Tuesday, July 6, 2021

Conference Congregational Giving

 


Our year-end statistics for 2020 are going to be unusual.  In the narrative of numbers, we sometimes refer to outliers, those numbers which lie outside the normal pattern.  Outliers will define much of 2020.  The world-wide pandemic led to a radical change in how we “did” church for most of 2020.  Comparing many, but not all, statistics for 2020 with earlier years will be challenging at best.

One question that consistently emerged in 2020 was how well local churches were being supported by their membership even during the pandemic. 

This article includes two charts.  The first chart shows at the Conference level the annual totals for 2011 to 2020 for congregational giving.  Also included in 2020 was the opportunity to apply for Federal Grants under the Paycheck Protection Program (PPP).  The annual giving from 2011 to 2019 were relatively stable in constant terms.  There was a 7% reduction in giving for 2020 compared to 2019 which was in the aggregate offset by the cumulative effect of PPP.  Said another way, if we look at congregational giving and add in “grants” (which includes PPP), 2020 was slightly higher in 2019. 

We appear to have obtained about $4,000,000 in PPP grants in 2020.  


The second chart looks at the over 300 churches who reported within year-end statistics detailed congregational giving numbers for both 2019 and 2020.  There is an assumption here that the 50+ non-reporting churches look like the 300+ that did.  That is probably an optimistic assumption. 

The second chart breaks percentage change into clusters.  For example:  all churches that were down (without PPP) by between 10% and approaching but not reaching 0% were placed into a cluster and counted.  As in the aggregate, total number comparison, the average down was 7% with the mid-point in the data being in that range as well. 


In total candor, the expectation in March 2020 was that congregational giving was going to plummet and we were decidedly mistaken.  People can look at the first chart and see a radical downturn, but I would offer that the chart shows a more optimistic story:  the church was supported well during an economic downturn.  The second chart does demonstrate that 2020 was not uniform in how well churches were supported but overall, the support was quite positive. 

 

C. Dennis Shaw

Mountain Sky Statistician

stats@mtnskyumc.org

Wednesday, February 24, 2021

Defining Our Mission Around Leadership Development

 Part of the issue facing us in the Mountain Sky Conference of the United Methodist Church is "mission creep.”  My experience in the military is that clarity of mission is an essential and core ethos.  Always important, the goal to seek clarity of mission in clearly definable terms and have buy in up and down the chain of command about that definition, became during my personal time in the military (1971 to 1994) a core value.  People were rarely, if ever, criticized for seeking clarity on missional definition. 

My view is that the mission of the Mountain Sky Conference should be the mission of the United Methodist Church which I see as drawn by and large from Matthew 28: 18-20 – Go, make, baptize, teach and in infinitive form, obey.  Verbs are good:  they give us the action. And focusing on those verbs will have a transformative impact, locally and globally.  The world is local and global. 

How does the Mountain Sky Conference do that?  Clarity of purpose, clarity of mission, our “why” in Simon Sinek terms.  We believe, or should believe, that a relationship with the risen Christ leads to transformation of the spirit.  Paraphrasing the words of Dietrich Bonhoeffer, it is the pursuit of the only goal that really matters.  The further we get from the transformative mission, the more an idea needs to be placed on the pile of ideas we will get to later. 

The clarity of purpose we need is in defining how does the Mountain Sky Conference bring about that transformation driven by making, baptizing, teaching, through obedience outside of our walls?  I posit it is through Leadership Development.  Everything we do, for the foreseeable future anyway, should be around developing leaders:  lay and clergy.  It does not mean, for example, the local church Finance Committee Chair needs to be an evangelist, but it does mean that the Chair needs to understand that the budget of the local church is a means to an end:  transformation.  Transformation is our purpose, our why, and the resources available to the local church are the means towards that mission. 

