board of higher education and campus...
TRANSCRIPT
Board of Higher Education
and Campus Ministries
A Training Forum for
Local Boards
August 22nd
2015 10:00 AM to 3:00PM
“Partnering for Success:
Approaching Campus Ministry as an
Emerging Mission Frontier”
The Virginia United Methodist Conference Center (Rm 117)
10330 Staples Mill Road,
Glen Allen, VA 23060
Registration: Bev Myers - [email protected] - 804-521-1134
Information: John Dunning – [email protected] - 757-898-4960
A Training Forum for Local Boards Partnering for Success:
Approaching Campus Ministry as an Emerging Mission Frontier
Schedule – Quick Glance:
9:30 – 10:00 Arrival – Coffee – Meet and Greet
10:00 – 10:15 Welcome and Forum Overview
10:15 – 10:30 Approaching Campus Ministry as an Emerging Mission Frontier
10:30 – 11:15 Strategies for Evaluating Success – Campus Ministry System
11:20 - 12:00 Financial Strategies for Success – BHECM Funding
12:00 – 12:30 Financial Strategies for Success – Outreach and Development
12:30 – 1:00 Lunch Break
1:00 – 1:30 Governing for Success – Local Board Best Practices and Resources
1:30 – 2:00 Financial Strategies for Success – Grants & Ministry Accelerator
2:00 – 3:00 Strategies for Sustainable Property Management
Schedule - Details
10:00 – 10:15 Welcome and Forum Overview
….. Rev. Herb Brynildsen. President BHECM
The Board of Higher Education and Campus Ministries provides the connectional
relationship between the General Church, annual conference, district and local churches
and promotes the work and ministry of higher education and campus ministry. The
Board oversees the mission and ministry of 13 campus ministries related to and supported
by the Virginia Conference. The board is also responsible for developing and
administering effectiveness training forums for Local Boards.
Meet J. Paulo Lopes – Director of Ministries with Young People
The Board welcomes the new director of Ministries with Young People, J. Paulo Lopes.
He joins the Virginia Conference from Surfside UMC in Surfside Beach, S.C., where he
was the minister of Youth, Young Adults and Family Life Center Ministries.
10:15-10:30 Approaching Campus Ministry as an Emerging Mission Frontier
…..John Dunning, BHECM Local Board Chair
Campus ministries are one of the most important strategic mission fields in the world
today. Our campus ministries must prepare for the new generation of students by
undergoing an intentional process of deep change, shifting from a traditional approach to
a missional approach.* This presentation highlights some of the necessary changes and
serves as a lead-in to the strategies discussed in today’s forum. *(See The Promise of Campus Ministries: Theological Explorations, by GBHEM
http://www.gbhem.org/article/promise-campus-ministry-theological-exploration)
10:30 – 11:15 Strategies for Evaluating Success - Campus Ministry Reporting …..Josh Blakely, BHECM CMR Administrator
During this session we will review the basics of the new reporting system, the concept
and rational for the classification of events into the categories of Explore – Engage –
Embody. We will review monthly reports and discuss how they can be used for
evaluation. As part of the “next steps” boards should establish local program objectives
and standards, strategies for achieving them and then measure their success. The intent
is to lead to a process of continuous improvement.
11:20 – 12:00 Financial Strategies for Success – BHECM Funding
…..Rev. Marc Rickabaugh, BHECM Finance Chair
During this session the proposed BHECM budgets for FY 2015 and FY 2016 will be
presented indicating the financial support that will be provided to each campus ministry.
We will also discuss the shift of moving from a campus ministry conference salary
system to a grant allocation for Wesley Foundations. The grant will cover salary and
housing. The conference will/may continue to pay for health care and pensions. The
change will provide local boards with the opportunity to set and administer salaries. This
is consistent with other connectional ministries. Proposed funding policies, formulas and
grants will also be discussed.
12:00 – 12:30 Financial Strategies for Success – Outreach and Development
…..John Dunning, BHECM Local Board Chair
This will be an interactive session providing each board an opportunity to discuss their
approach to outreach, the annual fund, and fundraising strategies. Follow-on discussions
will take place during the lunch break. John will contact participants after the forum to
facilitate an exchange of ideas.
12:30 – 1:00 Lunch Break – A box lunch will be provided
1:00 – 1:30 Governing For Success: A Review of Local Board Best Practices and Resources
…..John Dunning, BHECM Local Board Chair
Based on the January 2015 Local Board Effectiveness and Training Needs Survey, a
web site was developed to provide resources and facilitate local board training
(www.wesleyboardresources.org). Using these resources, we will discuss BHECM
reports, board governance and administration. We will also examine the need for
regional training and webinars.
1:30 – 2:00 Financial Strategies for Success – Grants and Ministry Accelerator
…..Rev. Chris Bennett, Common Table, Grants Subcommittee
Each year the Virginia Conference grants nearly $100,000 to local church ministries that
are innovative, missional (beyond the local church walls), and are making a tangible
impact on their communities for the gospel of Jesus Christ. A new process called a
"ministry accelerator" is being piloted. This process will provide mentoring support to
help implement innovative ideas that address mission needs in local communities. This
presentation discusses the grants process and the "ministry accelerator" pilot. While the
focus has been on local churches, campus ministries could also qualify.
2:00 – 3:00 Strategies for Sustainable Property Management .....Bill Pike, BHECM Property Coordinator
This presentation and discussion will cover Council on Finance and Administration
(CFA) Objectives regarding property, the overall results of G3 Property Services
Review, the results of the “Three Questions Survey,” and local board expectations for
property maintenance, and reporting requirements. (This session is for those campus
ministries with conference properties.)
Welcome and Forum Overview ----
Approaching Campus Ministry as an
Emerging Mission Frontier
The first 30 minutes of the forum will be used to “set the stage” for today’s forum
by providing and overview of the BHECM responsibilities, introducing our local
board members and presenters and our new Director, J. Paulo Lopez. This will be
followed by a short presentation on the need to move from a traditional to a
missional approach to campus ministry and the necessary strategies for success.
Items available in this handout:
1. Welcome and Forum Overview
2. J. Paulo Lopez – Biography
3. Campus Ministry as an Emerging Mission Frontier (A Point Paper)
Welcome and Forum Overview
The Board of Higher Education Ministries (BHECM) provides the connectional relationship
between the General Church, annual conference, district and local churches and promotes the
work and ministry of higher education and campus ministry. The Board oversees the mission and
ministry of 13 campus ministries related to and supported by the Virginia Conference.
Some of the specific responsibilities of the BHECM, related to campus ministries are:
(1) To present to the annual conference the financial needs of campus ministries for
adequate support.
(2) To counsel campus ministries on their charters and constitutions, reversionary
clauses, and liability.
(3) To develop and administer effectiveness training forums for local boards
(4) To evaluate campus ministries concerning the quality of their performance, the integrity
of their mission and their response to the missional goals of the general Church and the
annual conference
(5) To systematically encourage districts and local churches within the conference to
support campus ministries.
(6) For Wesley Foundation Boards that hold property, to review the adequacy of the
property, liability, insurance coverage and to establish property use policies and to
establish standards for the upkeep of all properties.
(7) To ensure that each Wesley Foundation or campus ministry has a Board of Directors
or a local church committee that provides for planning and implementing a program of
mission and ministry to the campus
(8) To review and establish covenants and agreements for ecumenical campus ministry
and to ensure that they are in harmony with the policies, standards, and goals of the of
the annual conference.
Forum Presenters – in order of the session:
Rev. Herb Brynildsen. President BHECM. (Pastor, Wallace Memorial UMC, Hampton
VA: [email protected])
John Dunning, Local Board Chair, BHECM. (Adjunct Faculty, UVA School of
Continuing and Professional Studies: [email protected])
Joshua Blakely, Campus Ministry Reporting, BHECM. (Director of Residents Life at
Longwood University: [email protected])
Rev. Marc Rickabaugh, Finance Chair, BHECM. (Pastor of Restoration Faith
Community , Charlottesville VA: [email protected])
Rev. Chris Bennett, Common Table – Grants Committee. (Pastor of St. Matthews UMC,
Richmond, VA: [email protected]).
Bill Pike, Property Managers Chair, BHECM. Director of Operations, Trinity UMC,
Henrico, VA: [email protected])
Anne Davis - Non-profit and Grants Management Training/Resource Advisor (US
Department of Housing and Urban Development)
Source of information for all presentations:
BHECM Handbook
VA Annual Conference Board of Higher Education and Campus Ministries (BHECM)
web page: http://www.vaumc.org/page.aspx?pid=2907
BHECM Local Board Training Forum web site (http://wesleyboardresources.org)
Local Board Development:
Today’s forum is designed to provide information about the resources that are available and
recommended for local board training and development. Please use the handouts and the
information that is available on the web sites to continue the training throughout the academic
year. If your board needs additional information or developmental resources please contact us.
Virginia Conference Director of Ministries with Young People J. Paulo Lopez
The Board of Higher Education and Campus Ministries is pleased to welcome
Paulo as our new director. He will be serving on the board and providing
guidance, support and oversight to the thirteen campus ministries in the
Virginia Conference. Marc Brown, The Director of Connectional Ministries,
stated “His ministry experience and his ability to envision a conference
ministry of disciple-making systems for young people were primary reasons
Paulo was invited to this crucial staff position.”
Paulo was the minister of Youth, Young Adults and Family Life Center Ministries at Surfside
UMC in Surfside Beach, S.C. In this ministry, he developed an evangelism and discipleship
pathway to establish campus, young adults and family ministries. He has launched an E-group
(evangelistic small group) initiative and has built a youth leadership team to transition to a model
targeting families. He also led a mid-week contemporary worship service.
A native of Brazil, he has lived in both Brazil and the United States, and his ministry experiences
span both countries. Among his ministry experiences are:
Training as a Leadership Coach with Spiritual Leadership, Inc. (SLI) and co-leading
leadership incubators. Training areas include spiritual leadership, coaching, change
leadership and ministry team development.
Director of International Partnerships for Bridge International – Life Enrichment
Institute.
Trained and led several mission teams to Brazil focused on ministry to families in
poverty. Co-developed a model for partnerships with American churches resulting
(currently) in 11 partnerships called “Kingdom Stations.”
Co-Founder/Executive Director of Bridge International in response to needs of the
Brazilian Methodist Church. Developed partnerships benefiting more than 500 children
living below poverty level, three evangelistic outreach programs, rehabilitation center,
orphanage and conference-wide holistic outreach ministry.
