Blog Theme: Mars Hill Church – Interview with Sutton Turner and Dave Bruskas, Part Two

In this concluding video, former Mars Hill Church executive elders Sutton Turner and Dave Bruskas talk about incidents not discussed publicly before. They also describe more personally their feelings about their actions at the church and their hopes for the future.

In this portion of the interview, we cover Mars Hill Global Fund, how public relations were handled at the church, their perspective on Mark Driscoll’s leadership style, James MacDonald’s and Paul Tripp’s resignation, being evicted from the Acts 29 Network, the findings of the investigation of formal charges against Driscoll, his resignation and move to Phoenix. They also weigh in on whether or not they ever saw Driscoll wear a bulletproof vest. There’s a special Easter egg for those interested in James MacDonald.

For those who are interested in Mars Hill because you lived it, or because you want to know how to prevent it, these are important discussions. Here is part two.

CORRECTION (8/20/20): In this interview, Sutton says he doesn’t believe there was enough money to pay Mark Driscoll a severance, and he never saw Driscoll wear a bulletproof vest. After this interview, former Mars Hill staff approached Sutton with new information to correct those points. Please see this post for the details. In short, the staffer said there was a substantial severance and Driscoll wore a vest once in 2008.

Watch part one here.

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Blog Theme: Mars Hill Church – Interview with Dave Bruskas and Sutton Turner, Part One

In the category of unlikely interviews, this one is near the top of the list. Today, I publish the first part of an interview with Sutton Turner and Dave Bruskas. Turner, Bruskas and Mark Driscoll made up the three executive elders of Mars Hill Church in Seattle, WA. Driscoll was also the president of the corporation and clearly in charge. Turner was the financial guy and Bruskas occupied the number two spot. Given amount of leaked information I was reporting on Mars Hill, I imagine I was public enemy number one for this trio in 2014.

Nonetheless, after the church closed, neither Turner nor Bruskas were hostile when I contacted them. Over the years, they have talked more about how they have reached out to Mars Hill people and tried to mend fences. I don’t know all about it, but I don’t need to.

I do know that they have a perspective that I never was able to get while I reported on Mars Hill. Almost everything they have told me vindicated the reporting I did. But with that out of the way, I wanted to know how it was to try to function in what Paul Tripp called, “…without a doubt, the most abusive, coercive ministry culture I’ve ever been involved with.” They did not evade their own responsibility as you will hear.

So I hope you will hear them out in both parts of the interview (part two coming Thursday). In part one, we discuss Dave Kraft’s first charges, the Strange Fire Conference, “big brother” James MacDonald, the Janet Mefferd interview, the Result Source Bestseller scheme, Driscoll’s content management system and Driscoll as “The Brand.”:

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Coming This Week: An Unlikely Conversation with Dave Bruskas and Sutton Turner

On Tuesday (7/28) and Thursday (7/30) of this week, I will publish parts one and two respectively of an interview with former Mars Hill Church executive elders Dave Bruskas and Sutton Turner. Sutton and Dave were the executive elders in charge of Mars Hill along with Mark Driscoll.

Six years ago, such a conversation could not be imagined. I was writing several times a week about Mars Hill Church. Exactly six years ago, I examined media coverage of Mars Hill’s critics and their finances. On July 30, 2014 I reported that noted biblical counselor Paul Tripp resigned from the church’s Board of Advisor’s and Accountability. As Turner and Bruskas describe in our interview, the following month of August in 2014 was a terrible month for the church.

Recently, Sutton and Dave approached me with a desire to set some things straight. The result is this interview where we examine key events from 2013 through October 2014 culminating in a discussion of Mark Driscoll’s resignation. We also take on a few residual issues relating to the church.

Here are some excerpts of part one:

In part one, we discuss John MacArthur’s Strange Fire Conference, James MacDonald as Mark’s big brother, the Janet Mefferd Interview where she accused Mark Driscoll of plagiarism, Mars Hill’s content management system, Mark Driscoll as “The Brand,” and the Result Source New York Times Bestseller List scandal. Watch for this on Tuesday, July 28.

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James MacDonald’s Mansion – Notice of Foreclosure

This document showed up on Twitter today and appears to be the notice of foreclosure of James MacDonald’s million dollar mansion.

You can also see the documents here: Page one, page two.

The house and property at 14N306 Highland Ave, Elgin, IL 60124 are quite stunning for anyone, especially the pastor of an evangelical church. Currently, the house lists for $1.6 million and has 5 bedrooms and 6 baths and a roomy 5,250 sqare feet.

 

Lawyer Takes James MacDonald and Harvest Bible Chapel to the Woodshed (UPDATED)

I don’t know any other way to describe the report written by Sally Wagenmaker about the financial and governance practices of Harvest Bible Chapel during the tenure of former pastor James MacDonald.

MacDonald recently defended himself against the church action of declaring him disqualified as a pastor.  He may have to write another Facebook post or ten with asbestos gloves to handle the fire in this report.

If interested in a blistering report about a megachurch in disarray, you must read it for yourself. Here are some spicy appetizers to help you decide:

Based on our law firm’s review of available information, we determined that a massive corporate governance failure apparently developed over several years at HBC, primarily due to the following factors:
• MacDonald’s powerful and subversive leadership style;
• His development of an inner-circle leadership group through which he could control HBC;
• His marginalization of broader leadership, particularly the former HBC Elders; and
• His other aggressive tactics that thwarted healthy nonprofit governance.
Directly resulting from such problems, MacDonald appears to have extensively misused HBC’s financial resources for improper financial benefit.

MacDonald’s strong and persuasive role as authoritative senior pastor, along with his close inner circle, insulation from proper accountability mechanisms, and key changes to the church’s operational structures, resulted in a highly problematic culture. Policies, formal and informal, were put into place to reinforce this unhealthy power structure.

We were provided with extensive salary information for MacDonald and the HBC Compensation Committee’s year-end meeting minutes, reflecting summary approval for executive compensation, housing, deferred compensation, and the housing allowance for MacDonald. The Committee unanimously approved an overall 2015 compensation amount
of $1,240,000, a 2016 compensation amount of $1,370,000, and a 2017 compensation amount of $1,387,500. For year-end 2017, we provided with a “Memorandum of Understanding and Documentation” dated December 19, 2017, reciting “commitments and pledges given in good faith [that] represent a contractual and covenant commitment” to MacDonald, plus a statement that “Walk in the Word and the respective assets are a bible teaching ministry of Dr. MacDonald.” For year-end 2018, the minutes of the “Elder Executive Committee Compensation Committee,” reflecting a total compensation package of $1,270,000 for 2019.

In a word, this is obscene.

Within this context, a leader who receives a tangible personal benefit as a result of a decision affecting the church’s operations or assets has an inherent conflict of interest that must be fully addressed through disinterested, independent leadership decision-making. Based on our legal evaluation, MacDonald seems to have acted in his own personal interests – reaping significant personal financial benefits, avoiding accountability to any governing board, and with heavy-fisted exclusionary leadership. His close inner circle of HBC leaders helped him to do so and without the important accountability measures needed for effective nonprofit ministry governance.

Although I am not an attorney, I would be worried about my legal liability were I formerly involved in leadership at HBC.

UPDATE: James MacDonald responds: