by Jor-El Godsey

O - Ownership: For board members, ownership translates to stewardship, meaning board members are entrusted with managing God's resources – people, programs, and purse – to fulfill the organization's mission. This stewardship responsibility requires careful evaluation and use of all resources to ensure they are directed towards achieving the mission efficiently and effectively.¹

Someone once said, “Opinion is really the lowest form of human knowledge.”

Some otherwise earnest board members mistakenly believe they are called to serve on the board just to provide their opinions. This perspective leads to a somewhat detached role of being only an advisor to those leading the ministry toward fulfilling its mission.

Yet, being only an advisor misses the biblical call and the public expectations of all board members of non-profit organizations. Board members aren’t there merely to offer opinions. They are there to govern actively.

A part of governing is ownership of the call, the mission, the effort, and the outcome. The mantle of governance is much like the owner of a business. The owner shoulders the leadership of the company personally and intimately. This usually includes the Executive Director or CEO as an ex oficio board member.

“Responsibility equals accountability equals ownership. And a sense of ownership is the most powerful weapon a team or organization can have” - Pat Summitt, legendary basketball coach

No one board member is ever “the owner” of a non-profit organization. But the board as a whole, in effect, is the ownership.

The Three P's

The board, as owners, fulfill their call primarily through the three P’s of the organization:

• People – the staff, whether paid or volunteer
• Programs – the efforts chosen that fulfill the mission
• Purse – the finances that support and sustain the team and the efforts

“The greatest ownership of all is to glance around and understand.” - William Stafford, Poet Laureate of Oregon

Board members don’t just glance at the client stats and financials. Their attention is broader and more inquisitive in looking to understand the health of the three Ps and how well the missional call is being addressed.

Just like for-profit business owners always keep an eye on being profitable, non-profit owners stay focused on accomplishing the mission outcomes. For PHOs, the mission is not to operate a pregnancy center or maternity home. Those are but methods intended to achieve the mission of rescuing lives and lifetimes. PHO board members should be analyzing the impact on lives turned from hurtling towards abortion towards life.

How to "own" your role

Owners strategize and plan. That’s because they know the old axiom, “To fail to plan is to plan to fail.”

Planning must be intentional. And periodic. Every board, as a part of their fiduciary responsibility, approves an annual plan for spending. We call it a budget, but it’s still an annual plan of expectations relative to the “purse.” We should have similar plans for the other two P’s – people and programs.

Strategic planning is a must for boards to fulfill their ownership role. In this Post-Roe era, PHOs face highly dynamic situations. Our clients have always been subject to changes in culture and economics. The shifting culture and difficult economics we’re all facing are hitting our clients even harder. Such are also impacting our donors and vendors.

Even more challenging is the dynamic nature of Big Abortion. Not only are they actively shifting their distribution paradigm to capitalize on relaxed restraints on chemical abortion, they are aggressively using political power and legislative actions to increase their footprint and maximize profits.

Board members, as owners of this era of ministry governance, should be able to readily lean into a current strategic plan—one that was updated since the Dobbs ruling in June 2022. If not, a S.W.O.T. (Strengths, Weaknesses, Opportunities, and Threats) analysis should be on the agenda for the very next board meeting or the subject of a special strategic session.

The weight of governance is of intense importance during such dynamic times.

Now, more than ever, we should be like the Sons of Issachar “men who had an understanding of the times, to know what Israel ought to do.” (1 Chronicles 12:32, ESV)

Check your inbox next month as we dive into the next major responsibility, Values!

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1. Taken from Heartbeat's Governing Essentials Manual. This series is just one piece of the manual, which can be purchased at any time here.

by Beth Diemert, Director of Affiliate Services

“I didn’t sign up for this!”

That quote may be something that a strong leader in a pregnancy help organization may be tempted to shout—out loud! That’s because Part 2 of the third Realm of Leadership we are addressing is often the most challenging: navigating the complex world of legislators and policymaking.

Many of us entered this calling into pregnancy help with just that—a calling. We knew and were committed to serving women in need with the love and truth we innately possessed, from our own relationship with the One who called us. And many of the same would say that the political side of this issue was not a high motivator.  And yet, here we are.

