"Minimize creeping sourness"
The Rev. Kenneth Gordon Hurto led the workshop on the publication "Assessing Our Leadership", a model of assessment for congregational leadership teams. The model was is intended to promote a healthy and positive dialogue among all partners in a congregation.

The Congregational Self-Assessment Committee recognized that diversity within congregations is a reality, and clarity is needed in defining and meeting congregational needs and goals. The strategic planning team for the UU Association adopted the Assessment as a tool to promote effective planning and evaluation of congregations. This represents a shift from previous practices that were evaluative in nature, and, possibly, threatening on a personal level.

The strength of the assessment process is that it promotes a healthy and positive dialogue, focusing on three fundamentals: purpose, vision and mission. Congregations are encouraged to become more intentional about forming a clear sense of mission and setting priorities. The process recognizes that the relationship between congregation and minister is a dynamic that each contributes to and each takes responsibility for.

The assessment process is led, initiated and implemented by leaders in the wider community, and includes the Governing Board, Program Councils, Program Directors, and the Minister. The goal is to establish a norm of periodic "healthy congregational check-ups" -- as part of a retreat or scheduled meetings -- and promote vitality and strategic thinking. Different kinds of questions are asked; the focus is on how we want to be together and how we can be different. Formal and informal rules can lead to confusion; however, this can be effectively managed before the confusion becomes overwhelming or problematic as the focus is on the goals and dialogue. Accountability is fundamental to the process.

How does this work? A mission statement is drawn up through a series of whole-community meetings, dialogues and surveys. Long and short-term goals are identified and strengths are built on. The recommended mindset is: "Count your blessings," meaning that congregations must define themselves by the positive -- begin by stating what is going well. Dissonance can be destructive; diagnose without blaming or assassinating. Checking out a willingness to change or accept accountability is a positive intervention.

Priorities are established by including no more than three goals. For example, an area such as youth programming may be targeted as requiring attention and behavioral goals are set. If it is the case that the youth population is decreasing or not responding well to the program, the focus should be on the specifics which can promote change. Specific ideas are assigned to specific people in leadership positions or committees in a specific time line. It may be decided that learning the names of all the youth and addressing them by name would develop a sense of belonging. A list of youths is then divided amongst the Committee dealing with the issue. They establish contact with other committees who may also make an impact on tackling the problem and supporting the process.

It is not just the Minister who takes responsibility for achieving the goals. Carry-through is ensured by attaching names and dates, which in turn has the potential to lessen or avoid disappointment. The act of reminding people whose commitment may be lagging is recommended. The process is strengthened by setting priorities and structuring in accountability and responsibility, thus eliminating scapegoating and establishing a positive emotional climate. An enduring legacy is established through community building and peer review.

Handout: Assessing Our Leadership for the Larger Congregation
Rev. Kenneth Gordon Hurto, Acting Ministerial Development Director

Steps Toward Leadership Assessment as a Living Process and Resource to On-going Health in Congregational Life

Congregational Purpose:

1. Why do we exist? Mission
2. How will we be together? Covenant
   1. Forms of governance.
      1. Elected and appointed leadership.
      2. Paid leadership, delegated authorities.
   2. Covenant of Right Relations.
      1. Congregational Ethics.
      2. Professional Ethics.
   3. Policies
      1. Operations manual: authority/accountability.
      2. Personnel Manual.
3. How will we or the world be different? Vision
   1. Behavioral aspirations.
   2. Congregational identity: Legacy for those who come after.
   3. Long Range or Strategic Plan

The Assessment Cycle = Planning and Planning UUA Web page: See http://www.uua.org/ministry/assessing.pdf

4. How are things going? Program review
   1. What goes well and should be continued (strengths)?
   2. What needs shoring up (weaknesses)?
   3. What do we need to stop doing?
   4. Changing priorities within congregational life.
      1. What new urgencies are emerging?
      2. What new opportunities might we consider?
5. Establishing priorities. Goals
   1. No more than three overall goals.
   2. Each leadership team incorporates those goals.
   3. Each leadership team generates its own particular goals.
6. Delegating responsibilities. Ownership
   1. For Worship, Education, Congregational Life, and Public Witness.
   2. For Infrastructure: Property, Finances, and Administration.
   3. Leadership teams:
      1. The Governing Board.
      2. The Program Councils.
      3. The Minister/s.
      4. The Program Directors.
7. Adoption and promulgation. Internal Marketing
   1. Planning for congregational awareness.
   2. Developing implementation plans.
      1. Time-lines.
      2. Accountabilities and standards.
   3. Mid-stage reviews.
      1. Reporting plans.
      2. Revisions in the light of learning and changing circumstances.
   4. Seeking congregational input.
      1. Congregational assessment.
      2. Annual planning retreat.
      3. Ministerial search process.
8. End of year assessment: Process recycles. End Review

Leadership Assessment for Ministers. Ministerial Teams

9. The Ministry Team.
   1. Senior Minister.
   2. Associate, Assistant, Affiliate Ministers.
   3. Other professionals.
10. Use of assessment process for ministry team.
    1. Use of an outside consultant.
    2. Committee on Ministry.
11. The special case of the Senior Minister.
    1. Traits of the visionary, charismatic leader.
    2. Objective results:
       1. Worship attendance.
       2. Financial stability.
       3. Public identity.
       4. Quality staff relations.
       5. Empowered lay leadership.
    3. The enduring legacy: successorship.
    4. Peer Review and/or Coach consultant.

Congregational Self-Assessment All church review. See UUA web page: http://www.uua.org/promise/assessment.pdf

12. Comprehensive Congregational Self-Assessment Process.
    1. Leadership team.
    2. Congregational Profile.
    3. Assessment form.
       1. Attracting New Members.
       2. Community Building.
       3. Sense of Belonging.
       4. Outward Focus.
       5. Ongoing Faith Exploration.
       6. Mission Focused Leadership.
       7. Resource Development.
       8. Results lead to:
          1. Perceived strengths.
          2. Perceived potential strengths.
          3. Perceive challenges.
       9. Outside in: community interviews.
       10. Recommendations for action.
13. Annual Planning Retreat.
14. The Faith Communities Today survey
    1. Internet based project of Hartford Seminary. See: http://fact.hartsem.edu/workbooks/intro.htm
    2. Public worship.
    3. Spiritual growth.
    4. Inviting and including.
    5. Community outreach.
    6. Managing and leading.

Reporter Caroline Jondahl, Editor Jone Johnson Lewis

General Assembly 2002 · Program Grid 2002 · General Assembly Home