Leadership development is, in part, the nurturing of skills from within, it is the identification of skills talented developers see but the individual does not see themselves, it is showing new ways to solve old challenges.  In many ways, our current challenges are old challenges.  Paul in 1 Corinthians is dealing with what we are dealing with now:  a flawed focus on what is important, and Paul says, “teach Christ and him crucified.”  Bonhoeffer agreed.  At the same time, while the context may be ancient, our solutions may be more contemporary. Gil Rendle, and I will paraphrase, says “we don’t know what to do so we do what we know.”   New ways to solve old challenges.

Having looked at this for a while, I posit everything we do in the Mountain Sky Conference needs to get back to how we can help leadership be developed in order to accomplish the transformational mission, which the UMC says is best accomplished at the local church. 

Kevin Bacon, the actor, has this thing about the “degrees of separation.”  If a proposed idea for the Mountain Sky conference cannot be within about three or so degrees of separation from the Mission of the UMC, it is probably not something we need to be doing now.  ‘Three or so, “so that’s’” from the proposed idea and the transformational mission need to be a core test.   For example, within the Financial Leadership: “We will improve the technical and theological knowledge and competency of Financial Teams at the local church so that the transformative mission of the United Methodist Church defines everything we do.” 

This brings us back to why I wrote this post.  On February 20th past, I participated in an adventure in improving how we reimagine circuits composed of local churches.  Circuits if organized from a top down, “do it this way” will fail.  Clarity of mission (i.e., purpose, why) while establishing guard rails to keep the circuits moving forward are good and necessary, but Circuits need to be about expanding, stretching, focusing, developing the people (and the churches they represent) within them.  Clarity of mission, purpose, why. 

I sought brevity with clarity here:  less than a thousand, hopefully, clear words.  Sometimes when a person is brief, we criticize with “well, you did not mention, <insert something>” and that becomes evidence of an inherent bias.  Please, do not do that.  A thousand points I could have made. Absence of a particular focus does not mean it is not potentially relevant to the issue:  it probably is!

Respectfully, Selah

Dennis Shaw

Sunday, July 5, 2020

WSJ Article by Ayaan Hirsi Ali -- America Doesn't Need a New Revolution


America Doesn’t Need a New Revolution
Can the country confront its current problems with its traditional can-do spirit? We have barely four months to figure out how.
By Ayaan Hirsi Ali
June 26, 2020 4:04 pm ET in the Wall Street Journal
Outrage is the natural response to the brutal killing of George Floyd. Yet outrage and clear, critical thinking seldom go hand in hand. An act of police brutality became the catalyst for a revolutionary mood. Protests spilled over into violence and looting. Stores were destroyed; policemen and civilians injured and killed. The truism “black lives matter” was joined by a senseless slogan: “Defund the police.”
Democratic politicians—and some Republicans—hastened to appease the protesters. The mayors of Los Angeles and New York pledged to cut their cities’ police budgets. The Minneapolis City Council said it intended to disband the police department. The speaker of the House and other congressional Democrats donned scarves made of Ghanaian Kente cloth and kneeled in the Capitol. Sen. Mitt Romney joined a march.
Corporate executives scrambled to identify their brands with the protests. By the middle of June, according to polls, American public opinion had been transformed from skepticism about the Black Lives Matter movement to widespread support. Politicians, journalists and other public figures who had denounced protests against the pandemic lockdown suddenly lost their concern about infection. One Johns Hopkins epidemiologist tweeted on June 2: “In this moment the public health risks of not protesting to demand an end to systemic racism greatly exceed the harms of the virus.”
Although I am a black African—an immigrant who came to the U.S. freely—I am keenly aware of the hardships and miseries African-Americans have endured for centuries. Slavery, Reconstruction, segregation: I know the history. I know that there is still racial prejudice in America, and that it manifests itself in the aggressive way some police officers handle African-Americans. I know that by measures of wealth, health and education, African-Americans remain on average closer to the bottom of society than to the top. I know, too, that African-American communities have been disproportionately hurt by both Covid-19 and the economic disruption of lockdowns.
Yet when I hear it said that the U.S. is defined above all by racism, when I see books such as Robin DiAngelo’s “White Fragility” top the bestseller list, when I read of educators and journalists being fired for daring to question the orthodoxies of Black Lives Matter—then I feel obliged to speak up.
“What the media also do not tell you,” I tweeted on June 9, “is that America is the best place on the planet to be black, female, gay, trans or what have you. We have our problems and we need to address those. But our society and our systems are far from racist.”
America looks different if you grew up, as I did, in Africa and the Middle East. There I had firsthand experience of three things. First, bloody internecine wars between Africans—with all the combatants dark-skinned, and no white people present. Second, the anarchy that comes when there is no police, no law and order. Third, the severe racism (as well as sexism) of a society such as Saudi Arabia, where de facto slavery still exists.
I came to the U.S. in 2006, having lived in the Netherlands since 1992. Like most immigrants, I came with a confidence that in America I would be judged on my merits rather than on the basis of racial or sexual prejudice.
There’s a reason the U.S. remains, as it has long been, the destination of choice for would-be migrants. We know that there is almost no difference in the unemployment rate for foreign-born and native-born workers—unlike in the European Union.
We immigrants see the downsides of American society: the expensive yet inefficient health-care system, the shambolic public schools in poor communities, the poverty that no welfare program can alleviate. But we also see, as Charles Murray and J.D. Vance have shown, that these problems aren’t unique to black America. White America is also, in Mr. Murray’s phrase, “coming apart” socially. Broken marriages and alienated young men are problems in Appalachia as much as in the inner cities.
If America is a chronically racist society, then why are the “deaths of despair” studied by Anne Case and Angus Deaton so heavily concentrated among middle-aged white Americans? Did the Covid-19 pandemic make us forget the opioid epidemic, which has disproportionately afflicted the white population?
This country is only 244 years old, but it may be showing signs of age. Time was, Americans were renowned for their can-do, problem-solving attitude. Europeans, as Alexis de Tocqueville complained, were inclined to leave problems to central authorities in Paris or Berlin. Americans traditionally solved problems locally, sitting together in town halls and voluntary associations. Some of that spirit still exists, even if we now have to meet on Zoom. But the old question—“How can we figure this out?”—is threatened with replacement by “Why can’t the government figure this out for us?”
The problem is that there are people among us who don’t want to figure it out and who have an interest in avoiding workable solutions. They have an obvious political incentive not to solve social problems, because social problems are the basis of their power. That is why, whenever a scholar like Roland Fryer brings new data to the table—showing it’s simply not true that the police disproportionately shoot black people dead—the response is not to read the paper but to try to discredit its author.
I have no objection to the statement “black lives matter.” But the movement that uses that name has a sinister hostility to serious, fact-driven discussion of the problem it purports to care about. Even more sinister is the haste with which academic, media and business leaders abase themselves before it. There will be no resolution of America’s many social problems if free thought and free speech are no longer upheld in our public sphere. Without them, honest deliberation, mutual learning and the American problem-solving ethic are dead.
America’s elites have blundered into this mess. There were eight years of hedonistic hubris under Bill Clinton. Then came 9/11 and for eight years the U.S. suffered nemesis in Afghanistan, Iraq and in the financial crash. After that we had eight years of a liberal president, and the hubris returned. Sanctimonious politics coincided with deeply unequal economics.
Through all this, many Americans felt completely left out—of the technology boom, of the enterprise of globalization. I never thought I would agree with Michael Moore. But at an October 2016 event, he predicted that Donald Trump would win: “Trump’s election is going to be the biggest [middle finger] ever recorded in human history.” I still think that analysis was right. Mr. Trump wasn’t elected because of his eloquence. He was elected to convey that middle finger to those who had been smugly in charge for decades.
But you can’t give the middle finger to a pandemic, and 2020 has exposed the limitations of Mr. Trump as a president. Yet when you look at the alternative, you have to wonder where it would lead us. Back to the elite hubris of the 1990s and 2010s? I can’t help thinking that another shattering defeat might force sane center-left liberals into saying: That wasn’t a one-off; we’ve got a real problem. They’ll be in the same position as the British Labour Party after four years of Jeremy Corbyn’s leadership and two election defeats, when eventually the moderates had to throw the leftists out. One way or another, the Democratic Party has to find a way of throwing out the socialists who are destroying it.
The Republicans, too, have to change their ways. They have to reconnect with young people. They have to address the concerns of Hispanics. And they have to listen to African-Americans, who most certainly do not want to see the police in their neighborhoods replaced by woke community organizers.
We have barely four months to figure this out in the old American way. To figure out how to contain Covid-19, which we haven’t yet done, because—I dare to say it—old lives matter, too, and it is old people as well as minorities whom this disease disproportionately kills. To figure out how to reduce violence, because the police wouldn’t use guns so often if criminals didn’t carry them so often. Perhaps most pressing of all, to figure out how to hold an election in November that isn’t marred by procedural problems, allegations of abuse and postelection tumult.
Who knows? Maybe there’s even time for the candidates to debate the challenges we confront—not with outrage, but with the kind of critical thinking we Americans were once famous for, which takes self-criticism as the first step toward finding solutions.
Ms. Hirsi Ali is a research fellow at Stanford University’s Hoover Institution.

