The Pension Boards interviews Jimmy Scruggs, Executive Pastor of Crossroads Church in Loveland, Colorado, on recruitment and retention challenges, supporting employee wellbeing, and navigating ministry finances.

Crossroads Church entered into covenant with the United Church of Christ in April 2025 because they believe in a more inclusive view of human sexuality that fully affirms LGBTQ+ individuals and embraces UCC values of extravagant welcome, individual conscience, and a deep commitment to justice, dignity, and unity in diversity.

Q: In general, how have workforce shortages, financial limitations, and evolving ministry expectations changed the way churches staff their teams?

A: We’ve shifted from traditional staffing models to more dynamic mission-driven approaches that balance fiscal responsibility with our commitment to vibrant ministry and quality care. Workforce shortages have required us to be more flexible, often reimagining roles to attract and retain qualified individuals. Financial limitations have pushed us to prioritize essential positions and invest in cross-training staff to cover broader responsibilities. Meanwhile, changing ministry expectations—especially around digital engagement, community outreach, and inclusive programming—have led us to seek team members who are not only spiritually grounded but also adaptable, collaborative, and skilled in diverse areas.

Q: What are some of the challenges that Crossroads has faced in attracting and retaining employees?

A: At Crossroads, one of our most persistent challenges in attracting and retaining early childhood educators is the broader issue of compensation in the field. Despite the vital role our teachers play in child development and community support, wages in early childhood education often lag behind those in other sectors, making recruitment and retention difficult.

Additionally, the emotional and physical demands of the job—combined with rising expectations around curriculum, licensing, and family engagement—can lead to burnout. We’ve also seen increased competition from public and private institutions that are struggling with staffing needs. To address these challenges, we’ve focused on fostering a supportive work culture, offering professional development opportunities, and seeking creative ways to enhance compensation within our financial means. Part of this is the great benefits offered through the Pension Boards. Still, it remains a difficult balance in a sector where the need is great and the resources are limited.

Q: What advice would you give other church employers to help them navigate retention challenges?

A: I would encourage other church employers to begin by deeply valuing their staff not only as employees but as partners in ministry. Retention starts with culture—fostering an environment where people feel seen, supported, and aligned with the mission.

Practically, this means being transparent about expectations, providing ongoing opportunities for growth, and recognizing the emotional labor many roles require, especially in caregiving or ministry settings. Where budgets are tight, non-monetary benefits like flexible scheduling, spiritual support, and professional development can make a meaningful difference.

Finally, listen. Regularly invite feedback and act on it. Retention isn’t about a one-time fix—it’s about building trust and adapting alongside your team. When staff know they matter, they’re more likely to stay and thrive.

Q: Do you think Crossroads employees generally understand the importance of their own self-care and its impact on effectively serving communities well? Or do they tend to overextend themselves?

A: At Crossroads, we emphasize the importance of self-care as part of our culture, and many of our team members understand that caring for themselves is essential to sustainably serving others. However, in practice, we often see staff—especially in ministry and early childhood education—overextend themselves out of deep commitment to the mission and the families we serve.

The emotional demands of the work, coupled with limited staffing and resources, can lead people to push past healthy limits. We actively encourage rest, reflection, and boundaries, and we try to model that from leadership. Still, the tension remains. Part of our ongoing work is creating space for honest conversations about burnout and reinforcing the message that caring for ourselves is not only permitted—it’s necessary for long-term impact and wellbeing.

Q: What role can church leaders play in shifting their culture to prioritize long-term sustainability and emotional health in ministry roles while strengthening the wellbeing of their workers?

A: Church leadership plays a vital role in setting the tone for a culture that values long-term sustainability and emotional health. At Crossroads, we’ve found that intentional leadership begins by modeling what we hope to see, i.e., taking rest seriously, setting realistic expectations, and speaking openly about the emotional realities of ministry and caregiving.

Leaders can also shift culture by integrating wellness into strategic planning. This means designing roles that are sustainable, encouraging regular time away, providing access to mental health resources, and offering professional development that includes emotional resilience and boundary-setting.

Equally important is creating an environment where it’s safe to speak up—where staff know they can name struggles without fear of judgment. When leadership leads with empathy, clarity, and care, it strengthens both the mission and the people who carry it out. Prioritizing wellbeing is not just compassionate—it’s strategic ministry stewardship.

Q: How does the Pension Boards’ benefits program help support the mental, emotional, and overall wellbeing of its employees?

A: We are new to the Pension Boards and learning more about what is available. I would say that the Pension Boards’ benefits program provides meaningful support for the mental, emotional, and overall wellbeing of our employees at Crossroads, helping us care for those who care for others. By investing in these resources, the Pension Boards’ benefits program strengthens the wellbeing of our workforce and reinforces a culture of care within our church community.

Q: What support systems (counseling, sabbaticals, peer groups, etc.) are most helpful in sustaining church workers emotionally and spiritually?

A: We emphasize regular check-ins with leadership. Ultimately, sustaining church workers requires a culture that actively values their wellbeing and provides tools to support their wellness at every level. Many of those tools are available through the Pension Boards’ benefits programs.

Q: What challenges have you faced in managing church finances at Crossroads? 

A: At Crossroads, managing church finances has become more challenging due to a smaller congregation and the impact of national polarization on progressive churches. With fewer members, we’ve had to make careful decisions about staffing, programs, and building maintenance.

To stay sustainable, we’ve focused on transparency, prioritized what matters most, and looked for new income sources. A key part of this has been the creative use of our facility—renting space to community groups, opening our childcare center, and hosting events that align with our mission. 

We’ve also pursued grants and strengthened community partnerships while encouraging generosity through stewardship rooted in our shared values. These steps help us continue to exist in a difficult financial climate while staying true to who we are.

Q: Smaller church treasurers may struggle with shoestring budgets, lacking emergency funds or reserves. What practical tips can you provide to other church treasurers to help them navigate church finances with confidence so they don’t become overwhelmed?

1. Start with a clear, realistic budget. Focus on essential expenses first (staff building, key ministries), and build in flexibility where possible.

1. Prioritize transparency and communication. Regularly share financial updates with leadership and the congregation. Clear communication builds trust and encourages support.
2. Explore creative revenue sources. Consider renting church space, hosting community events, or starting small mission-aligned ventures to bring in income.
3. Seek support and training. Use resources from the UCC or the Pension Boards and connect with other treasurers to share ideas and solutions.
4. Keep the mission front and center. Let the church’s purpose guide spending decisions. Stewardship is about more than numbers—it’s also about sustaining ministry with wisdom and care.

Welcome Crossroads to the United Church of Christ!

Crossroads Church was officially and unanimously voted in by Ecclesiastical Council of the Rocky Mountain Conference on April 27, 2025. We look forward to being your partner in ministry to advance and sustain your ministry, while supporting the financial health and wellbeing foundations from which you and your employees answer their call.