SAPC Congregational Mission Study Report

CONGREGATIONAL MISSION STUDY TEAM:

Kevin Oxnam (Chair)

Bonnie Kampa

Michael Lokale

Danielle Oxnam

Kirstan Tobin

Jon Woodard

Rev. Dr. Pete Seiferth, Interim Pastor/Head of Staff (ex officio)

I. Introduction

The Congregational Mission Study Team (CMST) at St. Andrew’s Presbyterian Church (SAPC) was convened in April 2022 after approval by the Session as an ad hoc committee to work with the Interim Pastor in preparing the Congregational Mission Study (CMS). The CMS will be provided to the Pastor Nominating Committee (PNC) to guide the search for a new Pastor/Head of Staff, and will be available to any applicants for the position, as well as the congregation.

Creating the CMS involved a lengthy process of reviewing and updating our history as a church, conducting multiple surveys, communicating with the congregation, examining the community context, and then preparing a final report. Although transitional times in congregational life can frequently be characterized by uncertainty, it is important during this time for the congregation to engage in a period of self-reflection and to articulate clearly its sense of identity and calling as a particular community of faith before it moves on in its journey. The CMS report includes information about our history, who our church body is today, what our needs will be in the future, and what kind of leadership we seek for our congregation. This CMS was submitted to both the Session and the Presbytery Commission on Ministry (Presbytery COM) for approval in March 2023.

The components of the Congregational Mission Study include the following:

1. Our History. A review of the past and what is still influencing the congregation.

2. Finances, Budget & Membership History. The financial history is provided for the last 13 years as well as a breakout of 2022 by ministry/ program. The membership history is

provided from the inception of the church in 1961 to present.

3. Surveys. The results of four surveys focused on different populations:

a. Congregation

b. Church ministries and committees

c. Church staff

d. Mission partners

A copy of each of the surveys, charts summarizing survey results, and summaries of comments are provided in the Appendices.

4. Listening and Reflecting Sessions. Six in-person sessions using two formats were scheduled over three Sundays in September 2022 and all Members and Friends of SAPC were invited to participate. These sessions facilitated individual brainstorming, small group discussion, and wholegroup reflection.

We, the Congregational Mission Study Team, provide the enclosed components of the Congregational Mission Study as valuable information about the ministries of SAPC and status of the church. Collectively, the components of the Congregational Mission Study are intended to provide the Pastor Nominating Committee (PNC) with necessary information to prepare the Ministry Information Form (MIF) and ultimately select a permanent Pastor/ Head of Staff. It is our prayer that the information provided will be used in seeking God’s will in filling the position of SAPC’s next Pastor/Head of Staff.

In Christ, Kevin Oxnam, Chair, CMST

Members of the CMST: Bonnie Kampa, Michael Lokale, Danielle Oxnam, Kirstan Tobin, Jon Woodard

II. Summary

St. Andrew’s Presbyterian Church (SAPC) is a large PCUSA church in northwestern Tucson, Arizona that has existed for nearly 65 years. SAPC has an active and engaged congregation that is consistent in attendance and has many long standing Members. Though the church congregation peaked in 1999 with about 1600 Members, SAPC still has about 1000 Members at the time of

emphasis on supporting mission and community partners abroad and locally in Tucson. We have a strong tradition of sharing time, talents, and treasures to support these mission partners, and this remains a priority for our congregation to look outward beyond our church walls.

Members and Friends of SAPC give generously to the church, which is financially stable. The facilities of the church are in good condition and spacious enough to host a variety of church events, the Preschool & Kindergarten, and still have space available to share with community partners. Like many other churches, our congregation is trending older and we will need to engage younger people or adjust future budgets in order to cope with changing church demographics.

this publication. The church has three Sunday morning services (two Traditional, one with weekly communion, and a Contemporary service), strong children’s and youth ministries, and a weekday Preschool & Kindergarten operated on the premises. Our members are active in weekly Bible Studies, Stephen Ministry, prayer and topical faith study groups, in committees, and church activities with many specialized community groups. There are a multitude of ways for people to get involved including groups for hikers, quilters, widows, men, moms, and more.

SAPC is very well-connected in the Tucson community and has strong relationships with other local churches. We partner closely with many of these churches on special programs/mission opportunities and actively engage with ecumenical partnerships for the benefit of the greater body of Christ. SAPC also places a large

With such a large community, we see a great diversity of thoughts and perspectives in our congregation. Despite differences in our community, the church comes together as a united body of Christ to reflect God out into the community. Our Members and Friends believe that there are many reasons they attend SAPC including the pastors, the friendly and welcoming environment, the worship styles, the music program, and the community and missional outreach of the church.

The previous Pastor/Head of Staff, Jim Toole, passed away in 2021 after a quick and fierce battle with cancer. The church has been grieving this loss and taking time to prepare for the hiring process. Additionally, the timing of the COVID-19 pandemic added to the uncertainty and difficulty of the last few years. However, the overall church body now seems ready, if not eager, to find a new permanent Pastor/Head of Staff who can lead the church forward from this period of difficulty.

III. Terms and Definitions

Congregational Mission Study (CMS): The document which is part of the Presbyterian Church USA’s (PCUSA) process for calling a new pastor. A group of congregants, the Congregational Mission Study Team (CMST) is convened to write the report that describes the history, current status, goals, needs, and temperament of the church. The CMS final report is provided to the Pastor Nominating Committee (PNC) to guide their work in selecting a pastor.

Congregational Mission Study Team (CMST): The group of congregants within a church who are called together to draft the Congregational Mission Study (CMS) which will guide the church’s search for a new pastor.

Friends: People who regularly attend or financially support St. Andrew’s Presbyterian Church (SAPC) but are not official church Members.

FTE: Full Time Equivalent: Assuming a 40 hour work week as full time, Full Time Equivalent is calculated by adding up all of the hours worked by all employees per week and dividing by 40. This provides the equivalent number of full time employees that would be required to equal the number of hours worked by all employees.

Members: People who have undergone the official process to become Members of St. Andrew’s Presbyterian Church and are listed in official church records.

Ministry Information Form (MIF): The form used to publicize a job opening for a pastor role at a Presbyterian Church (PCUSA). This form contains information about the job duties, congregation size and needs, and church founding and history.

Pastor Nominating Committee (PNC): The group of Members from within a church who are elected by the congregation to collectively and prayerfully review applicants for installed pastor positions, interviewing candidates, and finally presenting a candidate for approval of a call by the congregation.

Presbyterian Church (U.S.A.) (PC(USA)): Presbyterian Church United States of America. The denomination in which St. Andrew’s Presbyterian Church is a member congregation.

SAPC: An abbreviation of the church’s full name, St. Andrew’s Presbyterian Church.

IV. Our History

INTRODUCTION: HISTORY AND THEMES

St. Andrew’s Presbyterian Church (SAPC) was founded in 1959 in response to the need to serve the growing community of northwest Tucson. Newton H. White III was the first pastor, having recently worked to establish and grow nearby Northminster Presbyterian Church. For the first couple of years, until the first Sanctuary was built in 1963, the small congregation met at Pastor White’s house and Harelson Elementary School, across the street from the eventual building location. Pastor White retired for health reasons in January 1963.

expanded its service to the community by helping to found a nonprofit organization, which is still in operation and known today as Interfaith Community Services (ICS). After serving SAPC for seventeen years, Pastor Dulaney resigned abruptly in 1988 amidst allegations of misconduct in his professional ministerial role.

Pastor Joe Bettridge was called as Senior Pastor in 1990 at a time when membership reached over 1,300 people. A new worship service with contemporary music began in 1994, meeting in the fellowship hall. The next year, an Episcopal church facility diagonally across the street went up for sale. The Session approved funding and SAPC purchased this property in 1995. Soon after, the Contemporary Service started meeting at the newly acquired facility.

Richard Harris was installed as pastor at SAPC in the summer of 1963. In the 1960s, the church campus expanded with the addition of White Hall in 1966, which included spaces for Sunday School classes and other church activities. Robert Dulaney took over as pastor in 1971 and the church continued to expand with an addition at the rear of the Sanctuary. It was also in the 1970s that SAPC called an associate pastor to serve the growing pastoral needs of the congregation and created SAPC’s Preschool & Kindergarten.

The years 1978-1988 were a time of physical growth for the church as space was added for administrative offices, fellowship, and the Preschool & Kindergarten to accommodate the growing membership, which reached 1000 people by 1981. With the support of the congregation, SAPC

SAPC continued to expand and outgrow its capacity (peaking at around 1600 Members in 1999) despite offering three Sunday morning services. In 2000, the church approved the exploration of a new building design on the site of the recently acquired property. Construction of the new Sanctuary was completed in 2005 and dedicated in February 2006..

