NEW BEGINNINGS ASSESSMENT. First Presbyterian Church of Albuquerque Albuquerque, New Mexico

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1 NEW BEGINNINGS ASSESSMENT First Presbyterian Church of Albuquerque Albuquerque, New Mexico Presbytery of Santa Fe January 22, 2014 Rev. David Good Assessor

2 CONTENTS First Presbyterian Church Albuquerque, New Mexico INTRODUCTION...Page 3 CONGREGATIONAL HISTORY...Page 6 THE CURRENT CONGREGATION...Page 11 THE COMMUNITY...Page 16 ONLINE PRESENCE..Page 22 FACILITIES EXAMINATION...Page 24 FINANCIAL REVIEW...Page 32 SUMMARY...Page 35 FUTURE STORIES...Page 37 A FINAL WORD...Page 40 Appendix A: APPRECIATIVE INQUIRY NOTES Appendix B: STRATEGIES FOR A NEW BEGINNING Appendix C: MOSAIC HOUSEHOLD TYPE DESCRIPTIONS Appendix D: EXECUTIVE INSITE DEMOGRAPHIC DATA 2

3 INTRODUCTION First Presbyterian of Albuquerque is a vital, active congregation in a central location of Albuquerque. The congregation has 11 small groups, a skilled choir and active bell choir, sends out 3 different mission trips, and hosts Family promise 4 times each year, to mention only a few of the programs and activities. Yet in the face of this vitality, the demographic decline of mainline religion exerts its negative pressure. The church now is a program based congregation, yet within the last ten years it was corporate in its size and interaction. It is this decline that poses questions for the congregation. While the congregation draws its members from all around Albuquerque, it is not a neighborhood church. The church is located right next to Interstate 25, in the universitymedical corridor, just blocks away from the bistro and coffee shop district downtown. While the church was once located as a city on a hill"- as a powerful presence in a developing neighborhood, it is now physically overshadowed by the interstate. First Presbyterian Church faces several questions concerning its current identity and ministry plan, including those of outreach, mission and God s purpose for the congregation. This report intends to offer a balanced, objective assessment of the congregation, including its neighborhood. WHY NEW BEGINNINGS? Christian congregations have a calling from God: We are to develop faithful and effective ministry that shares the Gospel experience namely God s unconditional love and justice with a hurting world. While the message of God s love remains constant, ministry today doesn t look like firstcentury ministry. In fact, today s ministry doesn t look like ministry even a decade ago! Often, once-thriving congregations find themselves in declining health or at least stuck 3

4 in patterns that seem to be leading toward decline. They need help to discern God s unique call again; help to regain their vitality; or help to direct their remaining assets into the ministry channels they determine to be most appropriate to their mission. To renew their passion, struggling congregations also may need a little help looking objectively at their situation. A small book called The Elephant in the Room: Silence and Denial in Everyday Life by Eviatar Zeruvabel (Oxford University Press, 2006) describes how organizations conspire to hide from the truth. They are afraid to (or don t want to) see realities that represent unwelcome change. They need someone who cares what happens to them, but who is far enough removed to offer a credible reality check on the landscape around them. Out of that need, New Beginnings was born. The Presbyterian Mission Agency Office of Church Growth -- a ministry of the Presbyterian Church (USA) -- has a passion for seeing new life in congregations. With the power and presence of the Holy Spirit, we hope this assessment helps your congregation in three ways. The first intent of this assessment is to help your congregation come to clarity about decisions you need to make in terms of the use of your assets/resources for mission. The second intent is to give your congregational leaders tools for defining a future story in mission that is true both to historic commitments and relevant for 21 st century need. The third intent is to help your congregation begin to make the shift from an attractional model of ministry (where people come to church as a place to get their needs met) to a missional model of ministry where disciples are empowered to go from the church to live as Christian witnesses in the world. New Beginnings is a discernment tool designed to empower your congregation with an assessment and reflection process to help your congregation be intentional about discerning God s call for future mission. To be sure, this is NOT a fix-it manual. This report does not claim to tell congregations what they should do about their future. While members of the national staff are available to be in conversation with the congregation through this process, the congregation ultimately makes the decision about its future without interference. You do it in conversation with other leaders and congregations who face similar circumstances. YOU are the experts about your community and congregation. New Beginnings just holds up a light to make that God-given message a little easier to read. WHERE DID THIS REPORT COME FROM? Your congregation s leaders and your presbytery worked closely with David Good, an assessor trained by the Office of Church Growth, who wrote this assessment. The onsite New Beginnings Assessment was held on January 22, 2014 at the church. It included a complete tour of the facilities and property, as well as a meeting with financial officers of the church to discuss finances. The assessment visit also included a windshield tour of the community to confirm the demographic data. 4

5 That evening, Presbytery of Santa Fe conducted an Appreciative Inquiry session with more than 70 participants. These folks discussed their engagement with the church, their perceptions about congregational life today and their opinion about the congregation s position on the Congregational Life-Cycle scale. The onsite visit amounted to about six hours of face time with the congregation. Additionally, data in this report came from congregational records and from the past ten years of the congregation s reports to the Presbyterian Church (USA). Information collected includes demographic data about the participants in the church, their approximate tenure in the congregation, income and expense reports for the past three years and a current balance sheet. This information about your congregation is collected, sorted, and measured to give all of us a better idea of the factors that impact your congregation s ministry in this time and place. WHERE DO WE GO FROM HERE? The Cluster Leadership Training Event, scheduled for March 21-22, 2014, with other congregations in the area, will help congregational leaders discuss the report and strategize further conversations within the congregation. It is the hope that participants (7-12 representatives from the church) learn more about their own congregation and participate with nearby congregations that share mission in the region. Some of those who participate in the Cluster Event then agree to lead House Meetings (small group conversations) with fellow local church members in the next phase of the New Beginnings process. House Meetings (held in homes or at the church) should engage at least 50% of the worshipping congregation to discuss the report. The schedule for your House Meetings is determined by your church. Participants will engage the conversation to discuss what they believe is God s mission for the church. Through conversations about these following questions, you will begin to name and claim what you feel God is calling you to do and be in your community: 1. About what are the people in our congregation deeply passionate? 2. At what do we need to be the best, given our particular context for mission? 3. What resources do we have that will ensure that the ministry is sustainable? But, your first step is to take a look at the congregation s current context and condition. You will find in this report an analysis of your congregation now, and a number of options that seem most appropriate for the congregation moving forward. This process is ultimately designed to help the congregation have a healthy and holy conversation that engages all interested members in creating a New Beginning together. Your national staff and your presbytery leaders stand ready to support your New Beginning. 5

6 CONGREGATIONAL HISTORY The congregation dates back to the 1880s and the work of the missionary Dr. Sheldon Jackson. The first building was built in 1882, when James Menaul was pastor. It was rebuilt in 1905 to allow for growth, and then again in 1938 after being damaged by fire. The church moved to its current site in 1954, with the construction of the sanctuary and the Westminster building. The Christian Education building was built in The Commons was built in 2001, to join the sanctuary to the Christian Education building. At what some members consider the height of the ministry, at the height of the baby boom, in 1965 the church had 3100 members. While any congregation has no end of stories, achievements and legends to share, we pay particular interest to the last decade or so of the congregation s history. (Add any highlights about this decade here). Today, the church averages 320 between the two services in worship and is vigorous with small group ministries, adult studies, youth groups, mission trips and mission involvement, and a noteworthy Music department. BY THE NUMBERS Your congregational history includes lives, words, songs and achievements that defy measurement. But this report, you may already have noticed, dwells on data numbers, numbers, and numbers! Why do we seem so interested in numbers? In part, we pay attention to numbers because they help us track changes over time; they show growth or decline in giving or attendance, along with other information that signals the trends of the last decade that seem to impact your congregation. Numbers are not the only measure of vitality. Yet numbers provide insight into the direction the congregation is heading. We also track numbers because the size of a congregation determines the best approach to ministry in that context. Church consulting colleagues at the Alban Institute point out that size makes all the difference in the world in how a congregation operates. And if your congregation, for example, was once a large church that has since become a small church, this information may be critical to understanding the way forward. Most likely, your solutions today will not be accomplished the way they were in days of your former glory. Understanding this is half the battle in regaining your footing as you strive to be faithful to the congregation s call. SMALL CHURCHES FOCUS ON RELATIONSHIPS Small family-sized churches (50 or less people in average weekly worship) tend to resemble extended families and thus emphasize fellowship, relationships, intimacy, belonging and member involvement. People matter more than performance, so high value is placed on volunteering, rather than on professional skills one may possess for 6

7 the work that needs to be conducted. Churches with fewer members actually rely more heavily on lay volunteers. These small churches tend to be lay-led organizations, and thus they may be reluctant to hand over too much authority to the minister. The perception of the minister s job is to love the members and that relationship trumps even mediocre preaching. In the estimation of small congregations, ministers need interpersonal skills more than academic credentials or leadership qualities. The smallchurch minister is but one leader among many and, in many cases, may not be the most influential. BIGGER ISN T BETTER JUST DIFFERENT Congregations that are pastor-centered (with 51-to-150 people in weekly worship range) tend to hand over more responsibility for care of the congregation to the pastor. In these congregations, the pastor s presence at meetings and activities is very important. The pastor brings most proposals to the church board for decision. Most decisions involve the pastor in one way or another. Lay leaders are primarily those who are empowered by or taught by the pastor. Congregations that are program centered (150-to-400 worshipper range) have expectations that are different from smaller congregations. Those who attend programsize churches tend to seek quality over relationships. They want well-run programs, well-organized activities and professional leaders. Many leadership roles are filled by paid staff people (musicians, children and youth coordinators, bookkeepers, facilities managers, etc.). In smaller congregations, these roles would be filled by trained volunteers. The governance structure of the large church is often very large with several clearly defined committees and/or ministry teams. First, with an Average Worship Attendance of 320, this congregation is a Program based church. But it should be noted that First Presbyterian has been a corporate based church within the last 10 years (2003). To learn more about this topic, and your church s size, we recommend reading Alice Mann s books, The In-Between Church: Navigating Size Transitions in Congregations, and Raising the Roof: The Pastoral-to- Program Size Transition. If you are experiencing utter frustration that what used to work DOESN T work any more, you may be facing a size shift. But chances are, there are other dynamics at work in your congregation as well, including: changing demographics in your neighborhood, inability for differing generations to agree on the way mission and ministry should be done, and outdated modes of decision-making and organization. To understand the specific dynamics at work in your congregation, a number of other factors should be addressed. 7

8 TEN-YEAR TRENDS In order to look at ten-year trends, we turn to the data that can be found in the past 10 years of your congregation s annual reports to the denomination. It can be found online at First, let s look at Average Worship Attendance over the last ten years. Trends in attendance offer other clues about the health of the congregation. As demonstrated in the chart below, the congregation has experienced DECLINE in Average Worship Attendance (AWA) and Membership over the past 10 years. Average Worship Attendance (AWA) is the most helpful measurement of member engagement in a congregation, so we pay special attention to this figure. This chart, using information from the General Assembly reports, appears to show attendance at the second service. This attendance reached the level of 250 in 2013 We note the Worship Attendance decline was 34%; the membership decline was 23%. Your congregation s decline trends do not happen in a vacuum. It should be noted that the community in which the church serves has declined by 0.3 percent during this same period. This reflects a possible disconnect to the community that should raise a red flag for the congregation. Congregational giving is also an indicator of member engagement. We pay attention to this number because as participants deepen their level of engagement with the church, their giving usually follows. Often times this indicator lags behind the Average Worship Attendance figures. That is, AWA may decline or grow at a faster rate than giving. During the past ten years, the congregation has reported DECLINE in contribution income. This is the total income reportedly received by the church. This is demonstrated on the chart below. 8

9 Income figures alone do not tell the whole numbers story. It is important to measure the congregation s giving against the Consumer Price Index (CPI) to see if giving has kept pace with inflation over the past ten years. Because of inflation, it may be possible for a congregation to increase its revenue, but actually have fewer funds available for ministry. The chart below demonstrates that congregational giving HAS NOT KEPT PACE with the CPI over the past 10 years. This indicates declining engagement. NEW PEOPLE The final measurement of engagement in the past ten years is the number of additional people the church has welcomed. It is important to note the relationship between adult baptisms and transfers. Comparing these two figures demonstrates the congregation s passion for both reaching new Christians AND welcoming those who have already made their commitment to Christ. Healthy congregations show evidence in both areas. The chart below shows evidence of GAINS, but few ADULT BAPTISMS. This indicates that the congregation has more experience caring for those with some maturity in faith rather than seeking those who have not yet experienced the Gospel message themselves. 9