Tuesday, October 2, 2018

Growing in Love


For God so loved the world that he gave his one and only Son, that whoever believes in him shall not perish but have eternal life.  John 3:16 New International Version
We love [God] because he first loved us. 1 John 4:19 New International Version
The search for meaning in my life ultimately brought me to the Church.  That quest for meaning presented me, in love, with a life defined by the life of Christ, a Christian life, shaped by the Word of God and the ongoing presence of God in my life.  A life initiated in love but further defined by the need for constant growth. 
A Christian life in a state of growth consists of at least two further searches, if not more:  Acknowledging that God searching for us, we are searching for God.  Those two searches are defined and driven by love.  In the scripture above, we understand God loves the world and we love God because God first loved us.  That affirmation of love is meant to be meaningful and transforming.  Most of our lives have been transformed by love:  think about it, where would you be without love?
The love we experience is not static or stationary.  It is a constantly evolving and at its best, constantly growing, force.  It grows deeper through trust and mutual respect, tenderness and care, growing.  I confess love has transformed me, and I suspect you as well.  Love leads to growth. 
I said this past May that “at the heart of God is to be in relationship.”  That day it was the relationship of God as Father, Son and Holy Spirit.  Today, let’s reflect on loving relationship within the Body. 
Our new Vision Statement makes relationship core by naming it – Hilltop and then addressing how we are in community:  Hilltop – An inclusive community of hospitality, healing, help, and hope, leading hearts to Christ.  Our vision is intended to be understood as a statement of being, who we are.  We provide hospitality and help, and God provides the healing and hope. 
In the First Century, long before we had denominations and set aside buildings for worship, the Christian search for meaning thrived on relationship.  We lose our way when we forget that.  People are the church:  we sing a hymn called “I am the Church.”  Too often we get focused on denominations or buildings to define the church, and that is the wrong focus.  At our best, we are a restless, searching, people who are, in humility, leading other hearts to Christ. 
We call the Church the very Body of Christ.  The Church, at its best, is focused on helping us be Christians that are constantly in a state of communicating, receiving, and giving.  We are, at our best:
·        Communicating the Good News of Jesus Christ to a cynical world, 
·        Receiving nurture, direction and hope regularly in order to be forces of transformation in that cynical world, and
·        Proudly, joyously, giving back to God our Time, our Talent, and our Treasure. 
Let’s spend some time this Season of Stewardship, a Season of Prayerful Growth, with great intentionality looking at where we are, or perhaps are not, growing.  Are we growing in the depth of our relationship and if not, what are we doing about it?  Growing in our minds, growing in our service, growing in the joyful sharing back to God what has been given to us in the first place.
Be alert, be attentive, be awake to the small still voice of God calling to you about how you might grow.  In order to truly understand that call, you may have to first be open to your potential for growth leading to joyful response. 
Selah, Pastor Dennis


Sunday, July 23, 2017

Unfunded Liability -- Retiree Health

Unfunded Liability Definition -- The amount, at any given time, by which future payment obligations exceed the present value of funds available to pay them. In the Rocky Mountain Conference, we currently have an Unfunded Liability for Retiree Health Benefits. 

The table to the left is a statement of the unfunded liability for retiree health care.  (Clicking on it will make the resolution larger.) The source is the 
Comprehensive Benefit Funding Plan  (and that is linked to the PDF on the RMC Website.)  


This table says we have a current obligation of $8,143,183 with assets on hand of $3,767,431. That translates to a liability of $4,375,752. 

The above table says that at the current cost of sustaining this fund (Line 4 on the Table) plus the number found by dividing the $4,375,752 (the Unfunded Liability on Line 5) by 20 gets us to a 20 year liability liquidation (Line 7 on the Table).  Line 8 is the "annual cost" to make this unfunded liability by 2038.
  
Said another way:  the year 2038 represents the 20 year liquidation strategy with the cost of Wespath (formerly the General Board for Pension and Health Benefits) managing these investments staying constant.

Right now, this annual cost obligation for retiree health care Unfunded Liability is being met by payment into this account from rebates on health care premiums paid by local churches on active clergy.  These rebates occurred in 2012, 2014, and 2016 and in addition, $400,000 or so was transferred from excess collections for active health payments for 2012, 2013 and 2014.

Our responsibilities here were reviewed significantly in 2008 at Annual Conference in Grand Junction.  We significantly altered who was eligible for coverage and the amount of service time required in order to receive the coverage.  The changes in 2008, combined with other Federal changes since 2008 in the area of Health Care, eventually led to a reduction on retiree health obligations from the active budget of over $300,000.
  
At that time, the Chair of the Conference Board of Pension and Health Benefits was the Reverend Dave Lillie.  It was Lillie's position that because we were annually re-approving the retiree liability by virtue of the approval of the retiree health care petition we could change the obligation (liability) by calling the matter to the attention of the RMC and voting changes if the conference desired.

Lillie’s point was that the liability would be understood to be contingent upon continued annual approval. The conference could alter or reduce the liability with a vote after explaining the implications. The last several petitions on Retiree Health Care contained that explicit caveat.  

Please note that the unfunded liability for retiree health because of the use over the last four of (1) over billing on the health premium and (2) the rebate on active health payments, is being met by those churches that have full-time clergy (because they are the ones paying health benefits.)  I intend to cover this issue later as well.  
This particular blog is intended to be an explanation of history and facts regarding this program.  The next blog will deal with my problems with what we are doing.  

Selah, Dennis

This is temporarily the end.  More work to do.  Keep watching on FaceBook or Twitter or post your email (above) and get updates.  


    

The Summary of the Various Blogs


I will post here a quick summary, and a copy of an important chart or table, of each blog in this series.  I hope it will provide a coherent narrative in the various articles.  The "Blog Number" and the "Title" are hot-links and if the summary strikes you as interesting, then you can hop to it by touching it.  


This piece lays out the "why" I am doing this.  Quite simply, I believe we are not telling the Rocky Mountain Conference of the United Methodist Church what is going on with a significant amount of our resources.  I do not see this as fraud.