The Inner City Development Project. Co-initiated conversations between Asbury
Theological Seminary and ministry leaders in Lexington to find ways for the seminary to
become more involved in the Lexington community. Organized a colloquium for ministry
leaders and student representatives to build relationships and develop partnerships.
The Acts Movement. Co-founded a young adult Christian movement to advocate for
social justice in Curitiba, Brazil. At its peak more than 500 young adults and youths from
more than 20 denominations were mobilized.
Paulo graduated with a BA in International Relations from UniCurtiba in 2006, studied
Intercultural Studies at Asbury Theological Seminary and is currently pursuing a Master of Arts
for Christian Ministry at Crown College.
Campus Ministry as an Emerging Mission Frontier
Why an emerging frontier?
• The largest college-going generation of all time.
– In 2013, there were 19.5 million college students,
– International student enrollment: 886,052
– In Virginia a total of 534,280
– A Post-Christian Culture
• Only 15%the current college-going generation identify themselves as
Christians. (Barna Group)
• 77% of professions of faith come before or during the college years.
(Barna Group)
Why is it strategic?
• Higher Education students make up 7% of our national population
• They grow up to be leaders in every sphere & their impact on the world far exceeds their
numbers.
• Because of who – when and where
• Because of who comprises this people group – only the top 1% of world’s
population are privileged to go
• There is also a Global missions perspective – students from every nation
• Because of when – College years are a profoundly formative stage – they make
essential decisions about their identity, beliefs, and ethics (the issue: will God
have any part of these decision?)
• Because of where they are: the campus is a strategic location – devoted to the
exchange of ideas and figuring out what to believe.
Shifting from traditional to missional
• The idea that campus ministries are just a faith based student organization or a carryover
from high school youth fellowship is a limited view and does not describe the challenges
we face today.
• The choices that are made on our college campuses help set the course of society.
• A mission identity changes our perspective – how we view the non-Christians around us
– no longer focus on place or event
• Most college ministries are not breaking new ground.
• Many are becoming more efficient at attracting students from the increasingly smaller
pockets of Christendom – i.e. competing for the same pool of previously Christianized
students, instead of being a light to the world
The Shifts (6)
1. From Building a Large Group to Reaching a Large Campus
In the traditional approach greatest amount of time, energy, and resources on the
weekly large group meetings – worship teams, fun activities, etc. – meant to
attract a good crowd. However – this shouldn’t be the primary focus.
A Missional approach invests time, energy and resources in comprehensive
campus-saturating strategies - There are huge segments of the campus population
that we will never see at our weekly large group meetings.
2. From Head Counting to Seed Spreading
A missional approach changes our perception of success and how we measure it.
– The traditional metric of success has been simple – how many people are
we getting?
– We need to go beyond weekly attendance and figure out ways to assess
how well we’re doing at disciplining and equipping people for lifelong
fruitfulness as missional Christians – on campus and beyond.
3. From Bible Studies/Small Groups – to Missional Communities
Missional communities are groups of students who share a burden for a particular
people group and come together for the shared purpose of reaching that group
together.
Work best when their students are seeking to reach the people they already life,
work, and study with all the time.
There is no shortage of unreached groups.
4. From Assumptions About Students to Personal Knowledge of Students
We need to spend time listening to and learning about the people we have come to
serve. Too much time is spent talking about the unchurched/dechurched rather than
talking with them.
5. From Presumptions About Presence on Campus to Understanding and Blessing Our
Campus
Missional college ministry works to understand the context – getting to know the
institution – students come and go – institutions stay.
We need to renew and redeem places and institutions.
6. From Acquiescing to the Postmodern Relegation of Faith to One Compartment of the
Inner Life to Full-Life Engagement.
Missional campus ministry constantly helps students make sense of their lives from a
deeply Christian perspective.
Students are helped to view sex, relationships, work, school, money, entertainment,
partying, alcohol, justice – and other issues – from a Christian perspective.
A missional view of college students -Reaching the people groups on campus
• We should view the campus in the way missionaries view their contexts. We must
understand the world views of those we serve. Where do our students fall on the cultural
distance/openness spectrum? How open are they to Christianity?
• M0 - Those in the Christian fold who would show up regardless.
• M1 - Actively spiritual, not necessarily religious. They’re on the fence.
• M2 - Generally silent, apathetic-toward-Christianity group
• M3 - Suspicious, skeptical, reacting to negative examples within the church
• M4 - Active in beliefs or religions very negative to Christianity (Source: College Ministry in a Post-Christian Culture by Stephen Lutz)
• M0 & M1 – Those in the fold – actively spiritual
• Traditional College Ministry focuses on the MO and M1 groups.
• Missional College Ministry works on reaching the other groups.
• M2s – Apathetic toward Christianity
• They are the only group not interested in talking.
• Non-verbal witness and example become very important.
• Partner in things they care about – you may win the right to be heard through the
impact and integrity of your actions.
• M3 & M4s – Skeptical – Actively anti-Christian
• You can reach these groups through constructive conversations
• Bringing in speakers,
• Social Justice
• Service and missions
What is the Local Board’s Role in Reaching the Groups?
Partnering for Success - Board Strategies (FEAST) – Todays Sessions
• Financial Support (Salaries/Benefits – Annual Fund – Fundraising – Grants)
• Evaluation (Campus Ministry System – Personnel Evaluations – Board Evaluation)
• Accountability (Audits/Reports/Budgets)
• Sustainability (Property – Endowment Funds- Effective Board Governance)
• Telling our Story (Outreach)
Sources: GBHEM: United Methodism on Edge: Campus Ministry as an Emerging Frontier (2010) by
Alice G. Knotts, College Ministry in a Post-Christian Culture (2011) by Stephen Lutz, National Center
for College Statistics ( http://nces.ed.gov/fastfacts/display.asp?id=98), and Barna Group: How Post
Christian is America (https://www.barna.org/component/content/article/36-homepage-main-promo/608-
barna-update-02-21-2013#.VdU6Gpd9gdc)
Strategies for Evaluating Success:
Campus Ministry Reporting System
The primary purpose of this session is to introduce you to the Campus Ministry
System used for reporting monthly events. This will be a Web-Cast with Joshua
Blakely presenting. He will review the basics of the new reporting system and the
concept and rational for the classification of events into the categories of Explore –
Engage – Embody. As part of the “next steps” boards should establish local
program objectives and standards, strategies for achieving them and then measure
their success. The intent is to lead to a process of continuous improvement. The
attached document summarizes the system, portrays the reports and explains why
we should measure:
1. Paper – Campus Ministry System – Orientation and Discussion
2. Joshua Blakey’s Web Cast will be recorded for future viewing
3. A Video on the System and Copies of the slides can be found at
www.wesleyboardresources.org under the Campus Ministry System link or
under the Evaluation Tab.
Campus Ministry System – Orientation and Discussion
Topics: Application – The System – The Reports – Why Measure?
Application:
• Requirements for Reporting - All Ministries Financially Supported by the BHECM
• This includes all Wesley Foundations, those receiving Ecumenical Support
Grants, Hybrid Ministries and United Methodist Schools
The System – Event Based
Consistent with the mission statement and the vision statement (Campus Ministry invites
and equips students to explore, engage and embody an active faith in God.)
The system identifies events that relate to the vision statement.
Explore – could be social, recreational, speaker – the students are those who seek or
respond to the invitation
Engage – could be worship service, evening programs, Bible study – the students are
those being intentional about spiritual formation.
Embody – could be student led study, service projects, mission projects – the students are
those that use their gifts and faith to lead, serve and witness
The System – Focus
The system identifies the campus ministry, tracks events by type, numbers, invites and
describes Key or Signature events
Creates a Stakeholder Reporting System (BHECM – District Superintendents- Local
Boards)
The focus of Stakeholders – use reports to evaluate outreach and participation (this is a
work in progress)
The Video Presentation will provide a tour of the system and how to enter the data. The key
screens are:
Home page – Log in – Tabs (Set-up – Reporting – Administration)
Administration – Identifies the School – School Enrollment – Description of the Campus
Ministry (note: this is an inconsistency across reports – some identify the school)
o User Management: This screen identifies those who will have access to and will
be allowed to enter data (normally the campus minister, student leader, and one or
two board members)
o Stakeholder Management: This screen identifies those who will receive your
monthly reports – this should include all board members and the district
superintendent.
Reporting – the main page lists all of the events that have been entered into the system –
click on any one to see the details – note that only key or signature event details are
included in the monthly reports
o Event Setup: Enter event name, category (Explore, Engage, Embody), event type
(Ministry, Pastoral, Worship, Outreach, Other), a signature event (yes/no), event
date and time, event description – then “save”
o Event Management: After the event enter – student attendance, no-student
attendance, number of ways invites were extended, a description of your invites,
then “Update Event”
Reporting – End of Moth – option to review and then distribute
Visual of the Monthly Reports
Why Measure? A Means of Accountability – A Tool for Campus Ministry/Board Dialogue
– A Mechanism for Sharing Ideas – A Baseline for Improving Effectiveness
A Means of Accountability
• VA Conference (Bishop/Cabinet/Common Table/CFA/BHECM)
– The Book of Discipline (¶ 634. 4 (a) 7) requires evaluation of campus ministries
with concern for quality of their performance and response to meeting missional
goal of the general church and the conference.
– While the numbers and narrative do not tell the whole story, they relate directly to
the mission and vision of campus ministries.
– Provides one performance measure that can be related to the Annual BHECM
Budget for Campus Ministries
– Provides information for trend analysis that can be related to conference goals.
A Mechanism for Sharing Ideas
• The description and success of events are tracked in the reports
• The Reports can be shared between campus ministries
– BHECM Campus Minister Effectiveness Training Sessions
– Local boards can compare their ministry with other campus ministries
A Tool for Dialogue
• Members of local boards should be receiving the monthly reports
• Campus ministers, youth leadership teams and local boards are given the opportunity to:
– Discuss what works, what doesn’t and why
– Examine where additional resources are needed
– Evaluate progress and trends
Improving Effectiveness
• A Recommendation:
– Use the AY 2014-2015 data to form a baseline for measurement
– For AY 2015-2016 - set standards and goals for each category and type of event.
• Use the CMS to track performance against your standards and goals
– The integration of standards, goals and the numbers can provide a valid means for
evaluating and improving campus ministry effectiveness
Summary:
• Application
• If your campus ministry is supported by the Conference, you should be using the
system
• The System
• Tracks and reports on events relating to the vision of exploring, engaging and
embodying an active faith in God
• The Reports
• Provide event related summary data for all stakeholders
• Why Measure?