10 While decline does not pose an immediate threat to a program based church, especially one with the program vitality which we see at First, decline is real. Reversal of the trends is necessary for the long term health of the congregation. Further, an effective outreach to the neighborhood, with its alternate generations, may require a dramatic adaptation. 10

11 THE CURRENT CONGREGATION The congregation was unable to provide information on each participant, defined as, those who attend four times per year or more. Instead we used a demographic snapshot from one Sunday morning. We use this data to paint a partial picture of the current congregation and to compare the congregation to its immediate neighborhood. While detailed information about the neighborhood comes later in the report, this section will compare the data on the congregation with U.S. Census data from a church demographic service partner. Looking at data about itself and its community helps a congregation clarify who it is, where it is, what the needs are in the community and what opportunities exist for vital ministry. We will also look at where participants live in relationship to the church building. These figures help us determine the match you have with the community around you. Do members live where the congregation is located? If not, how does this faith community stay in touch with the needs of the neighborhood? In some cases, congregations exist in an entirely different location in the city from where their members homes are concentrated. They have continued to decline in membership as they have attempted to commute into worship and serve a neighborhood from which they have grown apart. In the absence of attendance records, the demographic information about the congregation participants was developed through a demographic snapshot on a Sunday morning which yielded information about 220 participants. While this sample is not as large as we would normally seek, it yielded striking conclusions on generational participation and congregation tenure. The first graph shows the ages of participants in the congregation and the ages of those who live in the community. The blue bars show the percentage of participants in the congregation in each category. The red bar is how that compares with the total population of the United States, and the green bar is the breakdown compared to the community. The data related to the red and green bar comes from the U.S. Census Bureau. 11

12 The chart shows that 70.4 percent of the congregation is of the Boomer generation or higher, while 27.3 percent of the wider community is in that category. This measurement is important to the future of the congregation as it speaks to how well it is connecting with those in the community. Another aspect of the generational gap is that although the 8:45 service is designed as a family service, its attendance is dominated by Boomer and Silent generations. It is also important to look at the split between older and younger generations within the congregation itself. Vital congregations will normally experience a split between the younger and the older groups. First Presbyterian s ratio is The generational data makes very clear the challenge which First Presbyterian faces. The next chart illustrates the Racial/Ethnic Gaps of the congregation related to the community in which it is a part. This data also comes from the U.S. Census. NOTE: It may severely undercount the Hispanic population in your area. This data is only broken into five basic groups and does not show more detailed nuance within each group. Some of that nuance is available in the Full Insite Demographic report from Mission Insite that will be given to church leaders in electronic form. The Pakistani members of the congregation make up 10% of the 11% representing Asian heritage. Congregations are still highly segregated on Sunday mornings, which means that gaps are likely to appear in this arena. However, if the congregation is in a changing area, and has declining members of their racial/ethnic group represented in the congregation, it is an indicator of a significant gap. For example, if you are an Anglo congregation in a community that is 65% African-American, the congregation may have a significant gap that it should consider in the future (especially if density numbers are low). 12

13 Another important indicator of congregational life is the tenure of its participants. While it is a good sign of stability to have long-term members, it is also important to the congregation to have new participants. New participants bring innovations, energy and a new perspective to the church. And new members help you measure the effectiveness of your efforts to reach beyond your doorsteps into your community with the Good News. Healthy congregations usually demonstrate a split with participants who have been in the church five years or fewer, with those who have been there more than five years. A congregation with too many old timers is not likely to be very receptive to new ideas, or creativity. This chart above shows the third aspect of the current demographics. With 85% being members for more than 5 years, the degree of stability will tend to make change more difficult. Finally, we have explored the relationship of participants with the location of the church building. A pin-map has located the home of each participant and shown them in relation to the church facility. 13

14 A congregation that has a good relationship with its community will normally display at least half of its households within a seven-minute circle around the church. If no one in the church lives within a seven / ten - minute drive, the congregation has a severe gap in relating to the community. While the pin map shows First as a magnet church drawing from across the Albuquerque metropolitan area, it also shows that the church has not effectively reached out to its local neighborhood. An additional area of inquiry is to measure how people participate in the life of their congregation. This begins to illuminate what kind of church we have and our priorities as a congregation. Through interviews and a review of the annual church calendar, we can measure the kinds of engagement people have with the church in four categories: Spiritual Development: These are activities whose purpose is direct spiritual or discipleship growth. These could include prayer groups, Bible Studies, Sunday school classes, or similar gatherings hosted by the church. Relational Development: These are activities where the purpose is deepening relationships. It could include social events like meals, fellowship groups, game nights, etc. These groups may feature devotion or prayer time, but they are primarily social in nature. Fund raising activities are included in this category. Direct Mission Service: These are congregationally-organized expressions of service to the wider community. It could include mission trips, serving hot meals to people in need, or tutoring school children, for instance. In such activities, participants have direct contact and build relationships with those being served. Decision Making: These are committee meetings, and administrative groups that plan. 14

15 As you can see, these are all congregationally run activities, and do not count people s individual efforts or the activities of non-church-related groups that use the facility. This is a measurement of the kinds of activities, and the numbers of people engaged with them. Some activities may have overlapping purposes, but most favor one direction over another and are assigned accordingly. This measurement is determined by multiplying the total number of hours by the number of church people involved. Participation at worship services is not included in this formula. Ideally, we would see an equal balance of spiritual, relational and missional activities each around 30%, with decision-making around 10%. This balance is needed to form well-rounded disciples, who grow spiritually, grow in relationship with one another, and serve the community in meaningful and needed ways. In many cases, these get out of balance as a church drifts into doing more of what it finds most comfortable. Vital churches have also discovered that younger generations (as well as many people new to a congregation) and older or long tenured members have different values in terms of what they find engaging in congregation life. If a church wants to have a bright future, it needs to be strong in the areas that younger people will resonate with namely direct mission service and spiritual development. While the Engagement chart shows a general balance it also shows one specific weakness: COMPARATIVELY WEAK ON MISSIONAL ACTIVITIES: This pattern often happens when a church pays staff to do most of the ministry instead of equipping and sending its participants. Congregations weak on direct, hands on ministry are also missing an important ingredient in connecting with younger, unchurched people, who are looking for meaningful places to engage in ministry. 15

16 THE COMMUNITY The area around the church is dominated by the Interstate and the University and Medical campuses. To the West there are a mix of restaurants and coffee houses, downtown buildings and then downtown neighborhoods. The area shows a mix of generations, married and single, with a racial balance of Anglo, Hispanic and Native American populations. At the same time, the quick access to the interstate makes the church accessible to the whole Albuquerque metropolitan area. As noted in the racial and generational demographic charts, the neighborhood is more diverse and more balanced than the congregation. As noted in the push pin map, the congregation is not effectively drawing from its immediate neighborhood. In addition to the immediate neighborhood, the church has as a neighbor the 170 children of A Child s Garden. This also represents another underdeveloped neighborhood contact. The specific study area chosen for this report (which is the basis for the demographic data found in the previous section and what follows) will most likely be much smaller than the region that your participants come from. Vital churches take seriously the area immediately around their location. They know that, similar to a franchise system, no other Presbyterian (USA) congregation is in a better position to be in service to and be a spiritual home for the people nearby. And a congregation that cannot be both needs to wrestle with the questions around location and calling: why are we located here? Do we have a heart for those nearby and if we don t, why are we still here? 16

17 The area used for your demographics is captured in the map below: For the demographic target area, the assessor chose a corridor along Rte. 66 which includes the University and Medical campuses. It is immediately accessible to the church and includes a range of neighborhoods. Other Presbyterian Churches in the area: In planning outreach to its community, a church does well to be aware of the other churches, especially its sister Presbyterians. What might you do together? How might each of you direct outreach to different Mosaic groups? The map below shows the location of: (A) Camino de Vida; (B) St. Andrew Presbyterian; (C) Immanuel Presbyterian; (D) Second Presbyterian; and (E) First Presbyterian. 17

18 It is also possible to identify key subcultures in a community. It is important to understand people groups or subcultures because it is widely confirmed that the Christian faith travels easiest along existing relational ties, among people who share a similar subculture. Therefore, a congregation needs to understand the particularities of the people group(s) nearest the church and adapt its ministries for that particular people group OR relocate to another part of town. Mosaic profiles are lifestyle groupings of people, by household, who share similar behaviors, social characteristics, attitudes and values. Designed by Experian (a very large credit service and data-collection company), there are 71 distinct Mosaic groups (or segments of the population) in the U.S. These groupings are based on multiple socioeconomic and life-stage factors. The box below shows the top Mosaic groups found in the study area as a whole. By far, the largest groups are: K40, significant singles (19%), E19 thriving boomers (15%) and O53 singles and starters college and cafes (15%) and O54 singles and startersstriving singles scene (9%) 18

19 The map below shows another view of much of the community around your church. The church can be seen in the CENTER (it is identified by a small building icon and cursor). Each of the colored areas is a Census Block Group. Each block group contains an average of 1,500 people. The block groups are color-coded based on the dominant Mosaic profile found among the people in that small area. 19

20 The Mosaic family tree (below) demonstrates the interconnectedness of these distinct groups. You will note that the tree works like a continuum with young on the left side and elderly on the right. High income is on the top and lower income is represented on the bottom. Caption: This diagram highlights the groups of people in highest concentration right near the church building. Each Mosaic group is identified with a letter, a number, and color. (The letters and numbers correspond to those on your community map, though the colors do not). Some groups have natural affinity with others because of similar characteristics, while others mix like oil and water. The chart above shows the relative closeness or distance between the 71 different lifestyle segments. This is important for churches to consider so that congregations may better understand the life-ways needs of particular sub-groups/cultures who are closest to their location. What we are after is a way for the missional niche which is yours to meet the needs of the people in your community. More detailed descriptions for the top groups in your area can be found in Appendix C. For descriptions of the ALL MOSAIC codes, visit the MissionInsite website and download a PDF copy of the MOSAIC 2010 Description Guide. This can be found at: 20

21 A closer in view of the area immediately around the church can be seen here: So, what does all this mean and what does it have to do with ministry for your faith community? Some questions to consider when observing this data include: What do these largest Mosaic groups have in common with the people of our congregation? What may be some gaps (or under-represented groups) between our church and our immediate community? Looking at the description of the largest one or two Mosaic groups in our community, what ministry needs are likely to be present among these people? What style of worship would they most likely be drawn to? What types of community groups are already effectively reaching out to these people? 21

22 ONLINE PRESENCE In today s socially networked world, many people approach a congregation virtually before ever going to the physical location of the church. People of all ages are likely to experience the congregation initially through their attempt to find it on-line. Because every congregation is unique, there is no one correct way that they should make information available in the digital realm. This is good news for congregations with little or no experience with digital age. There are, however, some fundamental things that make it possible for people to gain information about the congregation. The website is immediately available when entering First Presbyterian Albuquerque. The contact information is at the bottom of the page. Sunday worship times are also available on the home page. Pictures are effectively used to highlight the content. The information is up to date. Events are easily found. 22

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24 FACILITIES EXAMINATION In consideration of the congregation s resources, it is important to evaluate the facilities to determine if they are of appropriate size for the current congregation. It is also important to consider whether there is a growing list of deferred maintenance issues or other features that may inhibit the vitality of the congregation. The church s facilities are contained in 3 buildings located on a 2.2-acre lot. It is estimated that the facilities are approximately 81,725 square feet in size (this does not include the rental property). The property is insured for $4,500,000. Based on Average Worship Attendance, a congregation of this size would have adequate space in a building of square feet, meaning that the current congregation really only needs 27 percent of its current space. This is demonstrated on the chart below: 24

