tag:blogger.com,1999:blog-881065714328150462024-03-08T03:17:43.433-08:00Loving Truth and PeaceYour task is to be true, not popular.Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.comBlogger7125tag:blogger.com,1999:blog-88106571432815046.post-83843797818499393802018-08-01T12:00:00.002-07:002023-05-26T05:34:25.788-07:00Professional Review 1--Purpose<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: center;">
<span style="font-family: inherit; font-size: medium;"><b>June 2023<br />Originally Posted August 2018<br /> <span style="color: blue; font-size: large;"><br />Purpose</span></b></span><br />
<div class="MsoNormal">
<b style="font-style: italic;"><span style="font-family: inherit;">"Review
and learn from what happened,</span></b><br />
<span style="font-family: inherit;"><b style="font-style: italic;">support
good practice, and restore relationships." </b>(p. 113)</span></div>
</div>
<div style="text-align: center;">
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<blockquote class="tr_bq" style="line-height: normal; margin-bottom: 0in;">
<i>“These are
the things you are to do: Speak the truth to each other, and render true
and sound judgment in your courts; do not plot evil against each other,
and do not love to swear falsely. I hate all this,” declares
the Lord…Therefore love truth and peace.”</i> Zechariah 8</blockquote>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<o:p></o:p></div>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">The
purpose of this blog is to share the initial investigation done in 2008 by Rand
Guebert. So far it has been shared privately with government investigative agencies in different countries and several colleagues and consultants.<o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<blockquote class="tr_bq">
<i>"This review [investigates] several overlapping matters that have affected the mission, member care, and church community...[and] aspires to promote transparency, accountability, good practice, and healthy relationships." </i>(<a href="https://lovingtruthpeace.blogspot.com/p/proposal-professional-review.html"><span style="color: blue;">Proposal</span></a>, p. 112) </blockquote>
<blockquote class="tr_bq">
<span style="font-family: inherit;"><i>"This
professional review has been organized to draw together the various events that
have led to the dismissal of Drs. Kelly and Michele O’Donnell from YWAM [and
other organizations/networks] and to the potential loss of millions of dollars
by investors in Nordic Capital Investments (NCI) and Stichting Dutch
Investments (SDI). Many of these events are related and overlap, and this
review attempts to place them in context." </i>p.1</span></blockquote>
</div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<span style="font-family: inherit;">We are
sharing this review now with the support of many colleagues in hopes that the international Church-Mission
Community (CMC) and general public will get a better understanding of the
widespread and ongoing reality of corruption--outside as well as inside the CMC. Corruption is far more than financial crime, since it also includes many other abuses of power and exploitation, such as sexual misconduct, cover-ups, silencing others, and leadership/group rationalizations. We hope that this review will encourage the CMC and general public to hold their leaders accountable--and themselves--for the good governance,
responsible management, and personal integrity needed to prevent corruption and bring corruption into the light. </span><br />
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">More specifically, we also hope there will be a
far more accurate understanding of the NCI et al. fraud, including what has
contributed to obscure it and cover it up, and the heavy price paid by many
people confronting it, especially within the CMC (e.g., discrediting,
dismissals, physical danger). There is much to learn from this protracted case of corruption and the largely unanswered calls for assistance via verifiable disclosures and independent reviews. In spite of the long-term and ongoing damage, the
time is still opportune for people to reverse course and act with integrity. As
stated in the concluding paragraph of the <a href="http://lovingtruthpeace.blogspot.com/2018/08/professional-review-3.html"><span style="color: blue;">Integrated Executive Summary</span></a>:</span></div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<blockquote class="tr_bq">
<span style="font-family: inherit;"><i><span style="background: white; color: #222222;">"</span></i><i><span style="background: white;">YWAM and other groups are
only being challenged now because of the integrity and perseverance of the
O’Donnells and those who have stood by them in these last difficult
years. The need for accountability and restitution in varying degrees
clearly lies with YWAM, Le Rucher, WEA-MC, MC-E and involved churches [Youth
With A Mission, Le Rucher Ministries, World Evangelical Alliance-Mission
Commission, Crossroads Church etc.]. In authoritarian settings nearly
everyone is too vulnerable to stand up to the power of the leaders—staff have
limited rights and limited resources on which to rely. The time has come
for the truth to be known and justice to prevail, without which there can be no
proper basis for organizational health and reconciliation. For everyone
involved it is not too late to act with integrity and seek redress, both
publicly and privately."</span></i></span></blockquote>
</div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<span style="font-family: inherit;">Keep in
mind that Mr. Guebert conducted his 2008 initial investigation without the
benefit of the 3000+ pages of documents released in 2010 by the Swedish
government--focusing on the NCI fraud case. The Swedish documents fill in many
of the details about how NCI operated and who was affected; provide a context
for why fear, cover ups and dismissals could be so widespread in the CMC; and
by and large confirm the concerns and conclusions in the initial investigation.
Additional organizations have also been approached for assistance, for
example to investigate how they (and their members or member organizations) have been affected, share
information, and hold people accountable in light of good practice standards,
but to little avail.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<span style="background: white; border: 1pt none; padding: 0in;"><span style="background-color: transparent; font-family: inherit;"><br />Mr. Guebert continues to welcome contributions to make
the review as accurate as possible, especially from people who have not yet
given their input and perspectives. Please feel free to share any additional
information and documents via the comments and/or by email
(lovingtruthpeace@gmail.org). You are also welcome to include your name below in support of the purpose of the weblog and the Professional Review: "To review and learn from what has happened, support good practice, and restore relationships."</span></span><br />
<div class="yj6qo" style="background-color: white; font-family: arial, sans-serif; font-size: 12.8px; text-align: start;">
</div>
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">For an updated summary regarding NCI and related
events (e.g., court cases, requests for assistance, lack of disclosures), we
encourage you to read the "Summary and Summons" on the <a href="http://petranetwork.blogspot.com/"><span style="color: blue;">PETRA People weblog</span></a><span style="color: orange;">. </span></span></div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<blockquote class="tr_bq">
<span style="font-family: inherit;"><i><span style="background: white; border: 1pt none; color: #2b2b2b; padding: 0in;">“There is a story here that EVERYONE should know. Everyone
should have the opportunity to evaluate whether the ends justify the means."</span></i><span style="background: white; color: #2b2b2b;"> Rand Guebert (16 December 2016, comment on the </span><span style="background: white;"><a href="https://www.ipetitions.com/petition/shine-the-light-together"><span style="color: blue;">Shine the
Light-Together</span></a></span><span style="background: white; color: #2b2b2b;"> website), </span></span></blockquote>
</div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<span style="background-color: white; color: #2b2b2b; font-family: inherit;">Sincerely,</span></div>
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<span style="background-color: white; font-family: inherit;">Michèle and Kelly O’Donnell</span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in; text-align: justify;">
<span style="background: white; color: #2b2b2b; font-family: inherit;">Moderators</span><br />
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<b>---------------<br /><br />We support the purpose of this weblog and
Professional Review:</b><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<i>"Review
and learn from what happened, support good practice, <br />and restore
relationships."<o:p></o:p></i></div>
<span style="font-family: inherit;">Ron Williams<br />Dr. Bill Clark<br />Dr. Ralph Winestock</span><br />
<span style="font-family: inherit;">Tina Quick</span><br />
<span style="font-family: inherit;">Dr. Jonathan Quick<br />Tricia Johnson<br />Dr. Todd Johnson<br />Valerie Bertozzi<br />Patricia Shepherd<br />Dr. William Watson<br />Hollis Lewis, JD<br /><br /><b>Note:</b><br /><span style="font-family: inherit;">We (Kelly and Michele O'Donnell) have authorized, as required in the Professional Review, to share this information on this weblog, initially with a limited group of people. I</span><span style="font-family: inherit;"><span style="background-color: white; text-align: start;">n posting the Professional Review, we are not implying any criminality in the NCI case beyond those implicated in the verdicts of the Swedish court (2010) and any courts in the future. We do however continue to align</span><span style="background-color: white; text-align: start;"> </span><span style="background-color: white; text-align: start;">with the many colleagues, victims, and general public who over the past 11 years have</span><span style="background-color: white; text-align: start;"> </span><span style="background-color: white; text-align: start;"> </span><span style="background-color: white; text-align: start;">strongly urged all those affected by the NCI fraud to share information to help fill in the missing pieces as well as for organizations affected by the fraud and their specific leaders and Boards to share information and authorize independent reviews. We also join with others in supporting Mr. Guebert’s conclusions that the discrediting and dismissals which we received must be understood in light of the NCI fraud and our commitment to consistently act with integrity.</span></span></span></div>
</div>
</div>
Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0tag:blogger.com,1999:blog-88106571432815046.post-28648417679772572482018-08-01T11:00:00.000-07:002018-08-19T19:20:26.493-07:00Professional Review 2--Introduction<div style="text-align: center;">
<span style="font-size: large;"><span style="font-weight: bold;"><span style="color: blue;">Introduction and Table of Contents</span></span></span><b><br /><br />PROFESSIONAL REVIEW</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>GENERAL INTRODUCTION AND DISCLAIMER<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>Rand Guebert<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>26 September 2008<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
This professional review has been
organized to draw together the various events that have led to the dismissal of
Drs. Kelly and Michele O’Donnell from YWAM and to the potential loss of
millions of dollars by investors in Nordic Capital Investments (NCI) and
Stichting Dutch Investments (SDI). Many
of these events are related and overlap, and this review attempts to place them
in context.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The review has been performed on
a pro bono basis by Mr. Rand Guebert, a professional business consultant. Please
see the review proposal from May 2008 in the appendix for further details. As a primary objective of the review is to
provide a detailed record of events, Mr. Guebert welcomes contributions in
adding to the record and correcting any misunderstandings. The documentation
available is now running to over three thousand pages.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The review covers four
topics: NCI, YWAM, Member Care, and Le
Rucher. For each topic there is a
detailed <b>timeline</b>, which reflects
all relevant events for which Mr. Guebert has documentation. Each timeline was used to write a factual <b>narrative</b> for that topic, which is
interspersed with Mr. Guebert’s <b>analysis
</b>of events in italics.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Each narrative was then used as
the basis for an <b>executive summary</b>
of that topic, which contains Mr. Guebert’s conclusions and recommendations
concerning that topic. The four topical
executive summaries were then used to write an <b>integrated executive summary</b>, which expresses conclusions and
recommendations covering all four topics as a whole. Also, a summary integrated timeline and list
of names are included in order to help orient the reader to various events,
people and organizations mentioned in the review. </div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The review took Mr. Guebert
approximately 500 hours to compile. Mr.