• Accountability and a means to improve effectiveness
Campus Ministry System Orientation
• Application
• The System
• The Reports
• Why Measure?
Application
• Requirements for Reporting
• All Ministries Financially Supported by the BHECM
• This includes:
• All Wesley Foundations • LGWD – UVA – VT – VCU – W&M
• Those receiving Ecumenical Support Grants • CNU – NOVA – SWVA- UMW – NSU – VSU
• Hybrid Ministries • RISE – IGNITE
• United Methodist Schools
The System
• Mission Statement
– To make disciples of Jesus Christ for the transformation of the world
• Vision Statement
– Campus Ministry invites and equips students to explore, engage and embody an active faith in God.
• The System identifies the events that relate to the Vision
Events
• Explore: • Type of Events: Social, recreational, speaker • Students: Those who seek or respond to an invitation
• Engage: • Type of Event: Worship Service, Sunday Night Program, Bible
Study • Students: Those being intentional about spiritual formation
• Embody • Type of Event: Student led study, service project, mission
project • Students: Those who use their gifts and faith to lead, serve and
witness
The System
• The Focus of the System:
– Identifies the Campus Ministry
– Tracks Events by Type and Numbers
– Describes Key or Signature Events
– Creates a Stakeholder Reporting System
• The Focus of Stakeholders
– Use Reports to Evaluate Outreach and Participation (a work in progress)
The System
• Next – A “Tour” of the System
– CMS Main Page
– Administration
– Events
– Reporting
Explore Engage Embody
Ministry Pastoral Worship Outreach Other
Reports
• Content of the Monthly Reports
– Description of the School/Campus Ministry
– Chart on Explore – Engage – Embody
– Chart on Numbers per Event
– Report on Percentage of Students Served
– Report on Signature Events
Why Measure?
• A Means of Accountability
• A Tool for Campus Minister/Board Dialogue
• A Mechanism for Sharing Ideas
• A Baseline for Improving Effectiveness
A Means of Accountability
• VA Conference (Bishop/Cabinet/Common Table/CFA/BHECM) – The Book of Discipline (¶ 634. 4 (a) 7) requires evaluation of
campus ministries with concern for quality of their performance and response to meeting missional goal of the general church and the conference.
– While the numbers and narrative do not tell the whole story, they relate directly to the mission and vision of campus ministries.
– Provides one performance measure that can be related to the Annual BHECM Budget for Campus Ministries
– Provides information for trend analysis that can be related to conference goals.
A Mechanism for Sharing Ideas
• The description and success of events are tracked in the reports
• The Reports can be shared between campus ministries
– BHECM Campus Minister Effectiveness Training Sessions
– Local boards can compare their ministry with other campus ministries
A Tool for Dialogue
• Members of local boards should be receiving the monthly reports
• Campus ministers, youth leadership teams and local boards are given the opportunity to:
– Discuss what works, what doesn’t and why
– Examine where additional resources are needed
– Evaluate progress and trends
Improving Effectiveness
• A Recommendation: – Use the AY 2014-2015 data to form a baseline for
measurement
– For AY 2015-2016 - set standards and goals for each category and type of event. • Use the CMS to track performance against your
standards and goals
– The integration of standards, goals and the numbers can provide a valid means for evaluating and improving campus ministry effectiveness
Summary • Application
• If your campus ministry is supported by the Conference, you should be using the system
• The System
• Tracks and reports on events relating to the vision of exploring, engaging and embodying an active faith in God
• The Reports
• Provide event related summary data for all stakeholders
• Why Measure?
• Accountability and a means to improve effectiveness
Campus Ministry System Orientation
Financial Strategies for Success:
BHECM Funding
The primary purpose of this session is to discuss the BHECM budget for FY 2015
and the proposals for FY 2016. The shift of moving from campus ministry
conference salary system to a grant allocation for Wesley Foundations will be
discussed along with proposed funding policies, formulas and grants. The following
documents are provided to support this discussion
1. Paper – Financial Strategies for Success – Discussion guide
2. BHECM Funding Policies and Procedures
3. FY 2015 Campus Ministry Budget
4. FY 2016 Proposed Campus Ministry Budget
Financial Strategies for Success – BHECM Funding
(Topics for Discussion)
BHECM Fiscal Responsibilities:
To present to the council on ministries and then to the council on finance and
administration of the annual conference the financial needs for adequate support of the
schools, colleges, universities, theological schools, campus Christian movements,
Wesley Foundations, and other campus ministries related to the annual conference for
apportionment to the churches within the conference.
To establish, where appropriate, foundations or other means to ensure the ongoing
support of the annual conference program of ministry in higher education.
BHECM Funding Policies and Procedures
Objectives: fairness to each campus ministry unit, clarity and rationality in the way
campus ministry monies are allocated, efficiency in the utilization of such funds, adequate
funding for property maintenance, and local board responsibility in local fund raising and
economy of operation
For the sake of clarity, the expenses of campus ministry for Wesley Foundations are
divided into three general categories: personnel, property costs, and administration and
program resources. The principle in this division of expenditures is the concept that
funds should be related as directly as possible to expenditure objectives. (See the table
on Funding Policies and Procedures)
BHECM Budgets for FY 2015 and FY 2016 (Refer to handouts)
FY 2015 Budget Highlights
o Wesley Foundations show Salary, Housing Allowance, Pension,
Hospitalization)
o RISE, IGNITE – reflect personnel costs as Grants
o Property Grants are shown
o Ecumenical Ministries reflect only Grants.
FY 2016 Budget Highlights
o Wesley Foundations and RISE. IGNITE show personnel costs as Grants
As a transition year – the conference will actually administer salary,
housing allowance, pension costs and hospitalization
o Property grants discontinued
o Ecumenical Ministries – no change
FY 2017 Budget (not shown)
o Wesley Foundations will be responsible for administering salary and housing
allowance
o The Conference will continue to administer pension costs and hospitalization
Administration of Salary and Housing Allowance
The added costs and skill sets involved in administering salary and housing
o Comments from Ecumenical Ministries on their experience
The advantages or disadvantages of setting annual campus ministry salary and housing
allowance
o Comments from Ecumenical Ministries on their experience
Examining Equitable Funding Policies and Formulas for Grants
For Wesley Foundations, the initial plan is to base the grant allocation on the current
salary of the campus minister. If local boards desire to raise the salary or housing
allowance of the campus minister, the funds will have to come from local sources, e.g.
the annual campaign.
For FY 2017 and beyond equitable funding policies and formulas need to be developed
for all campus ministries. The following are some relevant discussion questions:
o Should all full time campus ministries be funded equally?
o Should all part time campus ministries be funded equally?
o Should the size of the campus served be considered in grant levels?
o Should the Campus Ministry System (monthly reports) play a factor in
determining grant levels?
Funding Policies and Procedures
(BHECM Handbook)
The funding policies and procedures of the BHECM have been developed with the following
objectives in mind: fairness to each campus ministry unit, clarity and rationality in the way
campus ministry monies are allocated, efficiency in the utilization of such funds, adequate
funding for property maintenance, and local board responsibility in local fund raising and
economy of operation.
Funding Policies (for Wesley Foundations) – For the sake of clarity, the BHECM has
divided the expenses of campus ministry for Wesley Foundations into three general
categories: personnel, property costs, and administration and program resources. The
principle in this division of expenditures is the concept that funds should be related as directly
as possible to expenditure objectives.
Personnel expenses include salary and travel, housing and heating allowances, pension and
hospitalization payments, annual conference expenses, and support for continuing education.
The expenses apply to campus ministry personnel employed under the auspices of the
BHECM. They do not include local expenses for secretarial, janitorial, or auxiliary personnel
employed by local campus ministry boards to facilitate program and administration.
Property costs include the actual expenses involved in building usage, maintenance, and
renovation. They include utility expenses, the costs of property maintenance and repair, and
any property taxes that may be assessed due to property rentals. Local campus ministry units,
the BHECM and Wesley Foundation, Inc., share such expenses. In addition, Wesley
Foundation, Inc. assumes the cost of property insurance. Local units are expected to use
income received from building fees and rental to offset property costs. Wesley Foundation,
Inc. is expected to develop plans for the adequate funding of major buildings and property
renovations.
Administration and program resources include secretarial and auxiliary personnel expenses, if
any. Also included are office supplies, telephone, mailing costs, program supplies, library
expenses and the like.
The above distribution is summarized in the following chart:
SUMMARY BHEM WESLEY FOUNDATION Inc.
LOCAL SOURCE
Personnel X
‐Salary X
‐Travel X
‐Housing X
‐Heat X
SUMMARY BHEM WESLEY FOUNDATION Inc.
LOCAL SOURCE
‐Pension X
‐Social Security/Diaconal or Lay X
‐Annual Conference Expense X
‐Continuing Education X
Property Costs
‐Utilities X* X*
‐Taxes X* X*
‐Routine Maintenance X* X*
‐Major Maintenance X
‐Insurance X
‐Debt Service X* X*
‐Janitor X X
‐Janitorial Supplies X X
‐TV/Cable X
Administration & Program
Resources
‐Secretary X
‐Program Assistants/Interns X
‐Office Supplies X
‐Telephone X
‐Program Supplies X
‐Program Activities X
X* = Local rent and fees plus division allocation
In conclusion, this method of allocating expenses for supporting campus ministry reflects a
philosophy of shared financial responsibility. Campus ministry is an enterprise in which
many individuals and agencies at the local, district, and annual conference levels have a stake.
Financial Strategies for Success:
Outreach and Development
The primary purpose of this session is to introduce the local board training
resources that are available on the web site (www.wesleyboardresources.org) and
to begin a roundtable discussion on your approach to the annual fund and
fundraising. The following items are available in this handout:
1. Copy of the Presentation
2. Exercise: Assess Your Board’s Fundraising Culture
3. 2010 Millennial Donor Study
4. Ask and Receive: Raising Funds and Friends for Campus Ministry
Preparing for the Fall Appeal
5. Friend Raising Presentation (Summary)
6. Annual Campaign-What works best for you?
Outreach & Development
This Session
• Local Board Training Resources – Getting your board involved
– Donor Trends
– The Annual Campaign
– Complete Guide to Fundraising
– District Church Support
• What Works Best for You? – Roundtable Discussion – your annual campaign
– Idea sharing at lunch and beyond
Local Board Training Resources
• www.wesleyboardresources.org
• Getting your board involved
– Assess Your Board’s Fundraising Culture (survey)
• Donor Trends
– Donors of the Future – 12 trends and what they mean to the new giving landscape
– Millennial Donor Study (2010)*
• *Millennial Impact Report (2014) - consistent
Local Board Training Resources
• The Annual Campaign
– Friend Raising and Fund Raising
• Three types of funds: Annual-Manor Gifts-Planned Gifts
– Ask and Receive Newsletters
– Writing Annual Campaign Letters
• A Comprehensive Guide to Fundraising
– 16 Chapters
A Complete Guide to Fundraising
• What is fundraising?