25 THE SACRED WALK Worshipers begin what has been called the sacred walk the moment their foot hits pavement as they get out of their vehicle to begin the entrance into the building. This walk says volumes to members and visitors alike about the self-esteem and vitality of the congregation. The sacred walk helps worshipers prepare for the experience of worship at your church. For that reason, this walk should guide the worshiper clearly and directly and as pleasantly as possible to the sanctuary or even to office spaces. Signage and a clear, safe walkway are essential to this experience. The impression on guests continues inside the building. While they might not expect lavish facilities, guests will be made more welcome and comfortable by cleanliness, neatness and general care for the facility. Unkempt facility and grounds send an unintentional message: This is not a place even WE like very much. Clearly, that is not a very effective evangelism tool. What follows is the impression the Special Consultant had upon embarking on the sacred walk at the church. LOCATION AND OUTSIDE APPEARANCE The main entrance is off of Copper Ave., one block off of Rte. 66, Central Ave. The immediate impression of the church is strong. It is well kept; its size is impressive. The entrance into the Commons area is clear. The shrubbery and parking lots are well kept. PARKING LOT AND WALKWAYS There are three full parking areas including 500 spaces. Handicapped spaces are immediately visible on the Copper Ave lot. Driving habits for each congregation vary widely. Some congregations average only one person per car parked in the lot; others pack in families. Still others are located in dense urban areas and pride themselves for being within walking distance of the local public transportation. The place in which a car is parked, and the control the church has over that parking also determines capacity. Architects have developed some formulas in estimating the worship capacity of your church, based on parking. Based on the location of the congregation s identified parking, capacity is calculated on the chart below: 25

26 The data in the graph above is calculated this way: BUILDING ENTRANCE AND SIGNAGE There is a standard church sign on Locust Ave. But the traffic pressure on Locust and the signs proximity to the road make it difficult for it to be seen. 26

27 There is a 4 ft x 20 ft banner on the north side of the church. But even this sign feels dwarfed by constrictions of buildings, proximity of the elevated Interstate, and traffic pressures. Perhaps there are other ways to create more effective signage. As one turns off of Locust, one finds the central parking lot on Copper. SANCTUARY The sanctuary is an historical cathedral form with cruciform shape, a vaulted ceiling and oak pews. There is also a balcony that mimics the ground floor. In keeping with the historical style, the pulpit is raised. The chancel includes the only 4 manual organ in the state. It is a well-maintained Moller pipe organ. The choir loft provides seating for the 40-voice choir. The sanctuary is used for the 11:00 formal service. The 8:45 service is a family service held in the fellowship hall. Based on generally accepted measurements, we know that when a sanctuary is more than 80% capacity on a regular basis, it will impact worship attendance with an overcrowded feeling. In the same manner, if a sanctuary is less than 40% of capacity it will also impact worship attendance as participants feel it is uncomfortably empty. It is estimated that the sanctuary has a total seating capacity of 850. Based on the AWA, the current sanctuary usage is below the appropriate capacity range. 27

28 The 8:45 service is also below the appropriate range. GATHERING, FELLOWSHIP AND EDUCATION SPACES The Commons area is bright and works very well as a transition area between the Sanctuary and the Education Wing. The Fellowship Hall is serviced by a full capacity kitchen equipped with full Refrigerator and freezer, commercial ovens and stove, and a Hobart Dishwasher. It would serve 175 in a sit down meal very comfortably. The CE Wing has eleven classrooms. The space is set up in age appropriate design. The CE Wing services the children s Sunday School and A Child s Garden. ADMINISTRATIVE AND OTHER SPACES The Main building offers eleven office spaces, the CE Wing offers two. The main office is well laid out for work space, technology and staff support. 28

29 RESTROOMS In the main building there are seven restrooms across three floors, plus one in the sanctuary and one in the pastor s study. The CE Wing has two upstairs two downstairs plus four in the classrooms. Restrooms are equipped with access rails, but do not have push button doors. SYSTEMS The systems are well designed and well cared for. Roofs were done 3 years ago, and boilers 2 years ago. The electrical system has been recently upgraded. Carpets have been replaced. Heating and cooling are appropriately zoned. DEFERRED MAINTENANCE ITEMS Some New Beginnings congregations have poorly tended facilities. These facilities are not just a turn off for guests and members. They also can become a costly money pit that defers mission. Preventive maintenance is normally less costly than emergency maintenance. Unfortunately, that lesson may not be learned until it s too late. Many congregations fall behind on maintenance due to declining funds and are then forced into making emergency repairs they simply cannot afford. We noted these items that the church appears to have put off. The church s list of maintenance projects is one of conducted maintenance which has been accomplished, refurbishment and ongoing upgrade, instead of things put off. USE OF THE FACILITIES The church building is a valuable resource for both the congregation and the community. A good indicator of a congregation s willingness to engage a community is by looking at how the church uses this resource. Based on total building use, the graph below demonstrates the percentage of total usage by outside groups. These groups are open to the community and often times led by people other than church participants. 29

30 61% of the outside groups are the preschool. Although the congregation speaks about ACG as if it is a part of the church, ACG is a separate entity. Further, the preschool represents a target population for congregational development and yet only 5 of 175 children are church members. The next graph makes clear how important the preschool is in overall building use. Congregants are often amazed at how little a building gets used. We divided your facility into kinds of space. The sanctuary is considered worship space, the fellowship hall and narthex fellowship space, etc. Using your church calendar, we have calculated the hours each kind of space is used and calculated the percentage of time it is utilized. This percentage is based on the space being available just 12 hours a day, 7 days a week. 53% of classroom usage is the preschool 30

31 BALANCED USE The church has a healthy balance of community and congregational use of the facility. It also has strong relationships with those groups and affinities in purpose or mission. Given the central position of the preschool in the use of the building, and the fact that only 5 of 175 children are members, further development of the relationship with the preschool could prove fruitful. It is a primary group for a target generation population. 31

32 FINANCIAL REVIEW Congregational finances are fairly complicated because each congregation tracks its income and expenses very differently. Congregations tend to have a lot of restricted funds, which can only be used for specific purposes, and which may or may not enhance the ministry of the congregation. In this review we have done our best to evaluate the financial strength of the congregation based on the norms we have observed from many congregations. Our first area of review is to look at the congregation s income sources. It is important to see where the income for supporting the congregation s ministry comes from, and how much the church relies on outside sources of income. The table below indicates the income sources for your church in relationship to congregational offerings. At the minimum, a congregation should support its expenses with at least 70% of its income coming from offerings. Congregations that rely too heavily on outside sources of income will often compromise their ministry for the needs of those who provide outside income. And here is the overall income picture: 32

33 When we consider the expenses of the congregation, we group expenses in four main categories; Salary Support, Building and Administration, Program Expenses, and Mission Giving. Salary Support includes salaries of all church staff and benefits associated with employing them. Such benefits would include social security offsets, health insurance, pension etc. It does not include costs such as auto expense or office reimbursements. Most congregations will expend about 50% of their income on salary support. Experience has shown that congregations that exceed 50% in this category are rarely over paying their pastor. In fact, most New Beginnings congregations fall short of average salaries for their region. The salary amount is not too high but the percentage of the budget allotted to salaries is too high, short-changing mission, outreach and program. Building and Administration costs are those associated with running the church office and the building. Typical costs include insurance, utility bills, maintenance and yard upkeep. A typical congregation will support building and administration costs with 25% of their income. Congregations that are not right-sized find themselves paying more for facilities, usually at the expense of their program. Program Expenses are costs associated with running a program. This would include faith development, evangelism, and worship materials, choir music and supplies, advertising, and other resources and supplies that enable the program to operate. This is usually about 15% of a church s budget. Since this is the place where most congregations can control spending they will usually decrease their spending in this category first. Mission Giving is giving that the congregation has contributed to both denominational mission causes as well as local mission causes. Mission giving trends are about 10% of a vital congregation s budget as a starting point. Congregations will often reduce their mission spending after depleting their program spending. 33

34 Churches that have sustainability issues are typically over on their spending for building/admin or salary or both. When this happens, typically program spending is cut to compensate and if the slide continues, eventually mission gets cut as well. Yet program spending reflects the investment in the congregation s participants as leaders and doers of ministry and mission giving is an essential component in being outward oriented. The values reflected in spending patterns will affect who is willing to affiliate or support the congregation. Younger unchurched people are less likely to want to support what looks to them to be internal expenses (building/admin and salary) and more likely to want to support spending that goes to mission or the equipping of people to be in mission. In addition to the sources of income, the congregation also has substantial investments plus the estimated value of the property. This is outlined in the table below: Even after the addition in 2001, the congregation has no debt. FINANCIAL CAPACITY In light of the financial information above, this congregation has ABUNDANT FINANCIAL CAPACITY for ministry. That is to say the income stream would allow the congregation to be more creative in its delivery of ministry to the community. Congregations with this type of financial picture can afford to look at new ways of outreach that most congregations cannot afford to consider. 34

35 SUMMARY Let s review the analysis of the congregation at this point: The church was well positioned to meet the demographic pressures of the baby boom and the echo boom of the 80 s. How will it claim God s future in order to meet the inverse pressures it now faces? The last 10 years has shown a decline in worship attendance of over thirty per cent. 85% of the congregation has already been a member for more than 5 years. Almost 30% of the worshiping congregation is over age 75. These are not demographics peculiar to this church, but are a part of a large demographic pressure throughout the nation. But they are demographics which this church faces. The congregation is not currently aligned, generationally or racially, with the neighborhood around it. It draws very little membership from the immediate neighborhood. Given the numerical decline, the church has made a transition from corporate based church, to program based church within the last 10 years. There are probably patterns of communication and government which no longer match the current size and shape of the congregation. In the face of these negative pressures what positive forces are there? The story of First is a story rich with people learning (education), singing (music), caring (fellowship and TGIF), active in outreach and mission (Family Promise and mission trips). Its people are the central gift to be gathered and employed to meet the questions ahead. The current congregation is vital and active. The current vitality can either be used to avoid and deny the difficult question of how to position First to meet 2015 and 2020 or it can be used to fully meet the question. The congregation is active in its financial stewardship. The endowment provides enough support to fund a full range of current efforts and would comfortably support a full adventure of experiments. The facility has room for growth and is conscientiously and well cared for. The vitality of A Child s Garden poses relationship questions to the congregation but also means that there is a natural linkage to young families with children. The purpose of the New Beginnings Assessment is to provide objective, but engaged observations related to the congregation. We compiled all the data, like a portrait of the congregation. Then we placed it alongside general data to show how your congregation 35

36 is doing by comparison. Now, we weigh these factors in relationship to ministry options that seem viable for you congregation in your own time and place. Congregations have four basic choices for the future: 1. Do Nothing: Looking at the trend lines for the last 10 years in the graphs we have provided can help the congregation see where the do nothing option might ultimately lead. While the trajectory may be downhill, many churches see this option as much easier than going through the pain of change. This does not require energy, new effort, or ingenuity. Usually, staying the same means slowing losses, while the ultimate conclusion is closure. Note: A decision to do nothing is still a decision. And by choosing this option, the church will be sending an important message to people in the church (from the newest member to the pastor) that status quo is the desired choice. 2. Mission Redefinition: Churches that seek to change may need to establish a whole new way of being church. While all congregations will need to do visioning about their future mission opportunities, most congregations will do so alongside a redevelopment opportunity. Sometimes, however, there are congregations who could be the right church in the right place with a significant shift in missional focus. This option requires of the congregation significant energy, ingenuity, creativity and spirituality because people will be leaving behind previous ministry entirely and doing a very new focus in ministry. It is important to note that there is no guarantee of numerical growth by entering Mission Redefinition. It also is important to note how well or even if the congregation can sustain its ministry through what may be a years-long process. 3. Redevelopment: This option can take numerous forms and hybrids. They include: relocation, reaching out through a parallel start to a new demographic profile (that matches the community in which the church resides), a restart, an adoption, or combinations of these with Mission Redefinition. Redevelopment of the congregation requires new approaches that enable the church to adapt to a new environment. 4. Close: Churches who choose this option realize that they don t have the energy or resources to keep going. They select this option as a way of concluding their congregation s life with dignity and intentionality so that their assets (which previous generations have entrusted to them) can continue to work after they are gone, in providing a faithful, lasting Christian witness. It is an ultimate act of faith to make this decision but one that often comes with a sense of relief in knowing the church has not died. It is instead living on in perpetual witness for future generations. 36

