The Rev. Joan VanBecelaere District Executive, Ohio-Meadville District

The Rev. Joan VanBecelaereDistrict Executive, Ohio-Meadville District

Chalice Lighting

OverviewIntroductionsWhy Do We Do Assessment?When Do We Assess?When Not To Do AssessmentHow Not To Do AssessmentWhat Do We Assess?Best Practices Where Do We Start? Models of AssessmentOther Resources

IntroductionThe focus tonight is on Congregational

assessment.We will discuss some special considerations

& the context for congregational assessment.We’ll talk about best practices.And we will briefly introduce some of the

more successful, useful models for assessment.

Why We Do AssessmentTo provide feedback for growth ,

learning and developmentA tool for planningTo measure and document

progress toward a goalTo understand strengths

(to build on them) and weaknesses (to address them)

To provide insight into the dynamics of a congregation

To foster congregational health

Why We Do AssessmentWho has time for an assessment?We never feel like we have time for it. It’s easy to put it on the back burner in light

of more pressing issues. Without objective information about your

congregational climate, you can end up miles down a decision making path in the wrong direction.

Periodic assessment is crucial to informed decision making and effective leadership

Why We Do AssessmentWe’ve got too much going on already.Don’t think of assessment as an additional

“project”. That can make it feel overwhelming.

Think of it as a routine “check-up” to make sure you’re healthy and aware of any potential issues.

A check-up can give leadership the ability to be “proactive” instead of “reactive”.

Why We Do AssessmentFor the same reason you look both ways

before you cross the street … to evaluate where you are, where you are headed, identify any danger, and make wise decisions going forward.

When Do We AssessA church assessment is a listening tool.“Listening well" is critical to effective leadership. Members will feel heard, understood, and valued.

During periods of change:Transition in church leadership Shift in demographics of the church body Change in ministry focus of the church Restructuring of staff/program framework

When Do We AssessDuring periods of new developments:Preparing for a large project like a capital campaign Creating new ministries or programs - assess

readinessExpanding or relocating to another building

During periods of strategic planning:Identifying the priorities/goals for the coming year Finding the strengths of the church to be maximized Categorizing the needs of the faith community Budgeting for the future

When Do We AssessAs a regular habit: As part of a regular check-up of the

congregation’s health and ministry - to provide timely and relevant feedback to leadership.

Life moves fast and change is constant. Conduct assessment every 12-18 months to stay on top of congregational changes in the church.

What Do We Assess?Worship and identity as a faith communityLocation and facilities (sometimes)Internal and outreach oriented programsReligious education for adults, youth and

childrenLeadership & organizational dynamicsMember characteristicsStewardship and givingAttitudes and right relationsSystem health

Questions to AskIn considering assessment, ask yourselves:Do we have an accurate baseline of where we are

now for the purpose setting goals and objectives for the future?

Is listening (openness to feedback) something we genuinely value as part of our leadership model?

What benefits can we foresee from an assessment? What issues/fears/problems cause us hesitation in

considering doing an assessment? Based on our calendar, what would be the best

timeframe to conduct a congregational review and assessment?

When Not To Do Assessment(or be very careful)

In the midst of conflict or when anxiety is high

Close to budget time (budget time raises anxiety already)

Outside of an expected or announced schedule (no sudden surprise assessments)

If the congregation or leadership can not handle honest feedback.

If someone has an axe to grind!

How Not To Do AssessmentAssessment is not “Evaluation”Evaluation is an act of determining “value.”Assumes there is some set of standard criteria against which judgment is made.

Presumes an authoritative, knowledgeable judge, able to apply the criteria in an objective fashion.Even in the physical world, this is debatable.In relational world, such claims are suspect.

Evaluation usually tied to determinations of merit or demerit or reward or punishment.

Assessment vs EvaluationAssessment is all about listening. Assessment is a “listening exercise” rather

than a “report card.” or evaluation. Don’t think in terms of “score” but rather in terms of “awareness.”

 Every church will have things they are doing well and things that could use some attention.

Awareness of the issues is half the battleYou gain awareness via listening to everybody,

not just select groups/committees/etc.

Assessment vs EvaluationLeadership needs a thick skin. Be prepared for overly critical comments and

those who communicate their opinions with little or no tact.

