FAIRMOUNT UNITED METHODIST CHURCH
CONSULTATION REPORT
FEBRUARY 7, 2016
INTRODUCTION:
We, the consultation team, thank Pastor Dawn Cuthbert, the staff, the lay leadership and the congregation of Fairmount United Methodist Church for the invitation to consult with this body of Christ.
The following observations and ministry action plan are the result of this team studying the following information: 1) Fairmount UMC’s self-study document provided by its leaders; 2) FCJ on-line congregational survey; 3) interview with the pastor, 4) interviews with staff and ministry team leaders; 5) a focus group with participants from the congregation; 6) a meeting with the Ad Board; 7) a MissionInsite demographic report of the area’s population; 8) Faith Perceptions Mystery Guest Report; 9) and input from Saturday’s leadership workshop.
Our prayer is that God will use this assessment experience and consultation report to help Fairmount UMC more effectively make disciples of Jesus Christ for the transformation of the community and the world.
STRENGTHS
1. FRIENDLINESS
Friendliness is one of the strengths listed in the online survey provided by members of the church. The consultation team heard this reaffirmed repeatedly throughout the weekend. The “mystery guest worshippers” also affirmed this aspect of the church with their comments. “They were very friendly and I loved every second of it. I would definitely attend again, if only for the people.”
2. COMMUNITY OUTREACH
The consultation team is impressed with the number of outreach programs the church offers to the Fairmount community. We commend you for your willingness and commitment through U-Turn, Trunk or Treat, 5th Quarter, Friday Night Lights, Back-to-School Bash, Food Pantry, and Boy Scouts. In addition the church allows community groups to use their facilities in a variety of ways, including opening Holsten Hall to children and youth in the community several days of the week and serving as a Red Cross Disaster Shelter.
3. FACILITIES - HOLSTEN HALL
The congregation rate their facilities as the number one strength of the congregation, and the consultation team agrees that Holsten Hall is a great asset and allows the church to expand its ministries to all generations. The good news is that there is approximately only $50,000 left on the mortgage. Holsten Hall will provide space for any new ministries the church might choose as it expands its ministry and mission.
4. GENEROSITY
The church is in good financial standing. They are paying their tithe to both the general church and the district as well as paying off the debt on Holsten Hall. The consultation team consistently heard that missions are well supported by the church and monies are available when a need arises.
5. MEMBER CARE
Member care is the second strength noted by the congregation in their on-line survey. This is affirmed by the interviews, the focus group, and the all-church workshop. One person said, “Members are completely devoted to each other”.
CONCERNS
1. VISION
While some could quote the mission of the United Methodist Church, “to make disciples of Jesus Christ for the transformation of the world,” no one could articulate how the church specifically and uniquely has a clear focus to accomplish the mission of the church. Without a clear vision to fulfill the mission, the church will not be able to use its resources in the most effective way to make disciples and transform the world.
2. NEED FOR AN INTENTIONAL FAITH DEVELOPMENT PROCESS
While the church offers Sunday school classes for all ages, as well as one evening Bible study for men and a daytime study for women, there is currently no strategic process to help persons—new or long-time members—to discern where they are on their spiritual journey and what steps they could take to move forward. In addition, the church has no intentional plan to help those in the community, or new to the church, understand faith and how they could grow in their faith. There is no clear answer to the question, “How does a seeker or Christ-follower at Fairmount UMC walk through the stages of spiritual development to become a disciple who reproduces disciples?”
3. STRUCTURE AND LEADERSHIP DEVELOPMENT
The church has 13 committees with approximately 147 slots. The bottom line is too many people are serving on committees while the church needs more people doing hands-on-ministry. Additionally the leaders are not developing new leaders and so the current leadership is overworked and are approaching burnout. One person stated: “We just look at the church directory and put people into leadership positions even if they aren’t a good fit or gifted in that area.” The church’s lack of leadership development, planning, and management are limiting the church’s ministry effectiveness and growth. Without an intentional system to identify, recruit, train, mentor and launch new leaders, accomplishing the mission and vision of the church will suffer.
