new beginnings assessment - Indianola Presbyterian Church
Transcription
new beginnings assessment - Indianola Presbyterian Church
NEW BEGINNINGS ASSESSMENT Indianola Presbyterian Church Columbus, Ohio Presbytery of Scioto Valley February 12, 2015 The Rev. Dr. Cheryl Ann Elfond Assessor CONTENTS Indianola Presbyterian Church Columbus, Ohio INTRODUCTION ..............................................................................................Page 3 CONGREGATIONAL HISTORY..........................................................................Page 6 THE CURRENT CONGREGATION .....................................................................Page 12 THE COMMUNITY...........................................................................................Page 18 ONLINE PRESENCE .........................................................................................Page 24 FACILITIES EXAMINATION ..............................................................................Page 25 FINANCIAL REVIEW ........................................................................................Page 37 SUMMARY ......................................................................................................Page 42 FUTURE STORIES ............................................................................................Page 44 A FINAL WORD ...............................................................................................Page 48 Appendix A: APPRECIATIVE INQUIRY NOTES .................................................Page 49 Appendix B: REDEVELOPMENT STRATEGIES..................................................Page 57 Appendix C: MOSAIC HOUSEHOLD TYPE DESCRIPTIONS ...............................Page 58 Appendix D: EXECUTIVE INSITE DEMOGRAPHIC DATA 2 INTRODUCTION Indianola Presbyterian Church has played a vital role in the community surrounding The Ohio State University for over 100 years. Church participants at Indianola have consistently found a community that is open to the expression of doubts as well as faith, attentive to providing meaningful worship experiences through music, prayer and the spoken word and dedicated both to faith-based inquiry into the pressing questions of the day and to social action that flows from inquiry. As the immediate neighborhood has changed over the years from owner-occupied residences to rental property primarily for students, Indianola has sought to minister to material and spiritual needs. The Indianola Children’s Center is a prime example of a ministry that seeks to address current needs for childcare and learning opportunities for preschoolers in an atmosphere that emphasizes “peacefully growing children.” Despite vandalism and thefts that mandate increased security, the church has sought to be welcoming to students, for instance, through the annual Midnight Breakfast and providing space for conversational ESL and a quiet place to study during finals. While some specific challenges may be unique to Indianola, other challenges like declining membership and worship attendance are common to many Christian churches. This assessment is designed to help participants at Indianola Presbyterian Church take a fresh look at your life as a faith community in the immediate vicinity of The Ohio State University in Columbus, Ohio. We will be reviewing the history of your congregation with a special focus on the past ten years or so. We will be reporting on the building itself, on your finances and your relationship to the community around you. You will find lots of good news about your church to be shared and celebrated in this report as well as challenges to be faced as a relatively small church in an urban neighborhood full of university students. At the end of this written assessment you will find several future stories designed to stimulate your dreaming and visioning about how your church might expand your mission and ministry with God’s help. WHY NEW BEGINNINGS? Christian congregations have a calling from God: We are to develop faithful and effective ministry that shares the Gospel experience—namely God’s unconditional love and justice—with a hurting world. 3 While the message of God’s love remains constant, ministry today doesn’t look like firstcentury ministry. In fact, today’s ministry doesn’t look like ministry even a decade ago! Often, once-thriving congregations find themselves in declining health or at least stuck in patterns that seem to be leading toward decline. They need help to discern God’s unique call again; help to regain their vitality; or help to direct their remaining assets into the ministry channels they determine to be most appropriate to their mission. To renew their passion, struggling congregations also may need a little help looking objectively at their situation. A small book called The Elephant in the Room: Silence and Denial in Everyday Life by Eviatar Zeruvabel (Oxford University Press, 2006) describes how organizations conspire to hide from the truth. They are afraid to (or don’t want to) see realities that represent unwelcome change. They need someone who cares what happens to them, but who is far enough removed to offer a credible reality check on the landscape around them. Out of that need, New Beginnings was born. The Presbyterian Mission Agency Office of Church Growth -- a ministry of the Presbyterian Church (USA) -- has a passion for seeing new life in congregations. With the power and presence of the Holy Spirit, we hope this assessment helps your congregation in three ways. The first intent of this assessment is to help your congregation come to clarity about decisions you need to make in terms of the use of your assets/resources for mission. The second intent is to give your congregational leaders tools for defining a future story in mission that is true both to historic commitments and relevant for 21st century need. The third