In 2001, the SAPC Session approved a resolution aligned with what had become known as the Confessing Church Movement (CCM). This resolution affirmed three historic principles of Christian faith about the singular Lordship of Jesus Christ, the inspiration and authority of scripture, and the call to holy living through the covenant of marriage between one man and one woman or through chastity of singleness. This action was taken due to the concern nationally within the PC(USA), and among the SAPC pastors and Session at the time, about the potential changes to the Book of Order regarding sexual ethics and ordination standards for officers. After hearing from Members about their disagreement with this affiliation, the

Session led a study and reconciliation process. In May 2002, the Session resolved to not formally align with the CCM but did affirm the three statements and “our clear commitment to historic Christian truths as set forth in the Book of Confessions and the Book of Order.” These three statements came to be referred to as Tenets of Faith and were included with the collection of other Session-adopted mission, vision, and core values foundational statements.

High attendance rates, as well as the limited space in the original Sanctuary, encouraged the church to increase to four services in 2003 and then five services (adding an evening service) a couple years later. However, it was at this time that attendance numbers began to slowly decline. In 2006 and sixteen years into his position, Pastor Joe Bettridge, with the support of the congregation, took an extended leave and attended a recovery program to address alcohol addiction. He left the congregation less than a year after his return in 2007 for separate reasons to pursue a pastoral call in northwest Washington State and Pastor Gus Schmitt, Jr. was hired as Interim Pastor. When Gus resigned due to an impending surgery date, Pastor Larry Graham-Johnson served as Interim Pastor beginning in early 2009.

The church welcomed its next Pastor/Head of Staff, Jim Toole, in September 2009. Jim led SAPC into increased partnerships with other local churches, ministries and community organizations. In 2013, Service Worship was introduced, a practice where once-per-quarter typical worship services are suspended for that day so that the congregation may participate in specific service projects to benefit the community by worshiping through service. Service projects include options for all abilities and ages and are intended to ground the congregation in serving the community.

The church has continued to gently decline in membership, reducing services to three by 2010, but remains a strong congregation with about 1000 Members currently. With the departure of two associate pastors in 2015, the church decided in 2017 to reduce the number of associate pastors from two

to one to move to a two-pastor model. Mat Grover began service as the Director of Youth Discipleship Ministry in 2010, while SAPC supported his theological education and ordination process. In 2015, Mat was ordained to serve as Associate Pastor. Additionally, much like with the founding of ICS in 1985, SAPC decided in March of 2019 to incubate the founding of a new nonprofit organization, Faith that Works Tucson. This organization grew out of SAPC’s desire to connect Tucson faith communities and organizations in common work together serving local schools and meeting needs in the city.

In 2018, the Session formed an Action Learning Team (ALT) to review the four foundational statements of the church. The ALT received input from 91 people, consisting mostly of SAPC Members, and reported its findings to the Session in late 2019. In October 2019, the Session approved a motion to remove the statement, “The holy life of Christ is lived out in the faithful covenant of marriage between a man and a woman or through chastity in singleness” from the list of Tenets (Statements) of Faith and incorporate it in the existing Session Policy Regarding Same Gender Marriages, approved by Session January 13, 2015. The Session also authorized the creation of a team to edit and redraft the foundational statements. The Session approved the revised Vision, Mission, and Statements of Faith on June 9, 2020, and they are published on the church website and listed below.

Like most other churches, SAPC pivoted to fully online streamed worship in March 2020 with the arrival of the COVID-19

pandemic. The church resumed in person worship in fall 2020 with encouraged public health safety measures, but many chose to remain worshiping online. At the time of this writing, the church still offers in person and streaming online worship.

In September of 2020, Pastor Jim was diagnosed with an aggressive cancer which was resistant to treatment. Jim

Toole died on April 23, 2021, followed nine months later by the passing of his wife, Pati, from cancer as well. Pastor Mat served as Acting Head of Staff from the time of Jim’s diagnosis and consequential medical leave until an Interim Pastor was selected by the Session. In July 2021, Pastor Pete Seiferth was hired as Interim Pastor/Head of Staff, having previously served Tucson’s Northminster Presbyterian Church.

A. THEMES THROUGH THE YEARS

One of the main themes of SAPC over the years has been its commitment as a mission-focused church that is highly invested in supporting its community. In 1964, only five years after its founding, the church started intentionally directing its efforts outward in service. Church Members began with activism around desegregation and improved race relations in Tucson as well as increasing their efforts towards ecumenical collaboration with other local churches. Through the 1970s and ‘80s, SAPC grew in its local outreach and supported many serving organizations that still exist today. Into the 1990s and 2000s, SAPC started funding more mission trips for its Members and increased giving and community involvement through partnerships like Habitat for Humanity, high school mission trips, and near-capacity registration at the Preschool & Kindergarten. Today, SAPC provides financial and volunteer support to over 40 organizations locally and internationally.

Another important theme in SAPC’s history has been its difficult pastoral transitions. From the loss of a pastor to cancer to allegations of misconduct, SAPC has weathered several abrupt and significant losses of leadership. Many people in the congregation have been deeply affected by the memory of these difficult transitions.

Despite these hardships, SAPC remains a strong, constant community of faith that is deeply embedded in the fabric of the Tucson community. The church, like many others, has a large constituency of older Members who have attended for decades. At the same time, the church also has robust youth and children’s programs that serve many young families in the congregation. Deep in the heart of the church is a commitment to mission and community support. The church strives to embody its Mission of “Looking Upward, Maturing Inward, and Reaching Outward” and Vision, “To know God and to make God known through lives transformed by Christ.”

B. VISION, MISSION, AND STATEMENTS OF FAITH

VISION

To know God and to make God known through lives transformed by Christ.

MISSION

We joyfully pursue our Vision by:

Looking Upward — deepening our relationship with God through inspiring worship, energizing prayer, and increasing reliance on the Holy Spirit;

Maturing Inward — transforming our lives by studying God’s Word, developing greater intimacy with Christ and one another, and living the Christian life; and

Reaching Outward — journeying beyond our walls to show the love of Jesus Christ to our community and the world.

STATEMENTS OF FAITH

God:

We believe there is only one God: Creator, Sovereign Ruler and Sustainer of all things, infinite and eternal, present and personal. (Genesis 1:1, Isaiah 45:18)

We know the one true God in three persons: God the Father, God the Son and God the Holy Spirit, Who are one in essence. (Apostles’ Creed, Nicene Creed)

Jesus:

We believe Jesus Christ is the Way, the Truth and the Life, and no one comes to the Father except through Him. (John 14:6)

We believe in Jesus Christ, the eternal Son of God, fully human and fully divine, and the only One through Whom we know God. (John 1:14, Hebrews 1:1-3)

We believe Christ is God’s unique agent for the salvation of the world. Even though Christ did not sin, through His sacrifice on the cross He took on our sin so we could be made right with God. (John 3:16-17, Romans 10:9, 2 Corinthians 5:21)

We believe Christ will come again in glory and judgment. (Matthew 24:30-31, Acts 1:11)

STATEMENTS OF FAITH (CONT.)

Holy Spirit:

We believe the Holy Spirit is God’s constant presence in the world. We believe the Holy Spirit indwells every believer, teaching and leading believers in God’s right ways, and empowering us to use our spiritual gifts to love and serve God. The Holy Spirit binds us together with all believers to do the work of Christ in the world. (Acts 1:8, Acts 2:38, 1 Corinthians 12, John 14:16-17)

Bible:

We believe the Bible is the inspired Word of God. It is God’s story setting out God’s plan for our salvation and defining our relationship with God and each other. The Bible is the unique and authoritative witness to Christ in the world and our ultimate guide in the Christian life. (Acts 8:30-35, Romans 15:4, 2 Timothy 3:16-17)

Prayer:

We believe prayer is our essential and intimate conversation with God. Through prayer we praise God, give thanks for our blessings, confess our failings, and petition God to intercede in our lives and the lives of others. Through prayer we receive strength, comfort, and guidance. (Mark 11:24-26, James 5:13-17)

Great Commandment:

We believe that God desires a deep and powerful relationship with each of us. Jesus told us that the Greatest Commandment is “you shall love the Lord your God with all your heart, and with all your soul, and with all your mind.” Because Jesus loves us, He commands us to love our neighbor as ourselves. (Matthew 22:37-39)

The Great Commission:

We believe we are commanded to “go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, teaching them to observe all that I have commanded you.” (Matthew 28:19-20)

Missions:

We believe that God calls us to love and serve others. We strive to live out our faith by doing our best to show the love of Jesus to everyone, fulfilling Jesus’ commandment to “love one another as I have loved you.” (John 14:12)

Church:

We believe the Church is the Body of Christ on earth, binding all believers into one universal community. We believe as members of this community, we are dependent upon each other and upon the grace of God in Christ. We believe the Church encourages and empowers believers to use their spiritual gifts to collectively carry out Christ’s commandments to preach the Good News, to love our neighbors, and to serve all people of the world.

(Acts 2:42-44, Romans 12:4-6a, Colossians 1:17-18)

V. Finances, Budget, & Membership

A. FINANCIAL SUMMARY

SAPC receives significant support from our Members and Friends and is able to support the staff, a large campus, and numerous missions through these generous donations. In 2022, SAPC had a church staff of about 35 people. Many positions are part time, so the staff has a Full Time Equivalent (FTE) of 21.7.

