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Submitted | User | IP address | Name of Staff Applicant | Name of RD/VP | Region | Department | This staff is at least in his/her 5th year | Budgeted Salary Level | Actual Salary Level | Budgeted Salary in Dollars | Actual Salary in Dollars | Local Funding Sources and amounts (list Area, Division, or Regional seed money, matching grants, Chapter Planting start-up grants, Jumpstart, in kind gifts, etc.) | Ethnic Identity (check all that apply) | Please Describe | Financial Difficulty (check all that apply) | Please describe their situation including their ending deficit or surplus for the last three years and any present escrow in their account | Strategic Role: The Senior Staff worker plays a critical leadership role regionally and/or nationally to help build healthy, ethnically diverse witnessing chapters or staff teams | Please describe as it relates to their present and future involvement | What role (if any) does this staff play in chapter building or chapter planting? | What plan or strategy is being implemented regionally to assist this applicant in addressing their fundraising difficulties? | Additional comments or questions | Electronic Signature of Staff Completing This Application (name and zip code) | Email Address |
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| 17 | 05/04/2017 - 21:41 | nvega | 47.32.128.237 | Noemi Vega | Linson Daniel | Red River | Yes | 9 | 9 | $36,504 | $36,504 |
Area Accelerator Program - $4,000 ($4,000 depending on how much our plants follow through). ME 1% - $4,000 guaranteed and $5,000 match Regional Grant - $10,000 to be distributed over the course of my first three years on staff to help me in the move from California to Texas. |
Hispanic/Latino |
Limited networks or average gift < $600 annually Gender issues, e.g. part-time staff due to parenting life stage, woman from a theologically conservative church background, etc. Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) Chapter Planting or serving at a commuter school with few to no alumni contacts |
Over the last three years I have ended in a little escrow of around $2,000 that has carried over and helped for this year of transition. This year I am ending with an approximate $1200 deficit that I hope to fundraise and make up in June so that I won't have a deficit. However, this does not take into account my new Area Director budget, which leaves me with 18% more to raise in order to meet that budget. My situation is that I am a single Mexican American first generation woman that moved from my primary funding base in Fresno, CA to San Antonio, TX to serve as the Area Director for South Texas. While I am building networks and relationships in San Antonio, I have lost a couple of long-time donors from California's Central Valley. I am also connected to a church in San Antonio, but it is a conservative, predominantly white church that will take some time to trust my ministry. As a new Area Director in an area that needs re-building and re-visioning, I do not have a lot of alum that are supporting their schools (that is something we hope to change). It will take a couple of years for me to build a solid funding base. |
Yes | As the only Area Director in the Red River Region (and one of a few nationally), I hope to serve on this team with strategic vision for multiethnic growth, specifically as it relates to reaching more Latino/a students in Texas, Oklahoma, and Arkansas. Similarly, South Texas has the first community college that is both a Hispanic Serving Institution and a Historically Black College/University. My vision is to plant at St. Phillips and to grow our outreach to Black students in South Texas. | I applied and was accepted into the Area Accelerator program where Frank (a staff in my area) and myself will receive training in how to empower our Area for reaching more campuses in our context. This is an Area-wide initiative that will require staff, volunteers, and ministry partners to support the movement. My prayer is that this will lead to our ability to reach more students and campuses. We are currently on 4 campuses in San Antonio and one in the Valley, but there are at least 11 total campuses in San Antonio and 3 others in the Area. I also serve as a planting coach for InterVarsity's plant in Kearney, Nebraska. | Linson Daniel, as my supervisor, has given me a $10,000 grant to be spread out over the course of three years to help me in transition from California to Texas. I have also requested an MPD coach in this season. However, I do have a leadership coach and we are working on leadership development that will help me overcome some MPD barriers (communication, making clear asks, etc.). | South Texas is in a re-building stage. The area has some alumni networks, but none that are robust. Our vision and prayer is for renewal and new life in this next season. I feel strongly called to this Area for this particular season even while aware of the funding challenges that this context represents. Thank you for taking me into consideration. | Noemi Vega 78248 | nvega01@hotmail.com | ||
| 16 | 05/03/2017 - 21:33 | jon.hietbrink | 207.155.87.132 | Stacy Rafferty | Jon Hietbrink | Central | Yes | Level 9 @ 20 hours (96.9 comp ratio) | Level 9 @ 10 hours (77.5 comp ratio) | 2,500 | 1,000 |
In the past, Stacy has received a variety of support through the years, including $15k of seed money funds when she became co-AD's for Nebraska with her husband (Eric), $8,500 of Energize Matching Funds, various ME 1% funds, Chapter Planting grants, etc., however, as Stacy's team has grown, these local grants have either expired or have been allocated elsewhere. In addition, the Rafferty's have started donor sharing to help meet the growing funding demands of their team (which I've heard is now the area with the most LaFe staff in the nation?) At this point, we have about $3k allocated to Stacy in next year's regional cross-cultural planting budget, though we may consider running another energize program for them (or in their area), which could mean another ~$7,500. |
Hispanic/Latino |
Limited networks or average gift < $600 annually Non-Christian background/college convert Gender issues, e.g. part-time staff due to parenting life stage, woman from a theologically conservative church background, etc. Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) Chapter Planting or serving at a commuter school with few to no alumni contacts |
Stacy and Eric have done a tremendous job as planting Area Directors for the state of Nebraska. Just one student generation ago, we only had work on 2 chapters, but now, their ministry has spread to NINE chapters on SIX different campuses, comprising 300+ students and seeing more than 150 students come to faith since they started as AD's. Though they have seen significant momentum in funding (ending with a surplus in previous years), their personal funding has taken another step back this year as they've sought to share networks/donors with their growing staff team and have continued to deal with profound personal challenges with their oldest son. Throughout, they have remained faithful to the vocation of God, but it has not been without significant trial and difficulty, evidenced acutely in their funding. 2015-2016 Account :: -$4,979 Deficit 2014-2015 Account :: $1,246 Escrow 2013-2014 Account :: -$14,886 Deficit |
Yes |
It's hard to overstate how critical Stacy has been to our region's growth in Multi-ethnicity. Not only has she been the long woman of color on our RLT, but she has served as our LaFe Champion (this year hosting our first two LaFe student events--a "smokejump" conference in October, and a Leadership Institute ("Mi Gente") in January. In addition, Stacy has played an essential role in inviting our RLT (and our broader regional team) into functioning as a cross-cultural missionary "familia" through a host of noticed (and often unnoticed) ways. There's simply no way we would be where we are regionally without her. Beyond her influence regionally, Stacy also serves on the National Leadership Team for LaFe and is directing the national LaFe student leadership institute this summer! |
As I mentioned earlier, Stacy (and her husband Eric) are critical players in our work of planting, having planted a chapter at UN-Omaha through the national cohort, become the planting AD's for Nebraska, and personally catalyzing multiple chapters across their area, which now comprises 9 chapters on 5 campuses). In addition, in her role as LaFe champion for our region, she has had a hand in accelerating LaFe work more broadly across the region through influence and coaching roles. |
Our region is in the midst of leadership transition (as I was recently appointed to the VP role), and as such, our long-term planning is on hold until the new RD is transitioned in. That said, our region has been selected to participate in the national Mid-Level Donor program (i.e., Vision Partners), so Eric/Stacy have received some new networks, training, and ongoing coaching through that program (though, because our work in Nebraska is so new, the contacts we received from the national office were quite limited). In light of our transition, I will be making a strong recommendation to the new RD that they consider the Rafferty's funding to be a top priority in the next season, and securing a MESSGRF grant would be a huge shot in the arm toward that effort. Two years ago, we launched a massive campaign to get them out of significant deficit, wherein they raised $60,000+ of new funding, so while we may not be able to replicate that again, we do have a track record of significant fruit in this area. |