Legislation in the post-Roe arena has become a very real factor in our ministry, as it has a direct impact on the work we’re doing in our center, clinic, or maternity home. While it can be tempting to avoid this arena altogether, pregnancy help must be represented through engagement with legislators and policymakers. 

Why? Because it is necessary to ensure unborn children are given a chance at life and that women facing unintended pregnancies get the support and resources they need. And that is what we signed up for.

The reality is that our mission, which was once able to serve women in a somewhat quiet and private way very effectively, has now been cast warp speed into an increasingly public, hostile, environment set on eliminating it all together. And that means once again, our methods have to change. The mission remains the same, and the calling remains the same, but fully serving her to the best of our ability must include advocating for her rights and defending the integrity of our good work in a very public space.

How do we do that?

1. First, it means staying informed about the latest laws and regulations that affect your ministry. Finding a trusted advisor within your state that can be your information source is vital. Often this can be a relationship with your like-minded public policy folks who are knee-deep in this arena daily. It also means speaking out and informing others on relevant issues. Become that voice in your community representing life and advocating for your clients in as many venues and events as possible. Build relationships with elected officials. Open the doors wide, invite them in, show them the good work you do, and help them understand what an asset you are in the community. And learn how to make your voice heard at public hearings and meetings. Media training is a must-do!

2. Second, build your brand. Your community needs to know and love you when the hits come! Build your brand around your amazing resources and support. Create community engagement strategies and build strong community relationships. Don’t allow your organization to be the best-kept secret! The goal is to become a household name.

3. Lastly, learning how State Coalitions serve the pregnancy help community well in providing leaders a safe space to confide, collaborate, and create. There is no better time than now to unite and stand strong. There is strength in numbers! In post-Roe America, the pregnancy help community is more robust than ever, and the coalition model is alive and well. Heartbeat currently lists 40 coalitions and contacts on our website, most of them organized at the state level.

Starting a Coalition

Strengthening State Coalitions in this season can happen with simple steps; the most obvious is to start a coalition in states where they don’t currently exist! The great news is that there are plenty of models out there to adopt or adapt, and plenty of great leaders who would be willing to help a new state get started. It can also happen by increasing services that the coalition provides such as increased networking on current issues the state is facing post-Roe, and perhaps starting working groups that can address more specific state issues.

Coalition Classifications

The most strategic opportunity for a coalition in the uncharted waters most states are wading in today, may be the consideration of reorganization. Some coalitions currently may not be a legal entity, they operate loosely with no formal structure. Others may be organized as a 501(c)(3). But with the overturn of Roe that threw legislation back to the states, it might be time to consider a coalition by gaining 501(c)(4) or 501(c)(6) status. Both classifications offer more opportunities to lobby and influence legislation within the state. It gives the state’s pregnancy help community a legitimate and stronger voice and lifts some restrictions in place with a 501(c)(3).

Requirements

There are organizational requirements that would need to be heeded in terms of membership and governance, but these are very doable and could prove well worth it. Investigating these models with an attorney and/or CPA is highly recommended. Your first step should be re-visiting your coalition’s mission and solidifying your purpose and calling as a group. Then, determine what classification will best help you reach those goals and objectives.

If you haven’t already, connect with your state coalition and join their efforts in legislative engagement and advocating for life, or create them. We are better together!

As we reminded you earlier in this series, "leading a pregnancy help ministry is not for the faint of heart. It requires skill, dedication, and a deep commitment to the Gospel of Life. By navigating the three realms of leadership, with vision, courage, and grace, you can ensure unborn children are given a chance at life and that women facing unintended pregnancies get the support and resources they need. Keep pressing forward, knowing that your work is noble and necessary..." The Lord is with you, and remember, the legislative community is one more constituency to speak life to!

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To read more in this series, visit the Three Realms of Leadership That Shouldn't Be Ignored.

by Jor-El Godsey, President of Heartbeat International

About a month into my new role as the Executive Director in my new state of Colorado, I traveled to a retreat center, Young Life Camp, nestled in the foothills at 14,204 ft., Mt. Princeton. I was there for the weekend to participate in my first-ever Rocky Mountain Counselors Conference.

