Guidelines for Transition Teams - The United Church of Canada

Setting the Plan
Redefine the Initial Interim Goals
In undertaking Interim Ministry, the official board (or equivalent), with the help of presbytery, will
have set initial goals. These initial goals, which name some troublesome issues that the congregation
must address, are probably stated in broad terms. The Transition Team must reshape these broad
goals into specific, practical objectives for a common understanding of the work ahead.
For example, an initial goal for the interim might be “to bring unity to the congregation by resolving
longstanding conflicts.” The Transition Team will have to identify what conflicts exist before
addressing the broader question of unity, and clarify the meaning of “congregational unity.” Is
“congregational unity” a question of theology, internal politics, or the use of the kitchen? When the
specific issue is defined, a suitable strategy and an appropriate amount of time can be assigned to
deal with it.
One of the most important things the Transition Team must do is determine how it will know if its
goals have been reached, i.e., what achievements will indicate satisfactory outcomes. The question is
not just, “What exactly do we intend to do?” but rather, “What indicators will tell us how well we’ve
done it?” The specific outcomes will be the baseline for evaluating the Interim Ministry at the end of
the interim period, and will guide the congregation into its future.
It is the role of the Transition Team to make a list of the possible achievements for each goal. These
can be either quantitative—such as congregational numbers, donation amounts, and workshops
offered to the community—or qualitative—members’ stories, historical records, or before-andafter
photographs. Each type of data illustrates different aspects of the congregation’s development.
Other goals may also emerge as the Interim Ministry proceeds. These too need to be included in the
evaluation process; it is important, therefore, to document such information accurately at every stage
for future reference.
An additional caution: beware of mistaking solutions for goals. For example, when asked, “What
does this congregation need to do?” people often answer with “bring in more members,” “have more
lively music,” or “bring in more young families.” These are not goals, but facile solutions. The work is
first to identify the underlying causes behind the apparent lacks, and then to formulate the processes
needed for the congregation to transform itself into a church filled with grace and Spirit. The interim
goals must foster the congregation’s becoming a place where these surface problems diminish or even
disappear.
18 Guidelines for Transition Teams