Guebert is available to discuss, and if appropriate, to update any aspect of
the review. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="FR">Mr. Rand Guebert<o:p></o:p></span></b></div>
<div class="MsoNormal">
<b><st1:place w:st="on"><st1:city w:st="on">Gex</st1:city>,
<st1:country-region w:st="on">France</st1:country-region></st1:place></b></div>
<div class="MsoNormal">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="font-size: 11.0pt; mso-bidi-font-size: 12.0pt;">---------------------------------------------- </span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="font-size: 11.0pt; mso-bidi-font-size: 12.0pt;"> </span><b>PROFESSIONAL REVIEW</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>TABLE OF CONTENTS<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b> </b></div>
<div class="MsoNormal">
<b><i><span style="font-size: 14pt;"><u>Section
One—Overview</u> </span></i></b><b style="text-align: center;"><u>Pages</u></b></div>
<div class="MsoNormal">
<b>1. General
Introduction and Disclaimer 1<o:p></o:p></b></div>
<div class="MsoNormal">
<b>2. Table of Contents 2</b></div>
<div class="MsoNormal">
<b>3. Integrated
Executive Summary 3-5 </b><br />
<b>4. Time Line 6</b></div>
<div class="MsoNormal">
<b>5. List of Names 7-8</b></div>
<div class="MsoNormal">
<b> </b><b> </b></div>
<div class="MsoNormal">
<b><i><u><span style="font-size: 14.0pt; mso-bidi-font-size: 12.0pt;">Section
Two—Executive Summaries<o:p></o:p></span></u></i></b></div>
<div class="MsoNormal">
<b>1. NCI 9-12<i><u><o:p></o:p></u></i></b></div>
<div class="MsoNormal">
<b>2. YWAM 13-17</b></div>
<div class="MsoNormal">
<b>3. Member Care 18-23</b></div>
<div class="MsoNormal">
<b>4. Le Rucher 24-26</b></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b> </b><b><i><u><span style="font-size: 14.0pt; mso-bidi-font-size: 12.0pt;">Section
Three—Narrative and Analysis</span></u></i> </b></div>
<div class="MsoNormal">
<b>1. NCI 27-46<i><u><o:p></o:p></u></i></b></div>
<div class="MsoNormal">
<b>2. YWAM 47-71</b></div>
<div class="MsoNormal">
<b>3. Member Care 72-92</b></div>
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<b>4. Le Rucher 93-111</b></div>
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<br /></div>
<div class="MsoNormal">
<b> </b><b><i><u><span style="font-size: 14.0pt; mso-bidi-font-size: 12.0pt;">Appendix</span></u></i></b></div>
<div class="MsoNormal">
<b>1. Professional Review
Proposal, May 2008 112-113</b></div>
Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0tag:blogger.com,1999:blog-88106571432815046.post-16184092305621472042018-08-01T10:00:00.000-07:002018-09-08T19:49:20.418-07:00Professional Review 3--Integrated Summary<div style="text-align: center;">
<span style="color: blue; font-size: large;"><b>Inegrated Summary</b></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><br /></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>PROFESSIONAL REVIEW<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>INTEGRATED EXECUTIVE SUMMARY<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>Rand Guebert</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b>*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>What are the general observations, conclusions and recommendations that
can be drawn from the four accompanying executive summaries?<o:p></o:p></b></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The sad and serious events
described in this professional review have their genesis in poor or inadequate
corporate governance, which has led to:</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->Authoritarian and dysfunctional management
practices</div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->Disregard for truth and justice</div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->Ineffective employee/staff safeguards</div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->Destructive conflicts of interest</div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->Covert financial management practices</div>
<div class="MsoNormal" style="margin-left: 17.85pt; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: .15pt;">
<!--[if !supportLists]--><span style="font-family: "symbol"; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]-->And in the end even suspected criminality</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
YWAM has experienced all of these
consequences, while other organizations such as the WEA-MC, EEMA, Le Rucher and
various churches have been affected to varying degrees. These organizations should not let their good
works, built over many years, be undermined by the unethical actions of
leaders. When an organization is
confronted with unethical behavior, does it have the capacity to care for itself,
or do staff abdicate corporate responsibility to a few unaccountable
leaders? One question arises over and
over in this review--where is the ethical and accountable corporate governance?</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>1. Effective corporate governance does not tolerate authoritarian and
dysfunctional management practices.</b>
The dysfunctional management at Le Rucher was allowed to continue first
by YWAM leaders and then by the Le Rucher Board. This facilitated the supposedly unethical
acquisition of Le Rucher from YWAM, mistreatment of staff and sale of
fraudulent investments. The good work of
Le Rucher is besmirched by the lack of integrity of Christian leaders. Churches and other organizations that have
known about staff mistreatment and fraud have tacitly supported them by their
silence or disinterest. It seems that
YWAM leaders emphasized “reconciliation” over the needs of truth and justice. Authoritarian leadership may reduce red tape
and foster initiative, but it can also be utilized by unscrupulous leaders to
exploit others and ultimately bring shame on the Body of Christ.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>2. Effective corporate governance ensures that when challenges and
conflicts arise in an organization there must be truth and justice as well as
mercy and reconciliation.</b> Do leaders
value and practice justice and integrity? That must certainly be a measure of
the health of both the leader and the
organization. The failure to investigate the facts of an organizational dispute
is a recipe for misjudgment and an indication of dysfunction. Member Care-Europe did not investigate the
management issues at Le Rucher, even when they had become aware of serious
consequences for former staff as well as the MC-E group itself. The Board of Le Rucher did not
adequately investigate the management issues either. The elders of <st1:place w:st="on"><st1:placename w:st="on">Crossroads</st1:placename> <st1:placetype w:st="on">Church</st1:placetype></st1:place> attempted to investigate this
dispute but did not take appropriate action primarily because of a conflict of
interest. WEA-MC leaders needed to
better manage the relational impasses that occurred before, during and after
RSA 06. YWAM leaders did not investigate
the fraud-related issues brought to their attention by the O’Donnells and many
others—instead they asked them to reconcile with someone who was not only
abusive but who had sold them fraudulent investments. YWAM leaders emphasized “reconciliation” over
the needs of truth and justice. Seeking
justice often takes blood, sweat and tears—and it seems apparent that the
Christian community is not always willing to prioritize this—superficial
forgiving, forgetting and “moving on” is so much easier and less expensive. Where is the integrity of the different
Christian groups and organizations in all of these overlapping matters?<br />
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>3. Effective corporate governance will foster effective employee/staff
safeguards.</b> Both at Le Rucher and in
YWAM staff had limited safeguards such as those accorded to those in the same
position in secular organizations. Both
organizations had some policies and procedures, but these were ineffective—they
were no protection against abusive management.
When the O’Donnells, and later others, attempted to report fraud to
YWAM, they were stonewalled by executive leaders and later rebuffed by <st1:place w:st="on"><st1:placename w:st="on">YWAM-Garden</st1:placename> <st1:placetype w:st="on">Valley</st1:placetype></st1:place>.
When they and others attempted to appeal to executive leaders against
Kelly’s dismissal, a totally ad hoc and biased procedure was set up. Because YWAM staff work as volunteers
(similar to independent contractors) they are in a more vulnerable place than
those who are legally classified as employees.
YWAM leaders are able to assert authority over people with limited
responsibility or accountability for their actions. The same applied at Le Rucher. What happened to the O’Donnells and Le Rucher
staff is a good example of the maxim that processes and procedures are not a
substitute for good, ethical management.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>4. Effective corporate governance recognizes that certain conflicts of
interest can be very destructive and lead to the compromising of personal
integrity.</b> For example, it was not
appropriate for the president of the EEMA to be on the Coordinating Committee
of Member Care-Europe at the same time.
YWAM executive leaders should not have considered that Kelly’s line
leader was an appropriate person to receive reports of fraud. At <st1:place w:st="on"><st1:placename w:st="on">Crossroads</st1:placename>
<st1:placetype w:st="on">Church</st1:placetype></st1:place> the elders should
never have allowed one of its nine members to be responsible for reporting on
the management dispute at Le Rucher when this person was also a Board member of
Le Rucher and known to have a management bias.
WEA-MC leaders had commitments to different groups which at times resulted
in personal relationships being inappropritely impacted by political
expediency. It takes integrity to guard
against conflicts of interest or at least to publicly acknowledge them and
their possible consequences.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>5. Effective corporate governance recognizes that money is handled with
responsibility and accountability.</b>
Money that is acquired by deceptive actions brings shame on the Body of
Christ. Christians are encouraged to
teach the importance of wise and prudent financial management—God loves a
cheerful giver not a frightened or guilty or naïve supplicant. When money is managed wisely, there is far
less scope for the perpetration of frauds such as NCI/SDI, or for the receipt
of money from dubious sources, or the self-aggrandizement of Christian leaders. When fundraising prowess becomes a sign of a
leader’s spirituality the priorities of the Christian community are brought
into question—it is the task of the leaders to promote good stewardship of
Christian resources.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>6. Effective corporate governance promotes good practice and personal
integrity, without which there is often a steady descent into dysfunction with
possibly even serious legal consequences.</b>
This is evidenced in this case by the inappropriate dismissal of the
O’Donnells and the widespread and dramatic impact of the NCI/SDI fraud. The entire executive leadership of YWAM is
not only complicit in the inappropriate dismissal, but also has a serious
responsibility stemming from its awareness of the NCI fraud. How far down in the organization this
complicity and awareness are known and accepted is not clear. But it would appear that the YWAM leadership,
as hard as it may be for many to recognize, seems to have headed in directions
with serious legal consequences. Is this
possible? Can it be stopped? When?
By whom?</div>
<div align="center" class="MsoNormal" style="text-align: center;">
*****</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<b><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt;">YWAM
and other groups are only being challenged now because of the integrity and
perseverance of the O’Donnells and those who have stood by them in these last
difficult years. The need for
accountability and restitution in varying degrees clearly lies with YWAM, Le
Rucher, WEA-MC, MC-E and involved churches.