Fish Out of Water

The session opened and soon we were in a time of praise and worship. I scanned the crowd, more than 180 strong, only to realize that I was the only man in the room (no disrespect, but I’m not including the worship pastor and the drummer on the dais). The phrase “fish out of water” might’ve come to mind. The year was 1999. (Okay, stop snickering, I know that was the last century, er, even the last millennium.)

The Imbalance in Pregnancy Help

Fortunately, the ratio has improved since then. I mean, how could it not improve on 0.005%?! Every year, the number of men, as a percentage of the women, at our annual Heartbeat International Pregnancy Help Conference has grown to roughly 15%. (And, no, that count still doesn’t include the worship leader, drummer, or any of the guys with the worship band.)

Yet, the number of men in leadership in pregnancy help is still a relatively small percentage. Because abortion is a woman’s issue, right? At least that’s what is conveyed by our culture when the acceptable answer the man may give in response to her pregnancy is, “I’ll support whatever you want to do.” Or, worse, when rabid pro-abortion feminists shout, “No uterus, no opinion!”

However, abortion has never been that simple. Especially when you realize abortion was made legal in the U.S. by a dozen or so male governors (1967-1971), then by seven male Supreme Court justices with the Roe v. Wade ruling. Men and women are among every part of this issue.

From the Beginning

Even from the earliest days of the pregnancy help movement, men have been deeply involved. Indeed, one of Heartbeat’s founders was Dr. John Hillabrand, an obstetrician and gynecologist in a solo practice in Toledo, Ohio for whom “healing was both a physical and a spiritual calling.” (Hartshorn & Godsey, n.d., p. 43). There were many male physicians – in the 1960s, greater than 90% of OBs were male – along with the many female nurses who were encountering and ministering life, to the women and couples who were presented with an unintended and seemingly ill-timed pregnancy.  

Since those days, men have even been key leaders in local pregnancy help organizations. Some for two or more decades: Dave (Arizona), Bob (Alabama), Larry (Oregon), Jim (Michigan), Sol (Florida), Patrick (Georgia), Raul (Colorado), and many more. Some of these men are still active in our movement today, along with more recent leaders like Andrew (Tennessee), Aaron (Texas), Josh (California), Mike (New Hampshire), Rich (Colorado), and Toby (Virginia).

Two Things For Men to Be Well-Equipped to Take the Reins

There are two things that should be in place for a man to be well-equipped to take the reins of a pregnancy help organization.

#1: He has a healthy understanding of men’s roles in abortion and the issue of abortion. Too often women are at-risk for abortion because of the men involved in the pregnancy. These men may have abandoned her to decide on her own, lending her no support. Or they may be actively pressuring her to abort for their own, selfish reasons. The prevalence of men like these could easily lead to making men “the problem.” Yet, a realistic glimpse into these circumstances shows that such actions arise more from selfishness and are not exclusive to any biological sex. Men can and should be part of the answer in a life decision.

#2: It takes a good cast of supporting women for a man to lead within a pregnancy help organization. The heart of pregnancy help is loving and supporting a woman in her pregnancy. Women are especially gifted in this area. Having women in key client leadership, among the many other possibilities, is a must to maximize what men can bring to a leadership role.

When inviting men into leadership, some policy and budget considerations are involved. (No, I’m not talking about the toilet seat position in the staff bathroom.) Some considerations include:

• When men and women serve together, it’s important to have protective guidelines about counseling and ministry interactions in place.
• Travel expenses might increase a bit when room-sharing is not appropriate.
  • Although, having a man with "handyman abilities" around regularly may help offset those costs. (Unless it becomes necessary to hire a licensed professional.)

At Heartbeat, we firmly believe we are “better together.” This includes having men, along with women, in leadership roles across the movement. The winning formula for achieving a true culture of life is when both women and men are actively speaking about life as well as serving and championing the Gift of Life.

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Source

Hartshorn, Dr. P., & Godsey, J.-E. (n.d.). The Power of Pregnancy Help (p. 43). Heartbeat International, Inc. https://www.heartbeatservices.org/resources/resources-by-topic/networking/the-power-of-pregnancy-help

Many a well-thought-out strategy under-delivers its potential because there is no continuing framework for implementing it…no workable plan. How do we go from the choices of the ends and means of strategy to the steps and tasks of execution?

