Strengthening Our Core

STRATEGIC PLAN January 2013 – May 2016

Strategic Planning Committee:

Jill Jackson

Steve Bennett Arline Borella

Alice Britt Michael Cox

Viveca Monahan Laura Pierce

Board of Trustees:

Jill Fleming

Candy Sullivan Matt Aspin

Karin Cumming Laura Matson

Joe Rettenmaier Eric Winiecki

Date of Board Approval:

November 20, 2012

In the writing of this strategic plan we were inspired by these words.

“Prophets of a Future Not Our Own”

Adapted from El Salvadoran Archbishop Oscar Romero (Assassinated March 24, 1980)

This is what we are about: We plant seeds that one day will grow.

We water seeds already planted, knowing that they hold future promise. We lay foundations that will need further development.

We provide yeast that produces effects beyond our capabilities. We cannot do everything and there is a sense of liberation in realizing that.

This enables us to do something, and to do it very well. It may be incomplete, but it is a beginning, a step along the way, and opportunity for

Spirit’s grace to enter and do the rest. We may never see the end results, but that is the difference between the

master builder and the worker. We are workers, not master builders, ministers, not messiah.

We are prophets of a future not our own.

October 2012 � � � pg. 2

Table of Contents

ContentsEXECUTIVE SUMMARY ............................................................................................................ 4 STRATEGIC PLAN OVERVIEW ................................................................................................. 5 MISSION ........................................................................................................................................ 6 VALUES ......................................................................................................................................... 6 HISTORY ....................................................................................................................................... 6 STRATEGIC PRIORITY FOR THE NEXT THREE AND A HALF YEARS ............................. 9 GOALS AND OBJECTIVES TO ACHIEVE THE STRATEGIC PRIORITY ............................. 9 

Goal I: Maintain and enhance our close-knit community ........................................................... 9 Goal II: Refine our organizational and management structure to support a program-size Congregation ............................................................................................................................. 12 Goal III: Ensure our financial stability ..................................................................................... 17 Goal IV: Enhance our building ................................................................................................. 19 

OUTCOMES................................................................................................................................. 21 CONCLUSION ............................................................................................................................. 21 GLOSSARY ................................................................................................................................. 22 Appendix A: STRATEGIC PLANNING PROCESS ................................................................... 24 Appendix B: Westside Unitarian Universalist Congregation Growth, February 2006 - February 2012............................................................................................................................................... 26 Appendix C: Strategic Planning Committee Report to the Board, June 2012 .............................. 28 

October 2012 � � � pg. 3

EXECUTIVESUMMARY Westside Unitarian Universalist Congregation (Westside) is a fun and exciting place, things are happening here, we are thriving and growing. Just look at what we have accomplished in a few short years. In our last Strategic Plan (2006-2011), we said we wanted to “meet together often, in our own inspiring home”. We wanted a full-time minister. We wanted to grow. As a community we envisioned what we wanted, and then we took the steps necessary to make it possible. This is what we do. Westside knows strategic plans are not for collecting dust on a shelf, they are essential tools for guiding our leadership and community in a common direction. This year we came together again to develop a new strategic plan. The congregation participated in numerous events at which we evaluated our strengths and needs, shared with each other our opinions and aspirations, and collectively determined what our focus should be in the next few years. In these conversations, it was commonly voiced that Westside has changed over the past five years and that we are experiencing natural growing pains -- we are bigger, we have the responsibility of owning our building, we want to do more than our finances currently allow, and we don’t always know how things operate anymore. Consistently members of the congregation spoke about wanting to make sure our finances are healthy, our processes and governance are transparent, our congregation is informed and engaged, our home is cared for, and our community is strong and loving. These desires all came together in a common priority -- strengthening our core. Our focus over the next 3½ years will be to look at and work on the basic building blocks of our congregation and ensure that these foundational elements are healthy so that we can sustain our beloved congregation long into the future. The Westside Unitarian Universalist Congregation Strategic Plan: January 2012 - May 2016, lays out where we will put our energies over the next 3½ years (through fiscal year ending May 31, 2016). And, everyone in the congregation will have a role to play. As you read this plan consider how you will be a part of Westside’s future, what you will give and receive from this congregation over the next few years. How will you be involved and contribute? How do you want to be nourished, and what do you need to make your participation fulfilling and meaningful? This strategic plan is both a road map and an invitation. Because when it comes right down to it, we all are the future of Westside. We have declared our intent to strengthen our core, and now it is up to us to do the work to make it happen.

October 2012 � � � pg. 4

STRATEGICPLANOVERVIEWStrategic Priority: Strengthening our core

Goal I: Maintain and enhance our close-knit community

Goal II: Refine our organizational and management structure to support a program-size congregation

Goal III: Ensure our financial stability

October 2012 � � � pg. 5

Goal IV: Enhance our building

MISSION We are a caring community that celebrates and respects the diversity of individuals. We nourish our spiritual, intellectual, and ethical growth, take personal and collective action to promote social justice, and inspire and encourage each other to live the values we share as Unitarian Universalists.

VALUES We value diversity in our membership and respond to it by providing a diversity of programming. Our Sunday Services are inspirational, thought provoking, responsive to what is currently moving us, reflective of different voices and cultures and are filled with music. We are a close knit, fun loving community. We embrace inclusiveness. We provide ample opportunities for all to participate in congregational life. We love our children. We offer a strong religious exploration experience for children and adults alike. As a caring community, we provide pastoral care and support for our congregation. And as a caring community, we work for social justice. To ensure the future of our congregation, we are financially self sustaining and good stewards of our church building. As our website proclaims, we enact our values by “Feeding your spirit, expanding your mind, working for justice.”