SAPC also operates a Preschool & Kindergarten on site which in January

2023 employed 30 Staff members and 13 substitutes. Like the church staff, many of these positions are part time, so the total FTE is 11. In 2022, the Preschool & Kindergarten had 166 students enrolled with a possible maximum of 190. The school also opened up a new two-yearold class in January 2023 which increased the number of students to 177 with a maximum of 200. Below is the Statement of Financial Position for SAPC.

St Andrew's Presbyterian Church

as of December 31, 2022

Below is the Revenue & Expense Statement for 2022.

SAPC is very consistent in creating and following set budgets. Nine of the last twelve years, SAPC has finished under budget; only three times in the last 12 years has SAPC fallen short of the projected budget as seen in the chart below. In 2012, SAPC was over budget by about 1% and in 2018 by about 4.4%. For 2022, SAPC intentionally budgeted a net loss of $48,291 and finished 2022 with a total net loss of $106,239. This represents 2.3% over our budget and a net loss percentage of 4.2%.

History of Budget and Net Income

ADDITIONAL DONATIONS

SAPC also gives generously to many mission areas. In 2022, SAPC donated over $147,000 from the general church budget for missions locally and globally. Additionally, the church was the recipient of a bequest known as the Tompkins Fund, which was donated to the church in 2002 with the designation to be used for local “poor and needy” or for other uses as the church saw fit. The Missions Committee serves as the stewards of this fund and provides approximately $133,000 each year to missions serving the poor and needy of Southern Arizona. The church Members also donated an additional $112,000 in specifically designated funds to internal and external missions, and donated over $76,000 for Maintenance Reserves and Physical Resources. Altogether, SAPC Members and Friends provided almost $400,000 in 2022 to further the Kingdom of God through many ministries within our church and around the world.

SAPC DEBTS AND LOANS

SAPC operates as an all-cash enterprise. SAPC does not have any mortgages or external loans and carries no debt to any vendors. SAPC also has no lines of credit.

SAPC does have an internal loan that was initiated around 2003 as a way for the church to pay for the new Sanctuary which was built in this time frame. This internal loan originated from the Tompkins fund, which is a benevolent fund that was donated to the church as mentioned above. The principal of this internal loan was originally $2.2M at a 5.5% interest rate with a 35-year term, which includes a balloon payment of $632,000 at the end of the term in 2034. SAPC has been paying quarterly on this loan, the annual total of which is about $150,000. The remaining balance was 1.637M as of January 31, 2023.

B. SAPC ATTENDANCE 2019-2022

The table below shows our monthly attendance from 2019 through 2022. Please note that this includes the timeframe when the pandemic was most active and SAPC suspended in person worship for several months. There was no in-person attendance from March 22, 2020 to September 27, 2020, and then again from

December 20, 2020 to February 7, 2021. Live streaming of the service was initiated in March 2020. As you will see, attendance at SAPC has declined noticeably since 2019 but not as much as might be expected given the effects of the pandemic and the loss of our Pastor/Head of Staff in April of 2021

*St. Andrew’s online attendance is found with the formula (Vimeo Unique Device +YouTube Views + Facebook 1 minute Views = Unique Device Views) to find an estimated number of unique devices used to stream the service. The final number of unique devices may include anything from one individual on a mobile device like a smart phone to an entire family streaming on a TV together.

Church Statistical Report

C. MEMBERSHIP, BUDGET, AND SPENDING HISTORY

Below is a graph that shows SAPC’s budget, giving, and membership over time. The time scale across the bottom of the graph starts with 1961 and runs through 2022. A few major events, such as pastoral changes and large building projects are highlighted on the timeline. Total giving and budget information is available beginning in the late 1980s.

D. MEMBER AGES 2008-2022

In order to understand how the age demographics of our church have changed since the 2008 Congregational Mission Study (CMS), we compared data on our Members and Friends. To do this, we obtained a copy of the 2022 Members and Friends Database which contained 1520 people, 982 of which also include their age. We broke this data down into the same age categories used in the 2008 CMS. It should be noted that the under 18 data from the 2008 CMS was removed for this analysis as the 2022 database was not set up to include those under 18 and had only a few entries. The results are shown in the pie charts below.

As you can see from the data, all three of the age groups under 60 years old have decreased as a percentage of the total from 2008 to 2022. Conversely, the two age groups over 61 years old have both grown as a percentage of the total with the largest percentage growth being in the over 76 year old group. In 2008, 53% of our Members and Friends were 61 years or older. In 2022, 63% were 61 years or older. This data indicates that our congregation is growing older with our average age increasing from 61.2 years in 2008 to 64.9 in 2022.

E. PLOT OF MEMBERS & FRIENDS ON A MAP

PCUSA has an account with the website MissionInsite.com which aggregates several databases into a single system and allows churches to run numerous reports on this data. One feature of MissionInsite is the ability to plot a list of addresses on a map to visually see where the addresses are located. To understand where our Members and Friends reside, we utilized this tool. Below are three map views which include dots to represent the addresses of our Members and Friends. It should be noted that this plot is imperfect. Multiunit dwellings, such as apartments or care facilities that have a single address

are represented by a single dot on the map. Other living options, such as condos, that have unique addresses but are physically close together will also likely show up as a single dot on these maps as the resolution is not sufficient to show multiple dots. Couples that live in the same home are also represented by a single dot. Members are shown as dark red dots and Friends are shown as gray dots.

The map of the lower 48 states shows that we have several Members and Friends who list their primary address as outside of Tucson and across many states.

The map above shows the vast majority of our Members and Friends who live in the Tucson Metro area. This map clearly shows that SAPC is not a “neighborhood church,” but instead draws from many sections of the Tucson Metro area. For clarity, SAPC’s location is highlighted with a purple circle. Note: Members are shown as dark red dots and Friends are shown as blue dots.

The map below shows a closer view of the northwest portion of the Tucson Metro area where most of our Members and Friends reside. For clarity, SAPC’s location is highlighted with a purple circle. Members are shown as dark red dots and Friends are shown as blue dots.

F. 2022 CHURCH STATISTICAL REPORT: CHILDREN AND YOUTH

The full “2022 Church Statistical Report” for SAPC is included in Appendix A, and some highlights are included here. Our membership decreased this last year by 21 from 1,012 in 2021 to 991 in 2022. Average weekly attendance for worship services was 587. Statistics for Youth in the Congregation list the total number of children aged four and under at 22, children in grades K-5 at 43, middle school youth in grades 6-8 at 46, and high school youth in grades 9-12 at 96.

A. CONGREGATIONAL SURVEY VI. Surveys

For this CMS, a survey of the SAPC Congregation was conducted from July 27 - September 7, 2022. An invitation to the survey was extended through several means, but primarily through email to our 946 Members and 505 Friends. Of these emails, 700 were opened and we received 398 responses, which is a 27% overall response rate. The survey was also available on our church website, through a QR code, and was shared on social media. Surveys were conducted electronically and also made available in paper format upon request.

A blank survey copy is included in Appendix B and the complete survey results are included in Appendix C. Below are some of the highlights. Please note that the percentages listed below are based on percent of respondents who completed the survey, not overall church Members and Friends.

While some consider SAPC to have a young congregation, most of our Members and Friends are mature

Over 51% are over 70

Over 73% are over 60

> Note that most of the older age groups had a larger participation rate in the survey, which increases these percentages

SAPC has very involved Members and Friends

Almost 60% participate in some weekly act of service to our church.

Almost 65% participate in church activities each month

Over 60% have invited someone to church in the last year

Almost 75% have at least one close friend at our church; over 50% have more than three close friends

SAPC has very little racial diversity

Over 95% identify as White or Caucasian

Most of the respondents are married or in a domestic partnership

Over 78% of respondents are married or in a domestic partnership

SAPC has a very consistent congregation

Over 75% attend weekly

Almost 70% of our congregation have attended for 11 years or more

Over 58% of our congregation have been Members for 11 years or more

SAPC’s congregation is highly educated

Over 80% have a bachelor’s degree or higher

SAPC’s congregation is highly aligned on faith

Over 93% agree or strongly agree with our Statement of Faith

When asked where SAPC should put more emphasis, these were the top five selections in order

Helping Members deepen their personal, spiritual relationship with God

Providing Christian education for adults

Helping the congregation understand their use of time, talents, and treasures as expressions of Christian stewardship

Providing fellowship opportunities

Providing pastoral counseling to help Members deal with personal challenges

The survey included three questions with identical response choices: What Originally

Attracted You to SAPC? What Keeps You at SAPC? What Would Attract New People to

SAPC? The answers to each of these questions are individually included in Appendix C, but to summarize here, if the answers to all three questions are combined, here are all 13 response options, in priority order with the most selected at the top of the list and the least selected at the bottom of the list: Rank Topic

1

2

4

5

6

7

13

Several questions were asked that solicited rankings from the congregation. These combined answers provide several relatively consistent themes about the priorities at SAPC. In no particular order, these include:

Children and youth

Christian Education

Spiritual growth and preaching grounded in Scripture

Missions

Music

Fellowship

Cooperative programs with other churches

Correlated Results

In addition to the information that is provided directly from the responses to the survey, we can also glean more details by correlating the answers from different questions. For example, respondents provided their age in one question and what service they attend in another question. By combining these answers, we can determine what age groups attend which worship service. Below are examples of the findings from correlating the responses to different questions.