• Create a mission statement
• Building your donor base
• The annual or sustaining fund
• Putting a wrap on the annual fund
• Direct mailing
• Improve your direct mail program
• Writing a fund raising letter
A Complete Guide to Fundraising
• Donor stewardship
• Considering a phonathon
• Ready, fire, aim
• Laying out a timeline for a campaign
• Doing a feasibility study
• Tracking donors
• Visiting you donors
• Examine your money culture
What Works Best for You?
• Roundtable discussion by campus ministry
– Annual fundraising goals $$
– Friend/fund raising groups:
• Alumni/Board/Friends/
• District churches/Adjacent churches
– Annual campaign basics
– Success?
Outreach & Development
Annual Campaign
• Campus Ministry:
– Wesley Foundation at William & Mary
• Annual Campaign Financial Goal ($30,500)
– Alumni = $6,500
– Friends = $4,000
– Board = $ 4,000
– District Churches = $ 14,500
– District Church Groups = $1,500
Annual Campaign
• Nature of our database:
– Alumni 470 (40)
– Friends 125 (50)
– Church groups (16)
– Churches (6)
• Nature of our Annual Campaign:
– Fall letter writing campaign
– 3 Newsletters with requests
Annual Campaign
• Nature of Outreach
– 2 Alumni Newsletters – 1 District Newsletter
– Homecoming Open House
– Northern VA Alumni Event
– Alumni Facebook Page
– Speaking events at district churches
– Board members from district churches
Fundraising
• To support short term mission trips
– Varies by year – primarily dinners sponsored through local restaurants ($1000 - $2000)
Fundraising Fundamentals for Wesley Board Members
Exercise
Assess Your Board's Fundraising Culture
1. Are prospective board members talked to about their fundraising responsibilities before
they are elected to the board? _____ Yes ___ No ____ sort of I maybe I not certain
2. Are fundraising responsibilities and personal giving included in the board member
expectation agreement?
__ Yes __ No ____ sort of I maybe I not certain
3. Do close to 100% of your board members make a yearly personal "stretch" gift to your
organization's annual fund?
_____ Yes __ No __ sort of I maybe I not certain
4. Does the board chair personally solicit board members annually to insure appropriate
board giving?
_____ Yes ____ No sort of I maybe I not certain
5. Does your board's development committee organize the board's annual financial
campaign rather than actually doing the fundraising itself?
_____ Yes _____ No sort of I maybe I not certain
6. Does the board chair take time to personally cultivate and steward appropriate higher
level prospects and donors?
__ Yes _____ No sort of I maybe I not certain
7. Does the Director take time to personally cultivate and steward appropriate higher level
prospects and donors?
__ Yes __ No sort of I maybe I not certain
8. Is your mission statement clear, concise, and compelling?
__ Yes _____ No sort of I maybe I not certain
Fundraising Fundamentals for Wesley Board Members
9. Can at least 80% of your board members recite your organization's mission statement?
Yes No sort of I maybe I not certain
10. Beyond just reciting your organization's mission statement , can at least 80% of your
board members convincingly articulate your case for support?
_____Yes ____ No sort of I maybe I not certain
11. Does the chai r of development (or other staff person) identify appropriate cultivation
and stewardship opportunities for board member participation?
_____ Yes _____ No sort of I maybe I not certain
12. Has the chair of development clearly presented the organization's fundraising
strategy to the board?
_____ Yes ____ No sort of I maybe I not certain
13. Do the director and board chair organize the meeting agenda to clearly prioritize
the importance of fund raising?
_____ Yes ____ No sort of I maybe I not certain
14. Do the director and board chair plan annually for board training opportunities
in fundraising?
_____ Yes ____ No sort of I maybe I not certain
15.Do the director, board chair, and chair of development each appropriately publicly
acknowledge and recognize board members fulfilling their fundraising responsibilities?
_____ Yes ____ No sort of I maybe I not certain
2010 Millennial Donor Study
Achieve and Johnson Grossnickle Associates - Surveyed 2,200 people between 20 and 40
75% were Gen Y or Millennials - The results show a generation definitely connected by
social media and technology, that are more inspired to give and volunteer by personal
engagement and human connections
Preferences
90% preferred email as the way to receive information from organizations they already
know about
Newsletters second
Facebook a distant third
75% have used email to donate
Texting hot during times of crisis
Not a desire for frequent contact. Quarterly best
Only 33% want to be contacted monthly
Information
GOOGLE serves as their primary source of research information
o Google (87%) Email (72%) Print media (27%) Facebook (24%)
o While you are busy researching them, they are busy researching you
o 85% want to know about programs and services
o 54% want updates on financial condition
Want an opportunity to connect with leadership and weigh in on organization’s strategic
direction
Contact
Personal contact wins every time
o 66% likely to respond to a face-to-face request
o 37% likely to respond to email
o 50% likely to respond to a particular project, emergency situation or an explicit
appeal
o 8% likely to respond to a general, non-specific request.
56% do not respond to an annual donation call
Involvement is key:
Once engaged, younger donors are willing to invite others to become involved as
donors(52%) or volunteers (70%).
Focus on engagement and personal connections to draw them into involvement and
giving.
Engage this “low capacity” group in ways more typically reserved for donors of greater
means
PREPARING FOR THE FALL APPEAL
Ask & Receive Raising Funds and Friends for Campus Ministry
An Initiative of
the Ecumenical
Campus Ministry
Team
The Episcopal
Church
The Evangelical
Lutheran Church in
America
The United Church
of Christ
The Christian
Church (Disciples
of Christ)
The United Meth-
odist Church
The Presbyterian
Church (USA)
Affiliated with the Education and Lead-ership Ministries of the National Council of Churches of
Christ in the USA
To learn more about the Initiative and apply for training or consultation
services, go to the ECMT Web site at www.higheredmin.org
Ask & Receive October, 2011
A mericans receive over 125 billion
pieces of solicitation mail each year,
up 15 percent from five years ago. In the
minds of a lot of people, that’s a lot of junk!
How do you craft your annual appeal so that
it doesn’t fall into that category and join
other nuisance mail in the round file?
It is well-documented that the best time of
the year to appeal to your donor friends for
support is early November through the end
of December. It’s the season when gift-
giving is on everyone’s minds. It’s also the
season to think about tax deductions. Un-
fortunately, it’s also the time when every
other organization is asking for donations
and, if you’re late to the table or are less
than thoughtful about your appeal, you may
be eating leftovers. So what are some co-
gent things to consider as you prepare your
fall appeal.
The first thing to think about in preparing
your fall appeal is your constituency. Who
are the real friends of your ministry? Why
are they on your database? Have they given
before? How much and how often? The
reason for doing this is to exercise some
judgment about how you will communicate
with the various levels of friends. Some are
strong supporters and will need little en-
couragement to continue to give. Others are
less inclined and will need more personal
attention or more convincing stories and
information. Think about how you can best
communicate with each segment—letter,
phone call, newsletter, etc. Plan to “get the
gift, continue the gift, and increase the gift,”
as the “Moves Management” style suggests.
Second, build a budget for your appeal.
Actually, this should have been done a
while back when you developed your annual
budget. Then you would have considered
how many times a year you will want to
communicate with your donors and how
much each method of contact will cost. It’s
courting trouble to try to conduct a once-a-
year campaign to people who you don’t
know with the hope that the income will at
least cover the cost of the mailing. (Yes,
it’s often the case!) Are you going to send
a newsletter and a cover letter together in
one envelope? Are you going to send these
pieces separately? Will you enclose an ad-
dressed return envelope with a response
card designating gift categories? Will you
send first class or bulk rate (always first
class to regular donors)? Does your mailing
look appealing and worth opening? Would
you be pleased to show it to others or are
you just “glad that’s done?”
Most organizations today are in touch
with their donors at least four times a year,
six if the budget will allow, using a mixture
of letters, news pieces and electronic com-
munication. A four-color newsletter with
several pictures of decent size and clarity
usually will be read upon receipt. Anything
longer will be laid aside, then forgotten,
alas. Do you expect that people are eager to
read your communication?
The core of the message needs to spell out
in personal terms why the individual reading
this letter should consider a gift to your or-
ganization. Why your ministry? Why now? Why me? You are trying to connect the
values of the donor with the mission of your
ministry, and do it in a way that is urgent,
relevant, and personal. Your goals must be
achievable. Your vision should lift their
eyes and their spirits. Take if for a “test
drive.” Ask some donors to read it and give
you feedback. Does your cause empower
people to make a difference? Are you trust-
worthy as an organization; can donors safely
make an investment in what you are doing?
planned gift instruments, such as annuities.
Finally, policy decisions need to be stated
about the ethics or conduct of personnel, confi-
dentiality, use of constituent lists, and protec-
tion of the donor’s interests.
Effective 1994, the Omnibus Budget Recon-
ciliation Act (OBRA) added Internal Revenue
Code section 170(f)(8) which denies donors a
charitable deduction for any contribution over
$250 unless the donor received a written ac-
knowledgement of the contribution from the
charity. Acknowledgement correspondence
must include: (1) organization’s name, (2)
amount of each contribution, (3) description
(but not value) of non-cash contributions, (4)
statement that no goods or services were pro-
vided by the organization, if that is the case. (5)
description and good faith estimate of the value
of goods and services, if any, that were pro-
vided in return for a contribution; and (6) state-
ment of which goods and services, if any, pro-
vided in return for the contribution consisted
entirely of intangible benefits.
Gift acceptance policy documents need to be
prepared early on in a campaign or annual fund
drive. While they may be written by one
knowledgeable person, or even edited from
another source, they must be reviewed by the
board and voted on at a regular board meeting.
They should be reviewed annually.
Once the policies are written, they may be
provided to potential donors in hard copy at the
point when specific gifts are being considered.
The policies should also be placed on the or-
ganization’s Website as evidence to the general
public that careful thought has been given to
appropriate care of donations.