intent is to help your congregation begin to make the shift from an attractional model of ministry (where people “come to church” as a place to get their needs met) to a missional model of ministry where disciples are empowered to “go from the church” to live as Christian witnesses in the world. New Beginnings is a discernment tool designed to empower your congregation with an assessment and reflection process to help your congregation be intentional about discerning God’s call for future mission. To be sure, this is NOT a “fix-it” manual. This report does not claim to tell congregations what they “should” do about their future. While members of the national staff are available to be in conversation with the congregation through this process, the congregation ultimately makes the decision about its future without interference. You do it in conversation with other leaders and congregations who face similar circumstances. YOU are the experts about your community and congregation. New Beginnings just holds up a light to make that God-given message a little easier to read. WHERE DID THIS REPORT COME FROM? Your congregation’s leaders and your presbytery worked closely with the Rev. Dr. Cheryl Ann Elfond, an assessor trained by the Office of Church Growth, who wrote this assessment. The onsite New Beginnings Assessment was held on Thursday, February 12, 2015, at the church. It included a complete tour of the facilities and property, as well as 4 a meeting with financial officers of the church to discuss finances. The assessment visit also included a “windshield tour” of the community to confirm the demographic data. That evening, the Rev. Tracy Keenan, a representative of the Presbytery of Scioto Valley, conducted an Appreciative Inquiry session with about 42 participants. These folks discussed their engagement with the church, their perceptions about congregational life today and their opinion about the congregation’s position on the Congregational LifeCycle scale. The onsite visit amounted to about six hours of “face time” with the congregation. Additionally, data in this report came from congregational records and from the past ten years of the congregation’s reports to the Presbyterian Church (USA). Information collected includes demographic data about the participants in the church, their approximate tenure in the congregation, income and expense reports for the past three years and a current balance sheet. This information about your congregation is collected, sorted, and measured to give all of us a better idea of the factors that impact your congregation’s ministry in this time and place. WHERE DO WE GO FROM HERE? The Leadership Training Event will provide a context for the report and help congregational leaders strategize further conversations within the congregation. Some of those who participate in this training then agree to lead House Meetings (small group conversations) in the next phase of the New Beginnings process. House Meetings (held in homes or at the church) should engage at least 50% of the worshipping congregation to discuss the report. The schedule for your House Meetings is determined by your church. Participants will engage the conversation to discuss what they believe is God’s mission for the church. Through conversations about these following questions, you will begin to name and claim what you feel God is calling you to do and be in your community: 1. About what are the people in our congregation deeply passionate? 2. At what do we need to be the best, given our particular context for mission? 3. What resources do we have that will ensure that the ministry is sustainable? But, your first step is to take a look at the congregation’s current context and condition. You will find in this report an analysis of your congregation now, and a number of options that seem most appropriate for the congregation moving forward. This process is ultimately designed to help the congregation have a healthy—and holy—conversation that engages all interested members in creating a New Beginning together. Your national staff and your presbytery leaders stand ready to support your New Beginning. 5 CONGREGATIONAL HISTORY Indianola Presbyterian Church was founded in 1909. The Rev. Dr. William Oxley Thompson, President of the Ohio State University at that time, was involved with the organization of Indianola. He served as Interim Pastor at Indianola for a little more than a year after leaving the presidency of OSU and was elected Moderator of the General Assembly in 1926. A more than life-size bronze statue of Dr. Thompson stands on a pedestal on the campus oval in front of the main library. The church has occupied the same main sanctuary building built in 1915-16. Framed pictures from 1916 show the procession from the church house to the new church building dedication as well as a Sunday School Picnic. An educational wing added in 1953-55 was named after Dr. Thompson. This wing is spacious, but was not nearly as elaborate as the initial plans outlined because of a shortage of funds. Shortly thereafter a church-owned house across Waldeck Avenue that had been used for Sunday School classes and as a manse was torn down and that property became the church’s main parking lot. Over the years since that time the church has purchased three houses adjacent to the church property. They have been used for various ministries, e.g., transitional housing for troubled teens, a Taiwanese church start-up and a feminist newspaper. They are currently are being rented out to students with the net cash flow covering the church’s two mortgages. In the mid-1990s a revitalization project restored the sanctuary after significant water damage, and installed modern lighting, remodeled Thompson lounge, moved the church offices and installed a heat pump system for the church offices and the pastor’s office. Another revitalization