suggests that matters not related to the internal governance and administration of a church are more appropriately addressed elsewhere, such as in resolutions or policies. One of the reasons for addressing some lis in resolutions and policies is that they can be amended more easily than waiting for the next annual business meeting to amend the bylaws.
One of the reasons for addressing some items in resolutions and policies is that they can be amended more easily than waiting for the next annual business meeting to amend the bylaws.
Examples of items that are not directly related to internal governance and administration, and that often are addressed in resolutions and policies, include:
Personnel policies for church employees, addressing such lis as compensation, benefits, religious preferences, discipline and terminations, sexual harassment, and employment standards.These matters are best addressed in a written policy.
Rules for the selection and supervision of volunteers who will work with minors are best addressed in a written policy.
Some churches that define marriage as a union between a man and a woman have amended their bylaws to include a statement to this effect. In many cases, this is unnecessary, since the church’s position on marriage can be established through other provisions in its bylaws (i.e., a provision making the Bible the final authority on all matters of doctrine and conduct), and through its established practice.
The bylaws of an incorporated church need not include lis that are required to be included in the articles of incorporation (see below).
Distinguished from articles of incorporation
The application for incorporation that is filed with the secretary of state generally is called the articles of incorporation or articles of agreement. This document, when approved and certified by the appropriate government official, is commonly referred to as the corporate charter.
Church charters typically set forth the following information:
corporate name
corporate address
period of duration
purposes of the corporation
names and addresses of incorporators and directors
In addition, the income tax regulations require that the assets of a church pass to another tax-exempt organization upon its dissolution. The IRS has stated that the following paragraph will satisfy this requirement if contained in a church corporation’s articles of incorporation:
Upon the dissolution of the corporation, assets shall be distributed for one or more exempt purposes within the meaning of section 501(c)(3) of the Internal Revenue Code, or the corresponding section of any future federal tax code, or shall be distributed to the federal government, or to a state or local government, for a public purpose. Any such assets not so disposed of shall be disposed of by a Court of Competent Jurisdiction of the county in which the principal office of the corporation is then located, exclusively for such purposes or to such organization or organizations, as said Court shall determine, which are organized and operated exclusively for such purposes.
Most churches prefer to specify the religious organization to which their assets will be distributed in the event of dissolution rather than leaving this determination to a judge’s discretion. There is no assurance, under the suggested IRS language, that a dissolved church’s assets would even go to another religious organization. For example, a judge could transfer a dissolved church’s assets to a city or state government, or to a non-religious charitable organization, under the IRS language. Of course, churches wishing to designate a religious organization in their dissolution clauses should condition the distribution upon that organization’s existence and tax-exempt status at the time of the distribution.
The IRS Internal Revenue Manual and IRS Publication 557 both require that an appropriate dissolution clause appear in a church’s articles of incorporation. However, the IRS has conceded that no dissolution clause is required if state law requires that the assets of a dissolved church corporation (or other charitable corporation) be distributed to another tax-exempt organization. The instructions to IRS Form 1023 (Application for Recognition of Exemption) state that “if you are a corporation formed in the following states, then you do not need a specific provision in your articles of incorporation providing for the distribution of assets upon dissolution: Arkansas, California, Louisiana, Massachusetts, Minnesota, Missouri, Ohio, Oklahoma.”
The IRS also suggests that the following two paragraphs be placed in a church corporation’s articles of incorporation:
Said corporation is organized exclusively for charitable, religious, educational, and scientific purposes, including, for such purposes, the making of distributions to organizations that qualify as exempt organizations under section 501(c)(3) of the Internal Revenue Code, or the corresponding section of any future federal tax code.
No part of the net earnings of the corporation shall inure to the benefit of, or be distributable to its members, trustees, officers, or other private persons, except that the corporation shall be authorized and empowered to pay reasonable compensation for services rendered and to make payments and distributions in furtherance of the purposes set forth in Article Third hereof. No substantial part of the activities of the corporation shall be the carrying on of propaganda, or otherwise attempting to influence legislation, and the corporation shall not participate in, or intervene in (including the publishing or distribution of statements) any political campaign on behalf of or in opposition to any candidate for public office. Notwithstanding any other provision of these articles, the corporation shall not carry on any other activities not permitted to be carried on (a) by a corporation exempt from federal income tax under section 501(c) (3) of the Internal Revenue Code, or the corresponding section of any future federal tax code, or (b) by a corporation, contributions to which are deductible under section 170(c)(2) of the Internal Revenue Code, or the corresponding section of any future federal tax code.