HISTORY In the early 1960s, the Reverend Peter Raible, pastor of the University Unitarian Church, helped a number of his former members and friends who lived in West Seattle to get in touch with one

October 2012 � � � pg. 6

another. With Raible’s assistance, Westside Unitarian Universalist Congregation began in 1963 as the West Seattle Unitarian Universalist Fellowship. The Fellowship purchased a large house near the Admiral District Starbucks in 1964. Members started the first voluntary recycling program in West Seattle to help fund the maintenance of the building. The Fellowship met in the Admiral District home for about a decade, until a controversy within the religious education program split the group. Maintaining the building became overwhelming with the abrupt drop in membership. The house was sold in 1974. The Fellowship continued to meet in a room at the YWCA and at members’ homes for the next 15 years. Then, in 1988, a 25-year anniversary celebration is credited with re-energizing the congregation and attracting new members. Due to the growth and concerns that potential members might find meeting in homes to be intimidating, the Fellowship leaders began looking for a more public place to meet in. The Fellowship moved its services to the basement of the Alki Masonic Temple in 1989. Historically, Westside valued the strength and competence of its lay led programming, and it functioned as a primarily humanist-oriented congregation. In the mid-1990s, an influx of new families with small children brought with them a desire for more spirituality. In response, the sources the Sunday services drew upon broadened. In 1995, the Fellowship called the Reverend Roger Smith as its first quarter-time minister. He served until May 1996. The Reverend Lena Breen was called by the Fellowship later that year and she served the Fellowship as a quarter-time consulting minister through 1998. The Reverend David Maynard served as half-time minister from 1999 through 2002. The Reverend Peg Boyle Morgan was called to be our Minister in August 2002, on a half-time basis. The position of minister has gradually increased to full-time status during Reverend Peg Morgan’s decade (and counting) of dedicated service to the Congregation. In 2008, we voted to change our name from West Seattle Unitarian Universalist Fellowship to Westside Unitarian Universalist Congregation. Our new name reflected our increasing membership, which was coming from many neighborhoods in Seattle, not just West Seattle. And the term congregation really reflected who we were—that we had outgrown our status as a fellowship—and were an established and growing congregation. Social action has been a part of Westside’s liberal humanist and religious presence in the West Seattle community for over 49 years. In its early years, Westside members organized sit-ins in real estate offices to protest redlining practices by realtors who discouraged minorities from buying houses in West Seattle, and participated in the anti-war movement and civil rights actions. In more recent years, members of Westside have lived the affirmation “service is our prayer” by volunteering at Seattle's immigration detention center; preparing meals for homeless teens; tutoring youth; hosting homeless families; organizing food and holiday gift drives; participating in marches for immigration rights; and partnering with a Unitarian church in Transylvania. In 2005, after 18 months of training focused on being more welcoming and inclusive of people with marginalized sexual orientations and gender identities, the Westside congregation voted unanimously to become a Welcoming Congregation and was certified as such by the UUA. In 1998, Westside voted, along with surrounding UU congregations, to provide financial support to the chartering of a Rainier Valley Unitarian Universalist Congregation (RVUUC). While there were concerns about making this financial commitment to a new UU congregation when Westside

October 2012 � � � pg. 7

was experiencing its own fiscal struggles, this was counter-balanced by a profound belief in RVUUC’s inspired mission to build a companionate multicultural faith community in the Southeast Seattle neighborhood. In the ensuing 12 years, RVUUC grew to 75 members at its height and had a series of wonderful part-time ministers and RE teachers, including the founding minister the Reverend Lucy Hitchcock Seck. One of the most influential and enduring aspects of RVUUC was the legacy of Kathleen Tracy’s leadership as Music Director. Under her direction, RVUUC became a magnet for musicians of all types. Tracy’s talents and tastes in music from many ethnic backgrounds resulted in uplifting services where songs were sung in several languages, and in the formation of specialized bands performing Celtic, jazz, polka, marimba, and other types of music not typically heard in UU services. In 2008, the RVUUC community remained enthusiastic, but due to a decline in membership, financial challenges, and several unanticipated changes in location, it became time to consider alternatives. Just after Westside’s decision to purchase a permanent home in late 2009, the RVUUC decided to dissolve and voted to recommend that their members consider joining Westside. As members of RVUUC began attending and joining, Westside they brought with them their inspired musical tradition and dedication to multiculturalism—both of which now enrich our services and congregation. In honor of the legacy of RVUUC, two of the banners that graced the walls at the RVUUC now hang on either side of Westside’s chancel. On April 23, 2010, the West Seattle Herald reported that Westside had purchased a church at 7141 California Avenue SW. The building was 60 years old and was originally built for the Gatewood Baptist Church. Westside had embarked on an amazing four-month capital campaign and raised over $750,000 to purchase the building and provide for necessary repairs and upgrades. After months of sweat equity by members and friends, the first service was held in the new building on September 12, 2010. A formal dedication service followed on October 24, with over 50 clergy from throughout the Pacific Northwest in attendance. In 2011, Westside was recognized by the Unitarian Universalist Association of Congregations (UUA) as a Breakthrough Congregation (one of four nationwide) for achieving significant and sustained membership growth and realizing the dream of a home of our own. Today, with passion and intention, we continue to thrive.

October 2012 � � � pg. 8

STRATEGICPRIORITYFORTHENEXTTHREEANDAHALFYEARS Strengthening our core

GOALSANDOBJECTIVESTOACHIEVETHESTRATEGICPRIORITY

GoalI:Maintainandenhanceourclose‐knitcommunity The loving community we have built together is an enormous strength. Our need to grow must work hand in hand with helping congregants, new members and friends build new connections and deepen existing ones. We want a variety of easily accessible portals for people, both new and established members, as well as friends, to enter our community, find ways to be involved and engaged, and to know and be known.

In order to accomplish this we need to: Objective I.A. Create and offer a balance of large and small group ministries and gatherings that build community. As our congregation grows, we must be intentional about providing a range of ways to have fun, grow personally, and connect as a community. The offerings should be diverse so that there are opportunities that appeal to young adults, couples, singles, families, seniors, and other age and affinity groups.

Strategy I.A.1. The Board will initiate avenues for and encourage the creation of ways for the congregation to increase the number and frequency of small group activities. This process will begin in Q1 2013. Strategy I.A.2. The Board will develop a congregational commitment to making our programs and activities accessible to widest number individuals, including but not limited to those with visual or hearing impairments and mobility limitations. The Board will direct all committees and other event planners (including itself in planning Congregational meetings) to affirmatively consider how programs and events can be made more accessible, and to address barriers to participation e.g. transportation, time of day and cost, beginning immediately in Q1 2013.

Strategy I.A.3 The Board will encourage the expansion of young adult programming throughout the congregation. Specific initiatives and the involved parties will be identified in Q3 2013.

Strategy I.A.4 Different groups (such as the Board, the future FUUN Committee, and the Membership Committee) will organize all-church annual social events, such as a cookout, a Thanksgiving meal, a pancake breakfast, a blues night, or a slumber party/sock hop.

October 2012 � � � pg. 9

Three (3) events will be held from Q3 2012 - Q2 2103; thereafter, four (4) events a year will be held. Strategy I.A.5 The Board will investigate holding an all-congregation retreat (either hosting on our own or partnering with another congregation). Research will commence in Q1 2013, and the retreat will occur between Q4 2013 and Q3 2014.

