Roadmap to the Future

Dear Members of Riverdale Presbyterian Church,

In the spirit of a new year and new beginnings, the Session of Elders wishes to share with you some visionary documents looking to the future of RPC. These reports were created after a close look at RPC's present and a heartfelt vision for RPC's future as a growing and vibrant Christian community. You can download these reports below. You will be able to pick up a package with a copy of each report in the Narthex in the coming weeks. If you are unable to make it to church, do not worry, we will be mailing any unclaimed packages.

The reports that will act as our roadmap to RPC's future include the 2010 Steering Committee Report, the Mission Self-Study Report, Dr Tom Melzoni's Ministry Audit, Pastor Loril's Vision Statement, and the First Impressions Team Report. The Session has adopted these five documents as roadmaps for our future development. We have conducted a seminar to begin devising work teams and prioritized plans for implementation of the various recommendations. In addition, the Session has retained the services of Dr Tom Melzoni to help us throughout this process.

Yours in Christ,

Your Elders

Click each link to download reports, then click on left arrow to return to main menu:

2010 Steering Committee Report

Mission Self-Study Report

Dr Tom Melzoni's Ministry Audit

Pastor Loril's Vision Statement

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2010 Steering Committee Report

2010 Plan

A Four Year Ministry Plan (as of 8/14/07, RPC wbst)
for
Riverdale Presbyterian Church

Part II

2010 Steering Committee Report

[2012 Note: Part I, the last two pages of this document provides background for this report]

What We Experienced:

Over the winter/spring of 2007, we visited 8 different mid-sized Presbyterian churches ranging in size from 100 to 300 in average attendance. We attended both early and late services, and a variety of adult and youth Sunday School classes. In general, we met with pastors (and upon occasion church leaders) immediately following worship. These sessions with clergy were most insightful. Pastors were happy to make time for us and all were remarkably candid. These meetings ran from 45 to 90 minutes. Following these meetings we gathered for lunch to discuss our impressions of the church just visited.

Two of the churches we visited were led by women. Two were theologically conservative and were led by pastors unhappy with the present course of the denomination. Two were led by pastors who followed a 30 year pastorate -- most helpful, as this will be the situation at RPC when our pastor retires in 10 years. Two had dysfunction that became noticeable to most during the visit. One was growing in numbers. Many were wrestling with decline, had no answers and were anxious. One had an entirely contemporary worship service, one was entirely traditional -- with the rest being an uncomfortable mixture of both. One (the last one we visited) stood head and shoulders above the other seven in almost every way.

Welcome varied depending upon who was met upon entrance, or where one sat during worship. We found each church had cold spots and warm spots, and quickly came to realize how utterly essential welcome is to the overall worship experience. Indeed, we now have 12 people of RPC who know how it feels to be left unwelcomed (and who, therefore, will never notice a visitor to RPC and then uncomfortably look away from the visitor -- so sadly common). Even our pastor, who has pushed welcoming often, was not aware of the actual import of the welcome. This discovery alone made the visitation worth it.

Buildings varied. Most had one primary entrance for all Sunday activities. All but one were equipped with a large narthex that enhanced welcome, fellowship and ministry. Some had chancels that were quite large, with furnishings that were movable and easily rearranged. Everyone had nicer bathrooms than RPC. Some buildings were very clean, some rather dirty -- noticeable, at once. Most struggled with buildings that were too small and some had serious and costly infrastructure problems. Odd but helpful and must be mentioned: the church with the dirtiest building, severe infrastructure problems, poor parking, bad entry ways, utterly traditional worship and smallest attendance was, by far, the most exciting and interesting church we visited!

Worship varied, but what we learned foremost (and to our surprise) was that the style of worship mattered far less than did the spirit of the worshipers in the room. The service that was entirely contemporary had the same delightful spirit that was found the very next week at a completely traditional service. No one seemed to have solved the music problem most Presbyterian services have concerning the use of modern music and/or traditional hymns. All choirs either faced the worshipers or sang from the back of the sanctuary, though choirs singing from the rear of the sanctuary seemed less effective. The organ playing, in general, was uninspiring. Worshipers did not participate actively in the singing even in the presence electric message boards containing the words of the songs to be sung. (In some cases these board seemed to hinder singing). The blue supplemental addition to our new (!) blue hymnal was often found and used with some effectiveness. Worship often started 5 minutes late and in some churches it was never clear when worship actually began! Early worship services tended to be less well attended than the 11:00 am services and there were always far more children present for the later service. Some bulletins were, in fact, booklets, but most were helpful and easy to use. Only one church had a Sunday night service. It was quite interesting, though very new.

Administrative structure was interesting, too. We found most churches were moving from (or working around) the traditional Presbyterian administrative structure. Indeed, some were pretty much ignoring it! The focus of administration tended toward doing ministry through active committees, with an effort being made to have committee members placed where they wanted (or felt called) to be. Several were working hard to develop Elders and Deacons as not just decision makers, but also as ministry doers and spiritual leaders. All had far fewer official officers than at RPC. It was amazing (and helpful) to see how different pastors had different leadership styles -- night and day differences! Many were far more confrontive and directive than others. The minister of one church, in particular, was quite intentional in efforts to organize meetings efficiently, so meeting time could be put into the spiritual development of officers and time could be spent on discover of vision for ministry.