project in 2003 installed modern forced-air heating and airconditioning in the sanctuary building and a new boiler for the Thompson Hall building, remodeled or updated entrances, hallways, restrooms, Fellowship Hall and the nursery, and tuck-pointed a significant portion of the stonework. At what some members consider the height of the ministry, Indianola boasted 1,500 members with two worship services on Sunday morning and with people filling all three balconies. The congregation called the Rev. Marideen Visscher as an associate pastor in 1965, the first ordained clergy woman in Ohio and the first woman to be called as a pastor in central Ohio. Since that time 7 women from Indianola have been ordained to the ministry including one ordained on January 25, 2015. While any congregation has no end of stories, achievements and legends to share, we pay particular interest to the last decade or so of the congregation’s history. During this time the congregation adopted the slogan, “Inquiry, Prayer and Action,” as shorthand 6 for their mission statement. A preschool that began renting space in the church building on an emergency basis in about 2002 has since become a non-profit ministry of the church known as The Indianola Children’s Center. ICC, as it is known, provides preschool, day care, and a pilot project for before and after school program in cooperation with Graham Primary School. In 2014 ICC turned the playground into a Certified Nature Explore Outdoor Classroom. Today, the church averages 81 in worship, oversees the Indianola Children’s Center, sponsors a “Welcome Back Students” Midnight Breakfast, plays a key role in UKirk@OSU (campus ministry) along with Covenant and Overbrook Presbyterian Churches by providing office and meeting space as well as funding and participates actively in BREAD (a faith-based social action agency), Neighborhood Services, Mid-Ohio Workers Association, the CROP Walk and the LGBT Pride parade. BY THE NUMBERS Your congregational history includes lives, words, songs and achievements that defy measurement. But this report, you may already have noticed, dwells on data – numbers, numbers, and numbers! Why do we seem so interested in numbers? In part, we pay attention to numbers because they help us track changes over time; they show growth or decline in giving or attendance, along with other information that signals the trends of the last decade that seem to impact your congregation. Numbers are not the only measure of vitality. Yet numbers provide insight into the direction the congregation is heading. We also track numbers because the size of a congregation determines the best approach to ministry in that context. Church consulting colleagues at the Alban Institute point out that size makes all the difference in the world in how a congregation operates. And if your congregation, for example, was once a large church that has since become a small church, this information may be critical to understanding the way forward. Most likely, your solutions today will not be accomplished the way they were in days of your former glory. Understanding this is half the battle in regaining your footing as you strive to be faithful to the congregation’s call. SMALL CHURCHES FOCUS ON RELATIONSHIPS Small “family-sized” churches (50 or less people in average weekly worship) tend to resemble extended families and thus emphasize fellowship, relationships, intimacy, belonging and member involvement. People matter more than performance, so high value is placed on volunteering, rather than on professional skills one may possess for the work that needs to be conducted. Churches with fewer members actually rely more heavily on lay volunteers. These small churches tend to be lay-led organizations, and thus they may be reluctant to hand over too much authority to the minister. The perception of the minister’s job is to love the members – and that relationship trumps even mediocre preaching. In the estimation of small congregations, ministers need interpersonal skills more than academic credentials or leadership qualities. The small-church minister is but one leader among many—and, in many cases, may not be the most influential. 7 BIGGER ISN’T BETTER—JUST DIFFERENT Congregations that are “pastor-centered” (with 51-to-150 people in weekly worship range) tend to hand over more responsibility for care of the congregation to the pastor. In these congregations, the pastor’s presence at meetings and activities is very important. The pastor brings most proposals to the church board for decision. Most decisions involve the pastor in one way or another. Lay leaders are primarily those who are empowered by or taught by the pastor. Congregations that are “program centered” (150-to-400 worshipper range) have expectations that are different from smaller congregations. Those who attend programsize churches tend to seek quality over relationships. They want well-run programs, well-organized activities and professional leaders. Many leadership roles are filled by paid staff people (musicians, children and youth coordinators, bookkeepers, facilities managers, etc.). In smaller congregations, these roles would be filled by trained volunteers. The governance structure of the large church is often very large with several clearly defined committees and/or ministry teams. First, with an Average Worship Attendance of 81, this congregation is a PASTORCENTERED church. To learn more about this topic, and your church’s size, we recommend reading Alice Mann’s books, The In-Between Church: Navigating Size Transitions in Congregations, and Raising the Roof: The Pastoral-to-Program Size Transition. If you are experiencing utter frustration that what used to work DOESN’T work any more, you may be facing a size shift. But chances are, there are other dynamics at work in your congregation as well, including: changing demographics in your neighborhood, inability for differing generations to agree on the way mission and ministry should be done, and outdated modes of decision-making and organization. To understand the specific dynamics at work in your congregation, a number of other factors should be addressed. TEN-YEAR TRENDS In order to look at ten-year trends, we turn to the data that can be found in the past 10 years of your congregation’s annual reports to the denomination. It can be found online at http://www.pcusa.org/search/congregations/ First, let’s look at Average Worship Attendance over the last ten years. Trends in attendance offer other clues about the health of the congregation. 