In authoritarian settings nearly everyone is too vulnerable to stand up
to the power of the leaders—staff have limited rights and limited resources on
which to rely. The time has come for the
truth to be known and justice to prevail, without which there can be no proper
basis for organizational health and reconciliation. For everyone involved it is not too late to
act with integrity and seek redress, both publicly and privately. </span></b></div>
Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com1tag:blogger.com,1999:blog-88106571432815046.post-71013941578930829122018-08-01T09:00:00.000-07:002018-08-20T16:37:40.440-07:00Professional Review 4--NCI Summary<div style="text-align: center;">
<b><span style="color: blue; font-size: large;">NCI Executive Summary</span></b></div>
<div style="text-align: justify;">
<b><span style="color: blue;"><br /></span></b></div>
<div style="text-align: justify;">
</div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">PROFSSIONAL REVIEW<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">NCI EXECUTIVE SUMMARY<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br />
[Click <a href="https://lovingtruthpeace.blogspot.com/p/hhh.html"><span style="color: blue;">HERE</span></a> to access the NCI Narrative and Analysis, pp. 27-46]<br />
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">Rand Guebert</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
[Note:<span style="mso-spacerun: yes;"> </span>Because the government investigation is
ongoing, this Summary is only current as of the above date and does not contain
certain information that is sensitive.]</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Beginning in 1998 Kelly and
Michele O’Donnell were offered the opportunity to participate in an investment
programme run by Nordic Capital Investments KB (NCI) based in Sweden.<span style="mso-spacerun: yes;"> </span>These investments were offered, promoted and
initially administered by a respected colleague/leader in YWAM named Erik
Spruyt, who is the founder and director of the Le Rucher ministry center near <st1:place w:st="on"><st1:city w:st="on">Geneva</st1:city>, <st1:country-region w:st="on">Switzerland</st1:country-region></st1:place>.<span style="mso-spacerun: yes;"> </span>During 1999-2003 the O’Donnells and various
family members made multiple investments in NCI.<span style="mso-spacerun: yes;"> </span>NCI was also managed and administered by a
former YWAM leader named Kristian Westergard.<span style="mso-spacerun: yes;">
</span>Also during this time another investment scheme, Stichting Dutch
Investments (SDI), was founded in The Netherlands with Spruyt as an officer,
which funnelled additional monies into NCI.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
According to the contracts that
were signed by the O’Donnells these investments would earn 15% per annum as
well as generate additional earnings for Christian ministries.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells received some
funds back in 2001 in order to help purchase a house and received smaller
payments on two other occasions.<span style="mso-spacerun: yes;"> </span>There
were no apparent problems until June 2006, when Westergard told the O’Donnells
that their request to end their contract was not valid.<span style="mso-spacerun: yes;"> </span>By the summer of 2007 it was evident that the
money was no longer available and that the investments were part of a Ponzi
scheme.<span style="mso-spacerun: yes;"> </span>Government fraud offices in four
countries were notified and investigations commenced in The Netherlands and <st1:place w:st="on"><st1:country-region w:st="on">Sweden</st1:country-region></st1:place>.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells took on an extra
responsibility in attempting to warn YWAM about the effects that NCI could have
on their staff and reputation.<span style="mso-spacerun: yes;"> </span>Various
other people both inside and outside of YWAM also approached the YWAM
leadership to challenge them about their involvement in this fraud.<span style="mso-spacerun: yes;"> </span>YWAM’s approach to these contacts was to
distance itself from NCI, Spruyt and Westergard at every opportunity, and
subsequently to try to discredit and then dismiss Kelly O’Donnell.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In November 2007 the Dutch TV station
TROS made NCI the subject of one edition of it’s Opgelicht crime show.<span style="mso-spacerun: yes;"> </span>The same day two major Dutch newspapers
carried front-page stories about this fraud.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In February 2008 one of the
investors unexpectedly gained possession of an Austrian court document
detailing the involvement of Spruyt and Westergard (and perhaps Mercy Ships) in
a rather dubious commercial transaction involving a prominent Genevan
businessman.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In the summer of 2008 information
was arising which seemed to indicate that NCI funds may have been used
primarily to help finance a specific multi-million dollar Christian
project.<span style="mso-spacerun: yes;"> </span>The investigations are ongoing
and the investors hope for justice and the return of their money.</div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-tab-count: 2;"> </span></div>
<div class="MsoNormal" style="margin-left: .5in; text-align: justify; text-indent: .5in;">
<b style="mso-bidi-font-weight: normal;">What observations, conclusions and
recommendations can be<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-tab-count: 2;"> </span>drawn from
these events and the accompanying narrative?<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">The love of
money is the root of all evil? (1 Tim. 6:10)<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
While investors may be naïve or
inexperienced, Christian organizations and their leaders can be tempted to take
advantage of this naivety with dishonest and deceptive schemes.<span style="mso-spacerun: yes;"> </span>NCI/SDI and its originators and managers
succumbed to this temptation.<span style="mso-spacerun: yes;"> </span>Further
evil has been perpetrated by YWAM leaders and others who have sought to shield
NCI’s managers from accountability and restitution.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
It is almost a cliché to urge
caution and prudence.<span style="mso-spacerun: yes;"> </span>It is also a
cliché to say that, ‘if something is too good to be true, it probably is.’<span style="mso-spacerun: yes;"> </span>Wise personal management and stewardship of
money is a subject that is much neglected in Christian life.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Financial management is also
often weak in Christian ministries—it is not honored as much as worship leading
or preaching and organizations often do not want to “spend money” on
administration.<span style="mso-spacerun: yes;"> </span>Christians are also
often reluctant to hold their leaders responsible for good financial
practices.<span style="mso-spacerun: yes;"> </span>The goal must be to have just
enough administration to achieve accountability and efficiency—there must be a
counterweight to the temptation of leaders to misuse money.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Most Christian ministries are
labor intensive and most mission organizations today place the financing
responsibility on the workers themselves.<span style="mso-spacerun: yes;">
</span>These organizations take on minimal financial commitments.<span style="mso-spacerun: yes;"> </span>However, a capital intensive ministry with
high operating costs has a constant demand for funding without perhaps
generating any revenue of its own.<span style="mso-spacerun: yes;"> </span>In
ministries such as this, trouble raising money may be a red flag.<span style="mso-spacerun: yes;"> </span>Without an endowment to fall back on, the
pressure to raise money may become too great to resist the rationale that “ends
justify the means”.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Christians as well as Christian organizations need to (1) devote
sufficient time to learning the wise stewardship of money and (2) have adequate
accountability for monies raised and spent.<span style="mso-spacerun: yes;">
</span>There should be no excuses for the lack of timely and informative ministry
accounts—a ministry that cannot account for its money does not deserve to have
it.<span style="mso-spacerun: yes;"> </span>No Christian ministry or leader
should think that “their ends” justify “other people’s means”—this is simply
arrogant and deceptive.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="2" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Christian
leaders have a major moral responsibility to honor the trust that people
place in them.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
If Christians cannot trust their
leaders then the body of Christ cannot develop.<span style="mso-spacerun: yes;">
</span>Trust is lost when Christians and their ministries fail to balance
justice and mercy in their relationships and activities.<span style="mso-spacerun: yes;"> </span>Trust is lost when charm and communication
skills are confused with spirituality.<span style="mso-spacerun: yes;">
</span>Trust is lost when vulnerable people are manipulated, discredited,
harassed and deceived.<span style="mso-spacerun: yes;"> </span>Trust is lost
when accountability is sidestepped.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Christian leaders must be
examples to others, especially in difficult circumstances.<span style="mso-spacerun: yes;"> </span>Christian ministries in general are often
tainted by the lack of integrity exhibited in a specific ministry.<span style="mso-spacerun: yes;"> </span>It is in the interest of the Body of Christ
that corruption in Christian ministries is confronted and purged.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Christians need to take a stand against corruption and unethical
practices in their own back yards.<span style="mso-spacerun: yes;">
</span>Christians must also be wise enough to hold their leaders accountable
for their teaching and behavior.<span style="mso-spacerun: yes;"> </span>No one
should have to obey a leader he/she does not honor or respect.<span style="mso-spacerun: yes;"> </span>Every organization should have suitable and
effective grievance procedures.<span style="mso-spacerun: yes;"> </span>YWAM
should be held accountable for its treatment of the O’Donnells, who have
consistently acted with integrity in attempting to report the NCI fraud to
them.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="3" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Christian
ministries, such as YWAM, need effective corporate governance.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Christian leaders cannot hide
behind the concept that they are only accountable to God.<span style="mso-spacerun: yes;"> </span>This is simply a recipe for abuse.<span style="mso-spacerun: yes;"> </span>Authoritarianism is a common leadership
style, but it has dangerous managerial implications.<span style="mso-spacerun: yes;"> </span>Being a “strong” leader is not a
justification for abusive treatment of staff.<span style="mso-spacerun: yes;">
</span>Christian workers should have the same safeguards in the workplace as
their secular equivalents—effective grievance procedures, whistleblower
protection, etc.<span style="mso-spacerun: yes;"> </span>Nevertheless, it is
important to remember that good procedures can never replace good management.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
When serious issues do arise in
an organization, and they arise in all organizations at some time, effective
corporate governance is necessary to see that these challenges are confronted
in a responsible, transparent and humane manner.<span style="mso-spacerun: yes;"> </span>It is the remit of leaders to address
problems ethically and professionally.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Also, conflicts of interest seem
to be rampant in the Christian world.<span style="mso-spacerun: yes;"> </span>To
say that they are unavoidable does not make them right.<span style="mso-spacerun: yes;"> </span>Most secular organizations have rules against
nepotism for a reason.<span style="mso-spacerun: yes;"> </span>If Christian
ministries cannot maintain adequate accountability and independence, probably
there should be a reevaluation of goals and objectives.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
If a Christian ministry wants to
be a family business, or a family business wants to be a Christian ministry,
this should be recognized as such and those who join as staff should not be
under any illusion as to where accountability and decision making power lies.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Christian ministries should have the same corporate governance
requirements as secular organizations.<span style="mso-spacerun: yes;">
</span>Accountability to God is not an acceptable alternative and is not
acceptable to governments.<span style="mso-spacerun: yes;"> </span>Pretending to
be accountable to a weak board of directors is also not acceptable.<span style="mso-spacerun: yes;"> </span>YWAM and The Board of Directors of Le Rucher