37 FUTURE STORIES We share these possible future scenarios based on the assessment you have just read. Each of these stories below is written from the perspective of the future. These are not written to tell the congregation what to do. They are intended as a way to spark your imagination for what is possible. They are offered as a way for the church to envision its future and the type of decisions facing the congregation. These and other strategies are more fully defined in Appendix B. Future Story Preamble: Questions and change How do you fix something when there is nothing wrong? That is, nothing is wrong except some demographic charts. Why put all the energy into the future which is not clear when there is so much which is current and vital to do in the present? But there is concern. Almost two to one said we were getting by, not thriving. And there is concern because the baby boom generation is very aware that they are getting older and that there is a procession of elders who in their time take their place then pass away. And there is another concern, human resources. First Presbyterian has the financial capacity to take on many things, but what about human resources? In a church the size of First, the wise investment of human resources toward the future is as crucial as the wise stewardship of the church s financial endowment. It is the future of mission and purpose which confronts First Presbyterian even while the vitality of First Presbyterian is going on around you. This is not a simplistic task; but it is the task which faces you. FUTURE STORY #1: Redefine the Mission The following are sections of an end-of-the-year review written in 2018: Newsletter Article: It has been a blessed year. God has brought to fruition so many new efforts: from the commissioning of the thrivers (those who believe that First is thriving, a vital place to be), to a new mission emphasis on downtown, from developing an invitation team, to a new mission emphasis on UNM. God has put a new heart into us. We are lifted up and we are in touch with our world. We are meeting the tasks, and are meeting our neighbors. We have responded to challenges, bringing the full resourcefulness of First Presbyterian people to bear. And it is in our lives that we truly see what God has done. 37

38 Yet we also remember that the fruit we have seen this year first appeared as an obstacle, as a problem. The New Beginnings process of 2014 posed some real questions. It pointed out relationships with neighbors that were lacking. It posed questions of change. Meeting those questions required courage and spirit. It also required hours of work: time and effort. We had to genuinely think of new strategies. We had to prayerfully sort through ideas, false starts, disagreements, and as a program based church we needed to build structures to tap and harness our effort. First, we developed the thrivers, that core of people who believed that First is a thriving place of worship and life. Their encouragement lifted us all. Then we took on the question of invitation, but when invitation met our mission, it became invitation to discipleship. We then harvested people s interest and commitment to different outside groups that had been raised up through the new beginnings process. We started new work groups which each took on their focused tasks: downtown mission, mission and outreach to ACG (see report of the Family Night Supper), outreach to UNM, outreach to downtown, advertising, and the invitation team. There was a lot of work, but many workers make for a reasonable load. And as we worked, we were lifted further, buoyed as we saw questions met and new beginnings found. And through it all we found our story: what God is doing in our midst, in our lives. We have even published our first devotional booklet: What God is doing at First. The devotional booklet became a part of our invitation work, sharing what God is doing amongst us. What began with questions, challenges and obstacles, has become a new lease on life as we seek and pursue God s purpose for us. We have found God changing lives right in our midst. And what was New Beginnings is now new fruition. Report of the Family Night Supper: We are happy to celebrate the enthusiastic response to our new Family Night Supper. We commissioned 20 welcomers to the supper and focused it with a direct invitation to A Child s Garden. What a response! We routinely have 85 for supper. It is not only a family time, it has become a time of sharing and support for the families. But, being a time of relationship and support it also became a time of invitation to broader fellowship. Out of it, a new TGIF group started, and 7 became new members. In this way, an area of concern which was pointed to by the New Beginnings program has become a new source of vitality and connection in our midst. Extending God s welcome draws us to our neighbors and enlarges our community. Report of the Alternative Worship Service: One of the questions which grew out of the New Beginnings process was the question that no one voiced at the time. Is there a place for a contemporary worship service in a church that has its main focus in a formal traditional service? This grew into a larger question: how to build a reformed worship service with a contemporary voice. We have found that there is no simple answer. We 38

39 are developing the music and media for our new service, but it won t end up just in fellowship hall. Our investigation and construction are leading us to a new place: an outdoor service this summer. Come join us now for the First Presbyterian Faith Band; but save a place for us this summer on Copper Ave. Invite a neighbor! See you there! Future Story 2 Do nothing 2020 One Member s Perspective: It has been another year at First Presbyterian and there have certainly been gifts and successes. The programs of our church continue and we are glad for attendance in mission, education, music and fellowship. Yet there is a haunting presence, or absence. We have closed the first service and the attendance at the second service is now only 220. We feel the empty spaces in the sanctuary. And we are haunted by what might have been. It is not successes that we miss. We still have successes and vitality. It is that we might have tried. We might have; but we didn t. We chose the safe path, in which no one got upset. We didn t risk failure. And now we see that we have missed opportunities to try things while we are strong. We aren t as strong now. We now see exactly what New Beginnings warned of: a decline. But we avoided the question of decline by going after the programs we already had. We kept busy; but we didn t meet the questions. The questions and the demographics have now come to pass. What do we do now? Just keep on? Regardless of the ministry option selected by the congregation, the Office of Church Growth and your presbytery have resources to help you move ahead with your New Beginning! 39

40 A FINAL WORD Dear First Presbyterian, Thank you for your warm welcome and your thorough and conscientious presentation of your church. From the choir loft to the fellowship hall, from Westminster Hall to the Christian Ed Wing, from Central Ave. to San Mateo, you showed me around First Presbyterian church and your neighborhood. Special thanks to Merri Lewis for the information on the building, to Sam Mayer for the financial overview and windshield tour, to Libby Whiteley for her perspectives on the church and its programs, to Dr. Yeager for the personal tour of the 4 manual Moller, to Pastor Matthew and Clerk Mead for their reflections, and special commendations to Carolyn Rhodes for all of her work arranging interviews, gathering information and answering 100 questions after the fact. Thanks to Pastor Matthew for his annual report article; it supplied the heart of my future story: Great and small: what God is doing at First. The vitality of your church is inspiring, from the vigorous music program, to active mission involvement, to 11 fellowship groups (TGIF) and the full range of educational opportunity! Yet there are significant questions as well. I am confident that you will find God s future for you, that you will gather your people to the task, and that blessing will abound. You will be in my thoughts and prayers. Grace and blessing, Dave Rev. David Good Contract Assessor Office of Church Growth and Transformation Presbyterian Mission Agency PHONE: mangendave@frontier.com cc: Presbytery Staff 40

41 APPENDIX a APPRECIATIVE INQUIRY SESSION First Presbyterian Church Albuquerque, New Mexico January 22, in Attendance 1.) Think back on your entire experience at this church and name a time when you felt the most engaged, alive and motivated. Group 1: Choir, WNL, ACG, Bells, Deacons, Elders, Fellowship committee, children s choir, endowment, education committee, Disciple Bible study, Family Promise, VBS, I have felt consistently engaged in a variety of ways for over 30 years. Have always felt engaged in a very positive way. Group 2: Choir events, music, Session participation, committees, deacons, being engaged, Matthew s arrival. Group 3: Help ministries, felt good and needed; when I was a youth; singing in the choir and special anthem; organ music; Wednesday night live Group 4: Baptized on 50 th birthday, pastors involved- I felt accepted; When kids where here-felt part of community, education committee; early service with family; Became and elder; after retirement; laying on of hands at ordination, acceptance powerful in support, Matthew inspirational. Group 5: Family choir at 8:30 service; Wednesday night program ( at time of church remodeling) Session involvement; choir; echo that; gospel band; women s retreat; around Easter when banners were made; Mission- Habitat; Music- bell choir; Archives; Last year s Lenten classes; fall women s retreat; a Child s garden; TGIF groups. Group 6: Being a deacon; moderator of Personnel committee; When I first came whole church had more people and more classes; When I was on Session; when I was commissioner to Presbytery, really involved, knew what was going on; when actively involved with real responsibility, leadership participation and education; Being part of the community, feeling of belonging and ownership. Group 7: arrived late. Responses begin with number 4. Group 8: Singing in the choir, most always, working on difficult pieces; involvement in leadership/committee activities; first time on Session ( in the 70 s) was young and motivated; Choir is a motivator, seeing James face when he plays; When working on a study w/10 other congregations looking at where going Back to the Well (Samaritan Counseling Center Program); When working or socializing with other Christians; New classes on Science and religion, food, justice, adult classes that allow involvement; Engagement with Patrick Wilson's sermons; reviewing successes, joys and concerns of this church at 100th anniversary; Disciple Bible study; most engaged when most involved. 41

42 Group 9: Guatemala Mission Trip; Choir/Music; Baptist Student Union in Texas; TGIF group; Disciple Bible Study. Group 10: IHN, Family Promise; Deacon; Singing in choir; outdoor worship, 1 st service communion every Sunday; formality of 2 nd Service communion every quarter. Group 11: Choir Group 12: Joint Muslin/Christian service after 9/11 was hopeful and unifying. Group 13: Several Sunday School classes; I attend Discovery, usually Kerygma material group discussion over the scriptures: felt great; When we first join the church! Group 14: Youth Group, when serving on Session; groups together activities, more than just worship it was happy, positive and supportive; As an early teen when there was an extremely active youth ministry involving classes, retreats, social activities, service opportunities and a dedicated youth minister; the church youth program was more involved; I feel like I know the program participants and staff and can interact easily with them. I felt like we were contributing to the church and society. 2.) When you consider all of your experiences at this church, what has contributed the most to your spiritual life? Group 1: choir Group 2: Acceptance of many different people, Disciple, Women s retreat, music, sermons, people demonstrate spirituality. Group 3: Coordinator of help line, vocal music; noon day bible study; when I first became an elder deacon; women of the church making nets, receiving blankets; adult Sunday class through the Bible. Group 4: Ordination, crowd of witnesses supporting me, I m responsible to them and they have my back; Pastors inspirational, listening; Tuesday study and prayer group, sustaining; Discipleship studies; Building and Prop Committee bringing project to fruition. Group 5: Music; sermons; Teaching confirmation class- Youth involvement in a Sunday School environment; Session training (10 years ago) = growth experience; traditional worship service; Music Ministry. Group 6: When I first joined active involvement; Bible classes/ study; Bible study and community; Tuesday study group group accountable to; 3 years of Kerygma, Disciples Bible study and confirmation. Group 8: Singing in the choir; listening to music; disciple class; P. Wilson s sermons, many of pastors; Men s retreat on book of James, Women s retreats; Presbyterian Women s studies; prayer s; prayer vigil before Easter; friendships and conversations openly discussing Christianity. Group 9: Disciple Bible Study; Music; Sermons- good messages in service; Weekly worship; Being on Staff experiences dealing with congregants, people coming in looking for help, people in crisis, How blessed I am. 42

43 Group 10: Disciples Bible study; having a church family; Sunday morning sermons from a cohesive staff, continues spiritual life through the week! Group 11: Music, particularly choir rehearsals Group 12: Opportunity to teach and receive feedback from class members. Group 13: Confirmation; Sunday school. Group 14: A solid foundation of education and scriptures to form the basis of my faith/beliefs; the challenges or questions raise that made me think about what I believe more, youth retreats, woman s retreats etc. Also watching those that demonstrate what I consider to be strong faith based lives through the years. Just their silent witness speaks to me. 3.) Tell about a time when you were most proud of your association with this congregation. Group 1: General Assembly, pops concert, Family Promise Group 2: Tom Hart Healing service after 9/11, Deacon receptions for memorials, Mission CEG, Family Promise, All Faith, Cuba, Guatemala, community reference to a Child s garden, Habitat, Rio Grande Food Bank Group 3: Family Promise; follow up from blood pressure test to their physicians; singing solo; assisting elder of the baptism of 4 grandchildren (at different times). Group 4: Family promise; mission giving (often aside from pledges); church renovation in 2001; continuous more I learn and understand; Unity and cooperation in Committees to get things done. Group 5: Food baskets being here when families came to pick them up; Wednesday Night Live singing carols at rehab facility across street; Wed night program in late 90 S; financial support of Menaul School when involved with PW; Feeding the hungry at Christmas; Establishment of A Child s Garden; Youth Group representation at Presbytery and Triennium. Group 6: Saw volunteers of soup kitchen and in community; visiting as a deacon; the libraries we have; cross faith service after 9/11; PW results for Menaul School, Martinez town etc; ACG and Good Samaritan counseling; large strong church family; 9/11 inter-faith service; the community and church family. Group 8: Giving food to the needy at Christmas; service after 9/11; when friends come and are welcomed; Longfellow School tutoring program; Service when elderly man became ill and congregation was silent, prayerful, reverent; Deacons and 90 th birthday party, amount of time spent; Caroling for shut-ins and at senior citizen; Congregational and Deacon care for those in need; shopping basket filled with ; How the church supports A Child s Garden; How the church is maintained, custodial staff; How members support work of church through Endowment Foundation Group 9: Chaos of new addition people working together to make everything work, making the best of the situation; Choir performances; Worship; Response to Mission from congregation; very generous willing to contribute. Group 10: Process of selecting Matthew no dissension; IHN- Family Promise delivering furniture; Building project tithing, paying off sooner than loan. 43