8 As demonstrated in the chart below, the congregation has experienced a DECLINE in Average Worship Attendance (AWA) and Membership over the past 10 years. Average Worship Attendance (AWA) is the most helpful measurement of member engagement in a congregation, so we pay special attention to this figure. Your congregation’s growth/decline trends do not happen in a vacuum. It should be noted that the community in which the church serves has grown by 7.8 percent from 2000 to 2014. Despite the undeniable fact that much of the population is transient, this reflects a possible disconnect to the community that should raise a red flag for the congregation. Congregational giving is also an indicator of member engagement. We pay attention to this number because as participants deepen their level of engagement with the church, their giving usually follows. Often times this indicator lags behind the Average Worship Attendance figures. That is, AWA may decline or grow at a faster rate than giving. During the past ten years, the congregation has reported CONSISTENCY in contribution income. This is the total income reportedly received by the church. This is demonstrated on the chart below. Income figures alone do not tell the whole numbers story. It is important to measure the congregation’s giving against the Consumer Price Index (CPI) to see if giving has kept 9 pace with inflation over the past ten years. Because of inflation, it may be possible for a congregation to increase its revenue, but actually have fewer funds available for ministry. The chart below demonstrates that congregational EXCEEDED or KEPT PACE with the CPI from 2004 through 2009. This indicates growing commitment by participants in the church during that 6 year period. However, the chart below also demonstrates that congregational giving HAS NOT KEPT PACE with the CPI in the 4 years since 2009. This indicates declining engagement. NEW PEOPLE The final measurement of engagement in the past ten years is the number of additional people the church has welcomed. It is important to note the relationship between adult baptisms and transfers. Comparing these two figures demonstrates the congregation’s passion for both reaching new Christians AND welcoming those who have already made their commitment to Christ. Healthy congregations show evidence in both areas. The chart below shows evidence of GAINS, but only one ADULT BAPTISM. This indicates that the congregation has more experience caring for those with some maturity in faith rather than seeking those who have not yet experienced the Gospel message themselves. 10 When we consider membership and average worship attendance over the congregation’s past ten years, there is little doubt that the congregation is in a declining situation. Contributions did keep pace with the CPI through 2009 but have not kept pace since then. Reversal of these trends will be necessary if the congregation expects to exist into the future. The church is in need of dramatic adaptation in order to effectively reach out into the community again. 11 THE CURRENT CONGREGATION The congregation provided information on each participant, defined as, ‘those who attend four times per year or more.’ We use this data to paint a partial picture of the current congregation and to compare the congregation to its immediate neighborhood. While detailed information about the neighborhood comes later in the report, this section will compare the data on the congregation with U.S. Census data from a church demographic service partner. Looking at data about itself and its community helps a congregation clarify who it is, where it is, what the needs are in the community and what opportunities exist for vital ministry. We will also look at where participants live in relationship to the church building. These figures help us determine the “match” you have with the community around you. Do members live where the congregation is located? If not, how does this faith community stay in touch with the needs of the neighborhood? In some cases, congregations exist in an entirely different location in the city from where their members’ homes are concentrated. They have continued to decline in membership as they have attempted to “commute” into worship and serve a neighborhood from which they have grown apart. The first graph shows the ages of participants in the congregation and the ages of those who live in the community. The blue bars show the percentage of participants in the congregation in each category. The red bar is how that compares with the total population of the United States, and the green bar is the breakdown compared to the community. The data related to the red and green bar comes from the U.S. Census Bureau. 