Consider it a leadership compliment to have a house stable enough not to be blown over by the occasional outspoken critic.

Do your best to stay objective and not get defensive.

Remain open to receiving objective feedback for the purpose of arriving at a clear view of reality.

Assessment vs EvaluationEven if you disagree with the feedback, dig

for the diamond rather than discarding it.Ask: “Assuming we’re dealing with a rational

person who doesn’t critique without cause (albeit emotionally charged), is there a truth at the root of this critical remark that we should be aware of?”

Assessment vs EvaluationGuard against blaming individuals for weaknesses discoveredOrganizations operate the way they do because of ALL of the people in the system.

Relationships determine behaviorMy behavior influences you & yours

influences meIf you get unsatisfactory results, need

to change the system, not lay blame

Assessment Loop

Best Practices Swing The Doors Wide. Invite as many people as possible to

participate–the more feedback the better. You want to know that you have a solid

percentage of the congregation’s population and that the data represents the views of the members as a whole.

Best PracticesBe Genuine In Your Invitation. The more enthusiastic you are in saying “we

really care what you think and we want to hear from you,” the better participation you’ll have.

If you are not really welcoming, the people can sense that and you’ll get minimal participation

After all, who wants to spend 20 minutes taking a survey if they don’t feel that their time and effort will be valued?

Best PracticesKnow When You Have A Valid PictureMinimum participation goal should be 20% of the

adult members, ideal is 25%-35% Don’t use small groups to assess. Each member

needs to do his or her own assessment work separate from the "group think" of a discussion.

Unlike a clergy or staff assessment, congregational assessment is often anonymous, sometimes web based.

Often not statistically valid, but gives a good picture.

Best PracticesBe PatientAllow plenty of time to gather as much

feedback as possible. Survey window of 30-60 days

Follow up with a series of leadership team meetings to discuss the findings and results, identify the priority issues, and make adjustments for the future.

In some cases, the use of an objective, third-party facilitator can be helpful in this process.

Best PracticesAnalyze and Discuss the ResultsCompile findings and give to leadership for review.Leadership should discuss the results, looking at:

Strengths and weaknesses discovered Areas of agreement and disagreement identified Disparity between how leaders and congregation

members view the congregation Underlying reasons for any disagreements

unearthed Develop an overall summary of three strengths and

three areas of concern

Best PracticesUse the Data - Don’t create reports that are stuck on a

shelf. After analyzing /discussing the data, set reasonable

goals; how you intend to use the findings to improve the congregation’s life and work. Some goals may be huge, others minorSet well defined target goals (with a date attached)

that give a sense of direction and accountability. Don’t get overly complicated.

The fewer goals you have the more focused you’ll be.

Keep it simple and well defined.

Best PracticesMake Listening Part Of Your Routine. Do an assessment every 12-24 months to

make sure you’ve got your finger on the pulse of the congregation

Much can change in a year or two.Awareness of strengths and issues is critical

to healthy leadership.

Where to Start: A Few Models① Quarterly Congregational

Assessment Model

② Comprehensive Congregational Self-

Assessment Model

③ Congregatinal Self-Assessment and

Planning Retreat Model

A Few Modelssubmitted by UU ministers and reviewed by

CENTERweb describes origin, context, benefits and

challenges and full process of each modelinclude comprehensive as well as shorter

modelsfocus on Qualitative measures (effectiveness)

and not Quantitative (how many new members last month)

full selection at: http://www.uuma.org/assessment

Quarterly AssessmentDeveloped by Rev. Kenn Hurto of Florida District.Quarterly “Town Meeting” conversations:Board invites a small focus group to a conversation on an area of congregational life.Choose a small set of appreciative inquiry questions.Create the culture of routinely assessing some aspect of congregational life.Do one every quarter, leading to a rotating cycle.Excellent for regular check-ups.

Quarterly AssessmentPossible Topics for Quarterly

Assessment ~ Two Year Cycle:1Worship2Adult Education & Spiritual Discernment3Children's Religious Education4Creating the Beloved Community5Social Justice Witness6Hospitality 7Board Management8Fiscal Management9Mission/Vision

Comprehensive Congregational Self-AssessmentDeveloped by John Buehrens and Lawrence

Palmieri Peers. Often used in conjunction with the Assessing

Our Leadership Model they also created. (on the UUA website).