Sample copies of gift acceptance policies can
be found online at www.boardsource.org or
www.cdrfg.com/modeldocuments When using
a boilerplate document, be sure to revise it to
fit your local circumstances and intentions.
Local non-profit organizations may choose to
share their policies with you and describe how
they are used in greater detail. Be sure to en-
gage legal counsel as appropriate.
A lways look a “gift horse” in the
mouth—and give it an opportunity
to return the favor.
While it may seem obvious to say that
your ministry will accept any gift of any
size and any time, in reality that’s a bad
policy because it’s a non-policy. Stan-
dards need to be in place for both re-
questing and receiving gifts, stated in
advance, and shared with potential do-
nors. Donors need to know what kinds
of gifts will be accepted and what will
not be accepted, how the gift will be
used and cared for, and who has control
over making those decisions.
Gift policies prevent organizations
from accepting inappropriate gifts or
gifts that have “strings attached.” They
provide guidelines for volunteers and
staff as they solicit gifts. They also pro-
vide for ways to make exceptions to the
general rules that are above board and
legal. The major segments of the policy
document are:
Mission and Purpose Statement,
which is always stated upfront to
determine a match between the in-
tent of the donor and the goals of
the organization.
Purpose of the Guidelines, which
defines the acceptance of gifts and
provides guidance to donors in
completing the gifts.
Description of the Process for re-
ceiving certain gifts, such as real
estate, insurance, stock, or cars.
Use of Legal Counsel, which pro-
vides protection for both the donor
and the charity.
There may be sections dealing with
such specific topics as matching gifts,
restricted/unrestricted gifts, endowment
parameters, pledges, in-kind contribu-
tions, use of credit cards and online
gifts, named funds, and the use of
GIFT ACCEPTANCE POLICIES
Page 2 Ask & Receive
“Dec
isio
ns
bas
ed o
n c
ase-
by-
case
sce
nar
ios
bre
ed in
con
sist
ency
. . . . T
he
glit
teri
ng
app
eal o
f th
e p
ote
nti
al g
ift
ob
fusc
ates
go
od
judgm
ent.”
K
ath
ryn
W. M
iree
Page 3 Ask & Receive
ABOUT THIS NEWSLETTER
Ask & Receive is a newsletter designed to supplement the Fund Raising Initiative of the Ecumenical Campus Minis-
try Team. It presents a series of ideas and resources on a monthly basis to address the challenges of fund raising and
board development, focused on the particular context of campus ministry. Each issue deals with an aspect of fund
raising, such as the annual appeal, visiting donors, trends, or tuning up the board.
Ask & Receive is published on behalf of the Ecumenical Campus Ministry Team at 2358 151st Avenue NW,
Andover, MN 55304. The editor is Galen Hora. Phone: 763-350-3898 E-mail: [email protected]
WORKSHOP APPLICATIONS INVITED
The Ecumenical Campus Ministry Team invites campus ministries across the country to apply to host a
workshop on fund/friend raising and board development for both staff and board members. The cost of the
training services are shared with the ECMT. Workshops will be held at various locations during the 2011-
2012 academic year. Application forms are available on the ECMT Website at www.higheredmin.org
GIVING TRENDS
O ver the past several years, major attention has been given to the importance of women in philanthropy.
It has long been acknowledged that in the end the final decisions about the estate are made by the final
survivors who are most often women. While during a couple’s lifetime the husband traditionally may have
had more say about how gifts are distributed, it usually falls to the wife to ultimately leave the legacy where
she alone chooses it to go. Changes are on the horizon, however, not necessarily because men are living
longer, but because women are entering the decision-making earlier in the process.
A recent study by the Indiana School of Philanthropy at Indiana University1 indicates that at higher income
levels, women give more than men. Among people with incomes of more than $100,000, women averaged
$4,223 compared with $3,904 for men. Also telling is that 85.6 percent of women give, compared to 80.7
percent of men. Women are catching up to men in compensation (although still near equal) and have the dis-
cretion to contribute to causes they feel committed to personally, regardless of how the man in their life
might feel. While men are more likely to give to make their community a better place and to provide ser-
vices the government can’t or won’t provide, women give because they understand that those who have more
should help those with less. Debra Mesch, Director of the Women’s Philanthropy Institute at the Indiana
School, states, “Women are not a niche audience, they are the audience. . . . I think that charities are going to
have to wake up and see that if you want to reach men, you have to go to the women first, because women
often make the decisions in the household, including the giving decisions.” This is not to denigrate the phil-
anthropic impact of men; it is to place women on an equal level of importance.
Nearly a decade ago Martha Taylor and Sondra Shaw-Hardy, pioneers in the women-in-philanthropy
movement, lifted up a major study of 400 women donors by Dr. Jane Wayland of Eastern Illinois Univer-
sity.2 They pointed to significant findings of the study, which they called the “Six Cs” that motivate women
to give: Create, Change, Connect, Commit, Collaborate, and Celebrate. While these reasons are often moti-
vators for men too, what is important to recognize is the relational focus of women and their willingness to
give to those causes to which they feel connected. Studies show that this is also true for newer donors under
30, both men and women. This new cohort needs to connect before they give. Belonging shapes the gift.
Websites, newsletters, and personal communication need to see the playing field leveling and recognize the
impact that can and will be made by women and younger donors in the years to come.
1Reported in “He Gives, She Gives,” Philanthropy Matters, 2008 2”Women Donors Revealed,” Contributions, May-June, 2003
R ecently the president of a board shared
with a problem with an edge of hurt in
his voice. A staff member had called the
board “lazy,” hoping to motivate them to take
up more of the responsibility for shouldering
ministry tasks. What happened instead was a
deflating of the collective board ego, making
members feel less appreciated and less effec-
tive than perhaps they already are.
This all-too-common collision of expecta-
tions and responsibilities happens more fre-
quently these days for a number of reasons.
Board members claim to live very busy lives
and see the time they give to the ministry in
competition with time required by family,
employment, and personal relationships.
Also, the demands of organizations seem to
be expanding exponentially—the harder lead-
ership works, the more demands seem to be
increasing for important tasks like strategic
planning, fundraising, communication, facil-
ity maintenance, and staffing realities.
More work, fewer dollars, less staff, and an
increasingly complex campus environment
are challenges to both board and staff that
often lead to expressions of frustration and
conflict. Before things escalate into demean-
ing comments and public blaming, what can
ministry leadership do to make board service
more meaningful and, frankly, more human?
First, it must be recognized that board
members are volunteers who give of their
precious time and resources to guide and sus-
tain a ministry they believe in. They are on
the board because they want to do all they
can to accomplish the mission. They show
up at meeting after meeting, read reports, ask
for money, repair buildings, and share the
story because they care about the ministry
and the potential it has to change lives.
Second, members need to be thanked and
supported frequently. Beyond what staff and
church leadership might say, boards must
find a way to create and maintain a culture of
appreciation for work well done.
Third, meetings should address real con-
cerns about present realities and possibilities.
Decisions need to be made, something
vital may be at stake, otherwise why show up.
People want to know that because they took the
time to weigh in on critical issues and shoulder
their responsibilities, lives are being changed
and the academic community is enriched.
Kelly Kleiman suggests that boards need to
pay attention to the primary question of what is expected of members collectively and indi-
vidually.1 Kleiman sees board recruitment not
as filling slots on a grid, but as inviting inter-
ested people to serve and then identifying the
skills and abilities they have that match the
needs of the organization. This means having a
job description that will be useful in both re-
cruiting and defining the ongoing board respon-
sibilities. When these expectations are meshed
with those of staff (who hopefully also have job
descriptions), it will be easier to see areas of
potential overlap and neglect.
Specifically, here are some ways that boards
and committees can improve their work to-
gether.2 Have a “consent agenda” that contains all
of the reports and items that can be voted
on en bloc. Distribute it prior to meetings
for everyone to read, edit, and digest. Schedule meetings far in advance and, if
possible, meet less frequently. Rotate responsibilities so that the same peo-
ple don’t always get “stuck” being the note-
taker or the chair. Take some time at each meeting to focus on
the mission and strategic plan. Learn something new or dig deeper into a
critical issue. Invite persons outside the
board to have conversation or lay out a con-
cern related to campus life. Assign tasks and expect reports or actions.
Mutual accountability gives everyone a
sense of accomplishment, including staff. Provide mentors for new members and find
ways to make them part of the group. Enjoy each other’s presence. Share meals
and fellowship regularly. Have some fun. Celebrate victories and genuinely say
“thank you.” It’s the human thing to do. 1
Kelly Kleiman, “Board Members Are Not Hypothetical Con-
structs,” Contributions, October 17, 2011 2 See also Andy Robinson, Great Boards for Small Groups, pub-
lished by Emerson & Church
“Rai
sing
mon
ey is
not
hing
mor
e th
an s
tatin
g th
e ca
se fo
r an
inst
itutio
n yo
u lo
ve to
peo
ple
with
the
reso
urce
s to
sup
port
it.
Boa
rd re
crui
tmen
t is
noth
ing
mor
e th
an s
tatin
g th
e ca
se fo
r an
inst
itutio
n
you
love
to p
eopl
e wh
o wi
ll be
prep
ared
to d
o th
e sa
me
thin
g.”
Kel
ly K
leim
an
BOARD MEMBERS ARE HUMAN TOO!
Ask & Receive Page 4
Friend Raising Presentation (Summary)
The Spirituality of Fund Raising
Fundraising is proclaiming what we believe in such a way that we offer other people an
opportunity to participate with us in our vision and mission
What is Development?
Development is the whole process of earning the right to ask someone for a gift. Fundraising is
one stage of this process.
What is Fundraising?
A recognition that organizations do not have “needs,” they have visions and solutions,
which people of interest and ability can be invited to share.
An invitation to others to share in the mission and to help support it financially. An
ongoing process of interpreting and extending the mission of the ministry
Remembering that stewardship is both taking care of the donor and taking care of the gift.
Understanding that people generally do not give to causes but to people with causes.
Knowing that the right time to ask for a gift is when the ministry needs the support to
meet a critical human need that is urgent, relevant, and important.