(If reference to federal law in articles of incorporation imposes a limitation that is invalid in your state, you may wish to substitute the following for the last sentence of the preceding paragraph: “Notwithstanding any other provision of these articles, this corporation shall not, except to an insubstantial degree, engage in any activities or exercise any powers that are not in furtherance of the purposes of this corporation.”)
Key point. Some churches define their exempt purposes to include charity and education in addition to religion, believing that this will accommodate a greater diversity of ministries. However, note that such an expansion of corporate purposes may also jeopardize various exemptions that are available to “religious” organizations. Church leaders should discuss this important issue with an attorney.
“A bylaw is a permanent rule of action of the conduct of the corporate affairs; a resolution ordinarily applies only to a single act of the corporation.” Brown v. National Loan & Investment Company, 139 S.W.2d 364 (Tex. App. 1940).
“A resolution is not a bylaw; it is an informal enactment of a temporary nature providing for the disposition of certain administrative business of the corporation. In contrast, bylaws are the laws adopted by the corporation for the regulation of its actions and the rights and duties of its members.” Brennan v. Minneapolis Society for Blind, Inc., 282 N.W.2d 515 (Minn. 1979).
Table 1: Provisions commonly found in governing documents
CharterConstitutionBylawsResolutions
Name
Address
Duration
Purposes
Names and addresses of initial board members
Dissolution clause
[many churches only use bylaws, and not bylaws plus a constitution; this column assumes that a church has both documents]
• doctrinal tenets (and any other matter whose amendment is subject to a greater voting requirement)
qualifications, selection, and discipline of members
time and place of annual business meetings
calling of special business meetings
notice for annual and special meetings
quorum
voting rights
selection, tenure, and removal of officers and directors
filling of vacancies
responsibilities of directors and officers
method of amending bylaws
purchase and conveyance of property
adoption of a specific body of parliamentary procedure
a clause requiring disputes between church members, or between a member and the church itself, to be resolved through mediation or arbitration
a clause specifying how contracts and other legal documents are to be approved and signed
signature authority on checks
“bonding” of officers and employees who handle church funds
an annual audit by independent certified public accountants
an indemnification clause
specification of the church’s fiscal year
“staggered voting” of directors (a portion of the board is elected each year-to ensure year-to-year continuity of leadership)
housing allowances for clergy
accountable business expense reimbursement arrangement
clergy compensation package
Distinguished from resolutions
Corporate resolutions are not bylaws. A resolution is an informal and temporary enactment for disposing of a particular li of business. Bylaws are rules of general applicability. For example, a minister’s housing allowance generally is designated by the church board in a resolution. Similarly, a church’s business expense reimbursement policy or medical insurance reimbursement plan ordinarily appears in resolutions of the church board.
Ambiguous terminology
Church bylaws often contain ambiguous language, and this can result in both confusion and internal disputes. It is essential for church bylaws to be reviewed periodically by the board, or a special committee, to identify ambiguities and propose modifications. Will the civil courts interfere in a church dispute over the meaning of ambiguous bylaw provisions? Generally, the civil courts have been willing to do so if no interpretation of doctrine is required.
Case Study Blanton v. Hahn, 763 P.2d 522 (Ariz. App. 1988) An Arizona court agreed to interpret a clause in a church’s bylaws specifying that “a pastor may be terminated by the church congregation … but only if … the vote equals or exceeds three-fourths of the voting members present.”
A church voted to oust its pastor at a duly called meeting by a vote of 18 of the 26 members present (the remaining 8 members did not vote). The pastor refused to acknowledge that the vote resulted in his dismissal, since less than “three-fourths of the voting members present” had voted to dismiss him (18 is only 70 percent of 26). Several disgruntled members of the congregation disagreed with this interpretation, and petitioned a court for a ruling recognizing that the congregational vote had resulted in the dismissal of the pastor.
The members argued that the phrase “three-fourths of the voting members present” should be interpreted to mean three-fourths of the individuals who actually cast votes at the business meeting rather than three-fourths of all members actually present and eligible to vote. Since all 18 of the persons who actually voted at the meeting voted to dismiss the pastor, 100 percent of the votes were cast in favor of dismissal. A state appeals court ruled that the pastor had not been lawfully dismissed in the meeting in question.
The court relied on Robert’s Rules of Order, which had been adopted by the church (in its bylaws) as the governing body of parliamentary procedure, as support for its conclusion that the phrase “three-fourths of the voting members present” means three-fourths “of the individuals present and eligible to vote.” Accordingly, the pastor had not been dismissed by the congregational vote since less than three-fourths of the members present and eligible to vote had voted to dismiss him.
Case Study Holmstrom v. Sir, 590 N.W.2d 538 (Iowa 1999) The Iowa Supreme Court suggested that it was barred by the First Amendment guaranty of religious freedom from resolving a dispute involving the interpretation of church bylaws. A group of church members filed a lawsuit claiming that the pastor and other members had violated the church bylaws in several ways, including the following:
(1) Placed some members on “probation” when no such status was recognized by the bylaws;
(2) terminated longtime members without cause;
(3) allowed the minister and his wife to take money from the church treasury and funds for their own personal and private use;
(4) appointed members to leadership positions illegally;
(5) refused to honor a proper request for a meeting of the congregation called for the purpose of exploring the relationship of the church and its minister;
(6) leased church property to private individuals;
(7) disposed of property belonging to the church to private individuals;
(8) eliminated church committees;
(9) held illegal meetings;
(10) violated church spending limits.
The pastor’s attorney filed a motion to dismiss the case, arguing that the First Amendment guaranty of religious freedom prevents the civil courts from resolving such disputes. The trial court agreed, and dismissed the lawsuit. The disgruntled members appealed. The state supreme court began its ruling by noting that “civil courts are precluded by the First Amendment from deciding doctrinal issues,” including “membership in a church organization or church discipline,” and that “the courts have no jurisdiction over, and no concern with, purely ecclesiastical questions and controversies, including membership in a church organization, but they do have jurisdiction as to civil, contract, and property rights which are involved in or arise from a church controversy.”
Case Study Cherry Valley Church of Christ v. Foster, 2002 WL 10545 (Tex. App. 2002)
A Texas court ruled that it could not resolve an internal church dispute on the basis of the church’s constitution and bylaws since the critical provisions in these documents could not be applied without the court delving into church doctrine and governance. The case involved the question of “who has the right to select and remove the trustee-directors and the minister.” Both sides relied on the church’s articles of incorporation in support of their position. The court noted that “ordinarily, we would construe the articles of incorporation of a Texas nonprofit corporation according to the body of neutral legal principles that governs Texas corporations generally. If we could do so without running afoul of constitutional constraints, we would also apply those principles to construe the articles of incorporation of a nonprofit corporation organized for religious or spiritual purposes.” However, it concluded that it could not apply neutral legal principles in construing articles of incorporation or bylaws of the church, since both documents used the phrase “custom and practices of the church.” Such language, the court concluded, “removed any dispute regarding the selection of its directors from the purview of the judicial system. Interpreting this phrase would require the court to examine the historical, administrative, and ecclesiastical affairs of a religious organization and decide the outcome of the issue based on its determination of what are the customs and practices of the church …. Our deciding the central issue here would require us to interpret religious law and usage. Not only is that issue ambiguous, its resolution would require the state, through the judicial system, to determine issues of internal church governance. We may not delve into those issues.”