Strategy I.A.6 The Minister and staff will collaborate with the Common Quest coordinator to expand adult topic-oriented programming. This effort will begin in Q3 2013.

Objective I.B. Continue to foster intergenerational fellowship by emphasizing the integration of children and youth activities with those of the larger congregation. Beginning our services as family – with children and youth present with adults – is a great joy and source of energy to our congregation. At Westside we value and celebrate the gifts of people of all ages and we want ensure that we foster intergenerational relationships, and opportunities for our children and youth to engage in a variety of aspects of congregational life.

Strategy I.B.1. The Director of Religious Education (DRE) will work with the RE Council and Sunday Services Committee to schedule children to expand the involvement of children and youth in Sunday services. This work will begin in Q1 2013. Strategy I.B.2. The Social Justice Committee will develop multigenerational social justice opportunities to include children and youth in our social justice program. This effort will begin in Q3 2013.

Strategy I.B.3. The Music Council will develop a music program for children and youth that includes ongoing multigenerational opportunities to create music. This effort will begin in Q3 2013.

Objective I.C. Integrate new members into the congregation in meaningful ways that foster community. Involvement and personal connections build community. We must be pro-active in the ways we welcome and include people into our congregational life. Both as individuals and as a congregation we need to invite people to join with us in fun, social action and leadership, and help people to find ways to share their talents. In doing so, we will expand our community and enrich our relationships with one another.

Strategy I.C.1. The Membership Committee will create a new member mentor program. This will occur in Q1 2013. Strategy I.C.2. A Membership Committee lead will contact new members within six weeks of their joining the congregation and facilitate their exploration of and engagement in a small group ministry by directly connecting them with a leader of a small group ministry (Covenant Groups, Circle Suppers, Common Quest, and Neighborhood Cluster Groups).

October 2012 � � � pg. 10

This will commence in Q1 2013. Strategy I.C.3. UU Connects will produce a congregational picture directory and update it annually. Initiated in 2012, with updates produced each consecutive year. Strategy I.C.4. The Membership Committee will send new member bios to relevant committee chairs and encourage the engagement of new members in volunteer opportunities within two (2) months of joining the congregation. This initiative will begin in Q1 2013.

Objective I.D. Enhance the pastoral care program to supplement the activities of our minister and chaplain. We are a caring community, and as we grow we need to expand our capacity to meet the congregation’s pastoral needs. With the guidance of our minister and chaplain we will continue to develop and extend our network for caring, so that we are able to offer meals, rides, visits, and support to one another.

Strategy I.D.1. The Minister and Pastoral Care Team will continue to operate and refine a rotating on-call Pastoral Care Team to respond to needs of members and active friends of the congregation. This effort began in 2012, and will be expanded in Q3 2013-2015. Strategy I.D.2. The Minister and Pastoral Program Manager will develop a Pastoral Listeners Program to train and provide skilled listeners for our members and friends who need someone to listen to their personal or family issues and concerns. This effort will begin in Q2 2013.

Objective I.E. Become more proactive at welcoming and integrating newcomers so that they will feel encouraged to return. Greeting visitors and newcomers is a responsibility that cannot be left to chance, and cannot end once coffee hour is cleaned up. To ensure that our greeting of newcomers is consistent and inviting we need to commit to a multi-step process that accompanies a newcomer as they explore Westside.

Strategy I.E.1. The Membership Committee will create and maintain an inviting visitor and newcomers table in the Social Hall. This will be accomplished in Q1 2013. Strategy I.E.2. The Membership Committee will develop a structure and process that supports outreach and follow-up telephone calls to people who submit informational contact cards. This effort will begin in Q1/Q2 2013.

Strategy I.E.3. The Membership Committee will host quarterly newcomer social events where newcomers can meet and bond with one another. The first event will occur in Q1 2013, and will continue thereafter.

October 2012 � � � pg. 11

Objective I.F. Identify a primary all-congregation social justice focus and develop programs and activities to support that focus. By coming together around a social justice focus of our choice, we have the potential to provide our congregation with a unifying experience of putting our UU principles into action, to enact change in the wider community, and to elevate social justice as an identifying feature of our congregation.

Strategy I.F.1. The Board will work with the Social Justice Committee to organize and host a World Café style facilitated conversation in order to discern the congregation’s choice of a multi-year social justice focus. Planning will begin in Q1 2013; the event will be held in Q2 2013.

Strategy I.F.2. The Board will work with the Social Justice Committee to develop congregation wide educational offerings on the social justice focus, and research and meet with potential community partners to develop a plan of action. This work will begin in Q3 2013, and continue through 2014.

Strategy I.F.3. The Board will work with the Social Justice Committee to partner with other community organizations to carry out programs and activities in support of the social justice focus. This work will begin in Q3 2014, and continue through 2015.

GoalII:Refineourorganizationalandmanagementstructuretosupportaprogram‐sizeCongregation Objective II.A. Modify our organizational and management structure as needed to make a smooth transition from a pastoral-size congregation to a program-size congregation. The Board will set forth an intentional process to move from our current organizational and management structure to one that better meet our needs. Such transition will require disbanding some valued committees, processes, and structures in order to create more appropriate ones.

Strategy II.A.1. A Board-appointed individual will prepare a report that documents our current organizational and management structure. This report will have two parts. The first will be an organizational chart that describes our current structure, including lines of authority (that is, to whom lead volunteer and staff personnel report). The second will be documentation from each of our organizational/operational units on their roles, responsibilities, and membership. Units include councils (e.g., RE Council), committees (e.g., Sunday Services Committee), teams (e.g., Clean Team), groups (e.g., neighborhood clusters), and individual assignments (e.g., weekly count). The organization chart and organizational reports will be presented to the Board in Q1 2013.

October 2012 � � � pg. 12

Strategy II.A.2. Staff will oversee the assembling and maintenance of an up-to-date policies and procedures manual. The initial manual will be completed in Q2 2013. Annual modifications will be made as appropriate.

Strategy II.A.3. Some WSUU programs (e.g., Religious Exploration) have or will be preparing their own work plans. Staff will compile the various organizational work plans and budgets, and present them to the Board for their information and review. The Board will review new activities proposed in the approved strategic plan. It will assign a volunteer to prepare an organizational analysis that includes a table listing existing and new committees, task forces, and assemblies; notes their responsibilities and areas of overlap, and flags opportunities for simplifying and streamlining operations. The Board will assess the extent to which the congregation can obtain and sustain the paid and volunteer work force necessary to conduct existing operations and institute proposed new activities. Where personnel is not available, the Board may modify Strategic Plan target dates. Plan modifications, if any, will be reflected in the 2013-14 work plan and budget.