should each take responsibility for their lack of appropriate oversight of Le
Rucher management and lack of concern for former staff.<span style="mso-spacerun: yes;"> </span>All Christians have a stake in demonstrating
ethical behavior.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="4" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">When a person
or group has an important problem to solve, getting professional advice is
very important.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
For Christians, spirituality is
not a substitute for professional advice.<span style="mso-spacerun: yes;">
</span>Periodically we all need the advice and counsel of others wiser and more
knowledgeable than ourselves.<span style="mso-spacerun: yes;"> </span>Care
should be taken to choose experienced and competent advisors.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
Significant organizational
problems, of the kind faced by the O’Donnells, require patience, perseverance,
and prudence to confront.<span style="mso-spacerun: yes;"> </span>Many people
simply do not have the resources available to confront some types of
issues.<span style="mso-spacerun: yes;"> </span>There is certainly an aspect of
“counting the cost” in addressing any specific challenge that includes systemic
and personal dysfunction, harassment, fraud, corruption and criminality.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In confronting fraud or other
illegal activities in an organization or group there are time-tested, well
known procedures and good practice for taking action.<span style="mso-spacerun: yes;"> </span>It should not be asking too much for both
leaders and staff to utilize these procedures and guidelines.<span style="mso-spacerun: yes;"> </span>Wise advisors will almost always provide a
sense of confidence and realism.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In every case though, a person is
always responsible for his/her own life—he/she cannot delegate this
responsibility to an advisor, and no advisor should attempt to take this
responsibility without clear evidence that particularly vulnerable people are
involved, who need significant measures of advocacy and support to protect
themselves.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Christians should never be afraid to seek wise and competent
professional advice.<span style="mso-spacerun: yes;"> </span>Any healthy
Christian ministry will encourage its staff to do this.<span style="mso-spacerun: yes;"> </span>YWAM should<span style="mso-spacerun: yes;">
</span>be no different.<span style="mso-spacerun: yes;"> </span>Every person
must take responsibility for his/her own life and for using the professional
advice that he/she is given.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="5" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">When it is
necessary to use the criminal justice system, patience and forbearance are
required.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Even for Christians there are
indeed circumstances when it becomes necessary to use the criminal justice
system.<span style="mso-spacerun: yes;"> </span>Inadvertently, Christians may
become involved with criminals, even criminals masquerading as Christians, in
which case the professional assistance of the police is needed in dealing with
the circumstances.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Nevertheless, the criminal
justice system often has many drawbacks—it is often not efficient or timely, it
is often under-staffed and under-resourced, and it is often politicized.<span style="mso-spacerun: yes;"> </span>These observations should be seen as
fostering realism rather than excuses for not using the services of the police.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Also if there is a case involving
multiple plaintiffs, additional challenges are created by the perhaps differing
priorities and circumstances of the various plaintiffs.<span style="mso-spacerun: yes;"> </span>It is realistic to recognize that plaintiffs
will have differing objectives and this should be respected rather than
criticized or manipulated.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Christians should see the criminal justice system as another type of
“professional service” which they may need to utilize in the unlikely event
that they become involved with criminals.<span style="mso-spacerun: yes;">
</span>Moreover, society as a whole has a vested interest in seeing that
criminals are brought to justice and any losses restored.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">YWAM has important issues to address related to corporate governance,
financial accountability, and staff management.<span style="mso-spacerun: yes;">
</span>YWAM needs to demonstrate to itself that it is able to care for itself
as an organization and not be victimized by authoritarian and deceptive
leaders.<o:p></o:p></b><br />
<b style="mso-bidi-font-weight: normal;"><br /></b><span style="text-align: center;">[Click</span><span style="text-align: center;"> </span><a href="https://lovingtruthpeace.blogspot.com/p/hhh.html" style="text-align: center;"><span style="color: blue;">HERE</span></a><span style="text-align: center;"> to access the NCI Narrative and Analysis, pp. 27-46]</span></div>
<b><span style="color: blue;"></span></b>Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0tag:blogger.com,1999:blog-88106571432815046.post-29686766569532164792018-08-01T08:00:00.000-07:002018-08-06T19:10:43.529-07:00Professional Review 5--YWAM Summary<div style="text-align: center;">
<b><span style="color: blue; font-size: large;">YWAM Executive Summary</span></b></div>
<br />
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">PROFESSIONAL REVIEW<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">YWAM MANAGEMENT EXECUTIVE SUMMARY<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br />
[Click <a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-2-ywam.html"><span style="color: blue;">HERE</span></a> to access the YWAM Narrative and Analysis.]<br />
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">Rand Guebert</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells have been working
in <st1:place w:st="on">Europe</st1:place> with YWAM since 1988.<span style="mso-spacerun: yes;"> </span>Because of their highly respected ministry in
the member care field they were released by YWAM to serve in a transnational
and interagency ministry in 1994 by their line leader Garry Tissingh.<span style="mso-spacerun: yes;"> </span>This work has continued to this day.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
During the period 2003-2006
several members of Member Care Europe (MC-E) experienced increasing friction
within the group as detailed in the Member Care Narrative.<span style="mso-spacerun: yes;"> </span>This friction significantly influenced events
in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place>
in June 2006 during a private meeting of the Leadership Team of the Global
Member Care group (MemCa LT).<span style="mso-spacerun: yes;"> </span>These
events in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place>
led to the dismissal of Kelly from MemCa and both O’Donnells from MC-E.<span style="mso-spacerun: yes;"> </span>Since then the O’Donnells and others have
sought a just resolution of the issues which they and later two others had
confronted in MC-E, and which later negatively affected the MemCa LT.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In September 2006 <st1:personname w:st="on">Gina Fadely</st1:personname>, YWAM Frontier Missions Director, took
the view that Kelly had to return to “where the axe head fell” in order to
reconcile with Erik Spruyt in the hope that this would have a positive impact
on relational issues in MC-E and MemCa.<span style="mso-spacerun: yes;">
</span>This view was further strengthened when Erik Spruyt, after a reported
reconciliation with Jeff Fountain in November 1996, expressed a desire to also
reconcile with Kelly to Lynn Green and <st1:personname w:st="on">Gina Fadely</st1:personname>.<span style="mso-spacerun: yes;"> </span>During the first quarter of 2007, the
O’Donnells relationship with Gina became increasingly tense due largely to
their different perspectives on the way to resolve this situation.<span style="mso-spacerun: yes;"> </span>Three requests by the O’Donnells to also talk
with Lynn Green directly about this matter in the Spring of 2007 were turned
down, as were<span style="mso-spacerun: yes;"> </span>requests for Gina to talk
to former Le Rucher staff members, especially the former personnel officer.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Seven former staff at Le Rucher,
including the O’Donnells, were very concerned about the serious dysfunction at
Le Rucher that had affected them and previous staff over the years.<span style="mso-spacerun: yes;"> </span>They<span style="mso-spacerun: yes;">
</span>believed that Erik needed to seek reconciliation with this whole group
of former Le Rucher staff who had left in January 2003 and not solely with any
one person such as Kelly.<span style="mso-spacerun: yes;"> </span>They also
believed that Erik should directly approach them espousing his interest.<span style="mso-spacerun: yes;"> </span>Gina, on the other hand, was primarily
interested in Kelly’s relationship with Erik, as Kelly was a YWAM leader, and
thought that Kelly should take this initiative and approach Erik.<span style="mso-spacerun: yes;"> </span>Previous requests in 2003 and 2005 by former
staff for independent reviews of what had happened at Le Rucher had not
resulted in any action being taken by the Le Rucher management or its
Board.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
This stalemate persisted into the
summer of 2007,when it became increasingly clear to many people, including the
O’Donnells, that YWAM was affected by the developing NCI fraud.<span style="mso-spacerun: yes;"> </span>Six times during October 2007 the O’Donnell’s
attempted to contact senior YWAM leaders (Lynn Green and John Dawson) without
success.<span style="mso-spacerun: yes;"> </span>During the latter months of
2007, while YWAM leaders continued to show little interest in the unfolding NCI
scandal, Lynn Green and <st1:personname w:st="on">Gina Fadely</st1:personname>
increased the pressure on Kelly to take steps to reconcile with Erik.<span style="mso-spacerun: yes;"> </span>However, beginning on 2 November 2007, with
the increasing visibility of the NCI scandal, Gina shifted the focus of
relational issues from Erik and Le Rucher to the MC-E and MemCa issues.<span style="mso-spacerun: yes;"> </span>It would seem that YWAM leaders recognized at
this time the growing significance of the serious, impending issues surrounding
Erik.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Nevertheless, within three weeks
of the Dutch broadcast of the Opgelicht TV programme on NCI, Kelly was
dismissed from YWAM by registered letter of Gina dated 3 December.<span style="mso-spacerun: yes;"> </span>The primary reason given was for not obeying
YWAM leaders.<span style="mso-spacerun: yes;"> </span>No mediation was ever
offered by Gina/YWAM during this process, only a potential, undefined
appeal.<span style="mso-spacerun: yes;"> </span>The ad hoc process which YWAM
followed was very confusing to many people and very distressing to the
O’Donnells who had worked for 20+ years in YWAM.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells did ask for an
appeal.<span style="mso-spacerun: yes;"> </span>They also asked for an
independent review.<span style="mso-spacerun: yes;"> </span>It was the “appeal”
option which was taken up for consideration by Iain Muir, a senior YWAM leader,
as sole arbitrator.<span style="mso-spacerun: yes;"> </span>This also was a
completely ad hoc appeal process having no basis in YWAM’s Justice and
Reconciliation Guidelines.<span style="mso-spacerun: yes;"> </span>In March
2008, the O’Donnells presented extensive documentation, which they hoped would
be used as part of an independent review, but their request for an appeal was
rejected by Iain Muir in the following month.<span style="mso-spacerun: yes;">
</span>The O’Donnell’s did not accept this decision and the libelous assertions
it contained.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
But on 12 May YWAM-Garden Valley,
Texas emailed the O’Donnells to inform them that YWAM would no longer process
their support checks, effective immediately. Also on 12 May Team3 sent a
one-sentence statement to about 150 YWAM leaders on the GLT and IFMLT email
forums stating that Kelly “is no longer affiliated with Youth With A Mission
(YWAM), is not authorized to represent us in any way, and is not recommended or
endorsed for ministry within YWAM.”<span style="mso-spacerun: yes;"> </span>A
20+ year relationship abruptly came to an end.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Following YWAM’s denial of an
appeal and an independent review, Rand Guebert, an experienced<span style="mso-spacerun: yes;"> </span>business consultant, began his professional
review of all of the related events.<span style="mso-spacerun: yes;">
</span>Also, following the announcement by <st1:place w:st="on"><st1:placename w:st="on">YWAM-Garden</st1:placename> <st1:placetype w:st="on">Valley</st1:placetype></st1:place>,