Age vs. Service Attended

84% of all respondents under 60 years old attend the 9:00 am Contemporary Service

Ages of our most recent Members and Friends

We looked at those who have been attending SAPC for less than 10 years. There were two groups: those who have attended SAPC for 0-4 years and those who have attended for 5-10 years. The 0-4 year group was pretty evenly divided across all of the age groups from 30-39 through 70-79 years old. However, those attending for 5-10 years are more concentrated in the older age brackets with 66% of this group being over 60 years old and only 34% being under 59 years old. This data seems to suggest that 5-10 years ago we were appealing more to those who are over 60 years old today, but in the last 4 years we have been more broadly and evenly appealing to those who are 30 to 79 now.

Service attended vs. hours in service for SAPC

The majority of respondents who serve on SAPC Organizations and Committees attend the 9:00 am Contemporary Worship Service.

Open Ended Questions

Overall, our survey shows that SAPC Members and Friends hold a variety of opinions and diverse positions as apparent in the answers to the two open ended questions in the survey. Responses ranged dramatically to the following open-ended question, “There are many topics today where people hold different perspectives, and we at St. Andrew’s value the diversity of our community and ultimately seek unity in Christ. Would you like to share your views on issues on which Christians of good faith may disagree?”

Under cover of anonymity, survey responses varied from opinions on same sex marriage, to abortion and pre-marital sex with all opinions being represented. It is challenging to draw any meaningful conclusions from reviewing this data, but it clearly underscores the wide diversity of opinions present in our congregation.

When asked the open ended question, “Is there anything else you would like to share about your opinions of SAPC or the future of the church?” survey respondents shared opinions on a variety of church related topics, confirming the existence of varying opinions and viewpoints. No particular topic dominated the responses.

In spite of the polarizing cultural climate in the world today and the diversity of opinions present within our church, there is a general feeling and evidence that congregational Members and Friends share a unity based in Christ which is the center of our worship and the strength of our common life together. The successful candidate for SAPC’s Pastor/Head of Staff role will need to be mindful of the existence of opposing viewpoints in the congregation.

Summary of the Congregational Survey Results

In summary, SAPC has a very active, engaged, and dedicated congregation with a wide range of opinions on political and social topics. Our congregation is largely satisfied with what SAPC provides, as evidenced by several of the survey results and the numerous longterm Members and Friends who have been coming to SAPC for many years. However, there are opportunities for improvement that the church should consider. Our youngest and most involved Members attend the Contemporary Service at a time when our congregation is getting older, both by average age and new membership trends, which may influence the trajectory of our church.

B. COMPARING SAPC DEMOGRAPHIC DATA TO COMMUNITY DATA

In order to compare our survey findings to the local community context, MissionInsite Reports were generated for the 9 zip codes which represent the geographic bounds where 81% of SAPC Members and Friends live (85658, 85755, 85739, 85742, 85743, 85737, 85704, 85718, and 85741). SAPC sits in the 85704 zip code. The full MissionInsite report (“QuickInsite”) can be found in Appendix D.

The estimated 2022 population within the study area is 239,348, while the entire population of Pima County is 1,052,000. The 2027 projection sees the area growing by 18,806 to a total population of 258,154. The average population per household in 2010 was 2.36 and is projected to remain steady at 2.37 by 2027. The average median household income is $79,787. Racial-ethnically, the population in the study area breaks down to: White, 73%; Hispanic/Latino, 19%; Asian, 3%; and African American, 2%. These percentages are projected to remain about the same over the next five years. SAPC is less racialethnically diverse than the surrounding community (White, 96%; Hispanic/Latino, 2%; Asian, 1%; and African American, 1%) and significantly less so than in Pima County as a whole, which is White, 50.4%; Hispanic/Latino, 38%; and African American, 3.2%.

In this geographic area, 67,893 of 239,350, or 28%, are age 65 or older. The population percentage of those aged 5-17 is projected to grow slightly (by 2.5%), with those aged 55-64 projected to decline slightly (-3.1%) in the next 10 years, with other age segments remaining steady. While NW Tucson has a significant older-adult population, SAPC has an even older population than the surrounding community.

The level of activity among SAPC survey respondents is consistent with others in the community as 64.2% of people in the area reported participation in religious

faith at least weekly, and 82.7% reporting two or more times per month. Locally, the role of one’s religious faith in one’s life as “very significant” has grown from 32.8% in 2017 to 46% in 2021. Further broken down, the role of religious faith is of: Utmost Significance, 24.9%; Considerable Significance, 21.1%; Moderate Significance, 20%; Minor Significance, 15%; Not Significant, 19%.

Those reporting to be married or in a domestic partnership is higher than the local population statistics, though this could somewhat be explained by the lack of younger survey respondents. Locally, the percentage of people 15 years of age and greater by marital status are as follows: 23.2% never married, 58.1% married, 11.4% divorced, 1% separated, and 6.2% widowed. Women are more likely to be widowed, and men are more likely to have never been married. Married couples parent 74% of households with children under 18, while single parents make up the corresponding 26%.

SAPC’s congregation is highly educated with over 80% possessing a bachelor’s degree or higher, compared to 45% of the geographic region. In this region, 72% of the population is considered to be employed in “white collar” occupations, compared to 28% “blue collar.”

Locally, 5.7% of the area identify as Presbyterian/Reformed, compared to 5.9% ten years ago. Total religious affiliation breaks down as: Mainline, 36.6%; Catholic/ Orthodox, 22.3%; Other Protestant, 12.9%; Non-Christian Religious Preference, 8.5%; and None/No Preference, 19.7%.

Local preferences for ministry programs and services match up to reasons people have given for being attracted to SAPC.

Local preferences for ministry programs and services, ranked by ratio of percentage important to not important, with percentage important in parenthesis.

1. Warm and friendly encounters (83%)

2. Quality sermons (74%)

3. Traditional worship experiences (69%)

4. Holiday programs/activities (69%)

5. Opportunities to develop personal relationships (68%)

6. Adult social activities (67%)

7. Opportunities for volunteering in the community (66%)

8. Seniors/retiree activities (63%)

9. Celebration of sacraments (57%)

10. Family oriented activities (60%)

11. Small groups (i.e., life groups, personal interest groups) (61%)

12. Involvement in social causes (60%)

13. Bible or Scripture study/prayer groups (54%)

14. Contemporary worship experiences (55%)

15. Spiritual discussion groups (55%)

16. Religious education for children (48%)

17. Crisis support groups (54%)

18. Online or virtual worship experiences (52%)

19. Cultural programs (music, drama, art) (55%)

20. Size of church congregation (52%)

21. Personal/family counseling (49%)

22. Social justice advocacy work (48%)

23. Marriage enrichment (45%)

24. Youth social activities (41%)

C. MINISTRY/COMMITTEE SURVEY

We asked SAPC’s Ministries and Committees to respond to a Leadership Competencies survey on how important it is that our next Pastor/Head of Staff exhibits certain leadership skills and behaviors. The overarching competency categories included Theological or Spiritual Interpreter, Communication, Organizational Leadership, and Interpersonal Engagement. Each of these four competency categories include 5 - 15 competencies within them. Our findings are summarized below. A blank survey copy can be found in Appendix E and the full survey results are in Appendix F.

Theological or Spiritual Interpreter Category: The preferred candidate is someone who is compassionate, hopeful, an effective preacher, and worship leader who must be seen as spiritually grounded, trustworthy, and authentic. It was not as important that the pastor be a lifelong learner who uses life experience as a potential tool for growth or a teacher who plans and teaches detailed theological concepts.

Communication Category: The Pastor/ Head of Staff needs to actively listen to the congregation and be able to effectively communicate with the congregation with ease in a variety of settings. However, being bilingual, technologically savvy, or experienced in developing materials for a variety of written or multimedia forms of communications was not as important.

Organizational Leadership Category: It is very important that our next Pastor/Head of Staff is someone people can turn to for guidance and advice, who is also willing to engage conflict, makes effective decisions, and is aware of the long term implications of those decisions. They should understand how the church works and would be able to use formal and informal channels to get things done. He or she would additionally be gifted in getting people to work together and be able to lead the change process successfully and creatively utilize church resources.

Interpersonal Engagement Category: The Pastor should be able to build solid relationships of trust and respect inside and outside SAPC; work towards uniting the congregation; connect people of different world views, cultures, and theological positions; and create a congregational environment that allows people to perform at their highest level.

In summary, four out of six competencies within the theological and spiritual interpreter were identified by the majority of our ministries and committees as important competencies espoused by our next Pastor. Being the strongest category of competencies, this area should be an area of focus for the next Pastor/Head of Staff.

D. STAFF SURVEY

In August 2022, we conducted a survey of the SAPC Staff. The survey link was emailed to all 35 Church employees including the Preschool Director and all 43 Preschool employees, many of whom are part time. The church response rate was 20/35 or 57% and the Preschool response rate was 6/43 or 13.9%. The response rate from the Preschool

was insufficient to draw statistically significant data. A blank copy of the survey can be found in Appendix G and the full survey results are in Appendix H.