Strategy II.A.4. The Board will form a Transition Committee to introduce and assure a smooth transition from our current organizational and management structure to one that is appropriate to our size and needs. In Q1 2013 the Board will form the Transition Committee; in Q1 2014 the Transition Committee will present the Board with a transition report with recommendations; in Q3 2014 the organization and management structure will be modified as needed. Strategy II.A.5. The Board will consider all of the new work proposed in the approved Strategic Plan. It will assign a volunteer to prepare an organizational analysis that includes a table listing existing and new committees, task forces, and assemblies; notes their responsibilities and areas of overlap, and flags opportunities for simplifying and streamlining operations. The Board will invite UU Connects leadership to assess the extent to which the congregation can obtain and sustain the volunteer work force necessary to maintain existing operations and institute proposed new activities. In Q1 2013, the Board will review the organizational and work force analyzes. It will modify the WSUU work plan as needed, taking into consideration the practicality of obtaining and managing human resources.

Objective II.B. Strengthen internal and external communications systems We recognize that we have internal and external communications needs. We also recognize that transparency is essential if we are to make the transition from a pastoral-size congregation to a successful program-size congregation. We need to develop an exemplary internal communications system that employs multiple communications mechanisms to convey important information. We also need to let our wider community know about Unitarian Universalism and WSUU. We need to let our light shine so that others will find a home that feeds their spirit, expands their mind, and works for justice.

October 2012 � � � pg. 13

Strategy II.B.1. The Board will appoint a Communications Committee to lead the effort to apply effective communication strategies. The Committee may delegate some responsibilities to groups or task forces, e.g., Operation Marriage Equality. This committee will be appointed in Q1 2013. Strategy II.B.2. The Communications Committee will strengthen our WSUU identify (“brand”) and public relations outreach, consulting with the Board, staff, and other parties as appropriate. This involves developing and maintaining an engaging, informative website and Facebook page; assuring that our welcome packets and other materials that explain our faith and congregation are compelling; conducting outreach so that people can find us; using local blogs, various community newspapers, playbills, tables at community events, social networking media; and giving members ways to display their pride in WSUU affiliation (e.g., mugs, tee shirts). This work will begin in Q1 2013 and continue through 2015. Strategy II.B.3. Staff, working with a Communications Committee liaison, will institute a protocol of utilizing a minimum of three communications mechanisms to convey key information to congregants. Communications mechanisms include Sunday service handouts and announcements, weekly e-newsletters, Uniclarion, broadcast and snail mail, telephone trees, congregational meetings, targeted communications (via pastoral support groups, RE Council, cluster groups, covenant groups, committees, etc.), and electronic communications, particularly our website and Facebook page. This will commence in Q1 2013. Strategy II.B.4. The Board will formalize methods for congregational leaders to share information with each other, the Board, and the Congregation. Options under consideration are a Council of Committees and an Assembly of Congregational Leaders. The latter would be comprised of representatives of committees, councils, groups, and other key parties. The Council or Assembly would meet quarterly (or as needed) to advise one another of their activities and plans, to develop cooperative relations, and to problem solve potential overlaps or conflicts. The decision regarding how to proceed will be made by Q1 2013. Strategy II. B.5 The Board will develop organizational mechanisms to increase our connections with our broader community, including our local community, Morgan Junction and other area churches. The Board will appoint a Community Liaison who will seek opportunities to connect with our broader community. The Community Liaison will seek approval for joint community activities from staff or the Board where such have budget or staffing implications for the Congregation. This work will begin in Q1 2014.

October 2012 � � � pg. 14

Objective II.C. Manage our facility more effectively Our congregation needs to balance internal and external use of our facility. We host an array of engaging activities to meet needs of our growing congregation. We seek rentals to help us finance our operations. We are facing the enviable problem of having to address competing requests for space and differing visions of how to best use and design our space.

Strategy II.C.1. The Board has established priorities for use of our facility. Staff will review existing protocols for scheduling, using building facilities for congregational activities, coordinating use of the building for multiple events, and managing rental use of the facility. They will inform the Board if the Board needs to develop new policies or protocols. Modifications and updating will occur as needed. Strategy II.C.2. The Board will develop policies and procedures for altering the appearance of the building, and develop a master building plan to guide decision making (see Objective IV.A). Committees or groups that propose actions that potentially affect the appearance of our building or long-range plans for our facilities will present their proposals to the Board for prior approval. This work will begin in Q1 2013.

Objective II.D. Create and implement efficient, transparent decision-making structures

Strategy II.D.1. The Board will give congregants advance notice of policies and other important items under consideration with opportunities for written or oral input as appropriate. This effort will begin in Q1 2013.

Strategy II.D.2. At some point, there may be legitimate competing interests involving use of space or other matters that cannot be resolved by affected parties. On a case by case basis, the Board will retain decision-making authority or delegate it to staff. This effort will begin at such time as this becomes an issue.

Strategy II.D.3. The Board and the Transition Committee will clarify areas for independent and shared decision-making authority by the staff and designated lay leaders. The work will begin in Q3 2013

Objective II.E. Maintain an accountability system that enables us to ascertain the extent to which we are achieving objectives.

Strategy II.E.1. The Board will prepare a Strategic Plan Outcomes document that lists Strategic Plan outcomes, indicators/measurements that can be used to ascertain whether Strategic Plan outcomes have been achieved, responsible parties for various activities, reporting dates, and target dates for completion where appropriate. Strategy II.E. 2 The Board and staff will conduct an annual review of congregational activities to assess the extent to which our activities are achieving our mission and are consistent with our goals and policies. This work will occur in Q2 2013, and be repeated in Q2 each year.

October 2012 � � � pg. 15

Strategy II.E.3. The Board, in consultation with staff, will establish procedures to review committee and group activities. This will enable WSUU leadership to identify and support committees or groups in need of new leadership, organizational improvements, or refinement of purpose. This work will begin on an as needed basis in Q2 2013.

Objective II.F. Develop and maintain mechanisms for assuring development and continuity of leadership, staff, and volunteers. It is essential to assure availability of human resources to carry out our mission. We recognize that WSUU remains a primarily volunteer organization. It will be important to balance the need for volunteers to be able to take initiative and operate relatively independently with the need for organizational accountability. We also recognize that our current level of funding is a significant barrier to employing additional paid staff, even where these would substantially advance our mission.