I simply can't recommend Stacy highly enough. I truly believe she could lead on a national level in our movement if we can find a way to resource her with increasing effectiveness. | Jon Hietbrink 50219 | jon.hietbrink@intervarsity.org | ||
| 15 | 05/03/2017 - 21:02 | michael.moriarty | 73.43.30.31 | Felicia Anderson | Don Paul Gross | GFM South and Central | Yes | 8 | 6 | 2995.42 | 2995.42 | Area match of $1000. Nothing else planned for 2017. | Black/African American |
Limited networks or average gift < $600 annually High cost of living Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) |
Felicia has never made her budget from ministry partner donations since I've been her AD the last 3+ years. The money she's received from grants and special ME assistance have helped to bring her close to budget in 2014 and 2015 and actually made budget in 2016 with some escrow. In 2014 and 2015 her deficits were in the $5000-6000 range. She made budget in 2016 and currently has an escrow of $5681. She's worked hard on MPD the last year and a half. About 8 months ago I raised her salary about $6000 a year. She's still out of range for a CSM 4. I'd like to see her salary come up higher but it's been difficult for her to expand her network as well as gain upgrades from current ministry partners. | Yes | Felicia recently participated in a conference in Trinidad/Tobago where she was part of a small team of mentors. She's been involved in BSM and Black scholars network, as well as the 2016 Black Lives Matter conference. She currently ministers to black and asian students at Morehouse Medical School, and has made some strategic inroads at the Atlanta University Center - the largest contiguous consortium of African Americans in higher education in the United States. She planted a Faculty ministry last fall at the AU Center with most of the faculty coming from Morehouse and Clark University. She plans to grow and expand this ministry in the coming years, as well as participate and bring leadership to BSM and BLM. | She's building a chapter at Morehouse Medical school in conjunction with the Christian Medical & Dental Association. They've been teaming together for several years motivating, educating, and equipping multiethnic healthcare professionals and students. She also planted a Faculty chapter at Clark and Morehouse Universities and plans to build this strategic ministry in the coming years. | Felicia has received personal coaching from one of our AD's for the last 16 months. I have also helped Felicia with expanding her Network and following up with consistent givers to go beyond maintaining to inspiring some ministry partners to give more. She's been working on her MPD area case to sharpen the presentation of her ministry. | Michael Moriarty 30022 | michaelgmoriarty100@gmail.com | |||
| 14 | 05/03/2017 - 13:55 | adam.croft | 108.34.247.238 | Jeremy Ogunba | Chris Nichols / Gail Ebersole | New England | Yes | 7 | 6 | 66,900 | 31,500 | Some regional money (not consistent amount. 10k has been given in the past) applied for the 1% grant and this one. Some staff have transferred escrow, working on Brown alumni giving as Jeremy moves to staff Brown U. M.E. chapter, Advocacy council that is forming will most likely start with either alumni giving or bridge money for Jeremy. | Black/African American |
Limited networks or average gift < $600 annually Non-Christian background/college convert Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) |
Jeremy has been on staff for five years and never been fully funded or full time. He was worked multiple (upwards of 5) jobs at a time. We invited Jeremy to take the full-time position at Brown U. this past year. Jeremy is uniquely gifted to work at Brown and is what Brown needs. Jeremy is also the regional BCM coordinator. His work around multi-ethnic witness and the gospel is invaluable and will be a huge asset to ministry at Brown. Jeremy has no escrow and has struggled to make his budget every year, consistently needing to be "bailed out" by some combination of sources. | Yes | Jeremy will be working at Brown as the multi-ethnic chapter staff. As I said on page 1, he is uniquely gifted to reach Brown and to create a multi-ethnic conversion community. Jeremy has lived out multi-ethnic witness on our team. Jeremy is the only staff of color on the team right now and has been instrumental in our growth, exhibiting patience and grace while remaining a team player. He has personal experience to draw from as his wife is white and his daughter is obviously then biracial - so he navigates those complexities regularly. Jeremy was also in Sarah Shin's NISET training on ethnic identity and the Gospel and has really taken and honed her material and shaped the way we do our Spring Break project in New Orleans around that framework. | Jeremy doesn't play an official role in either. That said, he will be resourcing any student or chapter in New England that wants to start a BCM ministry. Jeremy will also be working with a chapter that would be categorized under building. I was in the Beta test for the building material and will be training Jeremy on building strategy. |