A New Understanding of Fundraising
Emphasis on deepening relationships
Emphasis on providing significant donor experiences
Stop focusing on quick hits and short term
Saying “thank you” effectively
More imagination, creativity, and better use of data
Organization is a mirror through which donors see their values and personal mission
Younger donors think and give differently than older donors
Discussion of the Three Types of Funds
Annual or Sustaining Fund
• Basic operational needs
• Smaller, frequent gifts
• A “no stop and think” gift
• Usually no “professional” advice
• Builds relationships with donors
• Direct mail, phonathons, special events
• Memberships or giving levels
• Time spent in mailings, building database, and creating awareness
Chain of Effectiveness
1. Person to person
2. Personal phone call
3. Personal letter
4. Personalized letter, such as PS at the end
5. Impersonal phone call, such as a phonathon
6. Impersonal letter
7. Special fund raising event
8. Door to door “cold” calling
9. Media advertising
Major Gifts Campaign
• Building needs, staff or program expansion, or endowment
• Larger gifts, often 10-20 times annual gift
• Decision made over time, “stop and think”
• Need to check with spouse and financial advisor
• Built on strong relationship with donor and careful sharing of ministry vision
• Time spent on personal contacts
Planned Gifts and Bequests
• Considerably larger amounts
• May be end-of life or legacy gift
• Result of a long-term relationship
• Professional financial services required
• Educational opportunities often necessary
• Time spent in many contacts over time
• Increasingly an emotional decision
• Naming opportunities or lifetime recognition
Guidance on:
• Creating a Mission Statement
• Creating a Case Statement
• Prospect Evaluation Grid
• Writing Fundraising Letters
• Calling on Donor Friends – 10 things to remember
1. Be sure that the timing is right.
2. Be prepared.
3. Be ready—for the unexpected.
4. Be informed.
5. Be confident.
6. Be enthusiastic.
7. Be yourself.
8. Be clear.
9. Be a good listener.
10. Be a good closer
Governing For Success: A Review of Local Board
Best Practices and Resources
The primary purpose of this session is to review the BHECM local board reporting
requirements (http://www.vaumc.org/page.aspx?pid=4412) and the resources that
are available on the web site (www.wesleyboardresources.org). The following
items are available in this handout:
1. Copy of the Presentation
2. BHECM Schedule of Reporting Requirements
3. An Effective Board Checklist
4. Instructions for Report of Pastoral Consultation and Evaluation of the
Campus Minister’s Work
5. Some Helpful Hints for Doing Annual Ministerial Reviews
A Review of Local Board Best Practices and Resources
The Review
• VA Conference Reporting Requirements – List of Reports
– Annual Evaluation Conference – District Superintendent
• Local Board Resources – Best Practices – Governance (Primary Emphasis)
– Outreach
– Missions
– Personnel
– Evaluation
VA Conference Reports
• http://www.vaumc.org/page.aspx?pid=4412
• See Annual Reports Schedule (handout)
• Monthly: Campus Ministry Report – Metrics
• October 1: Funding Grant Request (Property)
• October 1: Property Inspection
• December 1: Campus Minister Preference Forms
• January 1: Property Expense Report
• March 1: Book of Reports for Annual Conference
VA Conference Reports
• Spring Semester
– Local Board Membership Report
– Financial Reports
• Annual Budget, Income/Expense Statements
• Annual Audit
• June 10th Personnel Evaluation of Campus Minister
Evaluation Conference
• Each board will schedule and conduct an annual Campus Ministry Evaluation Conference with the District Superintendent
• The Following Reports are due to the District Superintendent and BHECM at the time of the conference:
Evaluation Conference
• Reports (continued):
1. Local Board Membership Report
2. Annual Audit (previous year)
3. Detailed Campus Ministry Budget (current year)
4. Detailed income and expense report
• Previous year and Current year
5. Summary of Assets and Liabilities
6. Copies of all property reports submitted in Oct
Local Board Resources www.wesleyboardresources.org
• Board Governance
• Outreach
• Personnel
• Missions
• Evaluation
– Requirements
– (Campus Ministry System)
Board Governance
• Campus Ministry Board Development (Presentation)
– Board Responsibilities, A Rule of Rights, Five Types of Boards, Hallmarks of an Effective Board, Best Practices
• Board Basics for Chairs (Handouts)
– Guidance on managing a board (7pp)
– Board Job Descriptions
Board Governance
• Board Chair Guidance: How to deal with problems: – Dealing with dysfunctional boards
– Involving the board in fundraising
– Moving beyond rubberstamps and cheerleading
• Board Effectiveness – Effective Board Checklist (handout)
– Minutes Checklist
– Consent agendas
Outreach
• GBHEM scholarly reports and articles can serve as valuable resources for communicating the importance of campus ministry.
– The Promise of United Methodist Campus Ministry: Theological Explorations
– Cultivating a New Generation of Christian Leaders
– Preparing a New Generation of Christian Leaders
• Examples of Newsletters
Personnel
• BHECM Guidance on Campus Minister Evaluation:
– Information on Preference Forms
– Instructions on completing the Campus Minister Evaluation
– A training video for the Personnel Committee
• An Example of a Performance Management System (3 part system) with video
Personnel
• Performance Management Best Practices
– Evaluating Ministry – Tips (handout)
– National Standards for Performance Management
• Sexual Harassment Prevention Training
– Links
• Virginia Employment and Labor Law
– Links
Missions
• A Mission Journey
– The new UMVIM handbook is for team leaders, team members, & others involved in short-term mission journeys.
• Links:
– revGO is a collaborative project among United Methodist ministries
– SEJ (Southeast Jurisdiction of VIMS
Evaluation
• Summary of Local Board Responsibilities to Evaluate – Book of Discipline & BHECM Handbook
• Campus Ministry System – Video
• A Board Self-Evaluation
• A “Master List” of Campus Ministry Effectiveness survey questions
• BHECM Local Board Training Needs Assessment (what’s next?)
What’s Next?
• The results of the survey conducted in January 2015:
– A Local Board Training Resources web site
– Centralized Training Session
– Regional Training Session (need to ask)
– Webinars (fund raising – personnel – CMS)
10. Report Schedule REPORT & DUE DATE
Wesley Foundations
Ecumenicals Church/District Based
MONTHLY (12th of Each Month)
‘Campus Ministry Reporting System
X
X
X
JANUARY 31 Property Expense Report
X
UMW only
SPRING SEMESTER*
Local Board Membership Report
X
X
SPRING SEMESTER* Financial (Audit – includes budgets, income/expense)
X
X
MARCH 1 Book of Reports
(Submit to Director of Connectional Ministries Office)
X
X
X
JUNE 10 Personnel Evaluation of
Campus Minister
X
X
OCTOBER 1 Funding Grant Request
X
X
OCTOBER 1 Property (Management,
Maintenance, Inspection)
X
Univ. of Mary Washington
only
DECEMBER 1 Preference Forms
(UM Itinerate Clergy Only)
X
X
X
*No later than Campus Ministry Evaluation Conference as scheduled with District Superintenden
INSTRUCTIONS FOR REPORT OF PASTORAL CONSULTATION AND EVALUATION OF THE CAMPUS MINISTER’S WORK
1. An evaluation is required each year, but it should not always be the same. It should reflect the ministry setting, the length of service of the campus minister, the nature of the local ministry and its expectations and special concerns of any particular year. Each year the evaluation process shall solicit input from the following constituencies of the ministry: student leaders, faculty and staff, colleagues, board members, local church leaders, etc.
2. Areas which should be examined in the appraisal (and suggested questions for addressing them) include, but are not limited to:
VISION OF MINISTRY - What is the campus minister’s vision for the ministry? How does it relate to the mission of the church? How clearly is it articulated? What are the growing edges of that vision?
SKILLS - What do you think he/she does best? What gifts does he/she bring to the ministry? What additional skills are needed for more effective ministry? How might the campus minister acquire them? Questions might also be asked about particular skills deemed especially critical to the particular ministry.
RELATIONSHIPS - How would you describe the campus minister’s relationships with you as: board member, students, or member of other groups within the campus ministry setting? How does he or she relate to the larger campus community? Are there “problem” relationships? What relationships need work? How might they be improved?
LEADERSHIP STYLE - How is he/she helping the ministry to define, plan for, and achieve its goals? How would you describe his/her leadership style? Are there changes in that style which would enhance ministry? How might they occur?
GROWTH - What changes have you seen in the campus minister and his/her job performance during his/her tenure? What areas of growth do you think need to occur? How might that happen?
3. The process should always be open, fully including the campus minister and incorporating his/her response in the appraisal and its results. Anonymous comments will not be considered.
4. The results of the Annual Evaluation should always be presented to the Board for action in the presence of the campus minister, who should be encouraged to respond and discuss particular areas of concern with the Board. Please note that each local Board, taking into consideration its unique ministerial setting, is expected to build on the form provided on Appendix H-2. This form, to be returned to the Director of Ministries with Young People no later than June 10th, is not to be the local Board’s primary evaluation instrument but is intended to be a summary of its evaluation process. Therefore, please use the form on Appendix H-2 to summarize the process and conclusions.
2/2/12
SOME HELPFUL TIPS FOR DOING ANNUAL MINISTERIAL REVIEWS Both ministers and congregations benefit when annual reviews are done well. There are many ways to perform an annual review and no one instrument can serve our varied congregations. Yet there are some tips that can help you in creating or customizing your own review process.
1. Mutuality – Reviews are most successful when there is mutuality between the minister and the congregation. A minister does not work in a vacuum and the congregation must be willing to examine their own role in supporting the “ministry” of the church and not only look to the professional minister as the beginning and end of all ministerial service.
2. Evaluation Team - A review should not be done by a large body like the Board. Assign a smaller sub-group to orchestrate the task. It could be a subgroup of the Board or a group that has a representative from the Board, the Committee on Ministry and another appropriate body like worship committee or personnel committee. This smaller group would collect information, compile it, and report on a proposed evaluation for the full Board’s approval.
3. No Anonymous Surveys – Broadly circulated anonymous surveys are not helpful. The person who has been in the pew for 3 weeks is given the same weight as someone who has been there 30 years. It is better to get information from a broad range of folks who interact with the minister, but not EVERYONE. Poll leaders of committees, or have a few invitation only focus groups with key church leaders and representative of different groups. Get feedback from folks who actually know and work with the minister directly.
4. Avoid “Check-A-Box” forms – Don’t pass out a questionnaire that is a simple “check a number 1-10 how you think the minster is doing on X.” What does a 3 mean? A 7? What is one person’s 5 is another one’s 9. It just doesn’t give you valuable information to share with the minister: “Well, on average the congregation finds your preaching to be a 7.” Does that mean she should slow down when she speaks or that he should use more personal stories. Any survey should have comment areas so people can describe exactly what they think.