12 The chart shows that 37.8 percent of the congregation is of the Boomer generation or higher, while 11.23 percent of the wider community is in that category. This measurement is important to the future of the congregation as it speaks to how well it is connecting with those in the community. It is also important to look at the split between older and younger generations within the congregation itself. Vital congregations will normally experience a 50-50 split between the younger and the older groups. The split at Indianola is 62-38 in favor of the younger groups. This is somewhat unusual since established congregations typically show an imbalance in favor of the older groups. It might be interesting to explore the implications of this imbalance. The next chart illustrates the Racial/Ethnic Gaps of the congregation related to the community in which it is a part. This data also comes from the U.S. Census. NOTE: It may severely undercount the Hispanic population in your area. This data is only broken into five basic groups and does not show more detailed nuance within each group. Some of that nuance is available in the Full Insite Demographic report from Mission Insite that will be given to church leaders in electronic form. Congregations are still highly segregated on Sunday mornings, which means that gaps are likely to appear in this arena. However, if the congregation is in a changing area, and has declining members of their racial/ethnic group represented in the congregation, it is an indicator of a significant gap. For example, if you are predominantly one racial-ethnic group in a community that is predominantly another, the congregation may have a significant gap that it should consider in the future. The predominant racial-ethnic group for both the church and the study area is Anglo so the congregation’s situation does not match the comparison. Another important indicator of congregational life is the tenure of its participants. While it is a good sign of stability to have long-term members, it is also important to the congregation to have new participants. New participants bring innovations, energy and 13 a new perspective to the church. And new members help you measure the effectiveness of your efforts to reach beyond your doorsteps into your community with the Good News. Healthy congregations usually demonstrate a 50-50 split with participants who have been in the church five years or fewer, with those who have been there more than five years. A congregation with too many “old timers” is not likely to be very receptive to new ideas, or creativity. Indianola has a 32-68 split with significantly more participants who have been involved for more than five years. In fact the split is 47-53 in favor of participants who have been involved for more than ten years as shown in the pie chart below. 14 Finally, we have explored the relationship of participants with the location of the church building. A pin-map has located the home of each participant and shown them in relation to the church facility. A congregation that has a good relationship with its immediate community will normally display at least half of its households within a seven-minute circle around the church. If no one in the church lives within a ten-minute drive, the congregation has a severe gap in relating this immediate community. The blue line shows a ten-minute drive to Indianola from any direction. The green pin represents the church location and the red pins represent the home addresses of church participants. It appears that at least half of church participants do live within the tenminute drive. Interstate highways form both physical and psychological boundaries. In this case very few participants live east of I-71 and few live south of I-670. The Ohio State University occupies a good portion of the area within the blue outline. An additional area of inquiry is to measure how people participate in the life of their congregation. This begins to illuminate what kind of church we have – and our priorities 15 as a congregation. Through interviews and a review of the annual church calendar, we can measure the kinds of engagement people have with the church in four categories: • • • • Spiritual Development: These are activities whose purpose is direct spiritual or discipleship growth. These could include prayer groups, Bible Studies, Sunday school classes, or similar gatherings hosted by the church. Relational Development: These are activities where the purpose is deepening relationships. It could include social events like meals, fellowship groups, “game nights,” etc. These groups may feature devotion or prayer time, but they are primarily social in nature. Fund raising activities are included in this category. Direct Mission Service: These are congregationally organized expressions of service to the wider community. It could include mission trips, serving hot meals to people in need, or tutoring school children, for instance. In such activities, participants have direct contact and build relationships with those being served. Decision Making: These are committee meetings as well as administrative groups that plan ministry activities. As you can see, these are all congregationally run activities, and do not count people’s individual efforts or the activities of non-church-related groups that use the facility. This is a measurement of the kinds of activities, and the numbers of people engaged with them. Some activities may have overlapping purposes, but most favor one direction over another and are assigned accordingly. This measurement is determined by multiplying the total number of hours by the number of church people involved. Participation at regular and/or weekly worship services is not included in this formula. Ideally, we would see an equal balance of spiritual, relational and missional activities – each around 30%, with decision-making around 10%. This balance is needed to form well-rounded disciples, who grow spiritually, grow in relationship with one another, and 16 serve the community in meaningful and needed ways. In many cases, these get out of balance as a church drifts into doing more of what it finds most comfortable. Vital churches have also discovered that younger generations (as well as many people new to a congregation) and older or long tenured members have different