All of the questions were formatted so that the “agree” responses were good for the organization and/or the employee. Overall,

the results of this survey were extremely positive with 76% of all responses being “Agree” or “Strongly Agree.” The top items with the most positive responses include good employee engagement, good fit and belonging, healthy work culture and teaming, strong work relationships, positive ability for employees to speak up, strong relationships with managers, and good relationships between the staff and the congregation.

Areas of Improvement

The most notable area for improvement is the job satisfaction of the Program Staff. Compared to other groups, the Program Staff was more negative in their responses to a variety of the questions. SAPC could work to improve the work life of the Program Staff.

About 10% of the respondents are negative towards their long-term career with SAPC, being recognized for hard work, being inspired, and bringing up problems.

The most negative responses were to the two questions about SAPC having an effective process for resolving conflicts for both staff/ministry and physical resources.

Opportunities

The staff responses suggest that SAPC fosters a healthy workplace, particularly considering the stresses of the past few years with the COVID-19 pandemic and the loss of a pastor. Many things are going well, and there are opportunities to build upon what is already working. Overall, SAPC has a great work environment for most employees.

The survey also revealed the following opportunities for growth:

• Create a process for resolving both staff and resource conflicts.

• Focus on Program Staff by improving the ability for staff to provide feedback and bring up tough issues. SAPC should strive to more clearly explain decisionmaking that directly affects staff, improve active support of staff’s faith journey, and set clear expectations.

• Encourage staff supervisors to identify the approximately 10% of employees who are disengaged and work to resolve their issues. These employees don’t see themselves having a long-term career with SAPC, being recognized for hard work, being inspired, and comfortable bringing up problems.

• Ask Elders to actively connect with staff members

Summary

Overall, this survey shows that SAPC has created a work environment that provides good employee engagement, good fit and belonging, healthy work culture and teaming, strong work relationships, and open permission for employees to speak up. SAPC should remain focused on what is working for the vast majority of the employees and sustain these positive results while providing targeted outreach to individuals who may need more support.

E. MINISTRY AND COMMUNITY PARTNERS SURVEY

In June 2022, we put together a list of 46 missions, organizations, and churches that SAPC regularly partners with or supports. All 46 were invited to respond to a survey asking them about their relationship with SAPC and their hopes for the future. Of this list, 43 organizations responded, resulting in a response rate of 93%. A blank copy of the survey is in Appendix I and the full survey results are in Appendix J.

More than 44% of respondents stated they have been working with SAPC for more than 10 years, while only 9% stated they have been partnering for less than two years. This shows the longevity of the relationships that we have built within our community by forging long-lasting partnerships, but also our willingness to support new or growing organizations. Of these organizations/missions who responded to the survey, 60% are local to Tucson/Pima County, 5% are state-wide, 7% are national, and 28% are international.

More than 80% of respondents say that they are supported financially by SAPC. Much of this support comes through the Missions Committee, which provides about $280,000 in funds every year to mission partners who apply for support. Additionally, more than half of respondents say that our church provides them with the time and talents of volunteers, as well as nearly half saying that we actively partner with them on outreach, missions, and mission projects.

The survey also showed that we overwhelmingly foster good relationships with our mission partners. More than 90% of respondents said that they agree or strongly agree that our church communicates well with them, and 100% said that we are easy to work with as a mission partner. Over 90% also said that they have a good understanding of SAPC’s mission and vision because of the work we do together, showing that we

are successful at defining our church to the community. More than 80% said that their mission or organization would be negatively impacted if SAPC were to disappear tomorrow.

Overall, the survey results reflected the strong mission-driven nature of our church and the wide impact we have on our community. Many of the open comments from the end of the survey mention the positive impact that SAPC has in Tucson and around the world. Additionally, many of the mission partners expressed gratitude for continued support as well as the hope that a future pastor would have a heart and passion for the missions that are integral to our history and identity as a church. SAPC has a strong history as a true mission leader in our community and plans to continue and grow as an outward-focused congregation.

VII. Listening & Reflecting Sessions

In September 2022, the Congregational Mission Study Team hosted six “Listening and Reflecting Sessions” over three weekends. A total of 106 people attended the six sessions, although some people attended more than one session. Three of these sessions were “Listening Groups” and three were “Carousel

Brainstorming.” The schedule was set up to accommodate all congregation members who attend different services and provide them with different opportunities to supply important feedback to the Congregational Mission Study process.

A. LISTENING GROUPS

The three Listening Group sessions used a structured listening approach where attendees were asked to each comment on the same three open-ended questions:

1. What brought you to St. Andrew’s?

2. What keeps you at St. Andrew’s?

3. What are your hopes and dreams for St. Andrew’s?

Participants were encouraged to reflect on these questions and share their thoughts and experiences. Some shared them verbally and others provided written responses on the questionnaires that were provided to them. The common themes from each of these three questions across each of the three Listening Sessions are provided below.

For Question 1 “What brought you to SAPC?,” there were several common themes shared across all participants. The most prominent was about preaching

and multiple people recognized specific pastors as instrumental to drawing them to the church - Pastors Dulaney, Bettridge, and Toole were frequently mentioned. Another factor commonly shared was the welcoming environment, specifically small groups that helped make the larger church congregation seem smaller. Additionally, the strong mission tradition at SAPC focused on giving to the community and equipping our mission partners came up often. Music quality and Christian education programs, especially children and youth programs, were also frequently highlighted.

In Question 2 “What keeps you at SAPC?,” there were a broad range of responses across multiple dimensions, demonstrating the wide variety of perspectives across our diverse congregation. The most common response was the community. The family, friends, and relationships built,

especially via small group connections, helps Members feel like SAPC is their church family. In addition, many of the same things that attracted people to SAPC were also highlighted as reasons that keep people here - preaching, mission focus, and education programs.

Lastly, in Question 3 “What are your hopes and dreams for SAPC?”, the responses to this prompt elicited many ideas and again a diversity of responses. However, the common thread was the recognition that our current congregation is growing older. To continue the strong tradition that

SAPC has embodied, we need to develop and invest in new programs that will revitalize our congregation by attracting more young families and growing our membership. Having a dedicated focus on young adults, new families, and other outreach efforts that will nurture and develop the next generation here at SAPC is the future that many current Members want to see realized.

Members were very passionate in their feelings about all of these questions and more detailed notes are included in Appendix K.

B. CAROUSEL BRAINSTORMING SESSIONS

Carousel Brainstorming is a technique that enables all participants to brainstorm ideas simultaneously. It also allows participants to “vote” on the ideas presented by others with which they agree. The individual topics are then grouped into themes by the participants and those with the highest number of “votes” are considered the primary themes. We then analyzed the themes and grouped them across multiple sessions to determine the top themes.

Questions Considered During the Carousel Brainstorming

Two sets of questions were considered during the three Carousel Brainstorming Sessions

Question Set #1

Q1: What does SAPC do well?

Q2: What does SAPC not do well?

Q3: What could SAPC do differently?

Question Set #2 (drawn from the Ministry Information Form)

Q4: What is SAPC’s Vision for Ministry?

Q5: How does SAPC feel called to reach out to address the emerging needs of our community or constituency?

Q6: How will a new minister help SAPC to reach our vision and mission goals?

For Questions 1-3, “What does SAPC do well?” “What does SAPC not do well?” “What could SAPC do differently?,” based on the results of these sessions, these were the top three items that participants believe that SAPC is good at: Children/Youth, Missions/Outreach, and Worship/Music. The two areas, which by far were the most often mentioned, where SAPC is not the best or could do differently are Church Programming, Community Events, Adult Ministry, and Communication. Other areas for improvement include Marketing, Worship, Diversity, Contemporary Music & Worship, and Caring Ministry.

For Question #4 and #5, ‘What is SAPC’s Vision for Ministry?” and “How does SAPC feel called?,” the top three themes were Reaching Outward/Mission, Worship, and Internal Growth/Care Ministries. Reaching Outward/Mission was by far the top theme. It is clear that this is a strong focus area at SAPC and aligns with the answers to Question #1.

For Question #6, “How will a new minister help SAPC to reach our vision and mission goals?,” there was a strong desire for the new pastor to be led by the Holy Spirit, focused on Biblical preaching, and using vision leadership. Most of the participants want our new pastor to be connected to God, and preach from the Bible while also being connected to and guiding the congregation in their faith journey.

Additional details on the responses are included in the Appendix L.

VIII. Conclusion

St. Andrew’s Presbyterian Church is a large church with a warm and welcoming community that has strong and consistent support from its Members and Friends. Our congregation is aging, but important programs like the children’s & youth ministries remain strong and help to serve younger families. SAPC is very involved in the local community and supports dozens of missions and community organizations locally and abroad. The church is financially sound with well-maintained facilities that host a variety of programs.

SAPC is also coming out of a time of transition after grieving the death of our previous Pastor/Head of Staff. We were fortunate to have an Associate Pastor step into leadership as our Acting Pastor/ Head of Staff immediately following this loss, followed by an Interim Pastor/Head

of Staff a few months later who continues to lead the church today. While these leaders have provided continuity and the space to grieve, the congregation as a whole is ready to conclude this transition period and hire a permanent pastor. There is a general feeling right now of the church being unsettled and the desire for stability is strong.