5. Don’t Ask Too Much in One Question – If you create a tool that has a topic of “Worship” and then ask the person to speak to the minister’s preaching, liturgy, use of story and quotes, children’s message, prayer, song leading, ritual, voice quality, etc. They will pick one thing to speak to and reply. If you want to know about each thing you should ask it separately.
6. Keep it Simple! – Don’t make it so complex that it never gets accomplished, Don’t make the report so dense as to be unreadable. If necessary, focus only on specific parts of the ministry.
7. Self-Evaluation – A minister should also be asked to evaluate him or herself and the congregation on their ministry. Feedback should not only go one way.
8. Goals and Expectations – Evaluations should be based on previous set goals and expectations. If you never told the minister you wanted him to be active in social justice in the wider community, and never discussed it with him, then it isn’t fair to tell him in his evaluation that he is not doing a good job at that. Annual
evaluations are also good to establish goals for the coming year and articulate overall expectations.
9. Not a Process for Conflict Resolution – Evaluations should be done as part of an annual process. It is not something to pull out in a time of conflict or as a means for firing a minister. If there is a conflict then a conflict resolution process should be engaged. Consult with your district executive.
10. Don’t Combine with Compensation – The evaluation process is hard enough for everyone involved, but when it becomes entwined with compensation recommendations, it raises the stakes considerably. It is unlikely that people can participate in honest and open ways when the stakes are so high.
Take all of these recommendations with a grain of salt. Every congregation, minister and situation is different. If something works well for you, you need not throw the whole process away. Create a process that accomplishes what you all want and need and that is fair and just for all. Resources: Some books we have found helpful on ministerial evaluations are: When Better Isn't Enough: Evaluation Tools for the 21St-Century Church by Jill M. Hudson Evaluating Ministry: Principles and Processes for Clergy and Congregations by Jill Hudson When Moses Meets Aaron: Staffing and Supervision in Large Congregations by Gil Rendle & Susan Beaumont
Financial Strategies for Success:
Grants and Ministry Accelerator …..Rev. Chris Bennett, Common Table, Grants Subcommittee
Each year the Virginia Conference grants nearly $100,000 to local church
ministries that are innovative, missional (beyond the local church walls), and
are making a tangible impact on their communities for the gospel of Jesus
Christ. A new process called a "ministry accelerator" is being piloted. This
process will provide mentoring support to help implement innovative ideas that
address mission needs in local communities. This presentation discusses the
grants process and the "ministry accelerator" pilot. While the focus has been on
local churches, campus ministries could also qualify. The handout discusses
Special and Sustaining Grants and the Ministry Accelerator Pilot process.
Special and Sustaining Grants
Special Program Grants are designed for programs outside of normal conference and local
church funding processes. They are intended to provide funding for the first three years of
innovative programs of tangible and caring outreach that is beyond a local church’s current
financial resources.
Sustaining Program Grants are designed for programs outside of normal conference and local
church funding processes. They are intended to provide funding for the sustaining of innovative
programs of tangible and caring outreach that is beyond a local church’s current financial
resources. They are for churches of all ethnic groups and should help the church requesting the
funding to relate to the ethnic groups within its community.
The purpose of these grants is to encourage churches of all ethnic groups to move from an
emphasis on self-care to an emphasis on reaching out into the local community in the name of
Christ. In every ethnic group, vital and creative outreach ministries by United Methodist
churches produce vital, self-sufficient, and growing local churches. Because it is important that
outreach ministries have the support of the whole church, the church council or other appropriate
body must approve the project prior to submission for a grant request.
These grants are for program expenses and not for building projects. Program expenses
would include “consumables” necessary to facilitate a particular ministry and only under
the most unusual of circumstances include salaries or compensation for workers or
coordinators of the ministries beyond the local church.
Normally, a project will not be funded for more than three years. All local church
programs should strive for self-sufficiency within the three-year period. Funding is paid
in the month following each quarter and is contingent upon the receipt of satisfactory
quarterly reports from the project. If a quarterly report is not received, the next payment
cannot be made.
Applications must have the District Superintendent's approval and signature.
Applications are available at: http://www.vaumc.org/CommonTableGrants
Ministry Acceleration Pilot - The Grants Subcommittee of the Common Table is piloting a new
process, also called a "ministry accelerator" alongside our existing process that grants funds
AND provides mentoring support to help implement their innovative ideas that address mission
needs in their communities. The "ministry accelerator" pilot will give grants recipients, who
choose to participate in the pilot, support in finance/budgeting, volunteer recruitment/retention,
long-range planning, and other areas that contribute to the impact and sustainability of a ministry
in addition to their grant award. If you have questions or would like more information about the
pilot of the ministry accelerator, please contact Rev. Chris Bennett, [email protected]
Ministry Accelerator Pilot Process
Values: Innovation – Self-sustaining – Make a Tangible Impact – Missional (Beyond the walls
of the church)
Outcomes:
Self-sustaining ministries in churches
Greater impact than before accelerator
Network of ministries supporting one another
Potential future mentors
Culture of support and sharing
Values and Outcomes
Self-sustaining: Self-funding, Giving back to process, supportive open, source network of
ministries
Innovation: Something that doesn’t presently exist or doing something that exists in a
new way.
Tangible Impact: Changing community, Impact increases after participation in program
Missional: Beyond the walls of the church, Embodiment of God’s love, Blesses the
community
Application- Decision
August‐September: Looking for church/organizational health, Looking for groups already
making an impact, Looking for “sturdy” idea/ministry that needs help to get to the next level
of impact
Cohort # 1
Boot Camp:
A 3 Day event in Jan/Feb with 6 sessions – Outcome‐: An action plan with specific
next steps for the next 7-‐8 months
Monthly Checkup
Meeting - Lead Mentors check in to encourage ministries, offer guidance –
Ministries must be making progress on action plan – Outcome: Accountability to
the action plan, encouragement and guidance
Checking In
One day meeting in August - Share stories of success, lessons learned - Spend time
outlining next steps for the next 12 – 18 months Outcome: Celebration of success to date
and lessons learned, action plan for future
Sending Forth
Grants Committee makes recommendations for continued level/duration of support –
Possibly recruit leader from ministry to be a lead or content mentor for next cohort –
Share stories of success with DS and Conference to excite congregations about ministry –
celebrate what God is doing,
Strategies for Sustainable Property Management
This discussion will cover Council on Finance and Administration (CFA)
Objectives regarding property, the overall results of G3 Property Services Review,
the results of the “Three Questions Survey,” local board expectations for property
maintenance, and reporting requirements. (This session is for those campus
ministries with conference properties.)
New: Building and Grounds Expectations for Wesley Campus Facilities
1. General Expectations
2. Random Questions to Consider
3. Random Checklist to Monitor
BHECM Reports - Due October 1:
1. Property Management Report
2. Worksheet for Property Inspections
3. Request for Special Maintenance/Renovation Funding
BHECM Report – Due January 31
1. Report of Property Expenses
Building and Grounds Expectations for Wesley Campus Facilities
Developed by Bill Pike Thursday, March 26, 2015
Maintaining the building and grounds of a facility never stops. When I think we have everything
in reasonable shape at Trinity, something goes wrong. Consistency and adequate funding are
critical in the process. Listed below are a few items that I have found to be important for our
church.
Safety
Safety involves everything related to your building and property, it should be at the front of
every decision made related to the people who use and in some case live in your facilities. Even
though it might be painful (they might create some more work for you), I have found it to be a
good practice to become familiar with the local police and fire departments. Every jurisdiction is
different, but I have used our community police officer and our fire marshal as resources in a
number of ways. Each has offered suggestions that have been good for managing our building
and property. We schedule an annual inspection with the fire marshal.
Vision
Your eyes are critical for surveying your building and property. I work really hard to avoid “tired
eyes.” By this I mean, my eyes can grow too accustomed to seeing the same building and
grounds every day. It is helpful to use the eyes of staff and board members to periodically assess
the interior and exterior of the property. Scheduling a time to meet and walk the building and
grounds is a way to use individual and collective vision for the good of the cause.
Maintenance Contracts
In our building, just about anything related to heating, ventilation, and air conditioning (HVAC)
makes me perspire, increases my heart palpitations, and sets my stomach on fire. I have never
met an inexpensive HVAC repair, the part might be inexpensive, but the labor is insane. If you
can build a HVAC maintenance contract into your budget, it can be helpful. Sometimes a HVAC
disaster can be avoided with routine maintenance.
Energy
Attempting to keep everyone’s human thermostat comfortable in a building is impossible, but
carefully monitoring run times, thermostat settings, and common sense can help to reduce costs
related to heating and cooling. The same can be said for lighting. Aside from security lighting
gently reminding people to turn off the lights can have an impact too. Energy audits from local
power companies can be of benefit, and sometimes energy companies have programs with
rebates related to HVAC and lighting. Dominion Power has an extensive rebate program related
to lighting that is worth investigating.
Front Door/Back Door
The back entrance to your building is just as important as the front entrance. I once worked with
a superintendent who never came in through the front entrance. He wanted to see the whole
place, not just the attention given to the front entrance.
The Clean Bullet Theory
Barney Fife, the bungling deputy on the Andy Griffith Show, had to keep his bullet in his shirt
pocket because of his fidgety trigger finger. But Barney kept that bullet spotless, clean, and it
was admired by anyone who viewed it. Same goes for your facilities, keeping them clean and
neat both on the interior and exterior makes a difference.
It’s simple, it’s in the details
Doesn’t matter if you are prepping for a week long mission trip or the first week students are on
campus following summer break, the small details of the planning and logistics can make a
difference in maintaining the property. When is the last time that corner was vacuumed, what’s
behind the propped open door, when is the last time the windows were clean, where do you keep
your first aid kits, are your exit lights working properly? This type of questioning could run for
pages, but it’s in the details.
Checklist
I have a friend who has his pilot’s license. I’ve had the privilege of flying with him on several
occasions. When I fly with him, I have learned a great deal, but there is always one constant: the
preflight checklist. My friend thoroughly goes through each step of the checklist. Developing a
checklist of items to monitor related to your property can be helpful if you are willing to use it as
a tool for maintaining and improving. A checklist can force you to more effectively take notice
of the needs.
Sweat Equity/Resources
Some of the best projects we have completed at our facility have come from sweat equity within
our congregation. A “tired eyed” restroom was recently improved with wall paper stripped out,
walls repainted, curtains replaced, and art work added. Three couples completed this makeover
in less than a week. The church purchased the paint, and the couples took care of the rest.
