ASSESSMENT VISIT REPORT
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This report represents a written summary of observations, compliments, and recommendations from my October assessment visit. My Sunday presentation to the congregation was taped so there is an audio transcript of my findings. In addition, Ken Ross has created written notes from my verbal presentation. Both the tape and the written notes can be made available to any member or friend of the congregation.
Background
The Unitarian Universalist Church in Eugene is a 325-member congregation with approximately 211 contributors to their annual operating budget. The Reverend Carolyn Colbert is entering her sixth year of ministry with the congregation. Ms. Candee Cole is the 35 hour-per-week director of religious education. Tom Sears is the part time music director, and Kim Harris is the part time church administrator. There is a 20 hour-per-week custodian.
The congregation’s spiritual home is a much beloved, well-worn facility that was built in the early 1960s. While there appear to be no significant structural problems, the building is in need of extensive upgrading. A partial list of needed improvements includes renovation of the four bathrooms, better accessibility for physically challenged people, and cosmetic improvements to the religious education classrooms and the sanctuary. Even with improvements, the existing sanctuary and classrooms will remain too small, storage will still be inadequate, and there will be too few bathrooms. There are approximately 45 on-site parking spaces and there seems to be no way to increase that number. There is available parking on the street.
There are two services each Sunday. On the Sunday of my visit, the sanctuary was filled to approximately 75 percent capacity during the first service. The second service was filled to overflowing until the teachers and students left for their religious education classrooms. Even after they left, the sanctuary was about 90 percent full, with many people having to sit in the adjoining fellowship/kitchen area. There were 25 to 30 members of the Sanctuary Choir at each service.
I believe that the congregation really has only three options to consider. The possibility of staying the same is not a viable option. Making a decision to stay the same will be making a de facto decision to begin to atrophy. Staying the same will result in decreased resources (members and money) as the congregational leaders become tired and overwhelmed with church responsibilities. Financial resources will decrease as it becomes more difficult to make a compelling case for annual pledges.
Observations
1. The buildings are much loved by the congregation. They are well worn and showing their age. The sanctuary, the fellowship/kitchen area, the religious education classrooms, and the administration office are all too small for a congregation of 325 members. Storage space is limited and there are too few bathrooms.2. The congregation is in the midst of a growth transition from a small to a mid-size (by UUA standards) congregation. You are experiencing quite normal and predictable issues for a congregation of your size.
3. There appears to be a culture of avoiding congregational conflict. It seems likely that this culture has evolved from previous conflict dating back to before the arrival of Carolyn Colbert. This avoidance has made the growth options discussions difficult and has created anxiety about decision-making. Closely related to the desire to avoid conflict is a reluctance to talk about money.
4. There is a predominant myth of scarcity that is placing unspoken and unwarranted limits on financial giving and preventing the congregation from moving to the reality of abundance.
Compliments
1. The congregation has experienced tremendous membership growth during the past few years. It is especially important to note that the congregation’s financial commitment to the annual operating budget has kept pace with the membership growth.2. The religious education program operates under difficult circumstances. In spite of facility limitations, the program provides a well-rounded, carefully developed program for each of the two Sunday services.
3. There is a core group of dedicated lay leaders. I met with many of them on Friday evening, Saturday morning, Saturday afternoon, and on Sunday afternoon. As a group, they exhibit a high level of organizational sophistication that will be helpful as you transition to a mid-size congregation.
4. The congregation is acknowledging their growth. There is a dedication to finding a solution to the facilities limitations as well as providing fair compensation to all of the staff, and overcoming an aversion to discussing money.
5. The Reverend Carolyn Colbert deserves much credit for nurturing the congregation and helping the members to embrace growth.
6. There is a lively music program. On the Sunday of my visit, the Sanctuary Choir was well prepared and their smiles indicated that they were having fun with the music. It was a joy to hear them sing.
7. Shared ministry groups have begun and will help to maintain intimacy as the congregation continues to grow. Seven facilitators have been trained and there are approximately 70 participants in the current eight-week semester.
8. There is an intentional, well-developed new member orientation program. Twenty-five newcomers attended the most recent three-session orientation.
Recommendations
My recommendations fall into two broad categories: 1) moving from a myth of scarcity to the reality of abundance, and 2) developing a comprehensive strategic plan to help shape the future of your congregation.
Move toward the reality of abundance
An analysis of your annual giving pattern is illuminating. The following chart summarizes this information.
Annual Pledges |
UUCE |
UUA |
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| Average Pledge | 905 | 1485+/- | |
| Median Pledge | 540 | 982+/- | |
Quartile Analysis |
UUCE |
Recommended |
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| First | 4.7% | 10% | |
| Second | 10.6% | 15% | |
| Third | 20.9% | 35% | |
| Fourth | 63.8% | 40% | |
The chart indicates that both your average annual pledge and your median pledge are considerably below the UUA average and median pledges. The chart also shows that 4.7 percent of the pledge units contribute the top 25 percent of the annual giving compared to our recommendation of 10 percent. At the other end of the spectrum, 63.8 percent of the pledge units contribute the bottom 25 percent of the annual giving. We recommend that there be no more than 40 percent of pledge units in the 4th quartile of giving.
1. Because of this information, my first recommendation is that you focus on getting your fiscal house in order. It is my belief that the relatively low level of giving can be increased with a direct, person-to-person, modified every member and friend annual stewardship drive. Your UUA fundraising consultant can provide guidance and coaching through this process. With additional operating funds, fair compensation can be provided for your existing staff and additional staff (full-time administrator, a religious education assistant and perhaps a coordinator of volunteers) can be considered.
2. Your endowment fund is moribund and needs to be revitalized to provide long-term financial stability for your congregation. The UUA website (www.uua.org/cde/fundraising) offers extensive information in two large documents. “Planned Giving Made Easy” and “Endowment Fund Guide” contain information that will be helpful in reactivating your endowment fund. Your UUA fundraising consultant can also provide guidance.
Develop a comprehensive, five-year strategic plan
1. Although the transition from a small congregation to a mid-size congregation is difficult, you do not need to reinvent the wheel. There are resources available from your district and through the UUA Office of New Congregation and Growth Resources. Alice Mann’s book “The In-Between Church” (published by the Alban Institute in 1998) and Mann’s book “Raising the Roof” (published by the Alban Institute in 2000) might also be helpful resources.2. While you are struggling with your transition, the outline of a five-year strategic plan can be developed. The plan should project operating income and expenses, as well as capital income and expenses. The plan should include facilities, staffing, and programming projections. Three different options can be developed; one plan that speaks to growing within the confines of your current location, a second plan that outlines establishing a satellite church, and a third plan that outlines moving to a different location.
As the three strategic plans are being developed, the congregation must be given opportunities to provide input. And as each plan evolves, the congregation must be given opportunities to provide feedback. While this strategic planning process may not offer a definitive answer to your growth options questions, the plans will provide enough information for the congregation to make an informed decision.
In Summary
I greatly enjoyed my visit to your church. The congregation was warm and welcoming, the staff was helpful, and the lay leaders asked many relevant questions. Once your fiscal house is in order, your endowment fund is brought to life, and one strategic plan has been adopted, you will be ready to begin planning a capital campaign to financially support your vision of the future.
I have the utmost confidence in the future of your congregation. There is no doubt that you can successfully accomplish these tasks and become a truly vital mid-size congregation that provides a liberal religious presence in Eugene.
I wish you well.
Wayne B. Clark, Ph. D.
UUA Director of Congregational Fundraising Services
(207) 829-4550