-Moving Jeremy to Brown to secure greater access to resources (alumni, wealthy donors) -Taking Donors Seriously training program -Professionally made ministry case for cultivating high level donors -Jeremy is off campus focusing on MPD full time. -We're networking -Our advocacy council that is forming in my area is going to tackling some of these issues. Too early to say exactly how that will play out. -I as his AD am applying for multiple national level grants. |
My DD and I went "all in" with Jeremy on this. Moving him to Brown and inviting him on full-time was a huge risk because his budget went up. Jeremy is a staff that is worth fighting for and highly valuable to this organization. I believe in Jeremy and want to see him sustainably funded. | Adam Croft 02909 | adam.croft@intervarsity.org | ||
| 13 | 04/28/2017 - 15:15 | jessica.suk | 24.12.252.194 | LeAnn Jenkins | Chris Swiney | Great Lakes West | Yes | 7 | 7 | 2700/mo | 2500/mo | $22,000 from Area Team Fund | Black/African American |
Limited networks or average gift < $600 annually Gender issues, e.g. part-time staff due to parenting life stage, woman from a theologically conservative church background, etc. High cost of living Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) Chapter Planting or serving at a commuter school with few to no alumni contacts |
On paper, LeAnn has a deficit right now of $18,000, and would have had a deficit of $19,000 last year according to how much she can raise. Last year and this year, the Area has been raising funds towards a Team Fund to cover whatever gap staff can't raise to their personal budget out of their own networks. So, she has not ended with a deficit. The year before, she ended with a $3000 deficit, and the year before with a $4000 deficit. Context: she was part-time due to funding issues before 2015-16 and being paid significantly below level. She is currently being paid at level and working 30 hours/week and receiving benefits. Out of her own networks, LeAnn has been able to raise around $18,000 herself to her personal account. |
Yes |
LeAnn does not have a regional role, but as the senior Black staff in our Region, and only 1 of 3 Black staff in our Region, she has taken leadership for our Black student conference and follow-up from that conference. As the senior Black staff in the Region, there are also informal ways that her expertise and wisdom is looked to , especially regarding BCM. Additionally, LeAnn is the senior arts staff in our Region, and there is potential for her to consider partnering with the Arts Ministry Department nationally to connect their vision with arts ministry in Chicago. |
She is the CSM at Columbia College, a large, urban arts school in Chicago. She also leads the quarterly catalytic gatherings for arts students int he Chicago City Area. Her chapter is an Arts chapter, and has planted a BCM Arts small group. | None that I know of. We are addressing this at an Area level. | LeAnn has potential to become a Team Leader in Chicago after her sabbatical, and to influence staff and arts ministry in Chicago. | Jessica Suk 60625 | jessica.suk@intervarsity.org | ||
| 12 | 04/28/2017 - 12:44 | Thurston_Benns | 70.169.18.51 | Thurston Benns | Shane Arthur | Virginia | Yes | 9 | 9 | 49,800 | 38,292 |
Chapter Growth Cohort, $2,000 (2016-2017) Local Major Donor: Frank Batten Jr., $12,500 Trinity Presbyterian Church-Norfolk, $4,116 |
Black/African American |
Limited networks or average gift < $600 annually Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. |
My first four years on staff were planting, so I have not had an opportunity to develop an alumni donor base. My current church does support me, but my church and family background is unfamiliar with IV/parachurch ministry/missions support and are therefore not a strong base for support. I currently do not hold any escrow and may make budget this year due to my involvement in the Growth Cohort, BCM LST, and evangelism pilot project. |
Yes |
Regional BCM Coordinator Director for the Regional BCM student conference National BCM LST Area Director of Tidewater, VA |