Strategy II.F.1. The Board, with staff support, will increase the pool of lay leaders by inviting more congregants to assume leadership roles, encouraging initiative, and providing leadership training and support for emerging leaders. This effort will begin in Q3 2013 and continue through 2016. Strategy II.F.2. The Board will maintain UU Connects as a congregation-wide initiative that calls upon all groups and activities to enhance opportunities to get to know one another and increase member engagement in and affiliation with WSUU. UU Connects includes in its objectives helping members to find satisfying volunteer activities that meet their and the congregation’s needs. UU Connects leadership will work with staff to develop a data system that will increase our capacity to draw on our members to offer programming and to staff essential volunteer tasks. The Membership Committee will take the lead in developing and sharing information on congregants and developing an effective volunteer recruitment, training, recognition, and support system. This work will begin in Q1 2013 and continue through 2015. Strategy II. F.3. The Board, with the Minister, will identify priority staffing needs, and work with Finance Committee to explore ways to fund key positions (e.g., business/ administrative functions, event planning, volunteer recruitment and support, janitorial duties, and website maintenance). This work will begin in Q3 2013. Strategy II.F.4. UU Connects, with the Membership Committee, will identify congregants with professional expertise (e.g., technology, architecture and design, meeting facilitation, data systems, organization and management, human resources, building maintenance, fundraising). WSUU will use this information to recruit these individuals to assist with tasks that require special expertise. This effort will begin in Q1 2013.

October 2012 � � � pg. 16

GoalIII:Ensureourfinancialstability Money doesn’t make the world go around, but we need it to keep afloat. We have numerous creative avenues to explore in order to ensure our financial stability, and we have many financial “needs” as a congregation that must be carefully considered and prioritized. With the acquisition of our new home and the growing numbers of our congregation, we must focus on the financial aspects of our community. In order to accomplish this we need to:

Objective III.A. Increase sophistication of financial planning, budgeting, and reporting functions. Currently, most budget conversations occur during the annual budget development process when staff, committees and groups are asked to estimate resources required to meet their needs and to submit budget requests to the Board. At present, we are hard pressed to fund basic necessities; much less items that would help us achieve our dreams. As a congregation we all need to be aware of our financial situation so that we will be better prepared to go through the budget development process and make hard decisions regarding priorities.

Strategy III.A.1. The President and Treasurer will establish a Finance Committee to support the Board in development of a structured budgeting process to enhance planning, coordination, and overall financial management. This effort will begin in Q1 2013 and should be completed by year end. Strategy III.A.2. The Finance Committee will provide resources, direction, and coordination to congregational committees to develop the annual budget and identify opportunities for improved alignment of committee efforts. This effort will begin in Q1 2013 and should be completed by year end. Strategy III.A.3. The Finance Committee will provide regular financial status reports to committees and congregation to improve transparency and shared understanding of the financial health and budgetary realities of the church. This effort will begin in Q1 2013 and continue on a quarterly basis thereafter.

Objective III B. Develop a congregational focus on stewardship that will create a year round culture of spiritual generosity so that we may sustain the vision and mission of the congregation. Together we are responsible for the providing the time, talent and money necessary for supporting our congregation. It is our stewardship that maintains and grows our rich program offerings, pays our beloved minister and staff, maintains our home, and assures the health and vitality of our faith community. The leadership of the congregation must equip the congregation with the knowledge and resources to be intentional about giving, and we must all examine our own giving and find a level which feels generous and honors our engagement in the congregation’s mission.

October 2012 � � � pg. 17

Strategy III.B.1. Provide congregational leaders with training in developing stewardship.

On January 26, 2013, WSUU will host the UUA Pacific Northwest District Stewardship Training day. We will promote the importance of this workshop to the congregation as a whole and recruit hosts; and we will send a team to the training (including Board, pledge drive chair, other senior leadership and former and future canvassers). This will take place in Q1 2013.

Strategy III.B.2. Move to a full year stewardship focus that fosters a sense of engagement, ownership, gratitude and generosity, and culminates in the annual pledge drive. Stewardship topics will be incorporated in sermons, Board work, new member orientations and monthly communications. This effort will begin in Q1 2013. Strategy III B.3. Ensure that all the congregation’s gifts are celebrated. Thank and recognize those who can and do donate their time, talents and money. Hold events for, send notes, and personally thank volunteers and contributors. Publicize stewardship successes in numbers contributing time, talents and money, fair share pledges, and first time pledge commitments, etc.

Objective III.C. Establish an Income Strategy Task Force to identify and recommend income generating strategies. We had an incredibly successful capital campaign to purchase our building. Now, we are faced with the additional costs of maintaining it and of assuring that our program offerings meet the needs of our growing congregation. One way to do this is through generating additional income through rentals, events, sales, member purchases from businesses that provide church rebates, and other potentially-lucrative activities.

Strategy III.C.1. The Income Strategy Task Force will conduct comprehensive research to identify multiple potential income strategies that could be leveraged by the congregation for current and future fundraising initiatives, including: best practices from other UU congregations; ideas and suggestions from congregation members; and research. This effort will begin in Q1 2013 and should be completed by year end.

Strategy III.C.2. The Income Strategy Task Force will partner with the Finance Committee to develop a comprehensive implementation/coordination plan for current fundraising strategies that:

a. Documents funding needs for both existing programs and future congregational goals identified in recent strategic planning work

b. Verifies ownership and coordination of existing strategies (i.e. LOLA, Sweet Pea, Cell Tower contracts, etc.)

c. Delegates the pursuit of opportunities that do not currently have an owner but should--i.e. a Marketing Committee to develop strategies to leverage event rental opportunities in our building, etc.

This effort will begin in Q1 2013 and should be completed by year end.

October 2012 � � � pg. 18

Strategy III.C.3. The Income Strategy Task Force will partner with Finance Committee to develop a fundraising resource guide that converts any non-implemented strategies into a database of fundraising templates for the congregation to utilize in matching of volunteers with additional income generating ideas. This guide should include:

a. A process to ensure coordination with other efforts (communication and volunteer recruitment, marketing ideas, and scheduling protocols, etc.)

b. Estimates of potential income for each identified strategy c. Estimates of number of/time commitment needed from volunteers and a

recommendation of the skill sets required to implement the strategy This effort will begin in Q1 2013 and continue through 2014.