4. AGING CONGREGATION WITH FEW YOUNG FAMILIES
The on-line congregational survey revealed that Fairmount’s number one concern is an aging congregation. The survey also showed a concern for the lack of children and young families in the life of the church as well as declining attendance. The consultation team concurs and lifts these concerns as major issues to be addressed. While the congregation has identified these concerns as important, there has been no strategic plan to reverse the decline of children and young families within the life of the church.
5. INSUFFICIENT INTERNAL AND EXTERNAL COMMUNICATION
One of the concerns lifted up in the on-line congregational survey was the need for better communication. As the consultation team, we also heard from leadership, and the focus group that the church does not communicate well. Sometimes people feel left out of the loop and disconnected from decisions that are made and/or the ministries that are offered. One person said the church needs better communication, “beyond the screen on Sunday morning.”
MINISTRY ACTION PLAN
1. DISCERN A CLEAR, SHARED VISION
The congregation understands that the day this consultation report is accepted this congregation will reaffirm The United Methodist Church’s mission: “to make disciples of Jesus Christ for the transformation of the world.”
In order to prepare the congregation’s hearts to be unified with this mission, the congregation will enter into a season of prayerful reflection. A prayer team will be formed, in consultation with the pastor and the coach, that will commit to a weekly time of prayer in the church, praying for the Holy Spirit to ignite and saturate the church. This prayer team will begin by April 1, 2016, and commit at least to one year of intentional prayer for the church in this process.
The church will hold a service of prayer and forgiveness on a Sunday morning to reaffirm God’s mandate for making disciples and transforming the world. This service will be arranged by the FCJ Prayer Coordinator, in consultation with the pastor, and be held by May 1, 2016.
The pastor will regularly attend Peer Mentoring sessions with other pastors in the FCJ process to help lead the congregation forward.
The pastor in consultation with the coach will form a team of five to seven persons by April 15, 2016, to identify the core values and discern the vision for the church. The coach will conduct a Core Values Workshop followed by a Vision Workshop for the congregation. The Core Values Workshop and the Vision Workshop will be completed by July 1, 2016. The team will present their recommendations to the Ad Board for review and adoption by September 1, 2016.
Upon adopting the core values and vision, ministry leaders will demonstrate how each ministry will accomplish the mission and vision.
● To that end, the Ad Board will conduct a ministry review of all existing ministries to evaluate ministries for their faithfulness and fruitfulness to the mission and vision.
● Any ministries that are not faithful to the mission and vision and any ministry that is faithful, but still not fruitful, will be modified and reevaluated for fruitfulness.
● All continuing ministries will set goals and objectives in alignment with the mission and vision. This review must be completed by September 1, 2017.
● All new ministries must demonstrate how they will be aligned to the mission and vision and have a plan for fruitful ministry.
2. CREATE A CLEAR INTENTIONAL FAITH DEVELOPMENT PROCESS
The pastor, in consultation with the coach, will establish a team of three to five persons by April 1, 2017, to continue to develop a clear discipleship pathway that helps move people from where they are on their spiritual journey to becoming fully committed followers of Jesus Christ. The coach will lead an Intentional Faith Development workshop by May 1, 2017, to assist the team in its development of a discipleship pathway.
The discipleship pathway will be designed for everyone, whether a non-believer or one who is maturing in their faith. This discipleship pathway will represent a lifelong process in which participation in a faith development group will be encouraged and expected. The team will discern a faith development plan within a Wesleyan model that encourages all persons to:
● connect and grow in their relationship with Jesus Christ,
● be transformed by studying the beliefs and principles of the Christian faith,
● connect with other believers for support and accountability through small groups,
● identify and connect with God’s purpose for their lives through prayer,
● participate in opportunities for risk-taking service and mission,
● and invite others into a relationship with Jesus Christ and His church.