44 Group 11: Poulenc Gloria Group 12: When the congregation said goodbye to its pastor of 20+ years and then continued to serve as a church of Jesus Christ. Group 13: When my son was nominated to be a youth elder; when I did a prayer for my first time in church. Group 14: When the church indicates an open-mindedness and acceptance toward people of different cultures, alternate lifestyles, different beliefs; during youth mission trips or outward mission projects that allow us to share our church members and gifts to benefit others. 4.) What do you think is the single, most important, life-giving characteristic of this church? When we are at our best, what are we doing? Group 1: Board of deacons Group 2: Our acceptance of others allows us to serve others. Group 3: Local mission, food m\baskets, store house, habitat for humanity; taking care of shut-ins; echo that; Deacons; pouring out loving and caring for my dying son. Group 4: Mission; caring for others; Giving to those in Need, feeding the hungry; worshiping God, singing, sharing communion, confessing; Life celebrations. Group 5: When people are caring in one way or another; worship/community worship; Being a light of Christ in the world; Glorifying God and enjoying Him; Spirituality- feeling and sharing God s message; Fellowshipping=breaking bread together. Group 6: Welcoming people into Christ s life; nurturing those who are within the family; being a church family together; echoed; contributing, reaching out, being friendly. Group 7: Care for each other; personal relationships; Music. Group 8: Serving others in the community and in the church; financial support not just pledges but extra giving for special needs; stepping out in faith to take the risk to address needs; fellowship groups; receptions after memorial services. Group 9: Mission volunteers for many different projects; Family Promise; Habitat for Humanity; Guatemala; Cuba; Bible Study. Group 10: Helping others, serving; working together, supporting everyone; bringing in new members and baptism. Group 11: When we are supporting those that have suffered loss or enduring difficulties Group 12: Acceptance of each other. What are we doing? Working, singing, learning, and passing the peace. Group 13: When we are out as a community, helping others; when we are being a witness to the goodness, greatness, power, grace and everything else of God. Increasing faith and making disciples. Group 14: Many together demonstrating energy; giving /serving the community. 44

45 5.) Don t be humble! The Apostle Paul speaks of spiritual gifts what gifts do you share with the congregation (including things like personality, perspectives, skills, character, etc.)? Group 1: Humor, voices and musical skills, dedication, intellectual insight, fresh ideas, youth baking. Group 2: Commitment to serving others; musical gifts and appreciation ; artistic talents and listening; organizer teaching, serving others; memory of names, compassion; hospitality, concern for future, leadership; administrative skill, big picture view, time, perspective. Group 3: Giving seminars on health; choir, help line; music ministry; accompanist for junior choir; leadership skills, chairing many Session Committees. Group 4: Personality; skills; public speaking; organization, echoed twice; Leadership; Knowledge Expertise (History lived); willingness to do what needs to be done; Hopeful, positive optimistic; Ability to judge/discern authenticity; comradery, Hard workers Group 5: Humility, teaching, echoed 3 times; participating; curiosity and willingness to go where curiosity took us; being of service; organizing; doing what is needed; singing; echoed 2 times. Group 6: Filling a need, work horse; love, peace, patience, fortitude; perspective; pragmatism; service; organizer; counselor; delicious desserts; listening; simplify/ moderator; wisdom; supporting others; teaching music. Group 7: Music; Financial management skills. Group 8: Thoughtfulness (thinking); teaching; Quiet; Kindness; singing, music (x3), hospitality, sharing perspective; Dependable (x2); Active participation w/time and money; Organizational skills (x2); Administrative skills; Caring; Leadership (x2); Character; cooking. Group 9: Music Choir Piano; Bible teaching; Help in the kitchen; Work in the nerve center of the church (church office); Patience. Group 10: Teaching; computer skills; singers; people person; organization; enthusiasm; patience; involvement; cooking. Group 11: Support for the music program; support for Family Promise; Provide physical labor cleanups, memorial garden, singing in the choir. Group 12: Theological understanding, friendship, appreciation of Presbyterian system. Group 13: Diligence, persistence; my awesomeness, my company and my eyes, youth. Group 14: Teaching, informational gathering; networking; physical labor; leadership; ability to explain and talk in public; willingness to share my time; Financial knowledge; Ability to relate to youth. 45

46 6.) Now consider any gifts you have that aren t shared with the church. Are there gifts such as talents you enjoy or skills you are good at that don t get shared with the church because opportunities don t exist? Group 1: Advertising (marketing, graphic design, organizational skills. Group 2: All our gifts are being shared Group 3: Playing badminton; could not think of any. Group 4: Ability to discern authenticity; outreach to unchurched; woodworking; yoga; quilting class; tap dancing/clogging; TOCH based info exchange for care of elderly, disabled etc. Group 5: Videographer; thespians; Opportunities will exist if we create them! Group 6: Financial; computer skill/ animation; dancing; science knowledge; not accepting (?) Group 7: None. Group 8: Use elders not currently on Session and Deacons not currently serving; Boy Scout Leader; 4 th of July Music; Working with sports; teaching; less than perfect Old time Band. Group 9: Sometimes skills/talents aren t used because the church is unaware that they exist Group 10: Legal advice; bicycling; walkers; writing/journalism/financial; older members working with youth/intergenerational; with live streaming; cooking classes; visioning. Group 11: Blank Group 12: Blank Group 13: Computer usage; playing my trumpet, dancing. Group 14: We no longer have the ability to write a prayer for the elder portion of the Sunday Service. Also Health support (exercise/diet). We seem to only support the elderly s health concerns. Additional comments: take credit card for pledges, for ACG etc - Way behind on technology - Marketing our church - nonexistent 7.) What motivates you to come to worship at this church? Group 1: Music, organ and choir Group 2: Service (sermons and music program) Welcoming congregation (esp. First Service communion) Group 3: Enjoy people, enjoy singing; our new dynamic, young Pastor; Order of worship and people; Sermons; music sermon and friendly people. Group 4: To be with family; this is my church; I grew up here; Need to worship, I am a better person when I come; It is a safe place to be, emotionally spiritually; fellowship with like minded people. Group 5: Family legacy; people; youth group; ministers; good sermons; good music; spiritual Maundy Thursday service; good organ; fellowship; quality of worship. 46

47 Group 6: Community; feeling of God s presence; echoed; sermon/theological insight; deeper theological guidance; atmosphere; sanctuary setting, music; traditions. Group 7: Choir, organ; Fellowship; New Pastor; Classes available. Group 8: Music; Preaching; People; Fellowship; Presence of the Holy Spirit; Welcoming, Quality of services including special services. Group 9: Music extra special- the organ; the building architecture; Good sermon message, good fellowship, good music; Community; sense of Home. Group 10: Sermons; music, time; Diversity and experience; warmth of congregation/friendliness. Group 11: Music and friendships Group 12: Excellent Music; Fellowship, sermons. Group 13: Being part of my church; not neglecting the gathering together; Sunday school and the donuts. Group 14: The Desire for Interaction, discussion, education on a spiritual level. A place to focus on God. My Family we go together. Responsibilities on that Sunday; To get an internal strength fill up for the week ahead. 8.) Complete this sentence with one of the two choices (everyone should vote for one no half votes are allowed!) Our church is a. Rigid (35) or Flexible (45) b. Status Quo (58) or Mission Oriented (17) c. Fearful (9) or Courageous (65) d. Thriving (27) or Getting by (47) 9.) If we define a relational group as a group of people who gather at times other than on Sunday morning, for the purpose of prayer, study or fellowship on a weekly basis let s make a list of relational groups in your church. Group 1: TGIF, Bible study, PW, choir, youth fellowship lunch bunch Group 2: Disciple, young families, Tuesday study group, committees, choir, bell choir, staff meetings, TGIF, Session, Deacons, PW, senior league, Mocks, parents of youth group, youth group Group 3: Archives, bell choir, Sunbonnet; Men s Breakfast; echo that; choir practice, echoed 3 times; Bible study Group 4: Covenant; TGIF; Tuesday Group; Circles; CE Disciple groups; B+G volunteering; youth activities. Group 5: Menaul School; 2 nd Pres; Bible Study; Prayer Group; Youth Group; College Moms; AA; Archives; choirs. Group 6: Disciples, study group, Sunbonnet, library, archives, youth group, choirs, monthly TGIF, circles, men s group Group 7: Monthly: TGIF, Circles; 66 Diner, choir, PW, Pres. Men, Committees of church Group 8: TGIF; PSL; Choir; Youth Groups; Bell Choir; Committees; Retreats; Tuesday Women s Group; PW; Sunbonnet Shop; Men s breakfast. 47

48 Group 9: Tuesday Study group; Sunbonnet; Library; Choir; Archives; Bell Choir; Youth Group; Disciple Bible Study groups; Staff lunch. Group 10: Men s Breakfast; TGIF; 3rd Sunday luncheon, Women s circles, Choir, PSL; Wassailing; Youth Group; Men s Retreat; Women s retreat; Disciples Bible Study; Family camp; Bell Choir; Children s choir; Sunbonnet. Group 11: TGIF, Chancel Choir Rehearsal; Bible Study; youth group; children s choir. Group 12: Choir, Disciple Class, CE Committee, Sunbonnet Group. Group 13: Sunday School Classes; choir; Youth; Parents of the Young; Men; Women; Elderly; Children of the Elderly; Youth Group. Group 14: Prayer Group; Woman s group; Men s Group; Sunbonnet Shop; Discipleship Study groups; choir practices; Family Promise; Committee meetings, Session Meeting. 10.) What does this congregation do to prepare teachers, elders, and other leaders in the church? Group 1: Elder/ Deacon orientation, developmental; curriculum for teachers (seems better with Libby s leadership) Disciple class Group 2: Elder training Group 3: Elder and Deacon orientation and retreat; teacher training and practice. Group 4: Elder Deacon retreat; moderator monitors; Discussion leader rotations Group 5: Reading book of order + book of confessions; retreats for elders and deacons; committee meetings and trainings; financial investment training. Group 6: Retreats and training; personal invitations to circles; community call; I think we need more to prepare people to be called. Group 7: Session Deacon Retreat; If training exists we don t know about it. Group 8: Session orientation; CE Teaching teachers; shared leadership in Bible Studies, SS; Teaching how to serve communion; Deacons short; James teaching choir individually or small groups. Group 9: Annual Officer Retreat elder and Deacon Training; Teacher training; VBS training; Pastor Continuing Ed. Group 10: Teacher s classes; Elder s retreat; Deacon s retreat. Nothing general to encourage leadership among members only after chosen. Group 11: Elder retreat. Group 12: Officer retreat, various teacher training classes. Group 13: Elder training; choir rehearsal; acolyte training; they prepare them in many ways. Group 14: Elder and Deacon training sessions; teacher training, sponsoring people into ministry. 48

49 11.) What are the ministry opportunities begging for your attention in this area? Group 1: Homeless, Habitat for Humanity, Formation of a New Church, Soup Kitchen, Better connection with college kids, hospital connection Neighborhood revitalization Group 2: Bread for the world, neighborhood, homeless people, outreach, mentor new churches (continue); university students, marketing our church. Group 3: Attract more youth and young families; attract people living in neighborhood; tutoring program for nearby elementary school like Longfellow. Group 4: Homeless volunteers; area unchurched; ACG. Group 5: Homeless and hungry; university as a whole; downtown; students at Menaul; Students at UNM; Elderly and homebound more than Deacon support; messaging; veteran outreach. Group 6: Outreach to University students; outreach to other residents in the geographic area- we are never in the papers not even in the free section; homeless in neighborhood we could do more) young adults/college students/young couples; interfaith interactions and larger church family; transportation and interest in current opportunities; new member orientation and inclusion, knowing about existing opportunities. Group 7: Blank Group 8: College ministry; attracting younger inter-generational people to congregation; young families that come to church through ACG; serving our immediate neighborhood, involve families and help w/costs; Food ministry meal. Group 9: Homeless Opportunities; Use of facilities for lunches; Internal opportunities for help to people: grieving or divorce; Hosting outside groups: ex. Boy Scout Troop; UNM Group 10: UNM; CNM; Inner City; TGIF; Soup Kitchen; out of date coupons; The unchurched; the wandering sheep; blanket project; gift basket mothers having babies; coats for kids. Group 11: Teach music to young people so that they can learn and experience the thrill of sharing good inspirational music. Group 12: World, nation and local poverty and hunger; Homeless people in this vicinity; join mission work w/ Menaul School and UNM Group 13: Proclamation of the word; Personal human interaction. Group 14: Youth outreach, young adult outreach, marginalized population outreach; employment/life Improvement assistance/education; attention to those ones falling in the cracks because agencies don t realize they need help; increased mission support to fight for justice, beat down injustice rather than band aid it: housing, food fair wage immigrant justice. 49

50 12.) If your church were to close, what would be the one thing people in the community would miss most? Group 1: A Child s Garden, Music and deacons, ABQ Landmark Group 2: Our mission money and services we provide; Menaul school, Family Promise; Camino de Vida; All Faiths; habitat, storehouse, food banks, in as much fund. Group 3: Friendly congregation; caring community; chime in the bell tower on Sunday. Group 4: Resources of Food and Money into community; Spirit of God in this place; ACG would not exist; Family Promise host site; we serve 1 or 2 people each day homeless. Group 5: A Child s Garden/ youth development; Family Promise; support for Menaul School. Group 6: Giving to missions; handouts to homeless; sanctuary; cleanup crews; music and organ; bells on Sunday and at noon daily; mission support of money and time. Group 7: Music/organ; miss each other. Group 8: Ministry of Deacons; A Child s Garden, Food Distribution/bank; Yearly neighborhood clean up; Habitat for Humanity, family promise; Support - physical and spiritual and visual to neighborhood and especially Presbyterian Hospital. Also how staff works well to manage resources. Group 9: Mission work that would no longer be done; Fellowship of the church community; History of the Church Group 10: Organ Music; Sanctuary, Windows; community of givers - mission and programs; having a downtown church. Group 11: Music, Good preacher. Group 12: Organ Music over city at 12:00 Sunday Group 13: Youth; Money and contribution to others; social service organizations Group 14: The Services the church gives the Community; poor, homeless/mission work; our dollars, food and gifts that help support their mission organization annual budget. 50

51 The assessment concluded with a brief presentation about a congregation s lifecycle. Each participant was invited to mark with an X where they thought the congregation currently existed in the lifecycle. The horizontal line across the page is the line above which a congregation is sustainable. About 68 participants perceived the congregation to be in a sustainable place in its lifecycle, while 1 perceived that the congregation is no longer sustainable. A photo of the lifecycle chart is shown below. Here is a composite of all the table charts. 48 placed their x in the decline quadrant. 16 placed theirs in the growth quadrant. 4 placed theirs on the tipping/balance point, 1 in the unsustainable quadrant, 1 in the birth quadrant. The total in the decline quadrant is almost identical to the getting by response (47) to question 8. 51

52 APPENDIX B STRATEGIES FOR A NEW BEGINNING Redevelopment: This option can take numerous forms and hybrids. They include: relocation, reaching out through a parallel start to a new demographic profile (that matches the community in which the church resides), a restart, an adoption, or combinations of these with Mission Redefinition. Redevelopment of the congregation requires drastically new approaches that enable the church to adapt to a new environment. Strategy: Relocation: This strategy has the congregation selling or leasing its current facility and using the assets to relocate to an area in which the congregation has more affinity. This strategy is effective in right-sizing a facility to the congregation as well as improving affinity with the surrounding community. Strategy: Redo Your Physical Presence: This strategy has the congregation remaining in the same neighborhood, but making major changes in its physical plant in order to better reach the population(s) in that neighborhood. This might be about right sizing the facility, making it more usable and adaptable for current and future forms of ministry, or making it affordable. It might mean selling the current facility and investing in a different one nearby. Or it might mean tearing down all or a major portion of the facility and rebuilding. Strategy: Restart: This strategy has the congregation closing down for at least one month, then restarting as a new congregation. It includes sending historical documents to the Historical Society, ending the charter, dismissing all current officers, and turning the assets to the region for a restart. Core leaders work with a new pastor in a New Church project. Strategy: Parallel Start: This strategy has the congregation investing 75% of its assets into starting a new congregation who will share the facility. The remaining 25% is used to provide ministry for the existing congregation. This ministry provided for the existing congregation will include weekly worship and pastoral care, but little else. The new congregation would work quickly to develop a new ministry that is contextually relevant. At the end of two years, the existing congregation would have the option to continue as-is for another two-year period, or to close and join the new congregation. Sometimes this strategy can be combined with relocation, where both the existing and new congregations are moved to another location where there is suitable space for both ministries. Strategy: Adoption: This strategy can only occur when there is a larger congregation in the same regional location (within miles) who is willing to invest in starting a satellite congregation in the location of the New Beginnings congregation. Essentially, a larger congregation assumes responsibility for the building and any debt, and sponsors the efforts of a restart.

53 APPENDIX C: MOSAIC HOUSEHOLD TYPE DESCRIPTIONS The following pages are excerpted from: New Mosaic 2010: Household segments from Experian. The Group and Segment Descriptions are by Experian Marketing Services It is published and distributed by MissionInsite.com

54 Mosaic USA Group K Significant Singles Segment K40: Bohemian Groove Older divorced and widowed individuals enjoying settled urban lives Overview Bohemian Groove are older adults on their own. While a majority are never-married singles, nearly a third have been married and are now starting over as divorced or widowed individuals. As part of the growing wave of older singles, about two-thirds are between the ages of 46 and 65. Many have settled in second-tier cities - often in the Northeast or West in cities like Sacramento, Calif. and Harrisburg, Pa. - and choose to live in affordable apartments. With their average educations, they typically hold down modestly-paying jobs in the service sector. Although their neighborhoods are transient, where most members have been at the same residence for less than fewer years, they ve managed to sink down roots quickly. They already have a large circle of friends and are active in community groups. With most adults over 50 years old, these singles lead laid-back lifestyles. They re done with the bar-hopping and club scene, they don t troll health clubs for jogging partners and they re not interested in taking singles cruises or Caribbean getaways. Many spend a lot of free time in their apartments enjoying music, cooking, making crafts and painting. If they go out to eat, it s usually to a casual dining or bistro restaurant. These adults are still hungry for learning, and they often take adult education classes, though some also consider their courses a socially acceptable way to meet other graying singles. In the marketplace, their low incomes and few income-producing assets make them valueconscious shoppers. They patronize discount department stores known for their wide selections and low prices. They drive small and mid-sized economy cars, typically buying used models made in the U.S. They also make a strong market for craft and hobby stores. They re naturally late adopters for most technology products and they have little interest in conspicuous consumption, which is reflected in their traditional taste in clothes. Although they consider themselves to be informed consumers, they typically let their fashion-forward friends track down the hippest stores. Nevertheless, Bohemian Groove prize their individuality - whether it s in the mall or inside the election booth. They tend to be moderates who align themselves with neither major party and have mixed views on hot-button social issues. They are open-minded toward other cultures and lifestyles, and they cultivate friends from a wide variety of backgrounds. Many serve as influencers in their segment, particularly in the area of health and nutrition. They often prefer alternative medicine to traditional doctors. They watch their diet, read the labels on food and medical products, and make sure to buy only the freshest ingredients when they cook. On the other hand, they re not complete purists. These busy multitaskers are fine with gulping down fast food when they re running late for a class. Bohemian Groove are also an eclectic media market. Many are information hounds who read a daily newspaper for the local news and job classifieds. They re fond of music and keep their Group and Segment Descriptions Version

55 Mosaic USA radios tuned to easy listening and golden oldies stations. They re also fans of TV movies and police dramas. These consumers still haven t taken to the Internet and rarely go online unless it s to track down information about a company or medical condition; they rarely use the Internet to make a purchase. Demographics and behavior Who we are Bohemian Groove are adults in transition. Mostly middle-aged and older, nearly half of the household heads are single, divorced or widowed. They re predominantly white, have average educations - a mix of high school graduates and some college - and work in the service sector, particularly in jobs in health care, social services and the military. With relatively low paychecks, they tend to lead modest lives in their city apartments. Where we live Nearly eight out of ten Bohemian Groove rent apartments, typically low-rise garden apartments and row houses of varying ages. Although they re scattered across the country, they re more likely to be found in the Northeast and West, especially in cities like Sacramento, Calif., Anchorage, Alaska, and Harrisburg, Pa. Housing prices are low in these unassuming neighborhoods - an average of less than $167,000 - but these residents don t like to accumulate possessions, including homes, in case they get the urge to move on. Half have lived at the same address for fewer than three years. How we live our lives Bohemian Groove lead relatively quiet and unassuming lifestyles. Many spend a lot of time in their apartments listening to music, cooking or perhaps playing a musical instrument. They may go out to eat at a restaurant like Romano s Macaroni Grill or Red Robin. They take education courses and classes in painting and furniture refinishing. On the weekend, they like to take in a movie - especially a foreign film or documentary. For something completely different, they ll check out a state fair. Although they like the idea of traveling abroad, many settle for domestic vacations. With their modest finances, Bohemian Groove are known as price-sensitive shoppers. They tend to drive budget and economy subcompacts and mid-sized sedans, without any of the optional bells and whistles; used American models are fine with this crowd. They maintain that they rarely go shopping, but when they do, they typically wait for a sale. They prefer shopping at local stores to national chains, though they have high rates for patronizing discounters like Kmart, Family Dollar Store and Sam s Club, as well as crafts retailers like Hobby Lobby and Michaels. Research shows that they re brand-loyal, tech-shy and impulse shoppers but they re often the last among their friends to hit a mall to check out a new store. Bohemian Groove make a strong market for most media channels. These consumers like getting their local news fix by reading daily newspapers, where they check out the classifieds, food pages and TV and radio listings. They describe themselves as music fans who listen to radio stations, particularly those that play classic rock, easy listening and golden oldies. They also rely Group and Segment Descriptions Version

56 Mosaic USA How we view the world on TV to stay informed, tuning in to stations that feature news as well as movies and dramas. Among their favorite cable channels: Bravo, Lifetime, Oxygen and TNT. Aficionados of crime procedurals, they watch CSI in all of its variations at nearly twice the national average. Bohemian Groove are proud individualists. In this segment, people have a much higher rate of considering themselves Independents than Democrats or Republicans, and their views on current issues are all over the ideological map. Members have high rates for supporting progressive social issues while at the same time espousing the superiority of traditional women s roles. However, they re not very loud in their political expression: most aren t politically active, other than voting. They may be on their own, but the solo members of Bohemian Groove work at maintaining a large circle of friends from a wide variety of backgrounds. They have a genuine interest in people and like to share opinions. They also cultivate their reputations as iconoclasts, unafraid of being unconventional and ever-ready to try something on the spur of the moment. They consider themselves influential trendsetters who are good at convincing others of their ideas and preferences. Bohemian Groove like to take a leadership role among their peers, especially when it comes to health issues. They consider themselves well-informed when it comes to nutrition; they re the kind of shoppers who read the labels on packages and buy the freshest ingredients when cooking. They re tolerant of alternative medicine and trust homeopathic doctors. Although these busy people regularly indulge in fast food and frozen dinners, they maintain that they try to eat a balanced diet. When their penchant for sweets catches up to them, they admit that they ll try any new diet. How we get by With average incomes less than two-thirds the national average, Bohemian Groove qualifies as a weak financial market. Risk-averse and uncomfortable with banks and brokerage houses, they acquire few retirement, investment or credit products. They own few investments other than some short-term CDs, a money market account or shares in the company where they work; any securities they own are valued in the low five figures. To pay for routine expenses, they carry debit cards, charge cards and clothing store credit cards, rarely paying off their bills each month. These older households do appreciate insurance and buy both health and group life insurance at respectable rates. Fearful of going into debt, however, they resist any offers for loans. Digital behavior Bohemian Groove have only modest interest in digital media. They re unlikely to access the Internet for entertainment or social networking, but they will go online to look for a job, check out the latest lottery numbers, get sports scores and try their luck on a dating site. They like Websites that can provide them with local information, and they list simplyhired.com, sportsline.com, games.com and redbox.com among their favorite sites. Nevertheless, they re still leery about privacy on the Web, and they rarely click on ads or make purchases. Group and Segment Descriptions Version

