Long Range Planning --Report by Howell Lind

Assessment Summary

San Luis Obispo, CA   09-10-12/04

It was a pleasure to visit with the leadership and the San Luis Obispo congregation as I found this religious community to be definitely in a high Growth Mode.  The surface concerns of SLOUUF focused on addressing constructively the sustained numerical growth and the adequacy of the current facilities to meet the needs of the congregation.

I found a high level of energy, commitment, and sense of community - not only among the leadership, but also with the congregation as a whole.  For me, this is a very positive and good sign for maintaining the forward-moving direction of the congregation.  My initial impression remained constant throughout the weekend that this is a congregation rich in talent and skills.  As has been said, great congregations make great ministers and, conversely, great minister make great congregations.  It is a circular thing.   San Luis Obispo most assuredly examples this.  I was very impressed with the Fellowship's minister, the Reverend Helen Carroll.  The solid match of minister and congregation is present here.  I was also encouraged by the dedication of the lay leadership and their commitment to the total religious community.

On Friday evening, I met with the Chairs of the various congregation committees.

The focus I attempted to highlight was two-fold: lifting up the work of each group, committee, task force, etc. for the benefit of the congregation.  This helps integrate the work of the various committees or groups into the larger context of the congregation mission.  Two-way communication between the group and the congregation and the congregation and the particular committee helps strengthen the many ways

that programming efforts will continue to meet the needs of the congregation's

membership. The second focus was on suggesting ways to make the programming efforts operate more efficiently - they already hold a "Council Chairs" get-together every other month to share and keep each other informed of the efforts of each group or committee.  The suggestion was made for them to investigate the option of a Nominating Committee that serves as a "People Resource

Clearinghouse," helping to fill committee vacancies and provide ongoing leadership development for the congregation.  Some enthusiasm to explore this possibility was expressed.

On Saturday, I met with the Board of Trustees and was impressed with the high level of commitment the group was displaying in wrestling with the various governance models available to them as they grow.  In particular, their wrestling with becoming more of a policy and visioning focus for the congregation, rather than micromanaging the congregation.  Suggestions that I made did include looking at the possibility of a Nominating Committee that serves as the People

Resource

Clearinghouse, as well as the "tweaking" of their annual operating canvass process to maximize their efforts and expand on their learnings from the Mike Durrall "Generous Giving" workshop of several years ago which some attended.  I strongly suggested that the Board of Trustees need to "Lead" and that the congregation, especially in the current growth mode, desires and expects solid leadership and focus from their elected leaders.  The Board needs to be the steady anchor for the congregation in the anxiety-producing times that sustained growth brings with it.

I recommended that, while they may not be engaged in investigating governance models at this time, the emphasis on enhancing the communication between the leadership and the congregation is needed and necessary at this juncture.  Having a tremendous operating budget canvass this spring will go a long way in boosting congregational energy, enthusiasm, and commitment when and if they begin a capital campaign.

In meeting with the Long Range Planning Committee - which I really prefer recognizing as the Strategic Planning Committee - I was impressed by their taking the lead in addressing the options for the congregation in looking at the challenges of facilities and continued future growth.  The major focus of my suggestions were on a schedule or timetable for this committee to initiate during this program year that keeps the congregation informed every step of the process and invites congregational participation at as many junctures as possible.  I also suggested that they consider initiating a Capital Campaign Feasibility Study, utilizing the UUA Campaign

Consultancy Program.

They need to uncover through the process if some of the possible future growth scenarios that they entertain are feasible and achievable for the congregation.  Again, the attempt was made to emphasize ongoing two-way communication with the congregation as vital to the success of the process.  Hopefully, they can present their recommendation(s) in the spring to the congregation for action.

My initial comments about the vitality and strength of the congregation -  its health and immersion in the growth mentality - was evident to me at their worship service and town meeting on Sunday.

There is a great deal of potential in this congregation and excitement is increasing as to the options for the congregation's future.  They certainly are overcrowded in worship, which limits them in certain respects.   I did not see, sense, or >experience any "sense of sabotage" for the current growth focus.  What apprehension, fear, anxiety, etc. to the growth efforts of this congregation that was present is no more than I would expect in a congregation of this size, history, and organizational system.  If anything, I found it to be less than I have witnessed in other similar congregational settings.  My sense of optimism for the future of their growth process is very high, given their strong and talented ministerial and lay leadership, their understanding of the issues facing them, and their evolving sense of how what they do and who they are does need to tie into the congregation's mission statement.

Howell K. Lind

09/13/04