As we are ready for this next chapter in our journey, this document is intended to provide a general understanding of the church history, its present state, and the needs of the congregation. Using this as a guiding document, the Pastor Nominating Committee (PNC) will be able to conduct the search for a new Pastor/Head of Staff. We, the CMST, hope that this report will be a useful selfreflection for the congregation as well as being instructive for others seeking to learn more about our church.

IX. Appendices

Appendix A: 2022 Church Statistical Report

Appendix B: Congregational Survey - Blank Copy

Appendix C: Congregational Survey - Full Results

Appendix D: MissionInsite Report

Appendix E: Ministry/Committee Survey - Blank Copy

Appendix F: Ministry/Committee Survey - Full Results

Appendix G: Staff Survey - Blank Copy

Appendix H: Staff Survey - Full Results

Appendix I: Ministry and Community Partners Survey - Blank Copy

Appendix J: Ministry and Community Partners Survey - Full Results

Appendix K: Data from Listening Groups

Appendix L: Data from Carousel Brainstorming

Appendix A: 2022 Church Statistical Report

*Note: SAPC has not collected data on racial ethnicity or non-binary gender to be included in this report.”

Appendix C: Congregational Survey - Full Results

While many think of SAPC as a young church, the majority of our members and friends are mature

> Over 51% are over 70

> Over 73% are over 60

>Note that most of the older age groups had a larger participation rate in the survey, which increases these percentages

Very involved members and friends

> Almost 60% participate in some weekly service to our church

> Almost 65% participate in church activities each month

> Over 60% have invited someone to church in the last year

> Almost 75% have at least one close friend at our church; over 50% have more than three close friends

Very little racial diversity

> Over 95% identify as White or Caucasian

Mostly married

> Over 78% of respondents are married or in a domestic partnership

Very consistent congregation

> Over 75% attend weekly

> Almost 70% of our congregation has attended for more than 11 years

> Over 58% of our congregation have been members for over 11 years

Highly educated

> Over 80% have a bachelor’s degree or higher

Highly Aligned on Faith

> Over 93% agree or strongly agree with our Statement of Faith

Where SAPC should put more emphasis Top Five in order

> Helping members deepen their personal, spiritual relationship with God

> Providing Christian education for adults

> Helping the congregation understand their use of time, talents, and treasures as expressions of Christian stewardship

>Providing fellowship opportunities

> Providing pastoral counseling to help members deal with personal challenges

Adding Responses from All Three Questions (What Originally Attracted You, What Keeps You?, What Would Attract New People?)

>Top Five (in order)

- The pastors

- The friendly and welcoming environment

- The worship styles

- The music program

- The community and missional outreach

>Lowest Three (in order)

- The denominational ties

- Adult education program

- Other

#1 #2 #4

#3 #5

#1

#2

#3

#4

#5

SAPC CONGREGATIONAL SURVEY CORRELATING QUESTIONS

The following charts show the results of using Pivot Tables in Excel to correlate the answers from two questions in the Congregational Survey.

Appendix D: MissionInsite Report

The QuickInsite Report

Prepared for: Presbyterian Church, USA (Evangelism & Discipleship)

Study area:

Base State: AZ

Current Year Estimate: 2022

5 Year Projection: 2027

10 Year Forecast: 2032 Date: 10/28/2022

Semi-Annual Projection: Summer

About the QuicklInsite Report

The QuickInsite report is designed to provide a quick look at a geography defined by a user. It provides an initial impression of a study area through a set of 12 demographic variables, the top 10 Mosaic Segments and 5 Religious Beliefs and Practices derived from the Simmons National Consumer research data.

Two Sections

Two reports are provided on the following pages.

• The StoryView Report presents 9 demographic indicators of your study area.

• The ThemeView Report presents greater detail about those 10 indicators but organized around themes.

NOTE: Not all of the demographic variables available in the MI System are found in this report. The FullInsite or ExecutiveInsite Reports will give a more comprehensive view of an area's demographics and ViewPoint a fuller view of its beliefs and practices.

For more information on interpreting the various data on this report, please refer to the Supporting Information on the final page.

THE STUDY AREA

More Information

Please refer to the last page of the report for additional notes and interpretation aides in reading the report.

Sources: US Census Bureau, Synergos Technologies Inc., Experian

ThemeView

Demographic Descriptions of the Study Area

Population and Households Theme

Population is the most basic demographic characteristic. It indicates how many persons reside within an area and how that total changes over time. In addition, future population is forecasted looking out 10 years.

Population and Household History with 5 and 10 Year Projected Change

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 3

Population and Households Theme

Population and Household History with 5 and 10 Year Projected Percentage Change

Family households with children are changing. The traditional married couple structure is evolving into many different family expressions in which children are being raised. These data provide an insight into the family structures within the study area and then compares them to the state.

This table presents both the history and projections for family structures in the study area. Take note of the change column to discern how these family structures have changed and are projected to change in the future.

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 4

10 Year Average Age and Children 0 to 17 Trends

Age Theme

The age history and forecast reflect changes in a community. For example, two demographic trends currently in play are the aging of the Baby Boom generation and the decline in live births in the late 20th and 21st centuries.

Phase of Life

The Phase of Life 10 Year Change graph highlights life phases that will increase or decrease as a percentage of the total population in the forecasted 10 year future.

Phase of Life presents how a community changes and people age through their various life phases.

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 5

Education and Career Status Theme

The Education/Career Status theme portrays the level of education and the career types by the categories of Blue Collar and White Collar in the study area.

Adult Educational Attainment

The following graphs array the adult population 25 years of age and older within the study area by their level of education completed.

Adult Educational Attainment Compared to the State of AZ

Level of Adult Education

Lessthan9th SomeHSNodipl. HSGrad.(or SomeCollNo Assoc.Degree Bachelor'sDeg. Grad/Profess

Career Types: Blue Collar and White Collar

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 6

Community Diversity Theme

The diversity of a community is shaped by the racial/ethnicity of the people who reside in it as well as people's age, income and education.

NOTE: Race and ethnicity breakouts are based upon Census Bureau categories. Only those groups for which the Bureau provides extended detail can be reported.

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 7

Mosaic Lifestyle Segmentation Types

Community Diversity Theme

Mosaic Lifestyle Types provides insight into the behaviors, attitudes and preferences of the households within the Study Area. The result is a fuller multidimensional understanding of a community, neighborhood, zip code or other geography.

Top 10 Mosaic Segments

C12 Booming with Confidence - Golf Carts and Gourmets

C11 Booming with Confidence - Sophisticated City Dwellers

Q62 Golden Year Guardians - Enjoying Retirement

C13 Booming with Confidence - Philanthropic Sophisticates

J34 Autumn Years - Suburban Sophisticates

E20 Thriving Boomers - No Place Like Home

F22 Promising Families - Fast Track Couples

A02 Power Elite - Platinum Prosperity

O51 Singles and Starters - Digitally Savvy

L41 Blue Sky Boomers - Booming and Consuming

Learn about your Mosaic Households

To access Mosaic Portrait data click on:

Mosaic USA E-Handbook by Experian (To open in a new Tab hold Control key when you click on the link)

Handbook includes Mosaic Overview and two graphic pages for each of the 19 Groups and 71 Segments.

How to Read and Understand a Mosaic Portrait - Video

Understanding Mosaic Portraits for Mission Planning - Video

Faith based clients: To access the Mosaic application guide click on:

Mission Impact Mosaic Application Guide by Bandy (To open in a new Tab hold Control key when you click on the link)

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 8

Financial Resources Theme

Financial resources available is an indicator of community opportunity or distress. Three variables are presented in this category: 1) Household Income, 2) Family Income and 3) Poverty.

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 9

Supporting Information

Correlating the StoryView and DetailView Reports

The Detail View Report presents the important demographic detail behind the Demographic Indicators found on the QuickView page. It is organized around six themes.

Interpreting the Report

The QuickInsite report is formatted to help you interpret data at a glance.

Change over time: Several trend tables have a column indicating a change over time. Generally these tables begin with the last census, include the current year estimate, a five year projection and if available, a 10 year forecast. The data in each cell represents a percentage change up or down.

Indexes: Some variables will have a column called "Comparative Index." An index is an easy way to compare a study area with a larger area. For this report, all comparisons are with the state or states within which the study area falls. The indexes can be interpreted as follows.

• Indexes of 100 mean the study area variable is the same as its base area.

Color Coding: Both the "Change over Time" and "Comparative Indexes" columns are color coded to easily spot any change and the direction of that change.

Change: Increasing Stable Declining Index: Above Ave Ave Below Ave.

• Indexes greater than 100 mean the study area variable is above the base area. The higher the number, the greater it is above the base.

• Indexes less than 100 mean the study area variable is below the base area. The lower the number, the greater it is below the base.

Variable Definitions Support

Full variable definitions can be found in the MI Demographic Reference Guide. Download it free from the Help/Documents menu located on the map screen of your study area on the MissionInsite website.

If you need support with this report, please email MissionInsite at misupport@missioninsite.com.