57 Mosaic USA Group O Singles and Starters Segment O54: Striving Single Scene Young, multi-ethnic singles living in Midwest and Southern city centers Overview No lifestyle has a higher percentage of singles than Striving Single Scene, a way station for young city singles before they marry, settle down and have families. Found in big cities throughout the South and West, these mobile 20-somethings tend to be well educated and employed in entry-level sales and service-sector jobs. A disproportionate number are Asian or African-American, and nearly all are renters in older apartment buildings close to the urban action. Without cars, they re happy to walk or take public transportation to bars, health clubs, boutiques and movie theaters. These young singles lead entertainment-intensive leisure lives. They like to go out at night to clubs and concerts. They travel to Caribbean beaches, and they make it a habit to visit a new destination every trip. They like to take adult education courses to make new friends as much as to improve their skills in painting and photography. They try to look their best by working out regularly and taking aerobics and yoga classes. In their apartments, they ll relax with a book, invite friends over for dinner or listen to pop or rhythm and blues on the radio. Having integrated the Internet into their lifestyle, they frequently go online to download music, watch videos and play games. Most consumers in this segment can t afford high-end stores, but that doesn t stop them from patronizing boutiques like Victoria s Secret and Abercrombie & Fitch when they re running sales. These consumers like to stand out and typically buy the latest fashion in season. Self-described early adopters, they enjoy trying out the latest health food or smartphone. That doesn t leave a lot of money for savings, and these households don t often acquire investments. Many are more concerned with paying down their student and car loans than thinking about saving for retirement. With their out-and-about lifestyle, Striving Single Scene are only moderate fans of media. They ve given up on traditional newspapers and magazines, though they do keep up with current affairs and pop culture by visiting various news Websites. They put in their ear buds to listen to radio stations on the way to work, and many support public radio. When they re not going out at night, they watch primetime TV shows on cable networks like VH1, TBS, Bravo and Showtime - they turn to the Internet to download music, stream videos or keep up their Facebook conversations with friends. Striving Single Scene are an ambitious bunch who spend a lot of time at work and want to advance as quickly as possible. While that doesn t leave them much free time, they still find ways to support liberal causes and the Democratic Party. They have solid rates for registering to vote, and many are willing to volunteer for a good cause or a worthy protest if the issue moves them. Group and Segment Descriptions Version

58 Mosaic USA Demographics and behavior Who we are With the highest concentration of singles - at 95 percent - Striving Single Scene are young, unattached Americans living in city apartments. Over 90 percent are younger than 35 years old. Almost as many are never-married singles without children. There s a significant concentration of minorities in this segment, with high rates of Asians and African-Americans. They tend to be well-educated, with nearly three-quarters having gone to college. As recently minted college graduates they ve found entry-level jobs in sales, construction, public administration, health care and professional services. Where we live Striving Single Scene tend to live in transient neighborhoods throughout the South and West. With their downscale incomes (under $42,000), they can only afford compact apartments in highand low-rise buildings completed between 1960 and Some 96 percent are renters. Many of the buildings are dilapidated, and residents don t particularly want to stay there forever. In fact, a majority just moved in during the last year, and 80 percent have stayed at the same address for fewer than three years. Among these diverse households, many know they re just passing through on their way to better jobs and bigger apartments. How we live our lives The young singles in Striving Single Scene lead carefree lifestyles. Although work takes up a lot of their time, they re active in the dating scene and often go out at night to bars, restaurants, cinemas, dance performances and concerts featuring all kinds of music. They like to travel, especially by plane or cruise ship to the Bahamas, Jamaica and Mexico. They work out regularly - jogging, lifting weights, taking aerobics classes and playing tennis. When they finally wind down in their apartments, they like to read books, listen to music - pop, grunge and rhythm and blues are all popular - and cook. They also pursue creative hobbies such as painting, playing a musical instrument and doing photography; many are enrolled in adult education courses to improve their talents. Striving Single Scene may have limited budgets, but that hasn t inhibited their fondness for shopping. They bypass many of the large discount chains in favor of trendier mall boutiques like Victoria s Secret, Abercrombie & Fitch, Ann Taylor and Banana Republic. These price-sensitive shoppers are willing to wait for sales before they venture into a mall. They typically use the Internet to plan a major shopping excursion, but their tendency to buy things at the spur of the moment can undermine their best-laid plans. Striving Single Scene appreciate media more for entertainment than for information. They listen to drive-time radio, particularly stations that play easy listening, Spanish and contemporary Christian music. They re a strong market for primetime TV, especially cable networks like MTV, Bravo, BET, HBO and E!. They ve pretty much abandoned print media, with few subscribing to newspapers and magazines. However, these Internet-savvy consumers now get the news and even some of their favorite TV shows online. These Americans say that the Internet is now their prime source of entertainment. Group and Segment Descriptions Version

59 Mosaic USA How we view the world The young members of Striving Single Scene are ambitious, motivated and bent on personal achievement. Self-described workaholics, they want their work to be meaningful - not just a job, but a career. Their big concerns are getting ahead in their careers and achieving financial security. Many of them are already talking about starting their own businesses. Unafraid of challenging themselves, they say that they like to pursue novelty and change. Conformity, they say, makes them uncomfortable. As the younger residents of city neighborhoods, these Americans are nearly twice as likely as the general population to describe themselves as very liberal. They support liberal ideals and tolerance in religious matters; most are affiliated with the Democratic Party. Despite their recent arrival in their neighborhoods, they re willing to volunteer their time for a good cause and get involved in the community. They also donate to environmental groups, arts organizations and public broadcasting. Additionally, they re more likely than average Americans to join a protest if they feel strongly about an issue. Notwithstanding their low incomes, Striving Single Scene tend to be early adopters who crave status recognition. When they buy a car, they choose it mainly on looks - and they love foreign cars tricked out with options. They make a point of buying the latest clothing styles with every new season. They re generally the first among their friends to check out what s new and hot - whether it s a new store, diet, restaurant or smartphone. How we get by Striving Single Scene are one of the more financially challenged segments. With their incomes under $42,000 and few income-producing assets, they have few savings or investments other than savings bonds. Many are still paying off loans for their schooling, cars and personal bills, and they don t want to go further into debt. Unless they re obtaining group life insurance through their employers, they d likely to have no insurance whatsoever. Some are trying to save enough money for a down payment on a house, though paying off their credit card purchases each month typically takes precedence. In the juggling act between credit and debit cards, they usually don t end up with much savings for the future. Digital behavior Striving Single Scene are fans of digital media, going online for a variety of purposes: banking, dating, shopping and looking for jobs and apartments. Among their favorite Websites are meetup.com, blackplanet.com, sports.yahoo.com and snagajob.com. They use the Internet as a communication tool for blogging, instant messaging and staying in touch with friends and relatives through social networks. The Web is also one of their main sources of entertainment: they download music, watch videos and play games. They access the Internet from anywhere they can - home, hotels, school and work. They re also early adopters of mobile Internet services; they re more than twice as likely as average Americans to go online using their cell phones. These cost-conscious consumers even use the Internet for Voice over IP phone services. They admit that they re getting less sleep because of their preoccupation with the online world. Group and Segment Descriptions Version

60 Mosaic USA Group O Singles and Starters Segment O53: Colleges and Cafes Young singles and recent college graduates living in college communities Overview Colleges and Cafes live almost exclusively in university towns, but these residents aren t all college alumni who can t bear to leave their old stomping grounds. A high percentage of these young singles are support staffers who work on campus or in service-sector jobs close to the schools. These households tend to be under 35 years old with college degrees; they re predominantly white with an above-average presence of Asians. Despite a mixed employment base, most of the households have low incomes from entry-level professional jobs and service- sector positions, and they can only afford modest rentals in older, low-rise apartment buildings. The transient nature of campus communities is reflected in the fact that a majority of residents have been at the same address for fewer than three years. Some stick around for the lively street scene filled with funky clothing boutiques, raucous pizza joints and used bookstores; others are considering applying for an advanced degree. The diverse populace of Colleges and Cafes creates a wide-ranging lifestyle. There are households that are into foreign films and classical music concerts and those that visit state fairs and go target shooting. All of these young people are into working out and enjoying weekend games of pickup football and basketball. Because most of the residents don t earn much money, it s not surprising that more than three-quarters don t own cars, nor are they big on shopping for designer fashion or the latest consumer electronics. Many shop at discount clothiers and get by on fast food and supermarket takeout. With many of these young people lacking advanced cooking skills, they admit that their favorite cuisine is often whatever s on the dollar menu at McDonald s. When it comes to media, Colleges and Cafes have varied preferences. They listen to a variety of musical genres, from traditional country and album-oriented rock to hip hop and Christian rock. They re often too busy to sit down and watch TV, but they do like keeping up with the latest entertainment news on E! and watch animation like Family Guy and youth-targeted shows like Bridezillas. They like reading magazines, and their favorite publications run the gamut from Condé Nast Traveler to Guns & Ammo. Somewhat surprisingly, they have only modest use of digital media. In these downscale households, many can t afford high-speed Internet access for their desktop computers. Because so many go online through their cell phones, these Americans tend to use the Internet as a communications tool - for or instant messaging friends - rather than an entertainment channel for downloading music and gaming. Without cars for transportation, they say they re receptive to ads in buses and bus shelters. For political analysts, Colleges and Cafes are difficult to read. These Americans tend to have little participation in the electoral process; half have failed to register to vote. They tend to be liberal in their outlook, though their positions are all over the ideological map. While you d think that these young singles would be the foot soldiers of today s protest marchers, only half would ever think of joining a demonstration while even fewer would volunteer for a good cause. Considering their limited budgets, they are unexpectedly generous with charitable donations, giving money to public broadcasting, environmental groups and social welfare organizations. Group and Segment Descriptions Version

61 Mosaic USA Demographics and behavior Who we are Concentrated in college towns like Berkeley, Calif., Madison, Wis., and Gainesville, Fla., the young singles in Colleges and Cafes are typically recent alumni or the support staff who work at the schools. Nearly half are under 35 years old and a high percentage hold either bachelor s or graduate degrees. Their relatively high educations translate to a mix of decent-paying jobs in professional or technical fields or entry-level support positions in the service sector, especially in food services. Predominantly white with an above-average presence of Asians, eight in ten households contain unmarried singles. Where we live Their communities read like a guide to famous college campuses: Clemson, College Station, New Haven and Tallahassee. These small towns are the homes of Colleges and Cafes, where recent college grads and support workers live in mostly older, inexpensive rental units in homes and apartments. Those who have landed decent tech jobs may be able to afford a down payment on a $200,000 house in neighborhoods where young professors live. However, most of these alums are content to live alongside service workers with more modest means, pursuing lifestyles that reflect a mix of educations, attitudes and tastes. In these transient communities - half have been at the same address for fewer than three years - nobody expects their futons and cinder-block-and-board bookcases to remain in the same apartment for too long. How we live our lives The young and unattached members of Colleges and Cafes lead diverse lifestyles. There are those who enjoy culture-rich leisure activities - reading books, watching foreign films, playing a musical instrument, going to dance performances and attending classical music concerts. There are also many who visit state fairs, zoos and aquariums. Relatively few belong to health clubs but many stay fit by playing pickup games of baseball, basketball, football and hockey. Although they rarely eat at fine dining restaurants, they patronize McDonald s, Dairy Queen, Sonic, Pizza Hut and Little Caesar s. Indeed, the pizza that sustained them during their college years continues to be a major food group for them today. When it comes to consumerism, these consumers are decidedly indifferent. They say they re not too concerned about showing off for the opposite sex. They don t care about keeping up with the latest styles or making a fashion statement. They re content to patronize whatever store is closest, or nearby discount stores. They go to discounters like Marshalls, Burlington Coat Factory and Famous Footwear, as well as GameStop where they buy toys and games. They say they re late tech adopters and buy few digital handheld devices, MP3 players and flat-screen TV sets. They like clearance racks and enjoy browsing. Given their very different backgrounds, Colleges and Cafes make a mixed media market. These music fans are among the top radio listeners and like to listen to stations that play country, easy listening and adult contemporary music. Their fondness for TV borders on addiction and they particularly watch cable channels like WGN, ESPN Classic and Disney HD. Although they don t really read a daily newspaper, they like subscribing to magazines, and their favorite publications include Maxim, First for Women, Seventeen and Road & Track. This is one of the few segments where both the New Yorker and the National Enquirer are read at high rates. Group and Segment Descriptions Version