Objective III.D. Create a comprehensive Planned Giving Strategy An opportunity for long-term income generation is to build upon individual congregants love and affection for our congregation. We will explore ways for members and friends to financially support our congregation through legacy gifts, planned giving, and other financial mechanisms; and ways the congregation can recognize and cultivate major gifts.

Strategy III.D.1. As an initial step, the Endowment Committee will partner with the Finance Committee to create a Planned Giving Task Force to develop and assist with implementation of comprehensive Planned Giving Strategy (A planned gift is any major gift, made in lifetime or at death as part of a donor’s overall financial and/or estate planning). This effort will begin in Q1 2014 and continue through that year.

GoalIV:Enhanceourbuilding We love our building but we need a master plan for expanding and improving it. We need more space for religious education activities, and we need to make our building more accessible to all. In order to accomplish this we need to:

Objective IV.A. Develop a master plan for the property and facility that addresses such issues as accessibility, interior design, landscaping, space planning, storage needs, ergonomic and furniture needs, pedestrian/traffic safety, etc. Many of us have great ideas as to how to use and improve our building. Some of these require building alterations; others different interior design. Some great ideas conflict with others. To make intelligent choices, we need a master plan for expanding and improving our building. We need to make our building more accessible, and consider options for an elevator or lift. Increasing rentals will require making space attractive for multiple uses. And we need to take into account our financial realities as we set these priorities.

Strategy IV.A.1 The Board will designate and recruit a Building Committee (BC). This effort will begin in Q1 2013 and should be completed by year end.

October 2012 � � � pg. 19

Strategy IV.A.2 The BC, with the support of the Board and Committee Chairs, will develop a statement of work including supporting materials, documents, etc. This effort will begin in Q1 2014 and continue through that year.

Strategy IV.A.3 The BC, with the support of the Board, will solicit proposals from members, volunteers, or appropriate professionals to carry out aspects of the master plan. This effort will begin in Q1 2014 and continue through that year.

Strategy IV.A.4 The BC will identify improvements in the master plan that could be suitable for special fundraising/sponsorship opportunities. This effort will begin in Q1 2014 and continue through that year.

Objective IV.B. Create the organizational structure needed to effectively manage our building. Owning a building is expensive. Buildings require maintenance. We need to fix problems that arise. We need to know when to make upgrades or repairs. To a large extent, WSUU depends upon volunteers to do maintenance and repairs. Good documentation is key to enabling volunteers to do what is needed, and to assure continuity.

Strategy IV.B.1 The BC, with the support of the Board, will coordinate and oversee the completion of all items on the 2010 building punch-list by the end of 2014.

Strategy IV.B.2 The BC, with the support of the Minister, will develop an overall building operations manual for day-to-day facility operations. This effort will begin in Q1 2014 and continue through that year.

Strategy IV.B.3 The BC, with the support of the Board, will develop a Long-Term Property Maintenance Plan based on the Capital Needs Assessment. This effort will begin in Q1 2013 and should be completed by year end.

Objective IV.C. Address the space limitations of the Westside property to accommodate our short and long-term growth. We’ve only been in our building two years, and we’re already outgrowing it. Our religious exploration program is short classroom space. Our social hall cannot accommodate our all-congregation Thanksgiving dinner, or our annual Labor of Love fundraiser. We need to look for ways to accommodate our growth.

Strategy IV.C.1 The Board will partner with the Minister to develop an Expansion Taskforce to explore and evaluate our space needs and opportunities for expansion on adjacent properties (to the north and west). This effort will begin in Q1 2013 and should be completed by year end.

October 2012 � � � pg. 20

OUTCOMES By implementing this plan over the next three and a half years, WSUU expects to achieve the outcomes embodied in this plan. The Board will develop an internal tracking document by the beginning of Q1 2013. The Board is committed to monitoring progress toward these outcomes and will incorporate progress reporting on the 4 goals in each regular board meeting. The Board will review the plan as a whole annually. The Board will report to the congregation progress toward the Strategic Plan’s outcomes once a year at the annual congregational meeting each spring. The Board will build on its report to the congregation at the annual board retreat, and determine how the plan needs to be adapted to meet current needs and where the emphasis will be for the coming year. The plan is intended as a flexible roadmap that sets direction but should not unduly limit Westside’s ability to seize new opportunities or respond to emergent congregational issues.

CONCLUSION We are a vibrant congregation committed to welcoming and embracing all people, creating community, fostering intellectual and spiritual growth, and identifying and engaging in opportunities that support social justice for all within our world. These aspirations guide us as we move our congregation forward during this time of growth and change. We envision a future in which Westside maintains its close-knit community as we become a healthy and vital program-size congregation that is financially secure and stable, and thriving in a beautiful home that meets our needs. During the next three and a half years we commit to combining our energies and talents to strengthen our core and make our congregation the best it can be.

October 2012 � � � pg. 21

GLOSSARY Capital needs assessment: An inspection performed by experienced professionals who document the current condition of a building and organize this data into a report. These reports are a way for a property owner to understand the future capital expenditures facing their building over the next twenty years. Fair share pledge: A financial contribution to the congregation based on UUA’s New Suggested Fair-Share Giving Guide (http://www.firstuuwilm.org/documents/fairshareguide1.pdf) which sets out levels of engagement with the congregation and suggested percentage donations based on income. Lay people / laity: The people of a religious community as distinguished from its clergy. Lay leaders are non-ordained leaders with in a religious community. Pastoral Size Congregations: A pastoral size congregation is a coalition of two or three family and friendship networks unified around the person and role of the minister. The minister maintains a direct ministerial relationship with each member by coordinating the work of a small leadership circle, personally conducting worship, and leading small group programs such as adult religious study. The governing board usually operates like a committee, arranging much of the day-to-day life of the congregation. Members recognize each other's faces, know most people's names, and notice if someone new is present at worship. See: “Size Transitions in Unitarian Universalist Congregations” published by the New Congregation and Growth Resources (Unitarian Universalist Association, 2005): www.uua.org/documents/congservices/sizetransitions.pdf. Program Size Congregations: The program size congregation is known for the quality and variety of its programs. Separate programs for children, youth, couples, seniors, and other age and interest groups provide entry points to congregational life for a wide range of people. The minister’s crucial role is to recruit, equip, and inspire a small circle of key program leaders—lay and ordained, paid and unpaid. This ring of leadership might include the choir director, the director of religious education, the adult education director, and the new member committee chair. Working as a team with the minister, these leaders reach out to involve others as program participants and as leaders. The leadership circle shares broadly in decision making (among perhaps fifty people), and the laity share pastoral care. See: “Size Transitions in Unitarian Universalist Congregations” published by the New Congregation and Growth Resources (Unitarian Universalist Association, 2005): www.uua.org/documents/congservices/sizetransitions.pdf. Punch-list: A list of usually minor tasks to be completed at the end of a project. Stewardship: The responsible care and protection of something considered valuable and worth preserving. Within the context of this document it refers to collectively contributing time, talent and financial support to ensure that Westside remains strong and healthy.