Case Study Organization for Preserving the Constitution of Zion Lutheran Church v. Mason, 743 P.2d 848 (Wash. App. 1987)
A church’s constitution provided that “the candidate receiving the majority of all votes cast shall, upon unanimous approval, be declared elected.” The church convened a congregational meeting to vote on a pastoral candidate, and the candidate received a majority of the votes cast (but not “unanimous approval”). The candidate was subsequently employed, and a group of dissidents filed a lawsuit asking a civil court to enforce the church’s constitutional requirement of “unanimous approval.” While noting that the First Amendment prohibits a court “from entangling itself in matters of church doctrine or practice,” a Washington state court concluded that it could resolve controversies, such as this one, involving the interpretation “of an ambiguous provision in what amounts to a contract between the members of the congregation, dealing with a purely procedural question” and involving “no ecclesiastical or doctrinal issues.” The court also noted that it found no “dispute resolution process” within the denomination to which it could defer.
Reconciling conflicting provisions
Occasionally, conflicts develop among provisions in a corporation’s charter, constitution, bylaws, and resolutions. The general rule is that provisions in a corporate charter take precedence over conflicting provisions in a corporation’s constitution, bylaws, or resolutions.
Case Study Scotts African Union Methodist Protestant Church v. Conference of African Union First Colored Methodist Protestant Church, 98 F.3d 78 (3rd Cir. 1996)
A federal appeals court ruled that a local church’s articles of incorporation took priority over a conflicting provision in a denominational “Book of Discipline” which the court viewed as the “functional equivalent” of the local church’s bylaws. In 1991 the African Union Methodist Protestant Church (the “national church”) adopted a “church property” resolution specifying that “the title to all property, now owned or hereafter acquired by an incorporated local church … shall be held by or conveyed to the corporate body in its corporate name, in trust for the use and benefit of such local church and of the African Union Methodist Protestant Church.” The property resolution was incorporated into the national church’s governing Book of Discipline. At the same 1991 meeting of the national church, another resolution was adopted authorizing pastors “to sign official documents pertaining to the individual local church.” On the basis of these resolutions, the national church directed a number of pastors to sign a quitclaim deed transferring title to their church’s property to the national church. One church, whose property was deeded to the national church by its pastor pursuant to such a directive, voted unanimously to secede from the national church and then challenged the legality of the transfer in court. A federal appeals court ruled that the pastor’s attempt to deed his church’s property to the national church had to be invalidated. It based this conclusion on a provision in the local church’s articles of incorporation that permitted conveyances of church property only upon a vote of at least two-thirds of the church’s members. The court noted that this provision conflicted with the national church’s “property resolutions” that were incorporated into its Book of Discipline. However, the court concluded that the Book of Discipline “functioned” as the local church’s bylaws, and it concluded that whenever there is a conflict between a church’s articles of incorporation and its bylaws, the articles of incorporation prevail. As a result, the pastor was bound by the requirement in the articles of incorporation rather than the Book of Discipline since “provisions of a corporation’s charter or articles of incorporation enjoy priority over contradictory or inconsistent bylaws.”
Case Study Morris v. Richard Clark Missionary Baptist Church, 177 P.2d 811 (Cal. 1947)
A church charter provided for seven trustees and the church’s bylaws called for nine. A California court ruled that the charter provision took priority over the provision in the church bylaws.
Case Study New Mount Moriah Missionary Baptist Church, Inc. v. Dinkins, 708 So.2d 972 (Fla. App. 1998)
A Florida court ruled that a church board properly removed a pastor without a congregational vote, since this was the procedure specified in the church’s articles of incorporation. A church’s board of deacons voted to terminate their pastor’s employment pursuant to the following provision in the church’s articles of incorporation: “With respect to the hiring of a … pastor … the sole responsibility for both hiring and firing said individuals shall rest with the deacons, as more fully set out in the bylaws of this not for profit corporation.” The bylaws contained a similar provision. However, when several members of the congregation objected to the board’s decision, the board decided to submit the question of the pastor’s removal to the church membership at a specially called business meeting. The membership voted to retain the pastor. The board ignored this vote, and attempted to enforce its previous decision to remove the pastor by seeking a court order. The pastor, on the other hand, argued that the board had “amended” the bylaws when it permitted the membership vote, and therefore the vote was valid and the pastor was retained. A state appeals court agreed with the board that the pastor had been properly removed. It noted that the state nonprofit corporation law requires that any new bylaws must be consistent with the articles of incorporation. As a result, the pastor’s argument that the board “amended” the bylaws by calling a meeting of the membership to vote on the pastor’s retention had to be rejected, since such an “amendment” would be in direct violation of the articles of incorporation which allow a pastor to be removed only by the board.