If we’re like many, we fail to see planning as distinct work in its own right. Rather, we think planning is something to rush through so we can get on with the work. Not so. Planning is a creative act, using the imagination God gave us to see something in our mind’s eye that does not currently exist and determine how to bring it to life. It’s parallel to God’s process of creation, except He can speak things into existence and we have to work things into existence.

How do we begin? Here’s an illuminating comment from a perhaps unexpected source. “The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and starting on the first one.” Mark Twain

As an aside, in most cases working as a group will yield better plans than working on our own. Why is this? First, each member of the group brings a different array of knowledge and experience to the process. Second, members of the group build off the ideas of others in ways that can’t happen working alone. Third, the time when others are speaking in the conversation creates mental space for new connections that often does not occur when we’re on our own.

Back to the business at hand. At this link, Workplan, available for you to print, is a simple worksheet for breaking your complex tasks into manageable ones and beginning to get them done. Let me explain the columns:

• Projects/tasks. This column is for breaking what has to be done into projects and tasks. The definitions are simple: a project is something that has more than one task. A task is something someone can commit to accomplishing within a certain period of time. For example, in the worksheet, I’ve shown “launch new website” as a project and typical steps as tasks.
  
  
• Responsible. In all my work with groups, I’ve never had one that did not answer this question correctly in unison: If everyone is responsible, who’s responsible? Right, if everyone is responsible, no one's responsible. So this column is for assigning a single person responsibility for the project or subordinate tasks. To be clear, the person responsible may or may not be doing all the work, but regardless they are responsible for ensuring the work gets done.
  
  
• Resources. In this column, we think through in advance all that will be needed to complete the work. (In a similar vein, see Luke 14:28.) For the most part, resources fall into three categories:
  • People. Who will help? Who from within your organization will contribute? What outside contacts can you tap? What areas of expertise or experience will you need, whether within or outside of your current circles to complete the work involved?
  • Money. Many things dictated by our strategy choices—especially significant, high-leverage ones—require funding. Sometimes those funds are in the budget; sometimes it is a separate task to raise funds for the project. It’s important to be specific about the amount of money needed. It’s not enough in this column to say “funding” or “money.” Taking the website project as an example, if no one on the team has an estimate of what it costs to develop a website, getting an estimate becomes a task.
  • Things. Even in today’s increasingly digital world, there are still things that are needed…a desk, a chair, a computer, a server, a screwdriver, a wrench. These may be things we have in hand that can be allocated to the project; they may also be things we have to freshly acquire.
    
    
• Timing. If we want to finish something eventually, we have to start it at a point in time. Every task, regardless of how small, has a duration, the amount of time it will take to complete. My wife will tell you after decades of experience, if I estimate a task will take a half hour, it will take at least an hour, if not an hour and a half, or even the whole morning. We need to be clear-eyed about establishing reasonable time parameters, reflecting not only the task itself but also taking into account other duties, obligations or commitments of those involved.
  
  
• Sequence. Taking the first column next, the Sequence column acknowledges that we won’t necessarily think of projects or tasks in the order they will eventually be done. Attempting to think of the work in sequence may, in fact, slow down the creative process. The Sequence column gives us permission and a process for sorting out the order of the operations once they’ve all been identified.
  
  
• Status. The Status column is the power column of the plan. When the team meets, after exchanging pleasantries and prayer, those responsible report the status of their tasks or projects in one of three categories: completed, on track, or off track. That gives us the opportunity to applaud workers and work completed; encourage those involved with tasks that are on track, but not yet done; and have a discussion about items that are off track. The intent of off track discussions is not guilt, blame and shame, but rather to apply the best thinking of the group to getting the matter back on track or, in some cases, concluding the task shouldn’t be done at all and should be taken off the plan. In essence, then, your workplan becomes the primary agenda item for your current meeting and the vehicle for planning what’s to be done between meetings.

Bringing the series to a close, in February, we discussed direction decisions—things like mission and vision. In March we talked about bridging from those high-level concepts by developing a strategy—choices of ends and means to fulfill your organization’s purpose. Finally, this month we’ve offered a simple framework for reliably translating strategy into robust plans for getting things done.

Assignment: Sometime soon, compare your processes to those discussed in the past three months. What elements of them could you adopt to make your processes more robust and your outcomes more reliable?