October 2012 � � � pg. 22

Unitarian Universalist Association (UUA): A religious organization that was formed in 1961 through the consolidation of the Universalist Church of America and the American Unitarian Association. Today the UUA unites more than 1,000 Unitarian Universalist congregations in the United States, Canada, and overseas. The primary purpose of the Association is to serve the needs of its member congregations, organize new congregations, extend and strengthen Unitarian Universalist institutions and implement its principles. Westside is a member congregation of the UUA. UU Connects: Westside’s congregation-wide initiative, to: (1) Increase and enhance opportunities to get to know one another ; (2) Increase member engagement in (and affiliation with) WSUU; (3) Enhance WSUU’s capacity to offer helpful programs, member support services, and other activities that make WSUU valuable to members; (4) Staff essential tasks, such as building maintenance, where as we cannot afford paid staff; and (5) Recognize and support those who contribute to our collective well being through assuming leadership positions, volunteering, and participating in activities. World Café: A method for facilitating large group dialogues to identify and elevate collective focus. It involves creating a welcoming and participatory environment; small conversational groups discussing a question in reoccurring rounds; sharing of insights and results from the conversations; listening for patterns and connections; and reflecting the results (often visually) in the front of the room. The details of this process are spelled out on the World Café website http://www.theworldcafe.com.

October 2012 � � � pg. 23

AppendixA:STRATEGICPLANNINGPROCESS Westside values the efficacy of strategic planning. Our last strategic plan was written in April 2006 for the period of June 2006 – May 2011. The goals of that plan focused on: doubling the membership of the congregation (it was 116 in 2006); developing a stronger social justice program; forming a diverse and caring community recognized as such in West Seattle; and occupying our own building by 2012. Though the congregation did not grow as quickly as anticipated, the other goals were substantively met. Critical accomplishments were: being able to support a full-time minister; expanding small group ministries to include Covenant Groups and more adult education classes; and hiring a part-time music director who could support a diverse music program. But the pinnacle achievement was raising funds sufficient to acquire a church building, our new home, which we moved into the summer of 2010. With the 2006-2011 Strategic Plan complete, the Board initiated a new strategic planning process in the winter of 2011. Jill Jackson, Vice President at the time, was tasked with developing a methodology to lead the congregation through a strategic planning process. A Kick-Start group comprised of Jill Jackson, Mark Newton (Chaplain), Laura Pierce, and Rand Cufley met for four months to review current ideas about strategic planning. This group developed a process for gathering the input of the congregation, so that together we could define who Westside is and where the congregation wants to go over the next three years. A timeframe of approximately three years was chosen because the operating environment (the economy and other external influences) as well as our current phase in congregational development (e.g. size and organizational/governance structure) are so dynamic right now, that planning much beyond three years is difficult and could impinge on our ability to be responsive to change. Next, the Kick-Start group recruited a Strategic Planning Committee comprised of Steve Bennett, Arline Borella, Alice Britt, Michael Cox, Pat Dougherty, Jill Jackson, Viveca Monahan, and Laura Pierce, to execute the planning process. The Strategic Planning Committee was tasked with capturing our collective aspirations; crystallizing those hopes into a few broad goals; and collaborating with the Board to establish and write clear objectives and strategies to achieve the goals. The gathering of input and ideas from all members of the congregation began with the April 2012 pledge drive. During home visits canvassers asked members about their personal hopes and vision for Westside and recorded this information. On April 21, over 40 members participated in a facilitated discussion process called the World Café where we engaged in multiple small conversation groups in which we answered and discussed questions, and shared thoughts and dreams for Westside. Following that event, a series of neighborhood house meetings was held to discuss the congregation’s strengths, challenges, and how to achieve the congregation’s goals. Lastly, an online survey was distributed to gather input from members who did not attend these events or had additional ideas they wanted to express. During the summer, members of the Strategic Planning Committee reviewed and synthesized all the input gathered from the pledge drive conversations, World Café discussions, house meetings, and on-line survey input. In total over 1,000 comments were compiled, classified and analyzed. The analysis of all these comments quickly established an overarching priority on “strengthening our core”, and five broad areas of emphasis:

October 2012 � � � pg. 24

• Community • Integration of youth • Infrastructure (organization/management) • Finance • Building

Under each of the categories, themes were created and the comments were reviewed one-by-one and classified. All comments were considered, but only those that were somewhat representative of more than one person’s opinion or idea were included. Through this process the priorities which were repeatedly articulated rose to the top, and the areas of emphasis were developed into goal statements. One result of this process was that the priority related to integration of our youth was folded under community. The congregation’s input was delivered to the Board in a report that distilled the thousand plus comments into roughly three dozen priorities organized across four major goals which were articulated as:

I. Maintaining our close-knit community II. Refining our infrastructure for a growing congregation III. Ensuring our financial stability IV. Enhancing our building

The report to the Board provided the framework for the discussion at a joint retreat with the Strategic Planning Committee. Together the Board and Committee refined the congregation’s mission statement, identified key components of our identity statement, affirmed the four goals and common priorities, and brainstormed objectives. Subsequent to this retreat the Committee provided the Board with an outline of goals and objectives that the Board used to develop specific strategies with statements of responsibility and a timetable. Concurrently, the Committee drafted the narrative sections of the plan that describe Westside and provide the context which informs our strategic plan. The final set of goals agreed upon by the Board is:

Goal I: Maintain and enhance our close-knit community Goal II: Refine our organizational and management structure to support a program-size

congregation. Goal III: Ensure our financial stability. Goal IV: Enhance our building.

The Board presented the draft Westside Unitarian Universalist Congregation Strategic Plan, 2013 - 2016 to the congregation for comment and feedback in October, 2012. The Board hosted two feedback and comment sessions and received written comments. These comments and suggestions were considered as the Board made final edits to the plan. The plan was presented at a special congregational meeting for our endorsement December 2, 2012.