Case Study Nevada Classified School Employees Association v. Quaglia, 177 P.3d 509 (Nev. 2008)
The Nevada Supreme Court ruled that a corporation’s bylaws are void to the extent that they are inconsistent with its articles of incorporation.
Case Study Leeds v. Harrison, 87 A.2d 713, 720 (N.J. 1952)
A New Jersey court ruled that “religious and quasi-religious societies may adopt a constitution and bylaws for the regulation of their affairs, if conformable and subordinate to the charter and not repugnant to the law of the land ….”
If the constitution is separate and distinct from the bylaws and is of superior force and effect either by expressly saying so or by reason of a more difficult amendment procedure, then provisions in a corporation’s constitution take precedence over conflicting provisions in the bylaws. To illustrate, where a church constitution specified that a pastor was to be elected by a majority vote of the church membership and the bylaws called for a two thirds vote, the constitution was held to control. Pelzer v. Lewis, 269 A.2d 902 (Pa. 1970).
Resolutions are inferior to, and may not contradict, provisions in a corporation’s charter, constitution, and bylaws. Incorporated churches are free to adopt bylaws addressing issues of internal administration, and these bylaws generally take precedence over conflicting provisions in state nonprofit corporation law. In other words, state nonprofit corporation law may be viewed in most cases as a “gap filler”-filling gaps in a church’s bylaws. For example, if an incorporated church’s bylaws do not address how vacancies on the board are to be filled, or do not define a quorum, the nonprofit corporation law will “fill the gaps.”
Case Study First Born Church of the Living God, Inc. v. Hill, 481 S.E.2d 221 (Ga. 1997)
The Georgia Supreme Court ruled that a provision in the state nonprofit corporation law mandating annual membership meetings did not take priority over a provision in a church’s bylaws calling for membership meetings once every four years. The members of a church filed a lawsuit in civil court seeking to compel their church to conduct an annual membership meeting. The members relied upon a provision in the state nonprofit corporation law specifying that a nonprofit corporation “shall hold a meeting of members annually at a time stated in or fixed in accordance with the bylaws.” The church’s bylaws called for a membership meeting once every four years. The state supreme court ruled that state nonprofit corporation law did not override the church’s own bylaws and therefore the church was required to conduct meetings only once every four years. The court observed that the state nonprofit corporation law itself specifies that if any of its provisions is inconsistent with religious doctrine governing a nonprofit corporation’s affairs on the same subject, “the religious doctrine shall control to the extent required by the Constitution of the United States or the Constitution of this state or both.” As a result, the issue “is whether the frequency with which the church’s membership meets is a matter of religious doctrine having constitutional precedence over inconsistent statutory provisions of [the nonprofit corporation law].” The court noted that the church in this case was “hierarchical” in nature, and that the members had very limited authority to direct church affairs. It concluded: “An annual meeting as contemplated by [the nonprofit corporation law] would be totally inconsistent with the church’s fundamental religious freedom, as a hierarchical religious body, to determine its own governmental rules and regulations. Members have no legal right to wrest the governing of the church from [church officials] by obtaining court-ordered annual meetings conducted in accordance with [nonprofit corporation law].”
Rules of construction
Several courts have ruled that bylaws are to be construed according to the same rules that apply to contracts. A leading treatise on contract law summarizes the rules of construction as follows:
Words of corporate bylaws are to be interpreted in their ordinary, popular sense …. A bylaw will be construed in harmony with the charter if it is reasonably possible to do so. Additionally, a bylaw will be interpreted to avoid conflicts among its provisions. In the interpretation of bylaw provisions, courts must give effect to the intent of the parties as revealed by the language of the bylaws and the circumstances surrounding their creation and adoption. The intent of the [drafters] in enacting particular bylaw amendments is instructive in determining whether any ambiguity exists. A construction that will render a bylaw just and equal in its operation will be adopted in preference to one that will have a contrary effect. Another principle of construction adopted by some courts is that no provision of a bylaw should unnecessarily be rendered meaningless or superfluous. The rules used to interpret statutes, contracts, and other written instruments are applicable when construing corporate bylaws ….