Zeke Swift is a Heartbeat International Board member and has facilitated strategy development with more than 40 for-profit and not-for-profit enterprises and groups over the past 20 years. He can be reached at This email address is being protected from spambots. You need JavaScript enabled to view it..

by Chet Scott, Built to Lead

Do not forget these guiding truths for leaders who are leading anything in a time of crisis.

Great leadership understands the complexities of their system and has crystal clarity of their overarching vision, their aim. Great leadership knows why it matters and lives their purpose with passion, patience, and relentless pursuit of excellence. Great leadership has five to ten unifying strategies that make the complex understandable and actionable. Great leadership focuses themselves and their teams on clear, concise, direct PA (productive action).

During crisis, leader, remember to understand all the complexities in and around your system. Be a master at making the complex on top, simple on bottom. Master clear, concise, direct communications. Humans hear horribly in crisis so keep it simple when talking with them. “Stop this. Focus here. Never stop attacking.” Anybody can make the complex complicated. Your job is to take the complex and make it simple for your team to act. Ambiguity is the enemy. Clarity is key. Make sense?

Live hard. Love harder…

Chet Scott is part of the Built to Lead Team. Built to Lead works with the Leadership Track at Pregnancy Help Institute each summer. This article originally appeared here at the Built to Lead blog. 

by Jor-El Godsey, LAS, President
Heartbeat International

“Stay on target!” is a familiar line from the first Star Wars movie. The small band of intrepid rebels were being exhorted to keep focused on defeating the planet-killing Death Star. All while being attacked by Darth Vader and his Imperial cohorts.

During “normal” times the mission of pregnancy help is facing a Goliath-like giant in Big Abortion and its flagship, Planned Parenthood. Of course, these days impacted by COVID-19 (or at least the anxiety surrounding it) are far from normal. There is a very present need to reach and rescue as many lives as possible.

by Kirk Walden, Advancment Specialist

Boards of Excellence

As board members, a primary responsibility is to monitor the budget and make sure the organization is wisely stewarding the funds entrusted to its care. At the end of the year, a reasonable goal is to finish with more funds in the bank than when we started, right?

Yet if a board isn't looking at what happens "after the budget," it is missing the bigger picture.

Beyond the budget, we must consider the amount of funds we are setting aside for next year, the next and the next. Ultimately, we must lay in place a financial foundation for future boards, staff members and most important, those who come in our doors as clients.

For forward-thinking organizations, an Endowment provides this foundation. Webster defines "endowment" as "a large amount of money that has been given to a school, hospital, etc., and that is used to pay for its creation and continuing support," but we can go further. For our non-profit organizations, an endowment is a fund we can draw upon (whether we use only the interest accrued or choose to withdraw a certain amount each year) to fund different aspects—or a large portion—of our ministries.

Every non-profit organization needs to at least carefully consider an endowment. Used wisely an endowment can be a perfect blend of faith and stewardship, two attributes that should complement each other.

Whether a ministry is launching an endowment or looking for ways to grow this fund, one starting point is the ministry budget. Placing a line item in the budget for the endowment reminds us each month that a portion of today's funds should go toward a better tomorrow.

Whether we start with $50 per month or $5,000, we are on our way to a brighter, more successful future for our ministry.

 Click here for more of this month's Advancement Trends in the Life Community.

by Kirk Walden, Advancement Specialist

Boards of Excellence

For pregnancy help ministry boards, it is easy to get consumed by major obstacles. When we face big challenges however, there is good news: Help is not far away.

Many sister organizations have likely walked in our particular shoes, and once faced the same challenges we are facing.

Tweet this! Often, major hurdles are overcome by capturing the counsel of those who have walked our road before.

Often, major hurdles are overcome by capturing the counsel of those who have walked our road before.

How do we find that help? Here are a few ideas:

Make Connections
As a board, make it a priority to send representatives to conferences and make professional connections with other board members (Note: the 2015 Heartbeat International Conference is April 7-10 in St. Louis, MO). Getting to know other board members in other areas, or across a state, brings more wisdom to the table.