October 2012 � � � pg. 25

AppendixB:WestsideUnitarianUniversalistCongregationGrowth,February2006‐February2012

Westside Unitarian Universalist Congregation Census Reported To UUA Each February

#Year Membership Pledge Units

Average Weekly

AttendanceRE

Enrollment2006 116 74 78 31 2007 126 87 80 52 2008 142 100 80 65 2009 145 105 121 75 2010 149 95 121 78 2011 173 103 186 110

Westside Unitarian Universalist Congregation Finances

Year Income Expenditures 2007 $ 142,674 $ 147,890 2008 $ 176,178 $ 169,249 2009 $ 207,073 $ 211,904 2010 $ 307,353 $ 295,866 2011 $ 329,816 $ 333,068

October 2012 � � � pg. 26

October 2012 � � � pg. 27

AppendixC:StrategicPlanningCommitteeReporttotheBoard,June2012

Strengthening Our Core  

Submitted by Arline Borella, Alice Britt, Mike Cox and Viv Monahan, June 8, 2012 Based on World Café exercise, individual conversations with pledge canvassers, on‐line survey & house meetings 

 

  Our overarching desire is to strengthen our core  

We’ve expended a great deal of energy over the past several years and accomplished miracles! It’s now time to clarify our identity, celebrate our strengths and successes, consolidate what we have learned, and ensure that we maintain our core values as we move forward.    We should do this before taking on any new major initiatives.    The themes that emerged out of the congregational conversations are:  

             Maintaining our close‐knit community.    The loving community we have built together is an enormous strength.    We need to be both intentional and proactive to maintain and enhance this strength as we grow and help our new members and friends find their place.  

     Refining our infrastructure for a growing congregation.    We are rapidly moving from a “family size” congregation to a mid‐size congregation. In order to accommodate this transition we will need to review and refine our infrastructure to enhance our ability to communicate, make decisions, and work together as a larger community. 

October 2012 � � � pg. 28

     Ensuring our financial stability.    Money doesn’t make the world go around, but we do need it to keep afloat.    We have numerous creative avenues to explore in order to ensure our financial stability, and we have many financial “needs” as a congregation which must be carefully considered and prioritized.    

                   Enhancing our building.    We love our building!    We need to have a plan to maintain, expand and improve it.   

Priorities articulated by the congregation 

 

  Maintain our close‐knit community                

• We want to learn how to be better leaders, better stewards of our beloved congregation. 

• We want a balance of large group and small (intimate) group time together. 

• We want to increase intergenerational time together. 

• We want a strong all‐church social justice identity. 

• We want more regularly occurring topic‐oriented large group adult exploration opportunities (forums, community conversations, speakers with a structured, participatory format‐possibly including a potluck meal) 

October 2012 � � � pg. 29

• We want a variety of easily accessible portals for people‐‐both new and established members‐‐ to enter our community (ways to be involved and engaged; ways to know and be known) 

• We want to increase and formalize pastoral care in support of our minister and chaplain. 

                                                       Refine our infrastructure for a growing congregation     

• We need transparent and consistent communication to membership at large and between committees and other leadership. 

• We need a leadership structure that reflects the size of the congregation we are becoming. 

o We need to establish a council of committee chairs. 

o We need to develop protocols for delegating decision‐making authority. 

o We need to provide leadership training. 

• We need to implement a plan for general leadership and professional ministry succession. 

• We need to develop a policies and procedures manual. 

• We need to develop an operations manual. 

• We need to prioritize and address our need for paid staff in the following areas: 

o Janitorial   

o Website   

October 2012 � � � pg. 30

o Administrative   

o Business   

o Events   

o Volunteers 

 

Ensure our financial stability    

• We must balance income and expenses on an annual basis. 

• We must communicate with the congregation on a regular basis regarding financial issues. 

• We must have an active and transparent Finance Committee. 

• We must develop creative ways of seeking additional funding/resources for the church by 

o creating a special Fundraising Committee. 

o continuing to apply for grants and other sources of “free” resources. 

o supporting an active Planned Giving/Endowment Committee. 

• We must actively pursue rental income by 

o maintaining our excellent relationship with Sweet Pea Preschool. 

o developing creative “packages” for offering our sanctuary, social hall, kitchen and/or meeting rooms for rent (weddings, recitals, concerts, etc.).   

o developing a marketing plan for rental of our facilities. 

o maintaining and improving our facility to make it inviting to potential renters. 

October 2012 � � � pg. 31

 

Enhance our building 

 

• We need a building master plan.   

• We need to complete our original building “punch list.” 

• We need to plan for on‐going building repairs. 

• We need improved parking and crosswalk safety. 

• We need to increase accessibility (elevator, bathrooms) 

• We need to plan and budget for expanding RE space (lease building next door?) 

• We need to create a warmer building ambience (lighting, banners, artwork, smaller tables in the social hall, etc.) 

• We would like to have 

o additional parking 

o an outdoor play area for children 

o a roof‐top deck   

   

October 2012 � � � pg. 32

October 2012 � � � pg. 33

Celebrating Our Strength 

Community  Ministry  Social Justice  Openness and welcoming • Intergenerational 

experiences • Willingness to volunteer • Multiple portals for 

involvement   • A great number of small 

personal ways to get involved. 

• Willingness to take risks and a stand 

• Sense of safety to air views • Good communication 

within the congregation • We celebrate our children • Sense of togetherness   • We value democracy; 

everyone is expected to give and to receive;   

• There are many opportunities for leadership 

• Grassroots leadership; not authoritarian or heavily rule‐bound.   

• There is room for everyone’s gifts and talents 

• We appreciate; an attitude of gratitude 

• Congruency with the surrounding community; participation in the community with our rummage sale, music programs; inviting other ministers to speak 

• Lay and minister services • Music program is 

wonderful; is vibrant and varied 

• Adult and children RE • Appreciate pastoral care • Willingness to take risks 

and a stand • Opportunities/place to 

find your own truth/theology; receptivity to others’ points of view 

• Minister has strength but doesn’t wield a heavy authoritarian hand 

• Small group ministry‐ covenant groups; adult RE; Circle Suppers; music groups; volunteer teams;   

• Combination of heart and intellect 

• Anyone can participate in any one of our creative programs 

• Good attention to detail in the services 

• Flame is kept lit by individuals in the congregation‐ consistently 

• Willingness to take risks and a stand 

• Sense of connectivity to the world; goodness in the wider world; social consciousness