If a bylaw is unambiguous in its language, a court will not interpret it or search for the parties’ intent behind the bylaw. But where there exist reasonable and contradictory interpretations of a bylaw provision, its interpretation is a question or fact for the jury, reviewable by a court for clear error. A bylaw is not made ambiguous merely because parties disagree on its proper construction; in order to be ambiguous the bylaw must be reasonably susceptible of different constructions or interpretations. However, ambiguity may be found when the bylaw is read together with another corporate document. The contract is to be construed against the party who drafted it when the surrounding circumstances do not clarify the ambiguity.
Ambiguous or obscure provisions should be construed to make them harmonize with the general intent of the bylaws as a whole, and to promote the business welfare of the corporation. … In determining the rights of a member of a corporation under its bylaws, portions dealing with the same subject must also be construed. If it can be ascertained, the design and intent of the framers of the bylaw must prevail, and where a particular bylaw was adopted to meet a specific situation, the purpose for which it was adopted is pertinent in determining the proper construction to be given it. Fletcher, Cyclopedia of the Law of Corporations § 4195.
Case Study Kansas Heart Hospital, L.L.C. v. Idbeis, 184 P.3d 866 (Kan. 2008)
The Kansas Supreme Court ruled that the bylaws of a corporation are self-imposed rules, resulting from an agreement or contract between the corporation and its members to conduct the corporate business in a particular way. As a result, corporate instruments such as charters and bylaws are interpreted in the same manner as other contracts. Where the parties have created an unambiguous written statement of their contract, the language of that contract will control, not as subjectively understood by either party but as understood by a hypothetical reasonable third party. Additionally, even if a word has two or more meanings, a document is ambiguous only if an examination of the entire document leaves a genuine uncertainty as to which of the two meanings was intended by the parties. Finally, bylaws of a corporation are presumed to be valid, and the courts will construe the bylaws in a manner consistent with the law rather than strike down the bylaws.
Table 2 Priority among Governing documents in Congregational Churches
DocumentOrder of priority
Charter
The highest order of priority
Takes priority over all other sources of authority except the charter, assuming that it is made superior to the bylaws either by express provision or by a greater voting requirement to amend
Constitution
The second highest order of priority
Its provisions take priority over any other source of authority
Start with the charter when attempting to resolve a question of administration; if it doesn’t address the matter, then proceed on to the next order of priority until an answer is found
Bylaws
The third highest order of priority
Takes priority over all other sources of authority except the charter and constitution (assuming the constitution is made superior to the bylaws)
Parliamentary law
The fourth highest order of priority (assuming that a specificbody of parliamentary law has been adopted)
Takes priority over all other sources of authority if specifically adopted in the church bylaws, except the charter, constitution,and bylaws
State nonprofit corporation law
The fifth highest order of priority
Its provisions generally apply only if the church has not provided otherwise in its charter, constitution, or bylaws (including rules of parliamentary law adopted by the bylaws)
State nonprofit corporation laws ordinarily make a few provisions mandatory despite a bylaw or charter provision to the contrary
Resolutions
The sixth highest order of priority
Resolutions can provide guidance in the event that the charter, constitution, bylaws, parliamentary law, and applicable state nonprofit corporation law do not address an issue
Established custom
The seventh highest order of priority
Only applies if the custom is established by long and consistent use
It can provide guidance on questions for which an established custom exists, and no higher source of authority applies
Majority rule
The last order of priority; the only basis for resolving issues not addressed in any other manner
Amendment procedures
Most bylaws provide for their own amendment, and it is important for church leaders to be familiar with this procedure to ensure that amendments are handled correctly. Consider the following points:
Some church bylaws permit amendments to occur at any membership meeting, without advance notice to members.
Some church bylaws require that members be notified a specified number of days in advance of a membership meeting at which a bylaw amendment will be considered. If advance notice is required, then a failure to comply with this requirement will jeopardize the legal validity of any amendments that occur, no matter how many members support the amendments.
In some cases, church leaders decide not to wait until the next annual business meeting to present a proposed bylaw amendment to the congregation, and a special business meeting is called. However, note that state nonprofit corporation law generally requires that the notice provided to members of the date, time, and place of a special business meeting also state the purpose for which the meeting is being called. If the notice to members fails to specify that an amendment to the bylaws will be considered, including the text of the proposed amendment that will be presented during the meeting, then the legal validity of such an amendment will be jeopardized.
Some church bylaws require a super majority (i.e., greater than a simple majority) to amend certain provisions. For example, an amendment to church doctrine, or to the requirements for the sale or acquisition of church property, often require a two-thirds or even a three-fourths vote. Church leaders must be familiar with the voting requirement that will apply to any proposed bylaw amendment.
Is it time to rewrite our bylaws?
Do church bylaws ever need to be rewritten? That depends on several factors, including the following:
How old are the bylaws? The older they are, the more likely they are in need of a legal review, and possibly revisions or a new and updated document.
Who drafted the bylaws? If the bylaws were drafted by one or more attorneys with experience in corporate governance, ideally involving churches or other nonprofit organization, there is less need to rewrite the bylaws. On the other hand, many churches have bylaws that were drafted by a committee of laypersons with little if any specialized knowledge in corporate governance. In such a case, there may be a greater need for revisions or a new document.
Some church bylaws are mandated by the denomination with which they are affiliated, and the church has little if any authority to make any changes. Church leaders should be familiar with any such limitations.
Do we need to file our bylaws with the state?
Unincorporated churches generally are not required to file bylaws with the state. But there may be exceptions, depending on state law. For example, an unincorporated church may need to submit a copy of its bylaws to a state agency to demonstrate entitlement to a property or sales tax exemption or a preferential zoning classification. In many states, incorporated churches are not required to file their bylaws with the state corporations commission as part of the incorporation process. Check with your state’s corporations commission to be sure. As is the case with unincorporated churches, an incorporated church may need to submit a copy of its bylaws to a state agency for various reasons, such as to demonstrate entitlement to a property or sales tax exemption or a preferential zoning classification.
The application of denominational governing documents.
In many denominations, affiliated churches are limited in their ability to compose or revise their bylaws. In some cases, the church’s bylaws are entirely prescribed by the denomination’s governing document. In others, the church is free to compose its own bylaws, but must include terms mandated by the denomination’s governing document. As one court noted, “For religious nonprofit corporations, bylaws may partly be prescribed by, and may be an important tie to, a related superior or affiliated religious organization.” New v. Kroeger, 84 Cal.Rptr.3d 464 (Cal. App. 2008).
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Pastor Emeritus Status: Key Considerations for Churches
Before granting a retiring pastor the title of pastor emeritus, churches must carefully review compensation agreements, legal responsibilities, and tax obligations. Learn the key factors to consider for a smooth transition.
Q: Our senior pastor will be retiring soon, and our church board would like to name him “pastor emeritus.” It is our understanding that concerns have been raised about high-profile pastors manipulating a church board into agreeing to a financially burdensome compensation package following their retirement, often based on their status as a pastor emeritus. Do you have any suggestions for us?
Let me share a number of factors for your consideration:
‘Pastor Emeritus’ is ambigious
Pastor emeritus status is an ambiguous status in many cases due to a lack of any definition in a church’s governing document (i.e., bylaws). If a church’s governing document does not address this status, then it is a purely honorific status conveying no legal authority.
Carefully review compensation agreements
Some churches have adopted compensation agreements for a retiring pastor that may or may not be linked to pastor emeritus status. These agreements are perfectly legitimate so long as the following requirements are satisfied:
The agreement is duly authorized pursuant to the church’s governing document. To illustrate, an agreement adopted by the church board will be legally unenforceable if the board lacked the authority under the church’s governing document to enter into the agreement.
If the church’s governing document authorizes the board to approve a compensation agreement with a retiring pastor, then there are two fiduciary duties that must be recognized and discharged by the members of the board. The first is the fiduciary duty of “reasonable care” that any board member owes to the organization. This duty requires board members to exercise prudence, care, and independence in fulfilling their duties, and this requires the full and objective consideration of any compensation arrangement with a retiring pastor.