Comprehensive and thorough, requires a significant investment of time and leadership.

The model, including all forms, can be found on the UUA website at: http://www.uua.org/documents/ftp/congselfassessment.pdf

Comprehensive Congregational Self-AssessmentFive parts:I. Choosing A Leadership Team for theII. Creating a Congregational ProfileIII. Creating a Congregational Self-

AssessmentIV. Creating Recommendations for ActionV. Identifying your Congregations

Relationship to the Larger Community

Comprehensive Congregational Self-AssessmentDesigned to measure the general health of

the congregation to identify goals and objectives.

Ideal when a congregation is about to embark on a long range planning process

Involves the entire congregation and invoke a greater sense of interest, awareness, ownership and accountability.

Aims for holistic understanding of health and next steps.

Comprehensive Congregational Self-AssessmentBENEFITS OF THE MODELComprehensiveInvolves a great number of peopleBecause of the broad participation and the

depth of the exploration, the results have a tendency to be compelling

Explores systemic health, ie. the strengths, abilities, focus and passion of the whole rather than a selecte group

Comprehensive Congregational Self-AssessmentCHALLENGES OF THE MODELRequires an incredible investment of timeRequires the participation of key leaders as

well as those moving into leadershipRequires follow up to incorporate findings

into action plans and an intentional process to incorporate and monitor those plans in the future

Self-assessment & Planning Retreat ModelDeveloped by Nancy Bowen and Howell Lind Short duration / high intensity explorative

assessment created by congregational leadership

The majority of the thinking / processing / choosing of goals, milestones and strategies is done in a single day retreat.

An assessment form is provided and can be filled out by all participants ahead of time to stimulate thinking.

Self-assessment & Planning Retreat ModelUses appreciative inquiry tools to identify

success and look for ways to build on the decisions / actions that brought it about.

Tries to accomplish some of the same objectives of the Comprehensive Congregational Self-Assessment model in less time

Ideal when time is short and a congregation wants input from the major stakeholders but doesn’t want the deliberation to carry on over time.

Outcomes of the retreat can be useful for those working on meta-level organizational / strategic planning.

Good tool for assessment when a new minister arrives to activate congregational leaders and give the new minister deeper understanding of the aims of the stakeholders.

Self-assessment & Planning Retreat Model

BENEFITS OF THE MODELShort time frameGets input from leadership and key peopleFocuses on the systemic health, ie. the

strengths, abilities, focus and passion of the whole congregation

Has the aim of naming and building on strengths and ideals.

Self-assessment & Planning Retreat Model

CHALLENGES OF THE MODELRequires a fairly high energetic, intense plea

for people’s attention / participation.As a one day event, there will be key people

who won’t be able to attend whose buy-in is needed later.

Requires follow up to incorporate findings into action plans and an intentional process to incorporate and monitor those plans in the future

Self-assessment & Planning Retreat Model

Other Online ResourcesUUA Office of Transitions Congregational

Survey“Conducting an Effective Ministerial

Search Survey” http://www.action-research.com/uua/

Feeds into the ministerial search process. Results can help define what a congregation

is looking for in a minister.Provides potential candidates with a profile of

who you are as a congregation.

Other Online ResourcesHartford Seminary Congregational Assessment

Toolshttp://hirr.hartsem.edu/leadership/church_inventory.htmlThe Church Planning Inventory

Designed to contribute to a serious in-depth planning process.  Acomprehensive analysis of church programs, including youth & adult education, giving, missions, and evangelism.

The Parish Profile InventoryA shorter version, suitable for when a church needs a general overview of congregational dynamics or when the length of the survey is an important issue.

Other Online ResourcesThe Pastoral Search Inventory

Focuses on the questions a congregation seeks in its ministerial leadership.  A different survey model for congregations looking for a new minister.

Other ResourcesUUMA/CENTER Resource: Assessment Models for

Clergy and Congregations http://www.uuma.org/assessment

Jill M. Hudson, “When Better Isn’t Enough: Evaluation Tools for the 21st Century Church;” Alban Institute

• McKinsey & Company’s “Capacity Assessment Grid,” http://www.venturephilanthropypartners.org/learning/reports/capacity/assessment.pdf or http://www.emcf.org/pub/readingroom/mckinseyselfassessment.htm

Questions?

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