values in terms of what they find engaging in congregation life. If a church wants to have a bright future, it needs to be strong in the areas that younger people will resonate with – namely direct mission service and spiritual development. The chart above demonstrates that the congregation is OUT OF BALANCE in its engagement patterns with these particular patterns emerging: WEAK ON SPIRITUAL ACTIVITIES: This pattern emerges when a congregation has gotten so busy having fun together or doing service together that they forget to engage in the very things that make church life different from any other group in the community. A lack of spiritual activities will lead to a congregation that does not grow spiritually from year to year and so depends on routine more and more. HEAVY ON RELATIONAL ACTIVITIES: This pattern emerges when a congregation focuses on fellowship activities or on raising money for mission rather than doing mission itself. People may have a deep sense of community, but without the other components, it can easily become in-grown. 17 THE COMMUNITY Columbus, the capital city for the state of Ohio and the 15th largest city in the United States, is home to the Battelle Memorial Institute, the world's largest private research and development foundation; Chemical Abstracts Service, the world's largest clearinghouse of chemical information; NetJets, the world's largest fractional ownership jet aircraft fleet; and The Ohio State University, Major highways near Indianola Presbyterian include I-71 to the east, Route 315 to the west and I-670 to the south. Churches within a few blocks of Indianola Presbyterian on the north side of the OSU campus include St. Stephen’s Episcopal, University Baptist and St. Thomas More Newman Center. Today the immediate neighborhood around Indianola Presbyterian Church is dominated almost exclusively by student rental properties, fraternities and the campus of The Ohio State University. Beginning in the 1950s OSU expanded rapidly due in part to students taking advantage of the GI Bill; at the same time houses in the neighborhood were turning over in ownership with the predominant pattern of single-family homes being sold and turned into student rental property or being torn down and replaced with small apartment buildings. The most recent trend is in luxury apartment buildings for students like the “View on High” complex being built at North High and E. 18th Avenue just a long block from the church. The Clintonville area, a neighborhood to the north of the Indianola/OSU area, has become a very desirable residential neighborhood especially since the turn of the 21st century. Homes date from the 1920s to the 1950s and range from kit houses sold by Sears and Montgomery Ward and the standard American foursquare in South Clintonville built prior to 1930 to higher-end homes in North Clintonville. This area has been popular with University professors. Public schools in the general area of the church include Graham Expeditionary Middle School on E. 16th Avenue, Weinland Park Elementary on Summit Street at E. 6th Avenue and Indianola K-8 School on Weber Road at Calumet. The congregation has expressed an interest in connecting with Weinland. Nearby Gateway Film Center and AMC Lennox Town Center 24 both offer first-run feature films. Quite a number of major healthcare facilities are located nearby including the Ohio State University’s Wexner Medical Center and the brand new James Comprehensive Cancer Center; Riverside Methodist Hospital, part of Ohio Health; farther away are 18 Nationwide Children’s Hospital with various facilities all over the greater Columbus area and Mt. Carmel with three locations and Grant Medical Center, part of Ohio Health. The specific study area chosen for this report (which is the basis for the demographic data found in the previous section and what follows) will most likely be much smaller than the region that your participants come from. Vital churches take seriously the area immediately around their location. They know that, similar to a franchise system, no other Presbyterian (USA) congregation is in a better position to be in service to and be a spiritual home for the people nearby. A congregation that cannot be both needs to wrestle with the questions around location and calling: why are we located here? Do we have a heart for those nearby? If we don’t, why are we still here? 19 The area used for your demographics is captured in the map below: The boundaries chosen for the study area are E. Cooke Road on the north, I-71 on the east, I-670 on the south and Route 315 on the west. Here is some of the reasoning behind these choices: • Three of the four are major highways that form both physical and psychological boundaries. • It seemed important to include residential neighborhoods beyond the student housing in the immediate vicinity of the church. • E. Cooke Road as the northern boundary is something of a compromise in that E. N. Broadway seemed too close and Morse Road seemed too far. • There are so many Presbyterian churches within five miles of Indianola that it was virtually impossible to draw a study area without including several other Presbyterian churches. This study area includes Glen Echo, Crestview and Overbrook. 