This plan will be adopted by the Ad Board and will be implemented in the life of Fairmount UMC at all ministry levels by October 1, 2017.
3. DEVELOP AN ACCOUNTABLE LEADERSHIP ENVIRONMENT
The coach will lead an Accountable Leadership Workshop for the leaders of the church by October 1, 2016. Immediately following the workshop, a team made up of the pastor and six members, which may include the current chair of Trustees, Finance, and PRC, will begin their work to evaluate the administrative structure of Fairmount UMC. This new leadership environment will allow the church to more effectively accomplish its mission and vision. The vote to approve the ministry action plan will be deemed as also approving the new leadership environment that will be developed.
This plan should provide a more efficient and effective method for implementation of
planning and programming, church decision making, leadership accountability, and
accomplishing the church’s unifying mission and vision. Church leadership shall be identified through a plan to be initiated by January 1, 2017. This plan may include, but is not limited to the following:
● Consultation with the Associate Director of Leadership Development Laity
● Shared learning through guided study of books and teachings
● Study the book, Ultimately Responsible by Sue Nelson Kibby and/or other resources deemed to be helpful.
● Spiritual gift inventories
● The practice of spiritual disciplines—for example prayer, retreats, tithing, service, and mission
● The use of an approved goal-setting process that supports the mission and vision
● Regular rotation of leaders on teams (e.g. three-year terms)
● Development of new leaders
The next step will be to revise currently written job descriptions in order to establish clear vision-centered job descriptions for the staff and ministry team positions. These job descriptions will provide a more objective basis for evaluation, accountability, and supervision. This must be completed by April 1, 2017. Staff and ministry teams will give and receive annual evaluations based on the accomplishment of their goals. The implementation of the model will be coordinated with the pastor, PRC, and the coach.
4. EFFECTIVELY REACH AND INTEGRATE YOUNG ADULTS WITH CHILDREN INTO THE LIFE OF THE CHURCH
In order to develop inspiring, relevant ministries to young adults with children, the pastor will form a Family Ministry Team by May 1, 2016, which will include at least two parents. The team will develop a plan for family ministry that will include the following:
● Review, implement and follow the Safe Sanctuaries policy by March 1, 2016.
THIS NEEDS TO HAPPEN IMMEDIATELY WHETHER OR NOT THE CONGREGATION VOTES TO ACCEPT THIS MAP
● Consult with the Conference Associate Director of Student Ministries.
● As a team, visit three congregations who have a vibrant young family and children’s ministry.
● Evaluate current programming and hospitality to determine effectiveness in reaching the target audience of parents and young children.
● Evaluate current facilities and spaces dedicated to use by youth, children and babies/toddlers to determine if the spaces are easily identifiable, child-friendly, a good location for children’s programming, and include exciting and welcoming decor.
● Develop a plan to follow-up and engage children and young families in other church ministries.
● Consider additional ways Holsten Hall might be utilized for families - perhaps ministry such as a worship service that would be geared toward active young families, Upward Basketball, a family activity day, etc.
● Effectively communicate ministries for young families and children both inside and outside the church through the means of communication listed below, posted in a well-trafficked area of the church, and in those areas where children’s ministries take place.
This evaluation and plan needs to be completed by October 1, 2016.
The pastor, in consultation with the coach, will establish a hospitality group of five to six people by September 1, 2016. The coach will lead a “Hospitality” Workshop to discern the necessary components of an effective system that continually tracks and connects with guests so that they become integrated into faith and the church. The hospitality group will design and implement the church’s hospitality to guests beyond the first time visit, and present it to the Ad Board by December 1, 2016.
The pastor, in consultation with the coach, will establish a team of five to six people to work in the area
of worship by February 1, 2017.
This team is to:
● Study the MissionInsite Report to determine action steps for connection with desired demographic.
● Visit other churches that are connecting to the desired demographic (churches of various sizes).
● Attend a worship planning workshop (e.g., Center for Congregations).
● Institute and implement worship planning process for pastor, staff, and laity.