All churches visited were multi-staff. Most had at least two full-time ministers: either an associate pastor or educator. Many had more ministry staff. Most had more than one full-time support staff, with two secretaries being common. One church used a full-time seminary student with sometimes great success and sometimes less success. Pastors were busy, but not overwhelmed. Most seemed competent and faithful. All churches had more staff than RPC.

Fellowship was a challenge. Nothing being done as fellowship events seemed to be working really well. Folk just don't attend. [Note: Is it that church members (and potential members) are having their fellowship needs met by the surrounding culture and are looking to the church more for spiritual help and service ministry, than for pot-lucks and hayrides?] Several churches were solving the fellowship issue, with the fellowship found in the doing of ministry together. Adult mission trips, projects and ministry activities seemed to be drawing numbers and people together in communion. Several churches divided their membership up into districts and had trained officers/leaders provide spiritual and pastoral care for each district.

What We Learned:

1. A warm welcome to those new to a church is absolutely essential. Hello from a greeter or during the passing of the peace is not enough. New folk need to be noticed, asked about, informed and listened to. Cold spots in the church need to be discovered and warmed up!

2. The good spirit of the worship service is of far more import than are the details of the worship service. Even churches trying new approaches to worship that were uncomfortable, could still have a good spirit to their worship. No one mentioned any discontent or problems as the result of two worship services.

3. The large narthex in most churches was well used and helped with community and welcome. One common entry way to worship (from parking lot and Sunday School Class areas) also helped with welcoming and creation of community. Churches with large open chancel areas with movable furnishings found more worship options available to them. Cleanliness and attention to appearance of building were noticeable, at once, and add to a positive first impression. Basements and bathrooms can be kept clean and attractive.

4. All Churches had more paid staff, far fewer officers than RPC and are administrated quite efficiently. Committees staffed by people who feel called to do their ministry are productive. Simply filling positions with people, less so. Efficient administration takes time, but dedicated leadership that feels called to serve and is well trained does enhance ministry.

5. The doing of ministry is exciting and enriching. As we heard of special ministry projects done by the churches that were visited, we found not just good spirit, but communion and excitement, as well. Indeed, this excitement was contagious.

6. Outreach to potential new members is challenging. Most all churches visited felt good about their worship/ministry and felt others outside of their churches would benefit from it. But no one really had effective ideas about how to get the unchurched into their buildings. One church did develop a drama ministry in concert with a local high school and also found that obvious building expansion did attract visitors who joined. Another was conducting some business/study in public places, but getting the surrounding community in the door was/is difficult.

7. Sunday School matters: adult classes, as well as classes for youth. Oftentimes, classes of special interests to all of the church (even those who were not Sunday School attenders) were led by clergy or by gifted teachers brought in from beyond the church. Refreshments available (coffee/donuts) created fellowship and community. The church is unified and ministry is enhanced when Sunday School, at times, is tied together with a ministry theme all are studying; and that theme also is tied to worship.

8. Signs are helpful: both the sign out front and the signs/bulletin boards inside. Indeed, inside signs (directions to where...) and bulletin boards that effectively described ministry or present the church mission statement, helped inform and describe.

9. Being theologically inclusive is difficult. Most all churches visited seemed not to be theologically inclusive: they were either theologically conservative or liberal. The rather unique combination at RPC of those theologically conservative and those theologically liberal is, to say the least, challenging and interesting, even as it is stimulating and exciting.

10. Long term pastorates can be hard to follow. Both pastors of churches we visited who followed 30+ year pastorates expressed frustration and discomfort at having to follow a long term pastorates that just coasted to their close. Apathy and fear of change were strong in each church, and necessary and needed change was difficult.

11. RPC has a wonderful spirit. The 2010 steering committee members visiting the 8 different churches noticed time after time the contrast and walked away with an even stronger belief that much of what RPC provides is very good. The committee members enjoyed visiting other churches, but it always felt good to come home.

Part I.

Background

As the ministry year of 2005-2006 came to its close, so did the four year plan to study and implement principles of ministry using the model for the mid-sized church, as developed by Roy Oswald and Alice Mann of the Alban Institute. How to proceed into coming years was the immediate question that was raised at the All-Church Retreat held in May of 2006.

Working from sessions on evaluation of ministry and dreams for the future, the following goals for further study were developed:

Renovation – How is our current building restricting/limiting our ministry? What changes could be made? How can it be renovated to enhance our overall ministry?

Reinvigoration – We’ve been together (staff/membership) for quite a long time (18 years). How do we keep fresh? How do we keep from taking each other and our ministry for granted? How can we reinvigorate?

Restructure – We’ve done no significant study of our administrative structure since 1997. Since then how have we changed as a church, and as a result of the change, how does our administrative structure need to be updated? How can we restructure in a manner that will better enable our ministry?

Beginnings: Summer 2006

The background and goals of the Four Year Plan were shared with Church Officers over the summer months: Session at its June meeting, Deacons and Property Management at a joint meeting in July (to which Elders who missed the June meeting were encouraged to attend). These meetings were well attended. An overview letter concerning the plan was sent to the entire congregation and placed on display at our church Web site. A final informational congregational meeting was held on Sunday, September 17, 2006, (following a luncheon that followed worship) at which the plan was presented again and questions were answered. National Capital Presbytery was informed of the plan in that same month. Session made final approval of implementation of the plan at its October meeting.

Year One: Implementation 2007

Year One has been entirely devoted to research and study.. No sudden changes have taken place – after all, we are Presbyterian! Under guidance of Session, a Steering Committee for study was formed. Some members of this committee were selected by the congregation (8), some members were appointed by the Pastor and approved by Session (8). Working with the Pastor over the spring of 2007, this committee visited, met with leadership of and studied the ministry of 8 other mid-sized churches within National Capital Presbytery. The committee sought to discover, in particular, how these other churches are structured (as in how are they actually organized for the doing of their ministry), the committee toured their buildings (looking to find how they have renovated to help their ministry), and the committee looked at the actual ministry programs of the visited churches (to discover what is invigorating to them and potentially useful to us). Beyond the established study goals of the 2010 Plan, the committee also found itself gaining a greater understanding of the importance of welcoming and found itself reflecting upon the variety of worship styles experienced. The committee met weekly with the Pastor on Wednesday evenings following all visits to further share, reflect and discuss. These Wednesday meetings (following a light dinner) were open to all members of the church to attend. Attendance at these Wednesday night gatherings grew as the winter progressed. The initial formal presentation of the Steering Committee to the congregation took place at our All-Church Retreat held at nearby Camp Letts on May 19-20.

The above has involved a working Sabbatical for the Pastor (from mid-February to mid-May, a duration of three months). While Sabbatical leave is recommended every six years for Presbyterian pastors, this has not been a practice of RPC, so this matter was considered carefully before Session approval. The Rev. Marshall Dunn ably handled the preaching (10 Sundays) during the Sabbatical. Our trained Pastor Care Assistants covered routine pastoral need – with the Pastor available for emergencies or severe need. Costs have not been significant and $700+ of the $3000.00 in the 2007 Budget for the 2010 effort is still available.

Year Two of the plan will involve developing a clear plan of action for our restructuring, renovation and reinvigoration. The Steering Committee has decided to make no immediate changes in our ministry. Indeed, their only goal for the coming summer is to inform the congregation of all that has been discovered (Joint Board Meeting in June, publication of a summary of their impressions, specially called after worship gatherings, informational Congregational Meeting in September, etc.) and begin to organize for implementation in the fall. It is thought that the Steering Committee will then divide into three/four sub-committees (or at least will be invited to do so, some may wish to take a break at this point) that will work with the Pastor in planning. Others of the Church will be welcomed and encouraged to also participate in this sub-committee work. Session will receive regular reports. By May of 2008, we would hope to present a specific plan to be implemented in year three to the church at the Annual All-Church Retreat. Approval/adaptation of the specific plan by Session will follow.

Year Three will involve implementation of planning – which may carry over into year four.

Year Four will be set aside for evaluation and adaptation.

As is always the case, the above outline is not set in stone. As we have progressed through the plan, we have already made adaptations and we will surely improve on it further in the future. Plus our ongoing prayer is that our Lord will surprise us with divine (and not always necessarily deserved!) blessing along the way!

Mission Self-Study Report

Mission Self-Study Report

October 2009

Riverdale Presbyterian Church

The Self-Study Process

During the spring of 2009, Riverdale Presbyterian Church members engaged in a Mission Self-Study process. The purpose of the Mission Self-Study Report is to provide a "snapshot" of the present situation of Riverdale Presbyterian Church, together with some of its past history, and vision for the future. This snapshot will be useful for:

a) helping the Pastor Nominating Committee (PNC) to extract information to use in the writing of the Church Information Form (CIF) as a position description for the new installed pastor;

b) helping the PNC evaluate and review candidates for the installed pastor position and identifying the major skill sets that are important for the candidate to have;

c) beginning to evaluate program needs, strengths and weaknesses;

d) helping the Session develop a vision for the future.

During February and March of 2009, church members met together during the Sunday School hour for the purpose of sharing information and providing feedback toward the development of this report. Surveys were distributed in advance to church members (see Appendix A). Those members who did not regularly attend Sunday School were asked to choose a group to attend. Members brought their completed surveys to these information sessions and shared thoughts and provided feedback. Each group had one or two facilitators who were members of the Mission Self-Study Committee. Each group focused on three key areas: 1) Riverdale Presbyterian Church in the past, 2) Riverdale Presbyterian Church at present, and 3) Riverdale Presbyterian Church in the future. Discussions included what skill sets were considered important in a new pastor. Members who could not attend a group session were encouraged to complete and return their surveys to the church office. Information collected from surveys and group discussions was compiled and returned to the Mission Self-Study Committee for review and analysis. The report that follows represents information gathered primarily during the Mission Self-Study process.

Church Background & History

Riverdale Presbyterian Church is located in Prince Georges County, Maryland in the town of University Park, approximately 1/2 mile south of the University of Maryland main campus and nine (9) miles north of Washington, D.C. Current membership on the rolls is 334, with Sunday attendance ranging between 80 and 100. Riverdale is an older congregation, with the average age being 60+ years. There are some members who are in their late forties to mid-fifties, and a few young families in their thirties to early forties with elementary- and preschool-aged children. There are very few members in the young adult age range of twenties to early thirties. There is a very small teen group. Demographically, the congregation is predominantly White/Caucasian, upper-middle class, and well-educated. There is a small, growing group of African immigrants from Ghana and Cameroon, many of whom were active in the Presbyterian Church in their native countries, as well as some African Americans.

During the 1950's to the 1970's, Riverdale experienced high growth, as did many area churches and nearby neighborhoods. At one point, Riverdale had almost 1200 members with a full time associate pastor and two Sunday services. Since that time, however, Riverdale has· experienced gradual declines in membership as members age, retire, die and move away. In the past decade the decreasing membership has been more marked, with the remaining membership increasingly advanced in age. The previous pastor led the congregation on several church retreats, conducted in-house trainings, and convened special committees and groups all directed toward preparing Riverdale to become a more welcoming, diverse, and growing mid-sized church. These activities were helpful in establishing a shared concern over declining membership, and increased efforts to be welcoming to those attending services for the first time. However, momentum toward a shared vision and call-to-action stalled and halted when the previous installed pastor departed in March 2008 to accept a call to another congregation.

Historically, Riverdale Presbyterian Church has had a series of pastors and staff with long tenures. The church staff currently consists of a Director of Christian Education, employed since 1992, an Organist employed since 2004, the Bell Choir Director, employed since 1996, and the Building Manager/Custodian, employed since 1990, and a long-time paid church treasurer. Recent hires include an Office Administrator and a Financial Secretary who both came to Riverdale in 2008 (see Addendum 1). Riverdale currently is searching for a new Choir Director, and one is expected to be hired very soon (see Addendum 1). The Rev. Mary Pullen was selected and agreed to serve as Interim Pastor, arriving in September 2008.

Theological Analysis

Riverdale Presbyterian Church is a theologically moderate congregation. The theological view can best be summarized as diverse yet neither too traditional nor too fundamentalist. Within that moderate framework, however, there is a group who have much more theologically fundamental beliefs; and another group who are much more liberal. As one member of the Mission Self-Study Committee stated, "Riverdale is diverse in many ways, and. one of those ways is theological." It is important in the Committee's view, that the new installed pastor understands embraces and functions well within this diverse theological dynamic. There was some discussion in the groups around Biblical preaching vs. contemporary issues. However, the overall consensus is that preaching should be Biblically grounded and should address issues that are relevant to church members in - contemporary society. Relevant issues could include family problems, raising children, aging, addictions, finances, and spirituality.. There is a need for faith to be communicated in such a way that the theology helps people to deal with the practical problems of everyday life.

Riverdale in the Present

Present Strengths: Members were asked to identify and discuss what they perceived to be Riverdale's present strengths. As noted above, Riverdale is a very well educated congregation. Professions of members include (or have included) lawyers, librarians, doctors, active military personnel, scientists at NASA and FDA, intelligence/cryptanalysts at the National Security Agency, professors from the University of Maryland, the United States Naval Academy, Johns Hopkins University, the National Defense University, and local community colleges, public school teachers, business owners, computer analysts, human resources personnel, as well as administrative support personnel, cooks, and security guards. Because of this range of professions, members at Riverdale have diverse skills that work for the good of the church.

One of Riverdale's strengths is the caring nature of its membership. Many members noted that Riverdale stands beside those who face crisis, such as death, illness, financial problems, and family difficulties. Members of the congregation have helped less fortunate church members financially, provided meals and personal care for families with illness, given rides to chemotherapy appointments and served as pastoral care assistants. The Board of Deacons has an active, faithful visitation program to the infirm and residence-bound, as well as those in need in the community. At Thanksgiving and Christmas, the Deacons have a holiday food basket program. These “baskets” include the traditional meal, as well as a week's worth of food for each family who is a recipient. Such caring was cited frequently as one of the reasons people joined Riverdale initially or remained as members.

Riverdale has a very strong music program. The Pearle Custis Memorial Handbell Choir, under the direction of Mr. Rees Richardson, enhances the quality of worship through joyous and reflective music. The Chancel Choir presents a wide variety of music which undergirds the scripture selections and sermon topic each week. Mr. Gerald Piercey, Riverdale's Organist, served as Interim Choir Director for a good part of 2009. Music and the performing arts also are a vital part of Riverdale's outreach to the local community. The Music at Riverdale Concert Series offers at least four concerts yearly featuring both professional and talented non-professional musicians. The concerts attract attendees from the community as well as the congregation. Their Christmas Concert features local children and youth choirs and instrumentalists. Their Good Friday Meditation service features a major work of sacred music that points to the solemnity of the day. And the Fall Concert and Strawberry Festival Concert typically feature highly acclaimed professional musicians from the DC metropolitan area and armed forces. For over thirty years, Riverdale sponsored the Side Door Coffee House, a drama group comprised primarily of church members, including youth and teens, which drew audiences from the local community and was much appreciated until it closed in early 2008. And periodically, drama presentations and dramatic readings have enlivened our worship services.

Due to the superb leadership of the Board of Property Management, the physical plant of Riverdale Presbyterian Church is well-maintained and has no debt. The exterior of the building presents a commanding, aesthetically pleasing presence on the main street, in the town center, and adjacent to the elementary school. The church building functions as a true community center. Groups as diverse as the Swahili congregation, the University Park Solar Club, the University Park Women's Club, an investment group, yoga classes, Brownies, Girl Scouts, Boy Scouts, a yearly flu shot clinic, and the Town elections use the building. For many years, On Our Own of Prince George's County, a resource for those suffering from mental health issues and/or substance abuse, had offices on the third floor. Much of the church building is accessible to those with mobility issues via an elevator that rises to the second floor sanctuary, but not the third floor facilities or the second floor Sunday School and music rooms.

The immediate neighborhood of University Park consists of older, well-maintained homes and is beautiful and safe. Some members of the Mission Self-Study Committee noted that although many University Park residents attend various activities at Riverdale, not as many attend church services or are church members, as was true in the past. In recent years University Park has become more racially and ethnically diverse, and neighboring towns of Hyattsville and Riverdale have experienced a great influx of immigrants, mainly Hispanic and African.

At present, Riverdale's Session is composed of fifteen elders. These elders provide practical and spiritual leadership for the congregation. Each church committee is chaired by a ruling elder. The Board of Property Management consists of seven members, (recently reduced from nine,) and the Board of Deacons currently has twenty-seven (recently reduced from thirty). There may be more conversation in the future about down-sizing these boards further.

Present Weaknesses: Members also were asked to identify and discuss what they perceived to be Riverdale's present weaknesses. A major weakness identified is the lack of participation of some members. The 80/20 adage was mentioned, meaning that 80% of the work is done by 20% of the members. It seems to be increasingly difficult to find people to volunteer for events and serve as Elders, Deacons or members of the Board of Property Management. The closing of the popular Side Door Coffee House, the drama group previously described, primarily was due to lack of new volunteers to provide, organize and serve the food and beverages that accompanied each play. A significant factor in the lack of volunteers is the advanced age of the current congregation.

It was noted by some that members tend to be very comfortable in their own sub-groups, making it somewhat difficult for new members to assimilate quickly into the life of the church. At the time of this report, no new members had joined RPC for the past eighteen months.

There was some discussion among the youth participants that there are "cliques" and “favoritism” among those who participate in the various youth programs. Whether accurate or not, it does seem to be the perception of more than one individual and a perception that has persisted for more than a few years, resulting in some attrition of children from youth activities and Sunday School presumably because they felt they did not “fit in” or were not fully welcomed. Also some perceived lack of youth group and youth programming, outside of Service Club, as present weaknesses.

In the Vision 2010 Report (see Addendum 2) some cosmetic weaknesses were mentioned about the church interior (such as dull and outdated interior décor, “dark” and outdated fellowship hall, and the need to update bathrooms) and these concerns were mentioned again in the information gathering process for the Mission Self-Study Report.

Finally, there were candid comments from some members about the infrastructure and climate at Riverdale. Some concerns were expressed that the size all three of the Boards are too large for the current active membership and that further significant reductions could alleviate frustrations in getting members to participate for other activities and committees. (See the discussion above for specifics.) Many expressed serious concern about Riverdale’s deficit budget over the past several years, noting that if the trend continues the church would deplete all reserve funds in less than 10 years (see Addendum 3). Finally, there is an underlying feeling that many members of the congregation and even the Boards seemed to be resistant to change and fears that if such stances continue that the church cannot thrive.

Riverdale’s Program Analysis

Participants were asked to identify and discuss Riverdale's programming. The most positive programs at Riverdale (in order from most often mentioned) are:

1. Music (discussed at length above).

2. Mission (specifically, the homeless programs). Riverdale has an in-church shelter, managed by the Mission Committee. It consists of one room with a bathroom across the hall. Participants are allowed an initial three-week stay, with extensions possible at discretion of the Head of Staff. The shelter has helped numerous families over the years to get off the street and back on their feet. Every January, Riverdale sponsors Safe Haven. For one week, approximately 15 men are housed and fed in the church. Church members participate by staying overnight with the men, providing home cooked meals, and being available to listen.

3. Fellowship Times. After church each Sunday, September through May, there is a social time called “Bagels and Coffee.” During the summer months, “Lemonade on the Lawn” takes place after worship on the grounds outside the church. These gatherings have proven to be very valuable for enhancing fellowship, socializing and welcoming visitors in informal settings. With busy weekday schedules, this weekly fellowship time following church service is often the only time members may have to informally meet and talk with each other.

4. Vacation Bible School (VBS). VBS is conducted jointly with a local Methodist church and another PCUSA congregation. VBS is well attended and there are also various camps offered in the afternoons after VBS (i.e., sports, art, and music). Children in the neighborhood attend both of these programs, even if they do not attend Riverdale.

5. Strawberry Festival is held every June. Riverdale holds this special event and fellowship time outside on the lawn to which the community is invited. Fresh strawberries, ice cream, cakes and various other baked goods are served. Afterwards Music at Riverdale sponsors a light concert in the sanctuary. This event is fairly well attended.

6. Youth Mission Trip. Every summer, the Director of Christian Education (DCE) takes the youth of the church on a mission service trip. This is a time when the youth work to help others less fortunate. In summer 2008, the group lived for a week in an Episcopal church in Cleveland, Ohio. The youth worked in the Cleveland Food Bank, helped to scrape and paint a home for a family, and served a meal to an elderly woman who was delighted to see them. For the duration of the mission trip no cell phones, iPods or other electronic devices are allowed. The youth are urged to "live simply," to help others, and to reflect on the meaning of faith in their lives. Riverdale youth consider the mission trip to be a significant spiritual experience.

7. Adult Education. A need was expressed to expand the present adult education program. For the fall 2009, a study of Psalms is on-going. A study of Revelations will be scheduled for spring 2010.

8. After-School Program. Riverdale sponsors an "After-School Club” on Wednesdays from September through May. This program attracts elementary- through high school-aged children from the community who come to the Riverdale facility for this weekly program. Some of the children in this program attend Riverdale, but the majority is from the larger community.

9. Alternative Worship. During the Mission Self-Study, several of the younger members as well as some of those with young children expressed a desire for a more contemporary worship service. This desire was also voiced during several church retreats led by the previous pastor. There was no clear consensus on how to design such a service. This is an issue that needs further study.

Priorities for a Newly Installed Pastor

Members and participants were asked to discuss and identify skills and priorities desired for the new pastor.

1. The next installed pastor should feel a true call to come to Riverdale, not just come as a means for a job, a title or salary advancement. As one participant described it "the next pastor should be someone who wants to be here at Riverdale to work with us as we are." The person should be an active participant in Presbytery and continue to educate the congregation and church leadership about how to be Presbyterian.

2. Good Biblical scholarship and preaching skills are a "must." As noted in the theological analysis, the sermons should be relevant to the practical everyday problems that face Christians, as well as dealing with major life transitions. In this discussion, the ability to conduct a more contemporary, informal style of worship (not in place of, but in addition to the traditional service) was cited as a desired skill.

3. A clear priority for the next pastor is the ability to develop and maintain the youth as priority, and to connect with and attract younger families to the church, though there was no clear consensus on how this might be done.

4. Pastoral visitation is an important skill, especially in an older congregation such as Riverdale, and this skill will become more important as the congregation ages. The next installed pastor should have a caring, personal interest in members and relate well to various age groups.

5. Living and being involved in the local community are seen as pluses for the installed pastor. Many of the Riverdale members are very involved in the community as members of Rotary, local school and community sports, and local public and private schools, and this would be important for the pastor as well.

6. Other skill-sets included being technologically savvy, innovative, and a good church administrator, and being able to handle the stress of change. Several participants concluded that a bi-lingual pastor in English/Spanish might help Riverdale to reach out to the wider community.

Future of Riverdale

Participants were asked to discuss and identify future issues. Ideas of where Riverdale should go in the future were discussed at length, and with some passion. Almost all the participants agreed that in order for Riverdale to survive beyond the next five or ten years, the church has to grow numerically and financially. New members, especially younger families who will commit to the church are clearly needed, but there is no clear plan to accomplish this. Finally, the challenge for Riverdale and the next installed pastor is how to accomplish this new growth. “With God all things are possible,” and Riverdale should keep this hope.

A Word of Thanks

The Mission Self-Study Committee would like to thank all of the members and attendees of Riverdale Presbyterian Church who gave of their time and effort to participate in the Mission Self Study.

Respectfully submitted,

The Mission Self-Study Committee

Steve Andrews

William Cammack

Lily Che

Linda Gast

Rusty Keith

Rev. Mary Pullen

Martha Sunderhauf

Cordelia Sullivan

Lois Williams

Brian Young

Appendix A: Mission Self-Study Survey

Addenda

Addendum 1: The Financial Secretary resigned in January 2010; the responsibilities were incorporated into the Office Administrator position.

Mr. Michael Hopkins-Gross was hired as Choir Director in November 2009.

Ministry Audit Report

Ministry Audit Report

by Dr Tom Melzoni

Riverdale Presbyterian Church

AFFIRMATIONS

1. The Self Study completed in October 2009 was comprehensive and gives great insight into the history, ministry and challenges facing the Riverdale Presbyterian Church. This study was done with extraordinary professionalism, which allows one to understand the depth of leadership that has been in the history of this congregation and still exists today. I would encourage all to read this study as an introduction to the recommendations found within this report. Some of the recommendations are in direct reference to the document.

2. The Pastor’s Vision is another document that is in keeping with the Self Study and articulates a clear direction for Riverdale. This statement is in keeping with the section of the Self Study given to the abilities and direction needed from the new pastor.

3. The First Impressions Team has done an extraordinary work in their embryonic steps of observation about the facilities. Their presentation should be received with a desire to improve the look and welcome of the facilities that have served the congregation well in past years.

4. The generosity of the people during the decline has been extraordinary. The financial decline is not at the same pace of the numerical decline. This is a sign of a very generous group and is greatly affirmed.

5. The leadership of the church has a desire for new and focused vision to reach out to the immediate community and beyond.

6. The church has a strong financial balance, which is sustaining the present ministry. The fact this balance exists is a point of celebration. The present ministry is able to exist due to past contributions by members and good oversight by those responsible for stewardship and finance.

7. The attendance at the audit meetings is evidence that the spirit within the people desires to move their church to a new level of ministry.

8. The church is very friendly and welcoming as was evidenced by my personal time and affirmations from friends brought to a worship experience.

9. The music for the time of worship was extraordinary for a congregation the size of Riverdale.

10. The new persons attending Riverdale since the coming of the new pastor shows opportunity for growth.

11. The church has opportunity to write a new chapter of ministry.

12. Pastor Loril is a gifted and practical communicator from the pulpit.

OBSERVATIONS

1. Riverdale, like many mainline churches, has experienced decline in membership and attendance.

2. The congregation has been made aware the decline, which has occurred over an extended period of time (two decades) and not something of recent months.

3. Riverdale has a desire to reach new members with an emphasis on young families but the congregation has little knowledge of how this might be accomplished. Some want this to occur without any change in current ministry and style of worship

4. The impressive facilities have become aged and worn. The decay of the facilities both externally and internally are points of concern. The educational and worship areas are not equipped for 21st century ministry and worship. The location of the facility is no longer one of strong visibility and the signage is outdated and without vibrancy. The First Impression Team Report must be read and action steps prioritized. They are very much on target with their observations and their direction is endorsed by this report. This is one of the areas where this report will differ from the Self Study. It is important to note that many mainline traditional churches have deferred facility upgrades for many years due to budget constraints.

5. The outreach areas of the church such as concerts and community events (to name only a few) are well attended but there is little effort to connect these individuals to the ministry of Riverdale.

6. While friendly to newcomers on Sunday there is no aggressive plan for follow up to those individuals or families from the membership.

7. The worship experience is traditional in style and presentation. The recent attempt to blend some less formal music has not been well received by the very traditional mind of the congregation and staff. The call from the more youthful congregation of Riverdale (identified in The Self Study) has not been heard by a few in the congregation. The need (within) for aless formal worship style existed before the present Senior Minister was identified. A less formal style of worship is needed to meet this need and to reach the desired audience of young families identified in The Self Study and from our interviews

8. The Sunday worship experience has a large number of empty pews that diminishes the warmth needed for dynamic corporate worship and is very essential to a growth environment. A few have great affinity for the empty pews and think they would be needed in case the church begins to grow.

9. The multi-cultural community challenges the welcoming environment with an obvious segregation within the pews on Sunday morning Riverdale Presbyterian Church – Ministry Audit Report – Page 4 10. The coffee hour after worship is not well attended by guests. It is open to all but little is done to be inviting to new worshipers plus the location is not easily accessed (First ImpressionsReport).

11. Worship planning seems to be difficult. There are territorial issues within the worship planning process. “We have never done it that way” is within the vocabulary. The seven last words of a church are “We have never done it that way.” The worship experience is typically the first impression of guests and also of great importance to all who call Riverdale home.

12. A few within the congregation desire a meditative and individualistic approach to worship and ministry.

13. The decline in the financial markets since the Self Study has accelerated the decline of invested funds. The need exists for some budget analysis and reprioritizing. The Self Study had indicated a 5 to 10 year draw from these funds. The study was done in 2008-2009. The projections from this study are on target for the decline of these funds within 5 years from the date of the study now being more accurate.

14. The financial picture of the church is challenging. The present rate of expenditure vs. income will require some very careful decisions by the leadership. The Riverdale people are to be applauded for their faithfulness in generosity. A greater call to radical generosity will be needed to sustain and grow the ministries. The finance teams should be praised for their management and vision to fund ministries from invested funds. This is a rare church willing to make these investments and expenditures and should be applauded. This “investment in ministry attitude” will be needed to make adjustments for growth.

15. The aging of the congregation requires much time be spent in care ministry. This is a shared ministry of pastor, deacons and others. The Self Study stated the congregation is good at this ministry yet there is concern amongst a few that there be more pastoral care from the Senior Minister.

16. The community in which the church resides is stable and diverse. There is little evidence of decline. The demographics show a well-educated, upper middle class population. The population of the local school located across the street shows a higher multi-cultural population than is represented in the church. Those being interviewed stated this was because of a large enrolment from the Caucasian community in private schools. This is an area that needs more study by a team in the congregation.

17. The congregation commutes to the facilities leaving a void of those living within the actual community of the church. This is of concern for a focused community church revitalization.

18. The church has a very small children’s population and even smaller student group.

19. The staff is talented for the positions they fill, however the church is funding these positions at a rate which is well beyond the norm for the size of the congregation. Much of the focus of the staff is internal and to maintain the present declining ministry. To reorder the priorities and update job descriptions to a more external growth focus will be a challenge for leaders, staff and the congregation. These changes will be needed soon or they will be mandated with budget constraints by 2013-2014. Riverdale Presbyterian Church – Ministry Audit Report – Page 5

20. There is a very small group of individuals desiring the church to move to a part tim pastor. This group says the church is a “GRANDFATHER” church and should simply be allowed to die a peaceful death. This small but vocal group desires the present pastor’s contract be terminated and a part time pastor found and hired. They also have plans to reduce all salaries and eliminate some staff positions. This group will be challenging the plans for growth. The church needs bold leaders to recognize this issue can be a tremendous challenge to any growth plan. This group has the potential to impede or stop the progress of the any revitalization plan.

21. The facilities are being used by the community which is a worthy service provided at little (if any) cost to those groups who use the buildings. Very little is done to connect these groups (individuals) to Riverdale’s ministry.

22. The recent study on Who Stole My Church is a good foundation in transformation of thought for those participating.

23. Christian Education has been strength of Riverdale. The Christian Education Director has a wonderful love for the church. She has served well and understands the situation of the congregation. She is working with the Senior Minister to implement some new outreach oriented ministries and has demonstrated a willingness to reorder her status to help the church. This is a spirit to be applauded and exemplified.

24. The majority of those with whom I had the joy of discussion have a desire for the church to move forward with an emphasis on reaching new families for ministry and to sustain the vibrant and rich history of Riverdale.

25. The steps taken in recent months such as the Futures Team, First Impressions Team and other changes in worship have been received with mixed reviews. This consultant believes the objectives of these teams are good and their work worthy of continuation. It is to be noted that some potholes in the process and communication have stirred the emotions of the people accelerating attitudes of discontent within a small group of vocal individuals.