20 Other Presbyterian Churches in the area: In planning outreach to its community, a church does well to be aware of the other churches, especially its sister Presbyterians. What might you do together? How might each of you direct outreach to different Mosaic groups? The map to the left shows the location of the PC(USA) churches within 5 miles of Indianola (A), Glen Echo United (B), Crestview (C), Boulevard (E), Bethany (F), Broad Street (G), Old First (H), Overbrook (I), Covenant (J) and Ramseyer (K). It is also possible to identify key subcultures in a community. It is important to understand people groups or subcultures because it is widely confirmed that the Christian faith travels easiest along existing relational ties, among people who share a similar subculture. Therefore, a congregation needs to understand the particularities of the people group(s) within the immediate church. “Mosaic” profiles are lifestyle groupings of people, by household, who share similar behaviors, social characteristics, attitudes and values. Designed by Experian (a very large credit rating service and data-collection company), there are 71 distinct Mosaic groups (or segments of the population) in the U.S. These groupings are based on multiple socioeconomic and life-stage factors. The box below shows the top Mosaic groups found in the study area as a whole. By far, the largest groups are: O53 Singles and Starters – Colleges and O54 Singles and Starters – Striving Single Scene. 21 Despite the large study area, the overwhelming percentage of residents of the study area is young and single. The map below shows another view of much of the community around your church. The church can be seen in the CENTER (it is identified by a small building icon and the church’s name). Each of the colored areas is a Census Block Group. Each block group contains an average of 1,500 people. The block groups are color-coded based on the dominant Mosaic profile found among the people in that small area. More detailed descriptions for the top groups in your area can be found in Appendix C. For descriptions of the ALL MOSAIC codes, visit the MissionInsite website and download a PDF copy of the MOSAIC 2010 Description Guide. This can be found at: http://www.missioninsite.com/mosaic 22 A closer in view of the area immediately around the church can be seen here: O53 Singles and Starters -Colleges and Cafes So, what does all this mean and what does it have to do with ministry for your faith community? Some questions to consider when observing this data include: • • • What do these largest Mosaic groups have in common with the people of our congregation? What may be some gaps (or under-represented groups) between our church and our immediate community? Looking at the description of the largest one or two Mosaic groups in our community, what ministry needs are likely to be present among these people? What style of worship would they most likely be drawn to? What types of community groups are already effectively reaching out to these people? 23 ONLINE PRESENCE In today’s socially networked world, many people approach a congregation virtually before ever going to the physical location of the church. People of all ages are likely to experience the congregation initially through their attempt to find it on-line. Because every congregation is unique, there is no one correct way that they should make information available in the digital realm. This is good news for congregations with little or no experience with digital age. There are, however, some fundamental things that make it possible for people to gain information about the congregation. The church’s website www.indianolapres.org comes up immediately as the first entry when a search is done for the church’s name and Columbus, Ohio. As can be seen at the right, the website contains an abundance of information; it is crowded with words and narrative and has very few pictures. Information is current. Every page features the PC(USA) seal; the church’s name; its motto, “A Community of Inquiry, Prayer & Action;” and a menu bar for quick links back to Home, and to Sunday Services, Christian Education, Events (the calendar is blank), News, Contact Us and Locate Us (narrative directions plus a Google map) and the MAIN MENU with links to all the other pages. The center section and right section change. On the homepage the center section called WEEK AT A GLANCE contains (1) a summary of Sunday activities including worship times and a click on Read More brings up the rest of the week’s activities; (2) information about Sunday School classes for children and adults and (3) information about worship and worship leaders. The righthand section contains information from the Facebook page. There is quite a bit of activity on the church’s Facebook page. 24 FACILITIES EXAMINATION In consideration of the congregation’s resources, it is important to evaluate the facilities to determine if they are of appropriate size for the current congregation. It is also important to consider whether there is a growing list of deferred maintenance issues or other features that may inhibit the vitality of the congregation. The church’s facilities are contained in 2 buildings located on a 1.428-acre lot. It is estimated that the facilities are approximately 30,144 square feet in size. The property is insured for $5,144,596. The church also owns three residences adjacent to the church property. These three houses are insured for $445,189, and are currently rented out to OSU students. Based on Average Worship Attendance, a congregation of this size would have adequate space in a building of about 7,230 square feet, meaning that the current congregation really only needs 22 percent of its current space. 