Click to download the QuickInsite Worksheet. To open it in a new tab, press Ctrl when you click.

Sources: US Census Bureau, Synergos Technologies Inc., Experian Page 10

Appendix E: Ministry/Committee Survey - Blank Copy

On a scale of 1-5, (where 1 is Not as Important and 5 is Very Important), please rate how important it is to your Ministry or Committee that our next Pastor at SAPC exhibits these leadership qualities.

THEOLOGICAL / SPIRITUAL INTERPRETER

Compassionate – The Pastor is an advocate and has the ability to empathize and suffer with others and can be motivated by others’ pain. The Pastor is motivated by caring for others while concurrently keeping SAPC’s goals clearly in focus.

Hopeful – The Pastor maintains stability in the moment and maintains hope for the future; provides direction, guidance, and faith when describing basic needs; and helps followers to see a way through chaos and complexity.

Preaching and Worship Leadership – The Pastor is a consistently effective preacher and worship leader; is able to inspire from the pulpit; communicates a clear and consistent message through sermons that are carefully prepared and artfully delivered; projects the identity and character of the congregation through worship leadership presence.

Spiritual Maturity - The Pastor shows strong personal depth and spiritual grounding; demonstrates integrity by walking the talk and by responding with faithfulness of purpose; is seen by others as trustworthy and authentic; nurtures a rich spiritual life; seeks the wisdom and guidance of appropriate mentors; is able to articulate a clear and consistent theology.

Lifelong Learner – The Pastor is someone who uses every experience in life as a potential tool for growth; one who pursues continuing education and builds on strengths and seeks assistance to improve weaknesses.

Teacher – The Pastor creates learning environments where students are active participants as individuals and as members of SAPC; designs lesson plans that teach concepts, facts, and theology; effectively uses multiple learning tools to reach a wide variety of learners; revises instructional strategies based upon ministry/SAPC context.

COMMUNICATION

Communicator - The Pastor advances the abilities and talents of individuals and the organizations through active listening supported with meaningful oral and written presentation of information.

Bilingual – The Pastor has the ability to use two languages, especially with equal or nearly equal fluency; able to use multiple languages in communication.

Public Communicator - The Pastor demonstrates a comfortable ease when speaking in a variety of settings (both small and large groups) and is effective at addressing a variety of topics and is able to get messages across with the desired effect.

Media Communicator - The Pastor has experience developing materials for a variety of written or multimedia forms of communications (print, Internet-based, social media, etc.).

Technologically Savvy - The Pastor has the ability to navigate successfully the world of technology using software, blogging, multi-media, and websites as tools for ministry.

ORGANIZATIONAL LEADERSHIP

Advisor – The Pastor is someone who other people turn to for counsel and guidance; provides coaching; expertise for SAPC congregation or other churches.

Change Agent – The Pastor has the ability to lead the change process successfully; anchoring the change in the congregation’s/SAPC’s vision and mission.

Contextualization – The Pastor is able to accurately assess the context, environment, history, relationships and uniqueness of the SAPC congregation.

Culturally Proficient – The Pastor is someone with solid understanding of the norms, values and common behaviors of various peoples, including direct experience working in multiple cultural and cross-cultural settings.

Externally Aware - The Pastor identifies and keeps informed of the polity of the church; is current with laws, regulations, policies, procedures, trends, and developments both internally and in the larger society.

Entrepreneurial - The Pastor is creative in using resources; identifies opportunities to develop; is willing to take risks, initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage.

Risk Taker – The Pastor has the ability to take appropriate risk to accomplish needed goals; one who thinks outside the box and who is not afraid of challenging the status-quo.

Task Manager - The Pastor assures that effective controls are developed and maintained to ensure the integrity of SAPC; holds self and others accountable for rules and responsibilities; can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget; and monitors and evaluates plans, focuses on results and measuring attainment of outcomes.

Willingness to Engage Conflict - The Pastor steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can identify common ground and elicit cooperation from others in crafting mutual solutions.

Decision Making - The Pastor makes effective decisions, balancing analysis, wisdom, experience, and judgment; is aware of the long term implications of choices made; is generally regarded as offering solutions and suggestions that are correct and effective.

Organizational Agility - The Pastor is astute about how the church works; knows how to get things done through formal and informal channels; understands the importance of supporting good policy, practice, and procedure; appreciates the power in the culture of a congregation and is politically savvy.

Strategy and Vision - The Pastor sees ahead clearly, keeping focused on the larger picture; can anticipate future consequences and trends accurately; is future oriented; casts a compelling and inspired vision for a preferred future; sees possibility; crafts breakthrough strategies.

Financial Manager – The Pastor delivers results by maximizing SAPC effectiveness and sustainability through the best use of available financial resources; allocates and manages finances transparently; implements strategies to achieve operational efficiencies and value for money; puts in place rigorous and comprehensive financial accountability systems.

Funds Developer – The Pastor maintains the ability to solicit donations used to fund the budget of SAPC; effectively expresses the needs for funds to potential donors; is responsible for adding new potential donors to the SAPC’s contact list; prepares statement of planned activities and enlists support for mission initiatives.

Collaboration - The Pastor has a natural orientation toward getting people to work together; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; creates strong feelings of belonging among group members; is a good judge of talent and can accurately assess the strengths and limitations of others.

INTERPERSONAL ENGAGEMENT

Interpersonal Engagement - The Pastor displays a consistent ability to build solid relationships of trust and respect inside and outside SAPC; engage people, organizations/ other churches, and partners in developing goals, executing plans, and delivering results; use negotiation skills and adaptability to encourage recognition of joint concerns, collaboration, and to influence the success of outcomes.

Bridge Builder – The Pastor possesses a certain responsibility for the unity of the congregation; works to connect people of different cultures, worldviews, and theological positions.

Motivator - The Pastor creates and sustains a congregational culture which permits others to provide the quality of service essential to high performance. Enables others to acquire the tools and support they need to perform well; and influences others toward a spirit of service and meaningful contributions to mission.

Personal Resilience - The Pastor learns from adversity and failure; picks up on the need to change personal, interpersonal, and leadership behaviors; deals well with ambiguity; copes effectively with change; can decide and act without having the total picture; comfortably handles risk and uncertainty; seeks feedback; expresses personal regret when appropriate Initiative - The Pastor demonstrates ambition, is highly motivated; is action oriented and full of energy for things seen as challenging; seizes opportunity; pushes self and others to achieve desired results.

Flexibility - The pastor adapts behavior and work methods in response to new information, changing conditions, unexpected obstacles, or ambiguity; remains open to new ideas and approaches; and works concurrently on related and conflicting priorities without losing focus or attention.

Self Differentiation - The Pastor demonstrates strong and appropriate personal boundaries in relationships; has a healthy appreciation of self, without being egotistical; is emotionally mature; can maintain a less- anxious presence in the midst of turmoil; is not overly dependent upon outside affirmation; works to build a strong personal support system.

Appendix F: Ministry/Committee Survey - Full Results

Appendix H: Staff Survey - Full Results

MISSION PARTNER SURVEY

1. What is the name of your mission/organization?

a. (open response field)

2. To the best of your knowledge, how long has your mission/organization worked with St. Andrews?

a. 1-2 years

b. 3-5 years

c. 6-10 years

d. 10+ years

3. What best describes your mission/organization’s location?

a. Local Organization in Tucson/Pima County

b. National Organization

c. International Organization

d. Other:_______________

4. Who from St. Andrew’s does your organization have interactions with? (Check all that apply)

a. Mission Committee liaison or leader

b. Outreach Coordinator, RuthAnn Smithrud

c. St. Andrew’s Pastor

d. St. Andrew’s Staff

e. St. Andrew’s Church Members

5. How does St. Andrew’s support your mission/organization? (Check all that apply)

a. Financially

b. With time/talents (volunteers) from the St. Andrew’s community

c. Providing guidance or leadership

d. Connecting us with other missions/organizations

e. Partnering on outreach/missions/mission projects

f. Other:_______________

6. How would you best describe the nature of your relationship with St. Andrew’s?

a. St. Andrews provides support to my organization

b. My organization and St. Andrew’s are equal partners, each supporting the other

c. My organization provides support to St. Andrew’s

7. What leadership qualities do you see as most important for the head pastor of St. Andrew’s (leader of a mission partner of yours) to possess? (please choose no more than 10)

a. (list all of the 25 leadership competencies)

8. Please select the position that best describes your response to the statements below: (provide Likert scale with options: Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree, Strongly Agree)

a. St. Andrew’s communicates well with us.

b. St. Andrew’s is easy to work with as a mission partner.

c. St. Andrew’s fosters a mutual partnership when supporting missions/organizations.

d. The process of partnering with St. Andrew’s is transparent and easy to navigate.

e. I have a good understanding of St. Andrew’s mission and vision because of our work together.

f. If St. Andrew’s disappeared tomorrow, my mission/organization would be negatively impacted by their loss.

g. St. Andrew’s has made a positive impact for my mission/organization.