Here are three important thoughts from the Getting Started blog:

  • My "so that" is "so that the churches in the Rocky Mountain Conference are better informed on financial matters." 
  • I believe if that "so that" is accomplished, trust will be enhanced. 
  • I quite simply 'conscientiously object' to the way we are currently (June, 2017) sharing information.




There are many ways to potentially measure vitality.  But traditional means do focus on least Worship Attendance.  We have lost 10,000 in Average Worship Attendance since 2001.  I frankly consider that an incredible loss given our near total dialogue over that issue over the past four/five years. 


I offer that a primary cause of this decline is the failure to continue to start new local churches.  We did fairly well here into the 1980s but at some point, we slowed and we are now paying the price for this.  

What does this have to do with money?  What is our mission again?  


The chart to the left is investments and cash available to the RMC. There are multiple sources for these funds, but the primary issue is how much money we have -- which is nearly $13 Million and how it has grown over the last sixteen years.  




The chart on Blog 3 is the sum of all of the various elements of investments and cash that are in the possession of the RMC.  This chart is that which is earmarked to Health Funding issues.  Most of this came to be present for this investment by virtue of rebates on health premiums from Wespath in 2012, 2014, and 2016.  Another portion of it was overpayments from local churches for Active Clergy Health Premiums that was paid in 2012 through 2014.  


The Rocky Mountain Conference income is more than the budget. The budgeted (Connectional Giving) is about $5.4 M from local churches.  However, there is another $10 M that comes in to support our obligations for health, buildings and pension.  




This is money which does not have an "owner" designated.  The chart to the left shows red (losses) and blue (positive).  The losses are bookkeeping and  reflect what must be made up should the owners of the designated funds ask for their money. In effect, the red represents a loan we have given to ourselves.  

The blue numbers are another matter entirely.  They show resources which have not been designated as having a home.  To the best of my knowledge, this is real money and represents potential funds for investment elsewhere.  When we combine this with resources in a designated account for Conference reserve, we have about $1,500,000 ($1.5M) in cash/investments that are in effect "reserves."   Since 2008, this "account" has gone up right at $2,000,000 ($2.0M).

Blog Number 7 -- Unfunded Liability for Retiree Health Care

We have currently one Unfunded Liability in the area of health and retirement.  The one we have is Retiree Health.

This blog attempts to lay out in clear text what this liability is all about, and some insight into how it came about.

Topics I am working on are:

  • Reducing a cost in the budget, doesn't reduce the budget.  
  • My problems with the Retiree Health Care Unfunded Liability
  • Some Budget Issues as well ... some issues here as well.
  • We do have a potential Unfunded Liability in Clergy Retirement.
  • Pre-82 Thoughts.
  • Anxiety versus Urgency
  • Petition versus SROP -- I vote Petition ... 
Two blogs that provide some background but are not yet part of this narrative are:





















  

Wednesday, July 19, 2017

Undesignated Funds



(What follows is my interpretation (or best guess) augmented by my memory of the events that drove many of these numbers.  I spoke with the former treasurer, Dan O'Neill, at AC2017 and he had no memory of any shortfalls in this account, but he said something like 'if it is in the audit, those are good numbers.' I am sure if we had asked him on some of this at the AC of that year what was going on, he could have offered sparkling insight.  I personally was present on the Council on Finance and Administration from 2007 to 2015 and was present when much of this was discussed or agreed to.)



The above chart shows a sixteen year history of what is shown on the annual audit for the Rocky Mountain Conference as Undesignated Funds. 

I show the years in five year intervals between 2001 and 2016, but then call attention to  2008 and 2010.  

Let's start with the negative and balanced numbers between 2001 and 2009.  

Here is my interpretation:  What we see here is the report to the Conference was how "short" we would have been if on the same day, every owner of a restricted or designated account came in and said "we need our money."  Think the Bailey Savings and Loan from the movie It's a Wonderful Life

The negative numbers for 2001 through 2004 merely represents the shortfall that existed on December 31st of those years in the area of designated and restricted money.  Because the conference is operating from a cash basis, this piece of information is more bookkeeping and accounting than nefarious. In the movie, George Bailey had loaned the money to prospective homeowners and small business entrepreneurs.  In the RMC, we had loaned the money to ourselves.  The likelihood of a single day rush on the system to square up the borrowing was low.  In fact, it was borderline impossible.  