Duty of loyalty
A second fiduciary duty that is implicated in such arrangements is the duty of loyalty. This duty, which is recognized by the nonprofit corporation laws of most states, requires board members to place the corporation’s interests above their own. This means, among other things, that board members (such as the senior pastor) who will personally benefit from a particular board decision should recuse themselves from the discussion and take no part in the vote. Further, the duty of loyalty requires full disclosure of all the terms and conditions of a particular action, and that a board-approved action that personally benefits a particular member must be “fair” to the organization. These constraints transcend any ethical imperative. They are a matter of law.
Include language to keep options open
Some compensation agreements with former pastors may become burdensome to the church in future years. For this reason, I recommend that such agreements contain language that gives the church the ability to unilaterally modify or terminate its obligations under the agreement.
Review tax reporting requirements
It is essential that a church comply with the tax reporting requirements associated with such transactions. Any compensation that a church provides to a retired pastor, including pastors who are given the status of pastor emeritus, is taxable and must be reported to the IRS. The notion that such remuneration is a nontaxable “love gift” is widespread but mistaken.
The failure to report taxable compensation to the IRS will convert the compensation into an “excess benefit transaction” under section 4958 of the tax code. This could result in substantial excise taxes (called “intermediate sanctions) of up to 225 percent of the amount that the IRS determines to be excessive compensation.
If a compensation agreement provides for the payment of compensation in future years, it may constitute a non-qualified deferred compensation plan subject to strict new requirements under section 409A of the federal tax code. A failure to comply with these requirements can result in substantial penalties.
Additional compensation
If a pastor emeritus remains employed by the church in some capacity, then several additional issues are implicated, including workers compensation and fringe benefits.
Benefits to surviving spouse
Any agreement approved by the church board or congregation that recognizes a pastor emeritus should address the issue of continuation of benefits to a surviving spouse.
Consult an attorney
Legal counsel should review any agreement pertaining to a retiring pastor before it is executed.
Richard R. Hammar is an attorney, CPA and author specializing in legal and tax issues for churches and clergy.
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Ground Rules: Why Church Bylaws Matter
Church bylaws are critical, and amending them should not be taken lightly.
Michael Allison
Q: Although our church has bylaws in place, we do not operate strictly according to these as a body. If we amend them to reflect how we operate now, will that create any problems?
A church that is not following the provisions of its bylaws could certainly run into trouble. Bylaws are a critical component of church operations. Yet, in many churches, they are filed away, forgotten and ignored. Church bylaws spell out who will run the ministry and how it will operate. Key organizational issues typically addressed in the bylaws include:
Who in the church is authorized to make various decisions, including major financial decisions;
How the governing board is organized;
The relationship between the governing board and the congregation;
Who has authority to make hiring and firing decisions involving pastors and staff;
When and how meetings of the governing board and the congregation will occur;
…And much more.
An initial set of bylaws is generally adopted when the church is first formed. As time goes by, however, ministry operations change, and a church can find itself to be out of step with its own bylaws. When this is discovered, one of two things should happen as soon as possible: The church should either revise its practices to conform to the bylaws, or the bylaws should be amended.
Because church bylaws represent an important legal document, any change should be done in consultation with an attorney. The bylaws will usually contain a provision stating how they can be amended. This sometimes involves a vote of the governing body of the church, sometimes involves a congregational vote, and sometimes requires both. Your attorney can help walk you through the implications of any suggested change to the bylaws, and the steps that should be taken to ensure that the bylaw changes are done in a way that is legal and binding.
Every ministry organization should review its bylaws every three to five years, or more frequently if it is growing rapidly or changing the way it operates. Again, having an attorney involved in the bylaw review is important to ensure that it’s done properly. Bylaws can be complex, and they differ dramatically depending on whether the church is incorporated, the type of governing approach it uses, the role that the pastor plays in the church, and numerous other factors. Since reviewing and amending bylaws is important to the life and health of the organization, having a legal professional involved in the process is a must. This is akin to having a physician involved in a medical assessment, whether it’s a regular check-up or a more significant medical procedure.