62 Mosaic USA How we view the world Politically, Colleges and Cafes come across as disaffected youth. Only half are even registered to vote, and about one in seven belong to a fringe political party. They are hardly the party faithful of Democrats or Republicans, though liberals outnumber conservatives by more than 4 to 1. They re mostly nonconformists who support progressive social and economic issues and are apathetic about crime and air pollution. Religion and spiritual issues play only a small role in their lives. Happy with their current state of affairs, they don t feel the need to make a difference to improve society. Despite the activism of many college town residents in the 60s, those in the 21st century are mostly complacent: only half are willing to join a protest and only a third are willing to volunteer for a good cause. Colleges and Cafes also seem to make little effort about their health. They re often too busy to take care of themselves when it comes to diet and medicine. They rely on over-the-counter treatments for most illnesses rather than visiting a doctor and getting a prescription. They don t pay much attention to what they eat - whether it s high-calorie, coated with sugar or filled with additives. Their kitchen garbage cans are filled with empty frozen-food containers, week-old grocery store takeout and the remnants of the most recent pizza delivery. Indeed, they re nearly three times as likely as average Americans to proclaim that they prefer fast food to home cooking. How we get by With half the members of Colleges and Cafes earning under $43,000, there s little money available for savings or income-producing assets. Compared to the general population, they re half as likely to own any investments. Although they own IRAs, they ve typically accumulated less than $5,000 in their accounts. Without much of a credit history, some carry no credit cards. More than half of these footloose Americans have no dealings with a bank whatsoever, though about a quarter do carry a debit card to access their money at ATMs and pay for the occasional latte. They don t often take out loans or buy insurance. Colleges and Cafes say that they re financially risk-averse and don t trust banks or brokerages. On the other hand, they recognize that this attitude doesn t seem to be working either: they re only half as likely as the U.S. average to say they re good at managing their money. Digital behavior Unlike many segments with relatively young populations, Colleges and Cafes are only moderate digital fans. Thanks to the high concentration of service workers, many don t have the time or money to access the Internet for entertainment. Almost 40 percent still go online using dial-up access. The highest percentages limit their use of the Internet to communication and information: sending and instant messaging, and getting sports scores and entertainment news from sites like sports.yahoo.com and tmz.com. Some like surfing to lifestyle Websites that deal with families, and they go to ancestry.com, archives.com and myfamily.com. However, most aren t big on social media sites, with only average interest in going to Myspace and even lower interest in visiting Facebook and YouTube. Still, Colleges and Cafes do appreciate the convergence of digital media and communications, and nearly half carry cell phones that offer online access. Group and Segment Descriptions Version

63 Mosaic USA Group E Thriving Boomers Segment E19: Full Pockets, Empty Nests Empty-nesting, upper middle-class households with discretionary income living sophisticated lifestyles Overview Full Pockets, Empty Nests consist of upper-middle-class households on the cusp of retirement. They contain a wide range of family types: singles and couples as well as divorced and widowed individuals, all of whom have a comfortable lifestyle. What they don t have are children still living at home. In fact, many live in resort and retirement communities in the coastal states, enjoying a sophisticated style of life in pricy condos and beach houses. Most of these adults are in their 50s and 60s, well-educated and earning good salaries at the peak of their white-collar careers. One in five households contains a retiree whose substantial nest egg provides plenty of disposable income to maintain upper middle-class status. Being childless, the households in this segment lead busy social lives. They often go to cultural activities, and many enjoy nightlife and upscale restaurants. They like sports and frequently attend professional sporting events and keep themselves fit on their own at nearby health clubs. These educated households also like to travel, indulging their curiosity while traveling abroad by patronizing museums, restaurants and musical performances. Despite their healthy incomes, the members of Full Pockets, Empty Nests are not into flaunting their success. They may shop at the high-end Nordstrom and Bloomingdales, as well as specialty shops such as Talbots, but they re also happy to pick up a bargain at a discount department store or warehouse club. Somewhat late adopters, they re content to watch conventional TVs that don t dominate the room. They re much more likely to own a camera than a camcorder. Though they like to drive nice cars - luxury sedans and premium CUVs, for instance - they re not into showing off in humongous SUVs. Financially secure and lacking an aspirational streak, Full Pockets, Empty Nests make a tough advertising audience. They like to read newspapers and magazines that cover news, business, entertainment and fashion, but they re not big fans of radio. Their TV viewing patterns mostly follow the national average except when it comes to news, documentary and biography programs. Movie addicts, they do notice ads in theaters. They have above-average Internet use, going online for utilitarian purposes like sending , getting the latest headlines, tracking their stocks and comparing prices before shopping. With their child-rearing days behind them, members of Full Pockets, Empty Nests have now turned their attention to bettering their communities through civic and political action. They tend to be liberal in their outlook, donating money to political causes and supporting green issues from varied angles - whether it s driving a hybrid or buying organic food. They re tolerant of people from other cultures and think of themselves as global sophisticates. As the senior managers in their workplaces, they regard their work as important to their identity. More than anything else, they believe that they can control their destiny through hard work and an independent spirit. These are the kind of people who manage their own money, have succeeded Group and Segment Descriptions Version

64 Mosaic USA in building a substantial nest egg and are happy to give some away to a variety of causes: arts, environmental, political and public broadcasting. Demographics and behavior Who we are Upper middle-class and approaching retirement, Full Pockets, Empty Nests consist of a mix of childless couples and singles as well as divorced and widowed individuals. This segment is mainly between 51 and 65 years old; a quarter is of retirement age. These are cultured households where nearly half contain someone with a graduate degree. A majority of adults still work and hold senior positions in white-collar professional and technical services, but more than 20 percent are retired. In their established neighborhoods, these households are predominantly white with an above-average presence of Asians. Where we live Full Pockets, Empty Nests can be found in some of the nation s most popular playgrounds: Miami Beach, Fla., Vail, Colo., Santa Fe, N.M., and Provincetown, Mass. A high concentration lives in the metro sprawl of cities along the West and Northeast coasts. Their housing styles vary - from beachfront bungalows and mountainside condos to older houses - but what they all share are hefty price tags. Housing values in this segment average over $340,000 - more than 50 percent above average. Many of their neighborhoods are sought-after addresses where residents don t want to leave; more than half of Full Pockets, Empty Nests have lived at the same residence for over a decade, though above-average percentage like to get away to a second or vacation home. How we live our lives Full Pockets, Empty Nests are living the good life. Without children to support, they enjoy the arts and like to attend plays, dance performances and concerts that feature classical or pop music. They enjoy socializing with friends at a bar, nightclub or a professional baseball or basketball game. They ll eat out at upscale restaurants and casual chains like The Cheesecake Factory and California Pizza Kitchen. When it s time for a movie, they ll choose dramas, suspense thrillers, romances or documentaries - all genres are of interest really, except for kids films. They often read movie reviews and purchase tickets via an online site. At home, they relax with a book, peruse their coin collection or kick back in their favorite recliner to listen to classical music, jazz or early rock n roll. Fitness-minded, they typically belong to a health club to lift weights and work out on cardio machines. Though they re not usually into outdoor activities, they do go hiking and canoeing. While many already live in resort communities, that doesn t keep them from traveling to other domestic and foreign fun spots. Many regularly go on vacation in Europe, Mexico and the Caribbean. As shoppers, they like to buy nice things but aren t particularly showy. They drive new cars but allow others to pilot the monster SUVs. Instead, they go for hybrid and premium sedans, CUVs and sports cars, preferably well-made imports. For clothes, they re just as likely to shop high-end retailers like Nordstrom. Bloomingdales or Talbots as well as discounters like Target, Marshalls Group and Segment Descriptions Version

65 Mosaic USA How we view the world and T. J. Maxx. They enjoy filling their homes with decorative objects and shop at Williams- Sonoma and Crate and Barrel. However, they re not into electronic gadgets and are still happy with TV screens under 30 inches. Many like the convenience of shopping at home, and they regularly buy men s clothing, gardening items and do-it-yourself products from catalogs. Full Pockets, Empty Nests grew up with print media and that remains their first love. They re fans of news and like to read the business, entertainment, fashion and travel sections. They re healthy subscribers of magazines that cover many of the same subjects. They also watch much more than the average amount of TV - particularly news, documentary and biography programs. They also watch cable channels like Starz, TCM, HLN and MSNBC. Their idea of escapist fare is watching tough-guy gastronome Anthony Bordain. Full Pockets, Empty Nests are content in their lives and progressive in their politics. A majority are affiliated with the Democratic Party, and they re more than twice as likely as the general population to describe their political outlook as very liberal. They support recycling, equal rights for all people and ethical behavior by businesses. Relatively few are fervent about faith or religion. Well-integrated into their communities, they often belong to arts groups, veterans' clubs, unions and the AARP. These educated households like to keep up with international events. They travel often and believe that other cultures have a great deal to offer. They ve worked hard at their jobs and see them as fulfilling careers rather than a paycheck. They believe in the power of individual effort and achievement. Heath is a priority; these households make sure to exercise every week and eat a well-balanced diet. They get regular check-ups from their doctors and often take preventative medicine. Selfdescribed foodies who like food presented as an art form, they avoid fast food and cook at home with the freshest ingredients. When they go out to eat, they like foreign cuisines. In the marketplace, they re utilitarian consumers. At this stage in their lives, they re not interested in trying to impress others with conspicuous consumption. In fact, they like to plan their shopping trips as part of their desire to exercise control over their daily lives. Ultimately, price is less important to Full Pockets, Empty Nests than getting exactly what they want. How we get by With healthy incomes and investments, Full Pockets, Empty Nests are financially secure. They typically do their own investing and describe themselves as careful money managers. These upper middle-class households own variety of investments: stocks, saving bonds, mutual funds and CDs. Thanks to steady contributions, they ve turned their 401(k) and IRA accounts into a high-balance nest egg. Many members are preoccupied with preserving their wealth, and they boast high rates of having tax shelters and cash management accounts. With their active lifestyles, they rely on standard credit cards and home equity lines of credit to cover their expenses. Many reduce their financial risks by taking out umbrella, disability and health Group and Segment Descriptions Version

66 Mosaic USA Digital behavior insurance. In their world - filled with older drivers and dangerous highways - more than a third carries high-value car insurance. Despite their advancing age, Full Pockets, Empty Nests are above-average users of the Internet. They re more likely than average go to online to read newspapers and magazines, send , get stock quotes and make travel plans; many also participate in online auctions and listen to podcasts and Internet radio stations. Their favorite Websites include CNN, Amazon, MapQuest, Netflix and Weather.com, as well as sites featuring entertainment, golf, college football and fantasy football. Online shopping is also popular, and they also visit sponsored Websites and links for product comparisons. However, Full Pockets, Empty Nests are a bit shy about nextgeneration Internet technology, with few going online through cell phones or wireless connections. Group and Segment Descriptions Version

67 APPENDIX D: EXECUTIVE INSITE DEMOGRAPHIC DATA The following pages constitute the Executive Report received from Mission Insite on the demographics of the study area used in this report.

68 The NEW ExecutiveInsite Report Prepared for: Evangelism and Church Growth, PCUSA Study area: Custom Geography Base State: NEW MEXICO Current Year Estimate: Year Projection: 2018 Date: 1/25/2014 Semi-Annual Projection: Fall This ExecutiveInsite Report has been prepared for Evangelism and Church Growth, PCUSA. Its purpose is to tell the demographic story of the defined geographic study area. ExecutiveInsite integrates narrative analysis with data tables and graphs. Playing on the report name, it includes 12 Insites into the study area s story. It includes both demographic and beliefs and practices data. ExecutiveInsite is intended to give an overview analysis of the defined geographic study area. A defined study area can be a region, a zip code, a county or some custom defined geographic area such as a radius or a user defined polygon. The area of study is displayed in the map below. THE 12 I NSITES THE STUDY AREA INSITE PAGE Insite #1: Population, Household Trends 2 Insite #2: Racial/Ethnic Trends 3 Insite #3: Age Trends 4 Insite #4: School Aged Children Trends 6 Insite #5: Household Income Trends 7 Insite #6: Households and Children Trends 9 Insite #7: Marital Status Trends 10 Insite #8: Adult Educational Attainment 11 Insite #9: Employment and Occupations 12 Insite #10: Mosaic Household Types 13 Insite #11: Charitable Giving Practices 14 Insite #12: Religious Practices 15 More Information Please refer to the last page of the report for additional notes and interpretation aides in reading the report. Not all of the demographic variables available in the MI System are found in this report. The FullInsite Report will give a more comprehensive view of an area's demographics and ViewPoint a fuller view of its beliefs and practices. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 1