You will notice that between 2005 and 2007, we had gotten to a place where on December 31st, we were totally balanced and were not relying on borrowing from ourselves in order to handle the operations of the conference.  I have to think this was a conscious decision to try and do this, but I don't know with certainty.  

The next two negative years of 2008 and 2009 were a function of the new apportionment model and the changes made for 2009 with the pending but not yet finalized sale of our camp at Woodland Park, CO called Templed Hills impacting on our decision making.

Here is my memory: The RMC really struggled financially in 2008. We had embarked on a new apportionment model and our fielding of that program was problematic.  We had bills we needed to pay, people accounts, and the negative numbers for 2008 are very close to the income/expenses differences for the 2008 budget.

Factored into this discussion was a technically driven decision, associated with Templed Hills, by our supporting bank, to suspend our line of credit.  

To summarize, we:  
  • Did not have a line of credit in order to make payroll.  
  • Were sitting on more designated and restricted money than we would need in a singled day, and perhaps the most important factor in this,
  • Had (by late 2008) a very good offer on Templed Hills.  


If readers want to discuss Templed Hills, let me know, but I don't wish to engage in the efficacy of the decision. We were losing a lot of money annually on Templed Hills and we reached a decision in 2007 to sell.  

In order to make payroll in 2008, the first year of the new apportionment model, we had to use designated and restricted funds to support the budget.  Said another way, because we did not have a line of credit, we had to finance ourselves the shortfall of income in relation to expenses.  

I will cover apportionment income to budget expenses in a separate piece later.  

We made changes in the apportionment model for 2009 and also significantly reduced expenses.  You see the impact of that on the Undesignated short fall in 2009.  It went from down about $500K to down less than $200K.  A lot of credit should go here to Wayne Bettendorf (Conference Treasurer) and Bishop Elaine.  Others were factors in this.  

We then completed the sale of Templed Hills and you see that change in Undesignated cash for 2010.  

I have been asked, "where did the Templed Hills money go?"  

Much of the Templed Hills money was used to make up the shortfall we had created by financing the RMC in 2008 (the budget) out of the designated and  restricted accounts.  I am sure some see that as problematic and I agree.  I also saw it as necessary to avoid a crisis. 

Conference Reserve.  That positive number of nearly $300K in 2010 does NOT show the decision out of the Templed Hills moneys (plus income over expenses for 2009 in the budget) to create a conference cash reserve. By definition, now that it had a designation, it was now a designated account.   

The Rocky Mountain Conference went from nearly bankrupt in 2008 to sitting in a very good cash position by the end of 2010.  

This happened because:

  • We tweaked the apportionment model to yield more income.
  • We reduced budgeted spending considerably (nearly $1,000,000 in 2009). 
  • We got out from under the negative cash flow issues of Templed Hills.
  • We effectively eliminated the need for a line of credit by creating a Conference reserve. 

While the red numbers from 2001 to 2009 are a function of "accounting", I think the blue numbers are another matter entirely. They show resources which have not been designated as having a home. To the best of my knowledge, this is real money and represents potential funds for investment elsewhere.


It should be noted that because the Conference reserve is now a designated account, we actually have in that account plus undesignated moneys, as of December 31, 2016 right at $1,500,000 in cash available to us to lubricate the financial systems and back stop needs for cash to support unexpected requirements. This is a swing from the end of 2008 to the end of 2016 of right at $2,000,000.       
Selah, Dennis

The next blog is HERE.  

The apportionment is called "Connectional Giving" in the Rocky Mountain Conference.  This new naming occurred early in 2017.