the O’Donnells contacted other professional consultants about their concerns of
unfair dismissal and fraud.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: .25in; text-align: justify; text-indent: .5in;">
<b style="mso-bidi-font-weight: normal;">What observations, conclusions and
recommendations can be <o:p></o:p></b></div>
<div class="MsoNormal" style="margin-left: .25in; text-align: justify; text-indent: .5in;">
<b style="mso-bidi-font-weight: normal;">drawn from these events and the
accompanying narrative?<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Good process
and procedures are very important, but they are not a substitute for
integrity and good management.<span style="mso-spacerun: yes;"> </span>The
health of an organization’s grievance procedures reflect the health of the
organization.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Many organizations have
grievance/conflict management procedures.<span style="mso-spacerun: yes;">
</span>Experience shows that senior managers are generally able to override
these guidelines in certain circumstances in order to “protect” themselves or
the organization. This is often achieved by asking staff to “trust them”, but
in the case of the status of staff members, such as the O’Donnells, this simply
cannot be justified.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Procedures are only as effective
as the people who implement them.<span style="mso-spacerun: yes;">
</span>Generally good managers have good written procedures.<span style="mso-spacerun: yes;"> </span>These good procedures may not be extensive,
but they are usually very relevant—they are clear and practical.<span style="mso-spacerun: yes;"> </span>Good management will want to maintain the
confidence of its staff which includes making tough decisions.<span style="mso-spacerun: yes;"> </span>But if this is seen as simply authoritarian
or self-serving, confidence quickly begins to slide.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">YWAM’s Justice & Reconciliation Guidelines are inadequate and need
to be upgraded.<span style="mso-spacerun: yes;"> </span>Management needs to
redress its treatment of the O’Donnells and seriously consider its
responsibility to pursue good practice and personal integrity.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="2" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">In spite of
the inappropriate and flawed review process offered by Iain Muir on behalf
of YWAM, there was benefit to continuing with this flawed process as YWAM
became engaged in explaining its actions in writing. Through this process
many others could see more clearly what was happening.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
By following the flawed process
the O’Donnells were able to engage in informative dialogue with senior YWAM
leaders which forced these leaders to declare themselves and state their
position.<span style="mso-spacerun: yes;"> </span>This result was aided by many
letters from former Le Rucher staff, family members, churches and other
concerned individuals who queried or confronted these YWAM leaders about their
actions.<span style="mso-spacerun: yes;"> </span>It is not entirely clear why
the leaders responded in the way that they did.<span style="mso-spacerun: yes;">
</span>If the O’Donnells had not asked for an appeal it would have been
difficult for them to engage in such a dialogue.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In cases where fair grievance
procedures fail to address particular circumstances both staff and management
would look for a solution, and in some cases this might result in a
compromise.<span style="mso-spacerun: yes;"> </span>Such a compromise was never
even attempted in this situation—instead YWAM and Iain Muir unilaterally
established this flawed review process and upheld this inappropriate dismissal.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Also, not following the review
process that was offered, but appealing to a wider body, would likely have
failed up to now because a documented case was not yet available and members of
the IFMLT or GLT would have lacked the necessary information to make an
effective presentation and perhaps challenge the assertions of the few leaders
who were trying to dismiss Kelly.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">By following grievance procedures, even flawed ones, staff who are
properly supported may well acquire useful information while at the same time
expressing their concerns about the process.<span style="mso-spacerun: yes;">
</span>Larger groups, such as the GLT or IFMLT, are most effectively addressed
by well-informed group members with well documented dossiers.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="3" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">In Christian
dispute resolution, mercy and reconciliation should be balanced with
accountability and justice.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
The crux of the impasse between
the YWAM leaders and those concerned with Kelly’s dismissal centered on the
requirement that he go through mediation/reconciliation with a person, Erik
Spruyt, who was being investigated for major fraud, including the loss of many
people’s money including that of the O’Donnells.<span style="mso-spacerun: yes;"> </span>This concern has been consistently ignored by
YWAM leaders.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Mercy and reconciliation are
noble goals, but so also are justice and truth.<span style="mso-spacerun: yes;">
</span>People have a natural desire to see justice done—not revenge taken.<span style="mso-spacerun: yes;"> </span>The Bible and the YWAM Justice &
Reconciliation Guidelines both recognize the importance of both justice and
mercy, and the significance of good judgment in achieving both of them.<span style="mso-spacerun: yes;"> </span>It is often easier to push for reconciliation
and forgiveness, whereas justice is generally more difficult, perhaps requiring
investigations and finance to achieve.<span style="mso-spacerun: yes;">
</span>Christian organizations may not have the funds or the human resources to
conduct independent reviews or effective mediation.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Nonetheless, reconciliation
without justice honors no one.<span style="mso-spacerun: yes;">
</span>Christians may be called to settle their disputes amongst themselves,
but this should be done with the utmost integrity and in light of good
practice.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Concerned people are acting responsibly when they seek justice, as well
as reconciliation, for former Le Rucher staff, and for the O’Donnells in light
of their YWAM dismissal.<span style="mso-spacerun: yes;"> </span>Christian
organizations like YWAM are encouraged to value justice, including transparency
and accountability, as highly as reconciliation, in both word and deed.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="4" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">In Christian
dispute resolution, spirituality should be evidenced in good practice.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
As Christians we honor both God
and our earthly spiritual leaders.<span style="mso-spacerun: yes;"> </span>But
our earthly spiritual leaders should not only command our respect but also earn
it.<span style="mso-spacerun: yes;"> </span>Authority is important in every
organization from the family to business to the military.<span style="mso-spacerun: yes;"> </span>As members, employees, citizens or soldiers
we are all commanded to have respect for authority.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
As employers, managers, advisors
and friends we should want to see things done rightly and justly.<span style="mso-spacerun: yes;"> </span>Christian leaders should not use spiritual
terms and Bible verses as a substitute for following the high road of good
practice.<span style="mso-spacerun: yes;"> </span>Good practice standards and
input from outside an organization need to be recognized, understood and
incorporated into the ethos and procedures of the organization.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Also, if people need advice they
should seek it without fear.<span style="mso-spacerun: yes;"> </span>And if
leaders themselves need to be confronted then there need to be appropriate
mechanisms and safeguards in place to do so.<span style="mso-spacerun: yes;">
</span>Ignorance is not honoring to anyone.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">The O’Donnells and former Le Rucher staff were right to seek advice
from outside consultants as necessary, and to prepare their documentation in a
professional way with due respect for the authority of others.<span style="mso-spacerun: yes;"> </span>Christians in general should seek to conduct
their affairs in a professional and accountable manner, especially when dealing
with important matters such as serious financial fraud.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="5" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">YWAM would
benefit from strengthening its corporate governance. There seems to be
little effective accountability for Team3 and Team3plus--they seem to have
no clear procedures or requirements to inform the GLT of important
matters.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
While flexibility in management
can be valuable in the early days of an enterprise, it should naturally give
way to more structure as the enterprise matures, involves more people and
diversifies its activities.<span style="mso-spacerun: yes;"> </span>One might
ask who is primarily influencing YWAM, and if the organization is
self-sustaining enough to look after itself so that it recognizes and confronts
important organizational issues</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
When the O’Donnells attempted six
times to inform Team3 leaders of the NCI fraud, as suggested by professional
advisors, their requests were turned down each time.<span style="mso-spacerun: yes;"> </span>This is not acceptable, especially if there
is no channel within the organization to handle the reporting of serious
confidential concerns.<span style="mso-spacerun: yes;"> </span>Contrary to what
was said by Lynn Green in a memo to all staff on 2 April 2008, the office of
the International Coordinator does not in fact seem to always be willing or
available to assist in difficult circumstances.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The manner in which the
O’Donnell’s appeal was heard followed no known protocol, and was done in a very
arbitrary manner, which reflects very poorly on YWAM leadership.<span style="mso-spacerun: yes;"> </span>It is quite puzzling why all members of Team3
felt it necessary to sign the rejection of an appeal from a mid-ranking staff
member.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">YWAM’s Executive leaders need to be accountable either to a
strengthened GLT or to an independent Board of Directors.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="6" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">The
O’Donnell’s line leaders had a moral responsibility towards them, in
addition to their hierarchical responsibility within YWAM, that they did
not fulfill.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
As recently as April 2006 Kelly
O’Donnell was given an award for “faithful service” that was recommended by <st1:personname w:st="on">Gina Fadely</st1:personname> and presented by Lynn Green at the IFMLT
meeting that year.<span style="mso-spacerun: yes;"> </span>During 2007 current
and former line leaders had reason to know that the charges made against Kelly
did not fit his many years of service and their experience as supervisors.<span style="mso-spacerun: yes;"> </span>In November 2007 they had reason to know that
there were serious problems in the past with Erik Spruyt’s management and
currently with his alleged involvement in serious fraud, and therefore they had
reason to know that it was inappropriate to force Kelly into reconciliation
with Erik.<span style="mso-spacerun: yes;"> </span>Why did YWAM leaders never
acknowledge this or seek to address it?</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Was Kelly’s line leader
instructed to dismiss Kelly by other leaders in YWAM?<span style="mso-spacerun: yes;"> </span>Was a previous line leader aware of
this?<span style="mso-spacerun: yes;"> </span>What we do observe is that neither
of these two line leaders’ personal experience with the O’Donnells prior to
2007 justified the dismissal action taken in December 2007.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Line leaders have a moral responsibility to act in a manner consistent
with their experience and personal integrity.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
*****</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">In conclusion, the record does not indicate any justifiable grounds for
Kelly’s dismissal.<span style="mso-spacerun: yes;"> </span>On the contrary, the
O’Donnells have done their best to act with integrity and perseverance.<span style="mso-spacerun: yes;"> </span>Their letters to Iain Muir were written carefully
and respectfully, and provide ample evidence to substantiate their commitment
to good practice and good relationships. YWAM should arrange for an independent
review of the circumstances leading to the O’Donnells dismissal, and for
acknowledgment of the results of this review and any restitution that might be
required.<span style="mso-spacerun: yes;"> </span>YWAM leadership should also
review other recommendations made in this Executive Summary.<o:p></o:p></b></div>
<br />
<span style="text-align: center;">[Click </span><a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-2-ywam.html" style="text-align: center;"><span style="color: blue;">HERE</span></a><span style="text-align: center;"> to access the YWAM Narrative and Analysis.]</span>Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0tag:blogger.com,1999:blog-88106571432815046.post-9191921901638923932018-08-01T07:00:00.000-07:002018-08-06T19:12:39.293-07:00Professional Review 6--Member Care Summary<div style="text-align: center;">
<b><span style="color: blue; font-size: large;">Member Care Exexutive Summary</span></b></div>
<br />
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 11.0pt; mso-bidi-font-size: 12.0pt;"><br /></span></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 11.0pt; mso-bidi-font-size: 12.0pt;">PROFESSIONAL
REVIEW<o:p></o:p></span></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">MEMBER CARE EXECUTIVE SUMMARY<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br />
[Click <a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-3.html"><span style="color: blue;">HERE</span></a> to access th Member Catre Narrative and Analysis.]<br />
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">Rand Guebert</b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
The field of member care has been
developing since the 1970’s.<span style="mso-spacerun: yes;"> </span>Visibility
increased in the 1980’s with attention given to MK’s and TCK’s as well as the
emotional health of missionaries.<span style="mso-spacerun: yes;"> </span>One of
the many noteworthy contributions was the 1997 publication by the World
Evangelical Fellowship (now World Evangelical Alliance or WEA) of a book on the
REMAP study of missionary attrition, <i style="mso-bidi-font-style: normal;">Too
Valuable To Lose</i>, which highlighted the importance of effective member
care.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells had been
“released” by YWAM in 1994 to pursue a transnational and interagency ministry
in member care, which became the primary focus of their work.<span style="mso-spacerun: yes;"> </span>While many sending organizations and mission
leaders had member care responsibilities up to this time, the field was not
very well organized.<span style="mso-spacerun: yes;"> </span>There was a need
for more member care workers with better training and resources and more
coordinated effort.<span style="mso-spacerun: yes;"> </span>Also about this time
member care work was beginning at Le Rucher near <st1:place w:st="on"><st1:city w:st="on">Geneva</st1:city></st1:place>. </div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
During July of 1996 the
O’Donnell’s sent an email summons to over 40 colleagues expressing “a need to
deliberately join together with a core group of like-minded colleagues in order
to further develop the member care field, especially within frontier
missions.”<span style="mso-spacerun: yes;"> </span>This summons was based on the
need to see cooperative efforts around the world to further develop member care
resources.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
A global member care group
(MemCa) formed in 1998 as part of the WEA-Mission Commission with Kelly
O’Donnell and Dave Pollock as coordinators.<span style="mso-spacerun: yes;">
</span>It continued to develop internationally and helped practitioners, senders
and regional affiliates connect with each other.<span style="mso-spacerun: yes;"> </span>One of the strongest regional affiliations
was Member Care-Europe [MC-E].<span style="mso-spacerun: yes;"> </span>Kelly
O’Donnell was instrumental in forming MC-E, and at the request of the MC-E
group, initially functioned as it’s coordinator until 2001.<span style="mso-spacerun: yes;"> </span>Earlier in 2000, the O’Donnells moved from
their base in Oxfordshire to the <st1:city w:st="on"><st1:place w:st="on">Geneva</st1:place></st1:city>
area to join forces with the Le Rucher staff and the Spruyts in an effort to
make YWAM’s Le Rucher base a European member care center that could serve
mission clientele from different organizations.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Kelly and Dave worked effectively
together as coordinators of MemCa until the untimely death of Dave’s son in
January 2002.<span style="mso-spacerun: yes;"> </span>Kelly and Dave were world
class networkers who established relationships with member care workers around
the world.<span style="mso-spacerun: yes;"> </span>Between them there was a
focus on both functional and relational development--functional in the sense of
wanting to develop resources (as an example, <i style="mso-bidi-font-style: normal;">Doing Member Care Well</i> was published in early 2002), organize
conferences and run training seminars--relational in the sense of wanting to
provide ongoing support and encouragement for each other.<span style="mso-spacerun: yes;"> </span>As Dave’s participation was waning—related to
grief over the death of his son--Kelly contacted Bill Taylor of the WEA in
February 2003 with the express desire of strengthening Bill’s role as an
advisor and accountability partner.<span style="mso-spacerun: yes;">
</span>Kelly also sought to develop a Leadership Team (LT) for MemCa in 2003,
in order to provide diverse input and distribute the work load.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Organizational development has
many challenges and pitfalls, many of which the O’Donnells and others
encountered between 2002-2006.<span style="mso-spacerun: yes;"> </span>People
had different priorities, emphases, loyalties and time constraints.<span style="mso-spacerun: yes;"> </span>During 2002 the vision of Le Rucher began to
blur with management dysfunction leading to the departure of the majority of
staff, including the O’Donnells in January 2003.<span style="mso-spacerun: yes;"> </span>The very positive developmental potential of
the previous years at Le Rucher began to be supplanted by leadership friction
and dysfunction at Le Rucher, and laterally at MC-E, of which the Spruyts had
also been members.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Soon thereafter, in early 2004,
MC-E became divided over whether the Spruyts should be part of the group or
not.<span style="mso-spacerun: yes;"> </span>There was also tension over the
manner in which the MC-E Coordinating Team (CT) of Marion Knell, Arie Baak, and
Siny Widmer was handling this matter.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Even though Marion Knell was
principal coordinator of the group, Arie Baak seemed to have significant
influence behind the scenes, perhaps because of his position as chairman of
EEMA.<span style="mso-spacerun: yes;"> </span>Sentiment in MC-E grew over time
in favor of the Spruyts until they were finally invited back in to membership
by the CT in December 2005 in spite of the concerns of the O’Donnells and two
other members about the way this was being done.<span style="mso-spacerun: yes;"> </span>The O’Donnells became marginalized in this
dispute.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The mistrust and friction that
developed in the MC-E dispute carried over into the MemCa LT as <st1:place w:st="on"><st1:city w:st="on">Marion</st1:city></st1:place> was a member of
this group by virtue of her being coordinator of MC-E.<span style="mso-spacerun: yes;"> </span>In <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place> in June 2006 the
mistrust and friction resulted in a confrontation at a private meeting of the
six members of the MemCa LT.<span style="mso-spacerun: yes;"> </span>This
confrontation led to Kelly’s dismissal/resignation as coordinator and his
dismissal as member of the MemCa LT and member of MemCa itself.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The fallout from the events in
South Africa were exacerbated when Kelly and Michele were also unexpectedly
dismissed several days later from MC-E by Cees Verharen, the new director of
EEMA, to which MC-E was now accountable.<span style="mso-spacerun: yes;">
</span>This dismissal was undertaken with no due process or right of
appeal.<span style="mso-spacerun: yes;"> </span>The isolation to which Kelly was
subjected was reinforced by his surprising exclusion from the COMIBAM
preconference retreat and from active involvement in the member care meetings
in <st1:place w:st="on"><st1:country-region w:st="on">Spain</st1:country-region></st1:place>
during November 2006, and by the puzzling disciplinary letter sent to him by
the WEA Mission Commission on 17 November 2006.<span style="mso-spacerun: yes;">
</span>The O’Donnells repeatedly requested to meet with <st1:personname w:st="on">Bertil
Ekstrom</st1:personname> and Bill Taylor of the WEA-MC during 2007, but
without success.<span style="mso-spacerun: yes;"> </span>Kelly was finally
dismissed from the WEA-MC in December 2007 for his lack of attention to what he
and Michele deemed to be inappropriate requests and assertions in the aforementioned
disciplinary letter.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In spite of these developments
the O’Donnells have continued to pursue their international member care work
with long standing colleagues.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: .25in; text-align: justify; text-indent: .5in;">
<br /></div>
<div class="MsoNormal" style="margin-left: .25in; text-align: justify; text-indent: .5in;">
<b style="mso-bidi-font-weight: normal;">What observations, conclusions and
recommendations can be drawn <o:p></o:p></b></div>
<div class="MsoNormal" style="margin-left: .25in; text-align: justify; text-indent: .5in;">
<b style="mso-bidi-font-weight: normal;">from these events and the
accompanying narrative?<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">The O’Donnells
have made a lasting contribution to the member care field, both in the
resources they have developed and the people they have influenced.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells are world class
networkers, at their best when they are able to use their talents strategically
as both practitioners and organizers.<span style="mso-spacerun: yes;">
</span>Many people from around the world have testified to the significant role
that they have played in their ministries and training.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells had academic
qualifications as psychologists which allowed them to work in unique ways with
both professional member care workers and those who entered into this ministry
more through life experience and specific courses.<span style="mso-spacerun: yes;"> </span>They could see the benefit of professionals
working with their extensive training in a clinic or ministry hub, as well as
the benefit of trained field workers of every nationality ministering to those
on the front lines around the world.<span style="mso-spacerun: yes;">
</span>Both specialists and mission personnel have played important roles in
providing member care.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The O’Donnells also modeled a
balance between the functional and the relational in their ministry.<span style="mso-spacerun: yes;"> </span>They sought to be productive, but they also
made time for people.<span style="mso-spacerun: yes;"> </span>They also had the
energy to travel extensively and the curiosity to engage with people from many
cultures.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">The O’Donnells should build on their natural talents and experience to
continue the work they have been doing, particularly with skilled colleagues
who can further develop and extend member care work in different locations
around the world.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="2" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">MemCa and MC-E
each had ongoing challenges to identify what would be the best structure
for itself--whether it was, or should become, an affiliation or
partnership or network or association.<span style="mso-spacerun: yes;">
</span>The world wide organization of the member care field is still
evolving.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Both MemCa and MC-E developed as
different types of affiliations.<span style="mso-spacerun: yes;"> </span>MemCa
started as a task force of the WEA and continued to be accountable to the WEA
as it developed into a loose affiliation of member care colleagues, many of
whom represented networks from around the world.<span style="mso-spacerun: yes;"> </span>Today, in 2008, MemCa has been renamed the
Global Member Care Network.<span style="mso-spacerun: yes;"> </span>MC-E began
as an informal affiliation of colleagues from different European countries,
which eventually adopted a more formal constitution and became a part of the
EEMA.<span style="mso-spacerun: yes;"> </span>The O’Donnells had a strong