One to Follow, One to Lead
Make it a point to create a close connection with another ministry geographically close by that you believe is on the same journey as yours, but has walked more steps on the path. Perhaps this organization is older; or has a larger client base and/or budget than your own. As questions come up, this ministry may be able to help with answers.

At the same time, offer assistance to a nearby ministry wanting to get to where you are. Be a sounding board.

As board chairmen reach out to each other in these ways, we all grow.

Check in with Your Affiliate Network
Whether statewide or nationally, your affiliate network may have answers for you. Utilize its expertise and its connections to dozens, hundreds or thousands of ministries when you're "stuck." For instance, Heartbeat International fields questions daily from its more than 1900 affiliates around the world.

Stuck? Whether the issue be fundraising, staffing or a new initiative that doesn't seem to be getting off the ground, help is on the way. All a board needs to do is access the assistance and counsel already in place.

Click here for more of this month's Advancement Trends in the Life Community.

By Kirk Walden, Advancement Specialist

The Year-End Appeal Letter can be one of the most effective fundraising initiatives we have in our development plan.

A successful Year-End Appeal can bring us through a difficult year, launch the coming year on a positive note and perhaps most important, draw new supporters into the ministry.

And the Board of Directors can have a tremendous influence on the success of this endeavor. Here are some ways the board can assist:

Signatures matter
Each board member should have a copy of the ministry’s mailing list. From there a board member can highlight names of those with whom he or she has a personal relationship. The board member’s name can be added to the CEO as a signatory on the letter, making the letter more personal. The more personal the letter, the higher the probability of a positive response.

Bring new names to the table
Each board member can bring a list of 10, 20 or more names of friends who need to be added to the mailing list. As in the suggestion above, the board member should be a signatory on letters to these friends. In addition, the letter can include a brief statement from the board member such as, “As a board member, I wanted friends like you to receive this special correspondence. Your gift would mean so much to those who come in our door, and to me personally. Thank you for reading!”

Let’s remember to . . . Respond
Board members are leaders and as such, special appeals—like that of the Year-End Letter—call for action by those who lead. By sending in a generous gift we provide encouragement to staff, and we have the joy of knowing that we are fully involved in our ministry just as we are asking others at this special time of year.

Takeaway Thought:
In a ministry’s development plan, often it is the “little” items that get overlooked; yet those seemingly small things can make quite a difference over the long term. Board member participation in the Year-End Appeal is oft overlooked; participate in the three items above and your ministry will be well ahead of the curve.

Click here for more of this month's Advancement TLC!

Boards of Excellence: Want to raise more funds? 2 Decisions

by Kirk Walden, Advancement Specialist

The Board of Directors plays a key role in fundraising; many of its decisions have a direct impact on the overall development plan—and on the amount of funds raised.

Here are two decisions a board must consider if it wants to build a strong financial foundation for the ministry.

Director of Development (or Advancement)

Many boards are reticent to hire this person, wondering whether this position is needed or a good investment. If we are looking long-term, this person is a great investment.

A quick note: This person is not simply an events planner. If we utilize our Director of Advancement as only a banquet planner or to work on other events, we are missing the big picture. This person builds relationships with our donors; getting out of the office to spend time with them, get to know them and create long-term connections with the organization. A good Director of Advancement understands that our donors are actually volunteers who give their time at work (and the funds they earn) to our organization to save lives.

Looking to outside experts

The ability to raise funds is not innate. It is part craft, part science. Unless a board is blessed to be full of those who are professionals in this area, batting fundraising ideas around at a board meeting takes a lot of time and rarely yields fruit.

Investing in those who can come in to the organization, assess its needs and assist in crafting a plan for development is a wise decision. My heart breaks for those organizations that try idea after idea, thinking fundraising is about finding the next gimmick or hot idea.

Fundraising is a ministry that connects God's people to God's work. There are gifted Christians who understand this principle and make it their life's work to assist ministries in fulfilling their missions by teaching ways to create these connections. A wise board seeks out the help of these leaders in stewardship practices, who can transform events, design capital campaigns, and show ministries how to implement effective, long-term development plans that are God-honoring, faith-building and effective in laying a strong financial foundation for the ministry.

Two decisions

A board that is committed to making these two decisions will, over time, oversee an organization that is always on an upward trajectory.

Click here for more of this month's TLC.