Interim Working Report
Welcome to the interactive and working interim report. This report was originally generated in September 2019 and will be updated regularly by Rev. Karen Gustafson and the Transition Team. If you have any questions about the Interim work, please reach out or join one of Rev. Karen’s Brown Bag Conversations usually held 3 times a month.
# – indicates an event completed or planned for the Interim work.
Introduction
The following report represents input gathered in the following ways:
Invitations to Brown Bag groups and to contact me directly appeared in newsletters and were announced at the September newsletters and announced at the September meeting.
# Brown Bag topic for October was the Interim Report. About 15 people in addition to the Transition Team attended the three meetings. There were questions of clarification but no substantial changes in the plan.
UCE Core Assets
1. Core of dedicated and resilient leaders – This was evident in the overall and earnest participation in the Board Retreat and the Elected Leaders Retreat. There was a ready understanding of the value of the Interim Process and a willingness to engage. The diversity of ages and experience in the leadership core speaks to the potential for growth. Discussions were candid and constructive.
Challenges
Strategies
## November 23, 2019 at 12-4 PM First UCE Volunteer Workshop. Invitations were issued to volunteer leaders. Approximately 42 volunteered. The focus of this workshop was :
- Through the use of a questionnaire, to generate a conversation about the value of appropriate institutional structure that will support stability, inclusiveness and resilience.
- Motivate participants to return to their groups and consider issues of succession planning, expectations, evaluation and the relationship of groups’ missions to the larger mission of UCE.
By November 30, 2019, conversations were summarized.
In November, December and January: Leaders including those not present will be sent copies of the questionnaire and summaries of the conversation to encourage discussion among their groups during upcoming meetings. Karen and members of the Transition Team will be available to support conversations in small group settings.
March 14, 2020 (Rescheduled from January 18, 2020) – UCE Volunteer Workshop 2 – Focus
- Follow-up on structure discussion
- Conversation about UCE Mission and the relationship of program to Mission
Interim Task(s)
Clarifying the appropriate leadership roles of minister(s), church staff, and lay leaders, and navigating the shifts in leadership that may accompany times of transition.
2. Persistence of members loyal through transition, disappointment and personal hurt . Many of the people who attended the Small Group Question sessions as well as some of the leadership reported continued involvement inUCE in spite of disappointments, personal hurts and frustrations related to professional leadership of ministers and staff. Others were were concerned about particular theological orientations of ministers and other members. Some had taken some time away and returned because they value the sense of community and /or the social justice initiatives undertaken at UCE. They cared enough to show up and share their concerns.
Challenges
Strategies
Interim Task(s)
Claiming and honoring the past and engaging and honoring its griefs and conflicts.
3. Enduring tradition of quality music and worship – In spite of other concerns about ministers, expectation and appreciation of excellence in preaching and music remains core for many.
Challenges
No Challenges Noted
4. Awareness of the value and importance of programming and inclusion of children and youth. In spite of some unevenness in this area the issues around this aspect of congregational life remains alive and moving to the forefront.
Challenges
Strategies
Interim Task(s)
Proudly coming into possession of a renewed vision and strong stewardship, prepared for new growth and new growth and new professional leadership, ready to embrace the future with anticipation and zest.
5. Strong and visible commitment to social justice reflected in a wide range and variety of ways to be involved and serve the wider community.
Challenges
Strategies
Interim Task(s)
Recognizing UCE’s unique identity and strengths, needs, and challenges.
6. Commitment to Policy Governance – Although this is a fairly recent change to the governance of UCE, there is a growing understanding of its potential value and function at the Board and Staff levels.
Challenges
Strategies
Interim Task(s)
Recognizing UCE’s unique identity and strengths, needs, and challenges.
7. Existence of easily articulated Mission Statement and Ends Statements which express the ideals of the community and Unitarian Universalist Principles, which could serve as a basis for reinforcing community standards and setting community priorities for use of congregational resources.
Challenges
Strategies
Interim Task(s)
Proudly coming into possession of a renewed vision and strong stewardship, prepared for new growth and new professional leadership, ready to embrace the future with anticipation and zest.
8. Existence of Relational Covenant and Congregational Relations Team in place as standards for behavior in UCE congregational life. This is a valuable resource that many in our discussions felt was underutilized as reflected in cultural patterns of communication, reactions to change, conflict and disappointment.
Challenges
Strategies
Interim Task(s)
Recognizing UCE’s unique identity and its strengths, needs, and challenges.
Claiming and honoring the past and engaging and honoring its griefs and conflicts.
9. A strong and committed professional support staff.
Challenges
Strategies
Interim Task(s)
Clarifying the appropriate leadership roles of minister(s), church staff, and lay leaders and navigating the shifts in leadership that may accompany times of transition.
10. A core of dedicated volunteers who show up to support the ongoing and special programming of the church.
Challenges
Strategies
Interim Task(s)
Clarifying the appropriate leadership roles of minister(s), church staff, and lay leaders and navigating the shifts in leadership that may accompany times of transition.