concept of partnership in mind when they helped found both groups.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
While different people will give
different definitions to these organizational terms—affiliation, partnership,
network, association—in general we can assume that affiliations and networks
presuppose less structure than partnerships and associations.<span style="mso-spacerun: yes;"> </span>Further, partnerships usually work on the
basis of consensus and peer respect, while associations usually have an
executive hierarchy and clear membership criteria.<span style="mso-spacerun: yes;"> </span>Depending on the circumstances each of these
organizational models can be highly appropriate. Kelly is fully capable of
being a partner, yet his greatest talent is as a networker.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Because the member care field has
many practitioners with varying backgrounds and<span style="mso-spacerun: yes;">
</span>training there can be tension between those with professional training
and those relying principally on their practical experience and background as
mentioned above.<span style="mso-spacerun: yes;"> </span>In an affiliation or
network these differences are often not important, and this played to Kelly’s
strengths.<span style="mso-spacerun: yes;"> </span>As organizations develop more
structure, tension stemming from different preferences related to background,
nationality and desire for hierarchy increase.<span style="mso-spacerun: yes;">
</span>Simply put, all organizations, even Christian ones, have some level of
politics since every group must deal with issues of power and control.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Leaders in the member care field, including the O’Donnells, should
review the status of different existing organizations and group structures, and
consider how these, or new ones, might develop during the next ten years in
light of other aspects of globalization.<span style="mso-spacerun: yes;">
</span>Attention should continue to be given to honoring and supporting the
contributions of all types of practitioners.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="3" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">The
organizational development issues cited above led to specific challenges
for<span style="mso-spacerun: yes;"> </span>MC-E, in particular, and MemCa
as well.<span style="mso-spacerun: yes;"> </span>These type of
challenges—leadership development, conflict resolution, membership
criteria, cultural sensitivity—are common for young, international
organizations having to make choices as they grow.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Leadership development is an
important task in any organization.<span style="mso-spacerun: yes;">
</span>Enterprises usually develop under the direction of an entrepreneurial,
motivated leader. Many enterprises never make or survive the transition to new
leaders.<span style="mso-spacerun: yes;"> </span>Different talents and skills
are required as organizations mature and adapt to new circumstances.<span style="mso-spacerun: yes;"> </span>Kelly was very desirous to pass on leadership
and coordination responsibilities to others in MemCa and MC-E, although it was
not always clear which persons would be available and which structures would be
the most helpful.<span style="mso-spacerun: yes;"> </span>In MemCa for example,
the LT in fact functioned more as an advisory group than an active leadership
team.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In general, most of the members
of MemCa and MC-E did not seem to have the time to pursue the vision and goals
that Kelly and the other members themselves helped to cast for these
groups.<span style="mso-spacerun: yes;"> </span>The groups in fact had much more
of a desire for personal and work-related support rather than functional
initiatives.<span style="mso-spacerun: yes;"> </span>Perhaps in a longer time
horizon more of the goals that were set could have been accomplished or adopted
more effectively.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
MC-E in particular had sad
experiences in conflict resolution.<span style="mso-spacerun: yes;">
</span>Attempts were made by a few facilitators, but these efforts foundered on
a lack of common agreement on the “facts” and a lack of willingness to
independently investigate the matters in dispute and follow through on
commitments principally regarding how to proceed together.<span style="mso-spacerun: yes;"> </span>There was never a clear understanding of what
happened at Le Rucher during 2002-2003, and the important legacy of mistrust
that those events set in motion.<span style="mso-spacerun: yes;"> </span>MC-E’s
claim to be impartial in the dispute involving the Spruyts inexorably led to
them siding with the Spruyts.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Within the MemCa LT, the
confrontation that arose at the meeting in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place> in June 2006 was not
solely Kelly’s responsibility, but was in fact the responsibility of the WEA-MC
EXCO as well as the MemCa LT itself.<span style="mso-spacerun: yes;">
</span>Kelly and others was aware that matters were coming to a head in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place>.<span style="mso-spacerun: yes;"> </span>Kelly was looking for assistance in resolving
this ongoing conflict, but not enough substantive assistance was
forthcoming.<span style="mso-spacerun: yes;"> </span>It is sad to see the WEA-MC
EXCO attempt to blame Kelly for the conflict in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place> when members of the
EXCO were fully aware of, and had given ongoing counsel into, the stance he was
taking.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
There were also issues of
cultural sensitivity and confidentiality that were never appropriately
addressed in MC-E.<span style="mso-spacerun: yes;"> </span>European propensity
for structure and hierarchy can clash with American informality.<span style="mso-spacerun: yes;"> </span>Requirements for discretion can escalate into
confusion over confidentiality.<span style="mso-spacerun: yes;"> </span>Issues
such as these that are normally easily resolved by the members then became
flash points of conflict in the atmosphere of mistrust that developed.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">MC-E, MemCa and the WEA-MC should review their handling of these issues
in 2004-2006 for their own organizational health and integrity.<span style="mso-spacerun: yes;"> </span><o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="4" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Leaders and
executive groups have a responsibility to each other to exhibit integrity,
good judgment and good practice.<span style="mso-spacerun: yes;">
</span>They should be held accountable for their actions and honored for
their contributions.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
The deaths of Dave Pollock’s son
(2002) and Dave himself (2004) played a pivotal role in this story.<span style="mso-spacerun: yes;"> </span>Dave modeled member care personally and
turned out to be an irreplaceable partner for Kelly.<span style="mso-spacerun: yes;"> </span>While people mourned the death of Dave, it is
not at all clear that anyone reflected on the impact this would have on Kelly
and his work in member care.<span style="mso-spacerun: yes;"> </span>This was as
much a leadership transition as any that would occur subsequently.<span style="mso-spacerun: yes;"> </span>It is probably safe to say that if Dave were
still alive today Kelly and others would have found other ways to deal with the
legacy of Le Rucher.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
During 2003-2006 the <st1:street w:st="on"><st1:address w:st="on">MC-E CT</st1:address></st1:street> had a
significant conflict of interest in allowing Arie Baak to be both a member of
the <st1:street w:st="on"><st1:address w:st="on">MC-E CT</st1:address></st1:street>
while also serving as chairman of EEMA.<span style="mso-spacerun: yes;">
</span>For Arie to be a member of MC-E was acceptable, but to be on the CT was
probably not.<span style="mso-spacerun: yes;"> </span>At crucial points during
2003-2005 Arie was able to assert his influence to advance the return of the
Spruyts and control events in MC-E without appropriate group process.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
While Brent Lindquist, the
Staffords, and <st1:personname w:st="on">Peter Nicoll</st1:personname> all
attempted to act as facilitators and/or advisors at different times, it was
essential to also help set up a proper investigation of the facts in question,
along with an extended time together for mediation/discussion, in order to
better understand and deal with the group dysfunction in MC-E.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Although distrust had developed
between the O’Donnells and the <st1:street w:st="on"><st1:address w:st="on">MC-E
CT</st1:address></st1:street>, it unfortunately carried over into the MemCa
LT by virtue of Kelly and Marion both being on the MemCa LT.<span style="mso-spacerun: yes;"> </span>The WEA-MC EXCO had a major responsibility to
help find a way forward here, especially in the run up to the 2006 meeting in <st1:place w:st="on"><st1:country-region w:st="on">South Africa</st1:country-region></st1:place>.<span style="mso-spacerun: yes;"> </span>Every leader knows that he/she cannot solve
such problems alone, and Kelly was relying on the help of the WEA-MC EXCO,
especially Bill Taylor, for assistance.<span style="mso-spacerun: yes;">
</span>Unfortunately Bill was very busy with many of the RSA06 conference
details and other challenges, and it would seem unable to give consistent
advice to Kelly.<span style="mso-spacerun: yes;"> </span>It would also seem that
his primary focus at RSA06 was on maintaining harmonious relations with various
groups and not letting the ongoing tension in the MemCa LT interfere with this.</div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-spacerun: yes;">
</span></div>
<div class="MsoNormal" style="text-align: justify;">
It would further seem that as
matters developed in 2004-2006 Bill found it challenging to maintain his
relationships with both Kelly and leaders related to the EEMA.<span style="mso-spacerun: yes;"> </span>On three separate occasions during this
period Bill had to retract positions he had taken on issues involving MC-E,
leaving Kelly and Michele in an even more vulnerable place.<span style="mso-spacerun: yes;"> </span>Finally in the context of RSA06, Bill went
from being an advocate of Kelly and promoting his actions to distancing himself
and WEA-MC from him at RSA06, and later seriously criticizing and denigrating
him.<span style="mso-spacerun: yes;"> </span>This is not honorable and should be
objectively reviewed by Bill’s superiors in the WEA, as the WEA-MC had no
effective grievance procedure to which Kelly could appeal.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<o:p> </o:p> </div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Opportunities should be sought for the O’Donnells to reconnect with
individuals in MC-E, the MemCa LT, and the WEA-MC EXCO, and to take the time
necessary to exchange perspectives and clearly understand what happened.<span style="mso-spacerun: yes;"> </span>Perhaps this professional review and the
resolution of the NCI scandal will provide a basis for this.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">Also, the dismissal of the O’Donnells from MC-E by Cees Verharen in
July 2006 and of Kelly from MemCa in June 2006 does not seem to be at all
warranted.<span style="mso-spacerun: yes;"> </span>The O’Donnells acted with
integrity while expressing their views—there is no evidence to justify these
drastic steps.<span style="mso-spacerun: yes;"> </span>Being intense and firm in
a meeting is not a justification for being dismissed from a group—where would
the world be if this was normal procedure?<span style="mso-spacerun: yes;">
</span>Also the O’Donnells have attempted to reach out to their former
colleagues in order to meet with them since the events of 2006, but without
success—perhaps the day is soon coming when this will occur.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">In conclusion, there is a great need in the member care field for
strategies suitable to the 21<sup>st</sup> century missionary endeavor.<span style="mso-spacerun: yes;"> </span>One of the most important strategies for
member care workers is to maintain and model healthy relationships with one
another.<span style="mso-spacerun: yes;"> </span>Missionaries and others will
continue to work in stressful cross cultural situations that create a need for
member care.<span style="mso-spacerun: yes;"> </span>The provision of services
and resources to meet these needs is still evolving, with the O’Donnells having
an important role to play in this.<o:p></o:p></b></div>
<br />
<span style="text-align: center;">[Click </span><a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-3.html" style="text-align: center;"><span style="color: blue;">HERE</span></a><span style="text-align: center;"> to access th Member Catre Narrative and Analysis.]</span>Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0tag:blogger.com,1999:blog-88106571432815046.post-40514301429059442062018-08-01T06:00:00.000-07:002018-08-06T19:14:51.506-07:00Professional Review 7--Le Rucher Summary<br />