Was a chapter planter for four years. Area Director of building chapters Currently in National Growth Cohort. |
RLT commitment to raise supplementary funds I was a part of Taking Donors Seriously MPD training RLT is collectively working on network expansion. |
Thurston Benns 23507 | tdbenns@gmail.com | |||
| 11 | 04/21/2017 - 09:40 | eric.peterson | 108.71.1.8 | Jamal Morris | John Criswell | Southeast | Yes | CSM 3 Level 7 | CSM 3 Level 7 | $4250 per month, $51000 annually | $4000 per month, $48000 annually | Jamal has cultivated donors in the Business community of Chattanooga and worked very hard to develop rapport, credibility and Partnership with the donors. He raised $68000+ in FY 15-16 and looks to repeat that in FY 16-17. | Black/African American |
Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) |
Jamal is funded well by large donors in the Business community. He does not have much church support. He has $22000 in escrow and an operating surplus of $9000 as of March 31,2017 | Yes | Jamal is a thought leader and practitioner in reaching Black students. At UT Chattanooga, Jamal originated a model of reaching Unchurched and Unchurchable black men and women by partnering with Black Campus Organizations and deconstructing their ideas of what Christianity is about. His Urban Initiative is helping to reach those students on campus who have been burned by Church hypocrisy and has direct influence in mentoring middle school students at two of the bottom 5 performing Middle schools in Tennessee. This innovation is making Chattanooga and Jamal a mentor to Staff in the region and other regions. Jamal is sought out by Black staff for advice, help, and mentoring. |
Building: 25 overall in 2013 to 60 overall in 2016. Planting: Some initiative is taken at Chattanooga State CC, Cleveland State CC and Lee University. |
Support, Supervision and trust. | Eric Peterson 40217 | eric.peterson@intervarsity.org | |||
| 10 | 04/21/2017 - 08:56 | eric.peterson | 108.71.1.8 | Matthew Best | John Criswell | Southeast | Yes | FY 17-18 CSM 3 Level 7 | CSM 2 Level 6 | $42,000 which is $3500 per month for a 40 hour FT budget | $32400 which is $2700 per month for a 29 hour PT budget. Desire is full time |
Cornerstone Foundation $5000 of Knoxville, Matthew cultivated this donor and Eric and Matthew met with connection November 2016. Chilanta Foundation $3000 ME 1% Matching Grant $3200 for FY 17-18 UTK School account $10,000 Area/Region $5000 |
Black/African American |
Limited networks or average gift < $600 annually Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) |
As of March 31, 2017, Matthew best has a operating deficit of $2398 and an escrow surplus of $2111 or FY 16-17. Matthew and I have managed his budget effectively, keeping the accounts in the black, while we raised new money. Over the past couple of years we have increased Matthew's salary and PT hours as new support has come. FY 15-16 and FY 14-15 were break even situations after Area and Regional assistance. Matthew would like to be full time with InterVarsity and has recently committed to Knoxville as his longer term home. He is 29 hours in order to avoid the Health Insurance charges. Our next goal is a move to 30 hours per week and register Matthew for IV health coverage. This would require $7500 in new annual support. Getting Matthew up to Full Time status will help retain him for another 5 years. Matthew has worked hard in MPD, progress has been made and his salary has increased. Long term we need to raise another $20,000. Our Knoxville team is implementing new Alumni MPD plans this spring. We are working on raising new funds. Matthew also recently lost his part time job with the local newspaper. This puts urgency on getting to full time with InterVarsity. |
Yes | Matthew is one of our Senior BCM staff in the Southeast region. His role on the TN/KY area team is significant in developing the Knoxville team, producing BCM leaders and staff candidates, and pressing forward BCM planting in the state. His ethnic-specific BCM chapter at UT-Knoxville is working together with an AAM ethinic-specific chapter, and an Ethnic General chapter to strive to reach every corner of UTK. Matthew is committed to the Knoxville staff team and is working to build bridges and work together with AAIV and our M/E chapter. Also, Matthew has started a new outreach among the UT Football team and is beginning to reach Black Athletes, a previously under-reached population at UTK and in the Southeast Region. Learning from Jamal Morris's Urban Initiative in Chattanooga, Matthew is developing a mutually beneficial Urban Initiative in Knoxville, taking students from the chapter to mentor Middle School students in the community. This builds the BCM chapter helping to reach students burned by past church involvement and blesses the community directly. It also helps to broaden his support base and was key in adding the Cornerstone Foundation to his team. This holistic approach model should help to grow our BCM work in Tennessee and in the Region. |