26. The leadership group with whom I met has a delightful spirit and attitude. I applaud their faithfulness to Riverdale and her mission and their desire to do those things necessary to sustain the ministry of Riverdale.

27. The Pastor and Council of Elders have begun a spiritual transformation process with study and prayer. This process and studies are important steps and must continue and flow into the congregation with similar study for a congregational transformation.

28. The Senior Minister has been given a most difficult assignment. Some growing disconnect has occurred between some in the congregation and the team assigned the joy of bringing a new Senior Minister to the church. A few have become very personal in verbal attacks on the new senior minister. The Self Study was a key document used to tell the Riverdale story to such prospect for this position. This document was comprehensive in description of the ministry and history. It did not offer any solution to the issues addressed about the decline. It did, however, describe the type of Senior Minister needed to turn around the decline. The team assigned such task remains convinced they found such a minister. Typically, a honeymoon period exists for a new pastor. She has not been afforded such.

Pastor Loril's Vision Statement

RIVERDALE PRESBYTERIAN CHURCH

PASTOR’S VISION (June 2011)

By 2014, I envision that Riverdale becomes an even more active, growing congregation that makes a significant difference in the tri-communities of University Park, College, Park, and Riverdale Park. The congregation is more diverse in age and ethnicity, and a large majority of members participate in worship and other RPC activities every week. People in the congregation embrace the notion that growing spiritually involves regular participation in corporate worship, a growing and steady commitment to prayer, a meaningful connection to and relationship with God through Jesus Christ through small group study and fellowship, and a life dedicated to service within the church and outreach beyond the church.

To realize this vision, I recommend that we make some vital changes to our facility, including enhancements to the sanctuary, to include a larger chancel area, new chancel furniture, a prominent cross, new lighting, updates to the very antiquated sound system, to include new stereo speakers, a sound board, mixer, chancel outlets for instrumentation, new microphones, monitors, power point, and screens; painting and other modifications to update and refresh the worship gathering place; a larger narthex area to accommodate before and after worship gatherings, coffee, bagels, etc.; build a functional, light filled multipurpose room on the same level as the sanctuary, with new kitchen and bathrooms.

I also recommend that we work with the leadership of the church, striving to:

1. Worship

Create a service with upbeat music, including hymns, worship songs, and musical offerings (with the exception of those times of year where a more somber worship is appropriate, i.e., Lent).
Create worship that is thematic in every area, around the theme for the day.
Incorporate liturgical drama and dance whenever appropriate
Include a more diverse (in age and culture) lay leadership.
Use additional instrumentation in worship on a regular basis/as much as possible (with hymns as well as more contemporary styles), to include drums (hand or other, guitars, woodwinds, other stringed instruments, horns).
Have a variety of worship services (traditional, contemporary, jazz, blues, taize’, healing and wholeness, outdoor worship, etc.)
To establish an upbeat, fun children’s music ministry, that will participate in worship at least once a month.
To use different forms of technology in worship, including slides, film, graphics, pictures, PowerPoint, music CD’s.
To develop ways to reduce the seating in the sanctuary (ropes, removal of pews, etc., to create a more intimate worship space.

2. Children, youth and adult ministry

To build a new, fresh children’s ministry, with new curriculum, new structure, innovative ideas.
To build a strong and growing youth ministry, with opportunities for youth retreats, concerts, mission, and opportunities for spiritual growth.
To create adult classes that is more diverse in offerings each Sunday for our diverse community. These offerings will include: Bible study, book studies, current events, and special speakers (if possible). All classes will change quarterly to offer fresh opportunities for learning and dialogue.
To begin a successful small group will be developed for community building and the sharing of lives.
To hold annual retreats: one all church retreat, one women’s retreat, and one men’s retreat.
To explore and implement hands on mission opportunities for adults, youth, and children, some local (all local for children) and one a year for youth and adults that will require travel and a week’s commitment.

3. Music ministry

To work toward recruiting new choir members.
To work toward recruiting new bell choir members.
To offer some music ministry community building opportunities for choir members as well as members of the bell choir (i.e., planning retreats, parties, etc.)
To explore new ways/opportunities to incorporate the choir and bells in worship
To explore and create children’s music offerings for worship.
To explore and create a worship band that will play in worship on a regular basis.
To explore and create other forms of worship music and dance offerings.
To include music styles and songs of the other cultures worshipping with us (at this point, the African community)

4. Staffing

We will explore adding a Director of Music Ministries to facilitate in the planning, structure, flow, and collaboration for vital, engaging, and innovative worship.
We will explore adding a CE intern or a part-time person to work with the CE Director to help in implementing a new strategic plan for building our children’s ministries.
We will explore adding a part-time Director of Youth to help us grow our youth ministry.
We will work toward developing a team approach to ministry in the church, with each member of the staff committed to the vision and direction put forth by the pastor and Session Council, with input and continuous staff dialogue.
To be committed to this congregation and take part in the life of the church as much as possible.
To be positive role models for church commitment, engagement, and enthusiasm, embracing necessary changes and wholeheartedly working as enthusiastic change agents in his or her areas of responsibility.
To look for creative and innovative ideas to fulfill the mission and vision of RPC.
To have and maintain a growing relationship with God through Christ, and be committed to worship and opportunities for faith development.