Bowels of the building
I’ve never been a building that had adequate storage. But, storage capacity in a building can be
improved by having the courage to implement the dump truck theory. If it’s collecting dust, is
more than ten years old, musty, creatures have been gnawing on it, then whatever it is needs to
be thrown away or recycled. If it is too good to throw away have a yard sale or donate to Good
Will, Salvation Army, or a local nonprofit like Habitat for Humanity that might have a Resale
Store.
Three Bids/Contract Reviewed
If a major purchase needs to be made or you are looking for a company to maintain the HVAC
equipment, it is a good idea to get three quotes/bids. Getting quotes from local reputable
companies is a good way to help the local economy, plus you might develop a strong working
relationship with a company that could help you with fundraising, etc. If possible, before
committing to a contract try to have an attorney review it.
Building and Grounds Expectations for Wesley Campus Facilities
Random questions to consider in maintaining the building and grounds.
Developed by Bill Pike March 27, 2015
Is the exterior lighting adequate and working properly?
How often are filters for HVAC systems changed?
Where is the water shutoff valve/s for the building?
Do we have spill kits for cleaning up blood, etc.?
Are exit area lights working properly and are exit areas clear?
How often are smoke detectors checked and tested?
Do we recycle?
How often are restrooms and kitchen areas properly stocked, cleaned, and disinfected?
Do we clean the glass associated with windows and doors?
Can we open windows in our building?
Are the steps and sidewalks in good repair?
Does the HVAC equipment receive seasonal inspections and maintenance?
Are carpeted areas routinely vacuumed and cleaned?
Are all electrical outlets working properly?
Exterior gutters free of debris?
Are electrical outlets overloaded with multiple plug ins?
Are protocols in place for handling an emergency situation?
Are washers and dryers maintained, are dryer lent catchers properly cleaned and vented
correctly?
How’s the clutter in your building, is it an eyesore?
Are mechanical rooms clear of junk?
If sump pumps are used, when was the last time they were checked for proper operation?
Are commercial and store bought chemicals in your building properly labeled?
Are the ladders used for the building and grounds in good repair?
Is the building free of pests? Do you have a contract for pest control?
If you have a commercial grade kitchen is the fire suppression system inspected and
maintained annually?
How many fire extinguishers do you have, do they work, are they inspected annually,
does the staff know how to use them?
Is paint properly stored?
Are plumbing fixtures working properly?
Can interior lighting be upgraded to reduce energy cost?
Who controls the key system for the building, do the locks work?
If volunteers are used for a painting project, does the area look better or worse upon
completion?
How dusty are window sills, art work frames, door frames, etc.?
Building and Grounds Expectations for Wesley Campus Facilities May 2015
A random checklist of items to monitor:
Electrical
Location of electrical panels with circuits properly labeled
Outlets working properly
Insure electrical outlets are not overloaded with extension cords, etc.
Exterior lighting adequate and working properly
Interior lighting adequate and working properly
All lighting energy efficient
Heating, Ventilation, Air Conditioning (HVAC)
Annual maintenance contract
Filters changed
Boilers inspected per state and insurance requirements
Thermostats working properly to conserve energy
Location of safety cutoffs for HVAC equipment with proper labeling
Plumbing
Sinks, toilets, urinals working
Interior sinks faucets, exterior spigots no drips
Shower areas fixtures work, no drips
Sump pumps working and maintained
Washing machines, dishwashers hose connectors in good shape
Clothes dryer properly vented, filter clean
Cleaning Interior
Restrooms, kitchen areas properly stocked, cleaned, and disinfected regularly
Windows and door glass clean
Floor surfaces swept, mopped, and disinfected
Tile floors and carpets properly maintained
Closets, storage rooms, office areas clutter free
Mechanical rooms clear of junk for ease of access
Furniture, window sills, door frames, trim work free of dust
Condition of painted surfaces
Cleaning Exterior
Gutter systems clear of debris and draining properly
Grounds maintained each season
Grass, shrubs, trees, plantings routinely maintained
Steps, sidewalks, parking areas maintained
Condition of painted surfaces
Signage properly placed and maintenance
Safety
Water shutoff valve/s for building
Spill kits
Exits lights working, all exits clear
Smoke detectors installed, working, and inspected frequently
Doors and windows in good working order
Protocols in place for emergencies
Chemicals, paints stored properly
Ladders in good repair and used properly
Commercial grade kitchen, fire suppression systems inspected annually per code
Fire extinguishers properly placed, working, and inspected per code
Control of key system for the building
PROPERTY MANAGEMENT REPORT
Report for Year Ending:
THE VIRGINIA ANNUAL CONFERENCE WESLEY FOUNDATION INC.
Campus Ministry Unit:
Due by October 1: Send to Chair, Conference Property Managers, and Director of Ministries with
Young People (P.O. Box 5606, Glen Allen, VA 23058).
I. List all Wesley Foundation, Inc. projects pursued during the past 12 months by your local property management group.
Project Dollar Amount Amount Spent Check if project Authorized by to Date is complete W.F., Inc.
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
$ $
II. Provide a brief description of steps taken/to take on each project (use other side if necessary.)
III. Provide a brief description of maintenance projects completed during the past 12 months which were funded through routine maintenance or local funds, but not through Wesley Foundation, Inc. funds.
Signed: Date
Chairperson, Local Property Management Committee 2/2/12
WORKSHEET FOR PROPERTY INSPECTION Report for Year Ending: ________ The Wesley Foundation of the Virginia Annual Conference, Inc.
Due by: October 1. Send to Director of Ministries with Young People, Wesley Foundation, Inc.,
P.O. Box 5606, Glen Allen, VA 23058
Campus Ministry Unit: ______________________________________________________________________
Local Property Management Chairperson: _______________________________________________________
Doesn
’t A
pply
Needs
No C
orr
ect
ion
Needs Correction Year Year Within 1 2 4 Years
Estimated Cost
Ck. if loca
l fu
nds
will
pro
bably
cover
cost
s.
Remarks
Exterior – Site Work
Walks
Drives
Parking
Drains
Play Equipment
Planting
Grass
Trees
Lights
Trash/garbage pickup
Steps
Fences
Signs
Exterior – Building Cracks
Settlement
Roof
Flashing
Gutters/Down Spouts
Doors
Windows
Paint
42
Doesn
’t A
pply
Needs
No C
orr
ect
ion
Needs Correction Year Year Within 1 2 4 Years
Estimated Cost C
k. if loca
l fu
nds
will
pro
bably
cover
cost
s.
Remarks
Caulking
Trim
Bell Tower/Spire
Fire Escapes
Fire Protection
Extinguishers
Sprinkler System
Plumbing, Heating
Air Conditioning Boiler Room
Kitchen
Toilets
A-C Equipment
Fans
Hot Water Heater
Pumps
Pipes and Covering
Interior – Building
Cracks
Settlement
Doors
Windows
Walls
Ceilings
Floors
Floor Coverings
Moveable Partitions
Leaks Roof
Walls
Basement
Chairs and Seats
Tables
Storage Areas
Doesn
’t A
pply
Needs
No C
orr
ect
ion
Needs Correction Year Year Within 1 2 4 Years
Estimated Cost
Ck. if loca
l fu
nds
will
pro
bably
cover
cost
s.
Remarks
Offices Equipment
Safe Cabinets Library Cleaning Equip/Supplies Trash Stairs Railings Balcony Choir Area Nursery Hardware
Signs
Paint
Elevator
Pianos
Computer Equipment
Audio/visual Equipment
Telephones
Electric
Service
Wiring
Switches
Outlets
Lights
Panels
Sound System
Alarm System
Exit Lights
Security Lights
Extension Cords
PREVENTATIVE MAINTENANCE PROGRAM (On Call – Familiar with Buildings) Carpenter
Electrician
Plumber
Heating/Air Conditioning
Organ
Roofer
Known Location of Utilities
MISCELLANEOUS: ____________________________________________________________________________________
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ If there are needs above which have “emergency” or “near emergency” status, please list and explain below: (Prioritize stated needs.) ____________________________________________________________________________________
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Signed: ________________________________ Date: _________________________________
Chairperson, Property Management Group 2/2/12
REQUEST FOR SPECIAL MAINTENANCE/RENOVATION FUNDING
Report for Year Ending:
The Virginia Annual Conference Wesley Foundation, Inc.
Due by October 1: Send to the Conference Director of Ministries with Young People, P.O. Box 5606, Glen Allen, VA 23058, and Chair of Board of Property Managers.
Campus Ministry Unit:
What repairs or improvements does this request cover? Please describe the project with as much detail as you can provide but as briefly as possible. Provide any documentation, proposals, estimates, or photos that may assist the Conference Property Managers committee in making its decision. If you
need more space, you may attach other pages to this form.
1.
2.
3.
Amount Requested $
Amount Requested $
Amount Requested $
TOTAL AMOUNT OF REQUEST
Signed: Chairperson, Local Property Committee
Date:
**********************************************************************************
(For Board of Higher Education Use Only)
Amount Approved: __________________ Date Approved: ________________
Any Recommendations: __________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Signed: ___________________________________ Chair, Conference Board of Property Managers
2/2/12
41
REPORT OF PROPERTY EXPENSES Report for Year Ending
Due on or before January 31. Send a copy of the report and payment of REFUND DUE to Director of
Ministries with Young People, P.O. Box 5606, Glen Allen, VA. 23058. Checks are to be made payable to “Virginia UM Conference.” Please attach a copy of your End-of-Year Statement of Receipts and Disbursements.
Campus Ministry Unit
PROPERTY EXPENSES:
1. List any utility amounts as approved by the Division in Column A and actual amounts in Column B.
Column A Column B (approved) (actual)
Electricity $ $
Heat $ $
Water and Sewer $ $
Other Utility $ $
Taxes $ $
Loan Payments $ $
2. List amount approved by the Division for Routine Maintenance in Column A and actual amount in Column A Column B Column B
$ $
3. Total of Line 1 and Line 2 in each column $ $
4. If Line 3, Column A is greater than Line 3, Column B,
list amount to be refunded to Conference Treasurer here. $
5. List amount for Building Fees and Rent as approved by the Division. $
6. List actual amount received for Building and Rent. $
7. If Line 6 is greater than Line 5, how much is applied to over-run on utilities $
8. After applying portion to utilities, what amount, if any, is
applied to your savings for future building cost over-runs? $
9. Including amount in Line 8, list total amount in your property
needs escrow. $
Treasurer Date
2/2/12