See above. Planting among Black Athletes at UTK, there is a new Small Group Bible study on the UTK football team, led by the starting Safety who Matthew cultivated as a leader. Matthew has consulted with other staff who are planting BCM (Belmont, ETSU) and done Spy Out the Land trips to key schools like MTSU. In addition there has been vision for Nashville and Memphis BCM planting and Matthew is offering his connections. Building: The BCM chapter has grown under Matthew's leadership. (overall AFR number doubling in 3 years... 29 overall in 2013, 66 overall in 2016 with 11 conversions.) |
We are implementing an Alumni Development program in Knoxville. Significant effort is underway to increase alumni support. We are devoting significant effort at Foundation support, Church Support, and personal support. Coaching, Supervision and partnership with Matthew in his MPD has helped to increase support. | Matthew also staffed a new Spring Break Global Program our region is developing in Trinidad. He recruited 8 students from his chapter and is slated to Direct this GP spring break 2018. | Eric Peterson 40217 | eric.peterson@intervarsity.org | ||
| 9 (draft) | 04/10/2017 - 21:04 | brennan.takayama | 24.165.5.238 | Moanikeala Nanod-Sitch | Collin Tomikawa | Pacific | Yes | 7 | 7 | $72,216 | $31,800 | - MEM 1%: $6,000 |
East Asian Native Hawaiian/Other Pacific Islander White/Caucasian |
Limited networks or average gift < $600 annually Gender issues, e.g. part-time staff due to parenting life stage, woman from a theologically conservative church background, etc. High cost of living Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) Chapter Planting or serving at a commuter school with few to no alumni contacts |
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| 8 | 04/07/2017 - 16:51 | tim.hsieh | 67.183.134.88 | TIMOTHY HSIEH | LYNN GILL | Northwest | Yes | 12 | 6 | 65,244 | 36,000 | NA | East Asian |
High cost of living Challenging ethnic PR issues, e.g. Black church, Native American community, Latino community, unfamiliar with InterVarsity. Church partnerships have limited capacity (<$3K annually per church) Chapter Planting or serving at a commuter school with few to no alumni contacts |
Tim started on staff 18 years ago with parental objections. He comes from a small ethnic immigrant church that didn't have many resources and didn't give outside of the church and also did not know IV. He was an planter at commuter and community colleges and then a planting AD in SoCal, resulting in very limited alumni networks. Four years ago he transferred to the Northwest Region as a Community College Regional Planting Coordinator - so again very limited alumni networks. Has been working on new networks in the Northwest. He currently has no escrow and will likely end this fiscal year with a $1500 deficit. His spouse' recent employment transition has created an immediate need for increased funding, especially for family health benefits. | Yes | Tim is one of the few ethnic minority RDs in the nation. His leadership is critical regionally and nationally to establish and build healthy, ethnically diverse witnessing chapters and staff teams. Under his leadership 1 in 3 core students have attended ethnic specific conference in this past year. These conferences were in partnership with the Western Cluster and national departments (Native , AAM, LaFe, and BCM). In his first six month in role, he has hired and promoted 3 women of color into regional leadership roles and director positions. | As RD, Tim is crucial in implementing chapter building and planting strategies. He is recognized nationally as a planter, especially in commuter and community college context, and often ask to train and consult. As for chapter building, as RD, he has required all staff receive the national chapter growth training. | The Northwest has pioneered the strategy of endowment creation for low-network staff. The region has become a model for other regions in this strategy. The region is within 4% of their $1 million goal, via cash and estate giving. This is a long term strategy. The short term strategy has been the creation of a regional ME overhead and is distributed annually. | As a senior leader, especially in campus ministry, Tim's leadership, presence and voice, is crucial to the expansion of the mission and the implementation of the vision of healthy multiethnic chapters and staff teams. | Tim Hsieh 98008 | tim.hsieh@intervarsity.org |