9. Is there any other information you would like to share with us that may assist us with our search for a new head pastor? What else do you think is important for St. Andrew’s to know from your perspective? (open response field)

Appendix J: Ministry & Committee Survey - Full Results

Appendix K: Data From Listening Groups

St. Andrew’s Presbyterian Church (SAPC) Listening Group Sessions

Appendix K – Summary Notes & Themes

1. WHAT BROUGHT YOU TO SAPC?

Key Themes: Preaching & Pastors

> Preaching - many people said this, all came at different times, but strong personal connections with Pastors Dulaney, Bettridge & Toole mentioned frequently, multiple pastors with a caring mindset

> Holy Spirit and prayer-driven church, word of God preached

Welcoming Environment

> Fellowship/People – welcoming people, personal connection, feels like a family

> Friendliness - Hospitality and fellowship programs that encourage

> community

> Invited – felt like home, welcomed personally by pastors and staff

> Growing, very welcoming, all are welcomed, including “snowbirds”

> Family friendly

Small Groups

> Small groups make community accessible, made larger church congregation seem smaller

Missional tradition & Giving to the Community

> Giving – missional focus, giving to the community, ways to use your gifts, 10% of church budget devoted to missions

Music

> Music – quality, not a distraction, dynamic worship that ministers to us

Christian Education

> Sunday school, Youth ministry, Great children’s ministry

> Christian education programs

> Preschool

Other Responses

> Location – close to home

> Denomination (Presbyterian)

> Small service size (7:30am)

> Church picked me

> Members inviting us

> Openness to multicultural diversity, organic formation

> Looking for a church that affirmed women in leadership roles (several former female pastors), Strong women

> Pastor Carla recognized me as a first-time visitor and came out into the congregation (from the pulpit) to join hands with me during a song

> Website, there appeared to be a lot going on

> Married here

2. WHAT KEEPS YOU AT SAPC?

Key Themes: Community

> People, the culture

> Traditional service – tight knit group

> Community and friends, relationships made, fellowship

> This is my church family

> The community and friends we have made

> The faith family we have here, community

Relationships

> Friends – and people they know

> Fellowship – long time small group “families”

> Friends, fellowship, small groups

> Close connections to pastors that used to be here

> Relationships

> Family

> Small group connections

Same things that attracted us to SAPC

> Word & sacrament

> Teaching

> Mission and community outreach

> Mission emphasis

> Mission partners

> Being a missional church – reaching out

> Preaching

> Traditional service option

> Music program

> Variety of programs – enough for all, keeps people engage and coming back

> Youth program

> Great youth programs

> The preschool

> The progressive denomination

> Jim Toole was a big part of what kept us here, his welcoming, inclusive thoughts, the way he affirmed women and uplifted everyone

> Blind loyalty and feeling that people shouldn’t “church hop”

> I probably wouldn’t choose this church again right now

> All the same things that brought me to SAPC

3. WHAT ARE YOUR HOPES AND DREAMS FOR SAPC?

Key Themes: Strengthen Community

> Adult discipleship – stronger program

> Campus – more unified

> Strengthen personal connections – more welcoming, reach out to nonattendees

> Making congregational community across all services (reduce # of services?)

> Biblical-based preaching

> Strong self-identity as a church

> Stay family friendly, open, welcoming

> Keep promoting our church values

> Stronger sermons – with meat

> Reach out to people who have not been in church for awhile

> Bridge intergenerational experiences for the church

> More cohesive congregation

Revitalization & Growth

> Establish a new committee on Growth – focus on attracting and retaining members

> Create a Young Adult Ministry

> Keep growing

> All ages involved and active – intergenerational in action

> Perhaps online services could be a strong outreach a tool to grow engagement

> Many small groups active and on-going, regular new opportunities to get involved

> Need committee focused on future growth of the church and retention

> More fellowship events for everyone

New Programs to Attract more people

> Small groups – magnet for attracting young couples

> Family Ministry – future of the church (Amen!)

> More fellowship groups

> We need to be more gender accepting and LGBTQ welcoming

> Intentionally reach out and grow 25-45 year old demographic, currently there are no programs with this group in mind, they are the future of this church

> Support groups – young couples, small groups, reach people at different ages

> Need programs for young families with children

> Marketing – more/better advertising

> Improved communications

- What have been attendance trends?

- Where are people?

- More transparency on website

- Printed weekly news!!! Printed Cross Currents

- More info on picture board – Titles and contact info for Pastors, Session, Trustees, Deacons

Other Suggestions/comments

> HUGS - restore transportation

> We are still going thru PTSD as a church community from loss of Jim Toole and the pandemic

> We need a healing service to acknowledge losses and revitalize new core of attendees

> I miss the 2-3 questions of application from the sermons that Jim used to ask at the end in sermon notes

> Nametags!

> Personal connections even though large congregation

> Pastors at exit doors, greeting after services (even with Covid)

> Fully affirm LGBTQ people

> More diverse representation on staff and in congregation

> Communicate information clearly to the congregation – printed paper weekly bulletin & Cross Currents

> Older members do not have computers, don’t use QR codes – that seems geared toward younger generation

> Better inter/multi generational communications

> Welcoming to LGBTQ community

> Healing service to honor those who have died or left

> Need deeper sermons

> Need strong preacher

> Broaden church pastoral staff

Appendix L: Data from Carousel Brainstorming

SUMMARY OF THE RESULTS FROM CAROUSEL BRAINSTORMING SESSIONS for SAPC’s Congregational Mission Study Report September 2022

Below are additional details for each of the questions used in the Carousel Brainstorming sessions. Each of the themes are listed in order by the highest vote count. All of the examples for each theme are also listed in order starting with the most votes for each topic within each theme. It should be noted that the participants selected the themes and did the grouping during each session, so there is variability in the themes that were selected and the detail level of the themes. Also, for every question there were additional themes that are not included below. In general, the top themes are listed where the vote count remained relatively close. Once the vote count from one theme to the next dropped by about half or more, the additional themes are not included below.

Detailed Results by Question

Q1: What does SAPC do well?

Theme Votes

• Children & Youth 69

• Examples: Preschool, Children, Youth, Playground, Vacation Bible School

• Missions & Outreach 41

• Examples: Missions, HUGS, Incubating new ministries, Mission work locally

HUGS stands for Happily Under God’s Supervision and is our non-denominational senior outreach ministry

• Worship & Music 40

• Examples: Music, Strong Biblical Teaching, Scriptural Focus

Q2: What does SAPC not do well?

Theme Votes

• Church Programming & Group Opportunities 71

• Examples: Lack of fellowship groups or activities, Programs for 25 to 50 year-olds, Adult Sunday School, Equipping next generation

• Communication 70

• Examples: Communication, Informing congregation of ministries and activities, Checking in with congregants who aren’t attending, welcoming visitors

• Diversity 31

• Examples: Affirm LGBTQ folks + more, Promote racial reconciliation

• Contemporary Music & Worship 29

• Examples: Meaningful meaty sermons currently, In person giving box or offering plate, Congregational singing contemporary

• Caring Ministry 21

• Examples: Pastoral visitation, Reach out to shut-ins drive to church, Caring for the older generation.

Q3: What could SAPC do differently?

Theme Votes

• Community Events & Adult Ministry 92

• Examples: Bring back small groups and advertise them, More family events, Bring back “Couples Connecting” social groups, Young married groups

• Communication 51

• Examples: Communicate better what the church offers, More written announcements, Have Elders/Deacons assigned to a group of congregants and check on them, Contact people who have left to ask why they left

• Marketing 48

• Examples: Offer printed bulletin, Communicate what is going on and who is in charge of what, Offer printed Cross Currents, Communication reaching all generations

• Worship 44

• Examples: Deeper sermons, Actively use Youth in worship, Depend on the Holy Spirit, Work on healing church

Q4: What is SAPC’s Vision for Ministry?

Theme Votes

• Worship 93

• Educate children, youth and adults, Intergenerational, Focus on Jesus, Provide worship experiences to all ages and preferences

• Community Outreach 68

• Examples: Be Jesus to the world, Community outreach, Mission to Tucson community and the world

• Disciple Making 43

• Examples: Know God, To nurture and transform lives, Instruct the faithful and those new to the faith

• Congregational Care 31

• Examples: To shepherd the congregation, Build the church, Rebuild the church

• Ministries/Programs 24

• Examples: Grow younger and multi-generational, Be inclusive of LGBTQ+ of all

Q5: How does SAPC feel called to reach out to address the emerging needs of our community or constituency?

Theme Votes

• Reaching Outward & Missions 162

• Examples: Service Worship, Faith That Works, Sandwich Squad, Using our Mission funds wisely such as showers, Mission partners

• Internal Growth & Care Ministry 77

• Examples: Stephen Ministries, HUGS, Reach families and children, Deacons

Q6: How will a new minister help SAPC to reach our vision and mission goals?

Theme Votes

• Pastoral Focus Vision Goals 154

• Examples: Led by the Holy Spirit to do God’s will and plan with us, Biblical preaching, Vision Leadership, Encouraging members to find and use gifts to serve, Seeking God in prayer, Pastoral visitation, Preach from the Bible community outreach be available when needed

• Shepherding Congregational Goals 55

• Examples: Reach out to the church (25-50 yo demographic), Help us identify our blind spots + areas of growth, Shepherd congregation