Audit Description
A church connections audit involves interviewing key personnel from each department of the agency to identify the many different ways in which the organization currently interfaces with churches, what type of church information is needed and acquired, and what the agency’s posture toward, and relationship with, churches really look like and how they are changing. The audit addresses questions on three levels: (1) internal systems, (2) information about and understanding of current church realities, and (3) philosophy of agency/church cooperation.
Why conduct a church audit?
♦ SEE YOURSELF AS OTHERS SEE YOU. An audit provides an opportunity to stop and think about how the agency looks from the perspective of local churches. Within an agency, each person does his/her job based on the goals and priorities of the organization. It is easy to unconsciously slide into either an us/them mentality that can be protective and defensive, or into a perspective that assumes churches fully understand and share the agency’s viewpoint. It is imperative from time to time to step back and look at all of the agency’s tasks and roles from the point of the view of the person in the church. It is helpful to have an outsider’s help in doing so. Just asking questions heightens staff’s sensitivity to the church perspective.
♦ PAINT THE BIG PICTURE. An audit helps an agency to see the totality of how it interfaces with churches. The process will help you Identify as many as possible of the small and large points of contact so that you can assess them objectively.
♦ EVALUATE IF YOU ARE WHO YOU SAY YOU ARE. An audit provides an opportunity to identify to what degree you are and do what you claim. The process can help you identify to what degree your values are embedded within the day-to-day workings of the organization. One of the most frequent complaints from churches about agencies is that the assertions of “serving the church” and being “partners with the local church” are articulated by leaders but not espoused or supported consistently across the organization.
♦ CELEBRATE THE GOOD AND ADDRESS THE GAPS. An audit is neither a test nor a set of “trick questions” to expose as many deficits as possible. It is a process of confirming systems and strategy that work well and determining how to make them better. It is an opportunity to determine information needs and flow.
♦ SURFACE GREAT IDEAS. An audit provides an opportunity to listen to many voices within the organization. Great ideas and solutions often emerge spontaneously during the discussions.
♦ STIMULATE CROSS-DEPARTMENT DISCUSSION. An audit will give departments an opportunity to listen to each other. Comprehensive notes help leaders form an agency-wide perspective and understanding of systems function, making it possible to address overlaps and gaps. Usually agency leaders are amazed to realize how many ways all departments interact with churches or make decisions that have great impact on agency/church cooperation.
♦ PREPARE FOR THE FUTURE. Churches are changing at an incredible speed. It is important to stop and ask if what the agency has been doing will be adequate, and will it be the right way to do things into the future, considering the shifts.
♦ LAY THE GROUNDWORK FOR DEVELOPING OR UPDATING A PROACTIVE CHURCH PARTNERSHIP PLAN. An audit provides a great amount of information for evaluating how an agency wants to go about shaping or reshaping its internal approach to cooperation with local churches.
How an audit works
1/ In most cases, audit interviews take place on one day. Each department is scheduled for approximately 1- 1 ½ hours of interview time.
2/ The audit process is introduced to the entire staff at the beginning of the day to clarify goals and reduce apprehension.
3/ At least two (but not more than four) agency personnel sit in on all sessions.
4/ Someone takes copious notes.
5/ After the day of interview is completed, the Catalyst staff member returns for a half day to present a short written analysis and lead a time of debriefing.
What steps follow an audit?
♦ Agency leaders evaluate how well the organization’s church interface matches their purpose, mission, goals, and values. They determine steps to take to address discrepancies.
♦ Leaders determine if a church partnership strategy needs to be developed or refined in light of the audit implications.
♦ Systems are reviewed to see what steps should be taken to better serve churches through internal structures and personnel.
♦ Catalyst is available to help with these tasks and to present an analysis of categories of North American churches and what they are looking for from agencies. Catalyst is also willing to help the agency think through an integrated church strategy, how to achieve ownership, and how to develop and communicate church-agency philosophy and strategy.