<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="color: blue; font-size: large;">Le Rucher Executive Summary</span></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">PROFESSIONAL REVIEW<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">LE RUCHER EXECUTIVE SUMMARY<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br />
[Click <a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-4-le-rucher.html"><span style="color: blue;">HERE</span></a> to access the Le Rucher Narrative and Analyis.]<br />
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">Rand Guebert</b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">This material is strictly confidential. <o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">It may not be reproduced in any way or shared without the explicit
written permission of Dr. Kelly O’Donnell and Dr. Michèle Lewis O’Donnell.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In the early 1990’s a small group
of YWAM people had a vision to create a pastoral care center in the
Geneva-Lausanne area for missionaries returning from the field.<span style="mso-spacerun: yes;"> </span>During the summer of 1994 six members of the
group—Erik and Jeltje Spruyt, Tony and Elisabeth Hyland, Jan Rowland and Mintie
Nel—joined together behind the acquisition of a property named Le Rucher [LR]
on the French side of the border near Geneva.<span style="mso-spacerun: yes;">
</span>Associations with the name Mercy Ministries were registered in both <st1:country-region w:st="on">France</st1:country-region> and <st1:place w:st="on"><st1:country-region w:st="on">Switzerland</st1:country-region></st1:place> at approximately the
same time to provide a framework for this and other new ministries of
YWAM.<span style="mso-spacerun: yes;"> </span>The Spruyts moved into LR in
October 1994.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Originally LR was to be run
jointly by the six founding members.<span style="mso-spacerun: yes;"> </span>But
after the four members of the group other than the Spruyts arrived in January
1995, it quickly became apparent that this would not be the case.<span style="mso-spacerun: yes;"> </span>Erik Spruyt had the operational background
and fundraising resources to establish and fund LR, and perhaps it was on this
basis that he asserted his leadership and control over the group and
ministry.<span style="mso-spacerun: yes;"> </span>The other four found this
unacceptable, but having no means to challenge the Spruyts they all departed
within six months leaving the Spruyts in charge of LR.<span style="mso-spacerun: yes;"> </span>Shortly after the departure of the Hylands in
the summer of 1995 Sean and Lynn Collins arrived in November, but their stay
also was filled with tension and they were forced to leave in July 1996. </div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
From 1995 onward the ministry at
LR would evolve reaching a <st1:place w:st="on"><st1:city w:st="on">high point</st1:city></st1:place>
in 2001 after the arrival of Sally Smith, Kelly and Michele O’Donnell, Jan and
Henny Pauw, and Daniel and Denise Brill.<span style="mso-spacerun: yes;">
</span>It was to be a European mission center that would uniquely bring
together member care, community development and ethnic reconciliation
ministries.<span style="mso-spacerun: yes;"> </span>However after a very
difficult time in 2002 involving personal and management struggles for Erik,
most of the staff left of their own accord or were dismissed, and the ministry
was reduced to the level of earlier days—the Spruyts plus a few others.<span style="mso-spacerun: yes;"> </span>Another “generation” of staff had left very
discouraged and in some cases very broken.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
With the benefit of hindsight it
can be seen that LR was synonymous with the Spruyts—it was to be the location
for their home and ministry.<span style="mso-spacerun: yes;"> </span>Was this
recognized at the time it was acquired?<span style="mso-spacerun: yes;">
</span>Were there other motives behind the establishment of this base besides
the desire for a pastoral care center and site for other mercy ministries?<span style="mso-spacerun: yes;"> </span>Erik Spruyt is a very complex person—very
mission oriented, an excellent communicator and hard worker, but at the same
time having a controlling management style and possible vulnerability to the
schemes of others as demonstrated by his promotion of NCI investments.<span style="mso-spacerun: yes;"> </span>The true history of LR remains to be told.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-tab-count: 1;"> </span><b style="mso-bidi-font-weight: normal;">What observations, conclusions and recommendations
can be drawn from<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-tab-count: 1;"> </span>these events and the
accompanying narrative?<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Le Rucher
began as a YWAM base in 1994 and continued in this manner until it seems
the statutes were amended in June 2002.<span style="mso-spacerun: yes;">
</span><o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
Mercy Ministries and LR have been
considered as part of YWAM by founding members, staff and YWAM leaders in its
early days as evidenced by their personal statements—the real issue is when
after 2000 it in fact ceased to be part of YWAM.<span style="mso-spacerun: yes;"> </span>The original 1994 statutes of Mercy
Ministries refer to YWAM in two places.<span style="mso-spacerun: yes;">
</span>In the case of the O’Donnells Erik Spruyt invited them to come to LR as
a YWAM ministry in April 2000 with a letter written on YWAM letterhead.<span style="mso-spacerun: yes;"> </span>When Daniel and Denise Brill came to LR in
2001 they came with the understanding that LR was part of YWAM after spending
six months with YWAM in <st1:country-region w:st="on"><st1:place w:st="on">England</st1:place></st1:country-region>.<span style="mso-spacerun: yes;"> </span>The YWAM Swiss affiliate Association Mercy
Ministries was registered in December 1994.<span style="mso-spacerun: yes;">
</span>As of April 2008 Steve Goode, International Director of YWAM Mercy
Ministries, was shown as President and Erik Spruyt as Treasurer.<span style="mso-spacerun: yes;"> </span>Erik is still an officer of a YWAM
organization.<span style="mso-spacerun: yes;"> </span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">YWAM should clearly acknowledge its relationship with Le Rucher and
Erik Spruyt, and assist NCI investors, former staff, and many other concerned
people who are calling for transparency, accountability and justice.<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="2" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Because Le
Rucher began as a YWAM base, and continued as a YWAM base for many years,
YWAM was responsible for the operation of the base and for the performance
of the director.<span style="mso-spacerun: yes;"> </span>Erik Spruyt had no
right to “remove” himself from YWAM and take Le Rucher with him.<span style="mso-spacerun: yes;"> </span>Where is the corporate governance in
this?<span style="mso-spacerun: yes;"> </span>The Le Rucher Board also
failed to exercise suitable oversight of the management.<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
YWAM leaders have acknowledged
the dysfunction, pain and broken relationships at LR over the years.<span style="mso-spacerun: yes;"> </span>Why do they not acknowledge any
responsibility for this situation at LR?<span style="mso-spacerun: yes;">
</span>Even more, why do they expect Kelly O’Donnell, one of their long serving
staff members, to reconcile with Erik Spruyt even after he has been implicated
in a major international fraud scheme.<span style="mso-spacerun: yes;">
</span>What type of leadership example is this?<span style="mso-spacerun: yes;">
</span>A major YWAM leader has even acknowledged that Erik Spruyt’s behavior at
times was ethically questionable even to the extent of a potential court
challenge.<span style="mso-spacerun: yes;"> </span>Why did YWAM allow its
property to be taken away?<span style="mso-spacerun: yes;"> </span>Why would an
organization tolerate such an abuse?<span style="mso-spacerun: yes;">
</span>What corporate governance did YWAM exercise?</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Later in 2007 when the O’Donnells
were attempting to report the NCI fraud to YWAM, why did YWAM not take steps to
investigate this matter with them. <span style="mso-spacerun: yes;"> </span>Why
was a process not implemented to investigate the impact this fraud would have
on the organization as well as other organizations and victims?<span style="mso-spacerun: yes;"> </span>Why have YWAM leaders acted as if this fraud
had no bearing on YWAM?<span style="mso-spacerun: yes;"> </span>Where is the
corporate governance in this?<span style="mso-spacerun: yes;"> </span>Where is
the protection of whistle-blowers?</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Futher, when will YWAM and the LR
Board, past and present, cooperate with others to set up a proper review of
what has happened to former staff at LR, to help bring greater understanding,
accountability and healing, especially as the fraud investigation continues?</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">It would appear that YWAM and the LR Board have failed dramatically to
exercise appropriate corporate governance and protect the reputation of the
organization as well as vulnerable staff members.<span style="mso-spacerun: yes;"> </span>What might it take to bring about needed
improvement?<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<ol start="3" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;"><b style="mso-bidi-font-weight: normal;">Voluntary
Christian workers often have limited protection from abusive management
practices other than to leave the organizations with which they are
involved.<span style="mso-spacerun: yes;"> </span>Does the wider Christian
community care about this?<span style="mso-spacerun: yes;"> </span>What
will the evangelical mission/member care community learn from this tragic
case?<o:p></o:p></b></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
As staff members have departed
from LR over the years, what recourse did they have towards the
management?<span style="mso-spacerun: yes;"> </span>Did the LR board offer them
adequate due process and a fair appeal?<span style="mso-spacerun: yes;">
</span>Did local churches care adequately?<span style="mso-spacerun: yes;">
</span>Did YWAM care that its staff were being mistreated in the early
days?<span style="mso-spacerun: yes;"> </span>Where is the concern for the
voluntary Christian worker?<span style="mso-spacerun: yes;"> </span>Why does the
wider Christian community turn a blind eye to abuse in its midst?<span style="mso-spacerun: yes;"> </span>Too often Christians seem to accept that the
ends justify the means—the mistreatment of Christian workers is somehow
acceptable as part of spiritual warfare and the cost of serving God.<span style="mso-spacerun: yes;"> </span>Is this the example we want to set for the
world?<span style="mso-spacerun: yes;"> </span>These may seem like philosophical
questions, but they are very important for all the people involved and for the
Christian community in general.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
If Christian organizations and
members of boards are willing to lend their names to an activity then they
should take responsibility for the actions of those who lead that activity and
for the people who rely on their oversight.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">YWAM and the Le Rucher Board, past and present, should accept
responsibility for their relationship to Le Rucher, and not only recognize the people
who have been hurt, but take steps to ensure that harm does not come to
others.<span style="mso-spacerun: yes;"> </span>Former staff will find healing
when YWAM and the LR Board accept their parts in the sad events associated with
Le Rucher.<o:p></o:p></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">*****<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b style="mso-bidi-font-weight: normal;">In conclusion, every organization will periodically hire people who are
dysfunctional—this happens in the best organizations.<span style="mso-spacerun: yes;"> </span>However, an honorable organization recognizes
these problems and takes appropriate action to protect itself and its other
staff.<span style="mso-spacerun: yes;"> </span>It is time for YWAM and the Le
Rucher Board members, past and present, to accept their responsibilities.<o:p></o:p></b></div>
<br />
<span style="text-align: center;">[Click </span><a href="https://lovingtruthpeace.blogspot.com/p/narrative-and-analysis-4-le-rucher.html" style="text-align: center;"><span style="color: blue;">HERE</span></a><span style="text-align: center;"> to access the Le Rucher Narrative and Analyis.]</span>Loving Truth and Peacehttp://www.blogger.com/profile/09584164495873395196noreply@blogger.com0