25 Worshipers begin what has been called “the sacred walk” the moment their foot hits pavement as they get out of their vehicle to begin the entrance into the building. This walk says volumes to members and visitors alike about the self-esteem and vitality of the congregation. The “sacred walk” helps worshipers prepare for the experience of worship at your church. The impression on guests and members continues inside the building. The condition of the facility and grounds send a message to all who enter, whether intended or not. If the condition is unkempt or falling apart, the unspoken message is ‘This is not a place even WE like very much,’ which is not a very effective evangelism tool. What follows is the impression the Special Consultant had upon embarking on the “sacred walk” at the church. LOCATION AND OUTSIDE APPEARANCE Indianola Presbyterian Church is located at 1970 Waldeck Avenue on a triangular piece of property. The church is only one long block away from the OSU campus. This formerly residential neighborhood is now virtually all either fraternities or rental property occupied by students. Many of the streets in the neighborhood are congested with parking on one or both sides of the streets; Waldeck and Iuka are wider. Traffic is moderate to heavy. The beautiful stone sanctuary rises majestically above the intersection of Waldeck and Iuka Avenues. The church building with its stone façade sits immediately adjacent to the sidewalks except for a large grassy triangle in front of the sanctuary that is one of the few places in the neighborhood where children can play safely. The attractive landscaping including a few large trees is well maintained. PARKING LOT AND WALKWAYS Except for two handicapped spaces on the Waldeck Avenue side of the building, street parking spaces are almost always occupied. The church owns an asphalt parking lot with 61 spaces across the street from the church. One of these is also a handicapped space. Nighttime lighting around the church is good. Since parking is at a premium, the church is able to rent out most of these spaces on a monthly basis except for half a dozen spaces that are kept available for singleday parking. The rental parking agreement specifies that the parking lot must be vacated by 7:00 am on Sundays and several hours prior to OSU home football games. Renting parking spaces is a significant source of income for the church. 26 The public sidewalks and concrete walkways on the church property are clean and well maintained. A clearly identified elevator entrance is located near the steps up to the Tower entrance to the sanctuary. The elevator also stops at the basement level, the sanctuary level and the second floor. All the other entrances involve steps either outside or inside -- or both. Driving habits for each congregation vary widely. Some congregations average only one person per car parked in the lot; others pack in families. Still others are located in dense urban areas and pride themselves for being within walking distance of the local public transportation. The place in which a car is parked, and the control the church has over that parking also determines capacity. Architects have developed some formulas in estimating the worship capacity of your church, based on parking. Based on the location of the congregation’s identified parking, capacity is calculated on the chart below: The data in the graph above is calculated this way: As noted earlier, parking spaces are at a premium in the entire neighborhood. Onsite parking includes 61 spaces in the main parking lot across Waldeck Avenue, 10 spaces in the staff parking lot off Iuka Avenue and 1 space in the driveway. Eight or so spaces are sometimes available at a fraternity next door. There is street parking on both Waldeck 27 and Iuka (40 spaces including the 2 handicapped spots), on one side of E. 18th Ave (15-20 spaces) and on one side of E. Woodruff (10-12 spaces). Realistically speaking, however, only about 8-10 spaces are actually available on weekends during the academic year. BUILDING ENTRANCE AND SIGNAGE There are at least seven entrances to this fairly convoluted building. Three are used regularly. The entrance to Thompson Hall from Waldeck is clearly identified as the entrance for the church offices and for Indianola Children’s Center. It also serves as an entrance for Thompson Lounge and to the back of the sanctuary beyond the church offices. The Tower Entrance, named for the bell tower above it and clearly visible from the main parking lot, is the main entrance that leads directly to the sanctuary. A large bulletin board with moveable letters located nearby identifies the church and lists worship times and the pastor’s name. While this entrance involves a flight of stairs, the elevator is just around the corner and is clearly marked for handicapped accessibility. Visitors would likely assume this to be the entrance for worship, but there is no signage to confirm that assumption. On the Iuka Avenue side of the church building, a set of covered stairs and a covered walkway lead from the staff parking lot to a door used by staff and by parents whose children come to Indianola Children’s Center. Along the covered walkway is a series of large doors (no longer in use) that lead to the back stairs and to the sanctuary. There are three additional entrances. One on the Waldeck side at the far end of Thompson Hall leads down a flight of stairs to the basement entrance to the youth room. This entrance is used primarily by AA participants after someone with a key card has come through the Thompson Hall entrance and unlocked the door. A rarely used entrance that leads to the chancel area is adorned by an outdoor stone pulpit at the head of the stairs. A final entrance to the basement was carved out in 2003 in order to get the air handlers into their basement location. SANCTUARY Sunday morning worship is held at 10:30 am. A Taizé service is held on the second Friday of the month at 5:45 pm. The sanctuary is breathtaking with its high, light beige ceiling and dark wood beams. A closer look at the side beams reveals a series of painted medallions that were discovered and painted during the 2003 renovations. On sunny days natural light comes streaming in through 28 the expansive stained glass windows behind the chancel. Prior to the renovation interior light was so inadequate that it did not even register on a sensitive light meter. Painting the area between the rafters a light beige instead of dark brown and installing bright and energy efficient lighting has greatly improved this situation. The red wool carpet on the center aisle and side aisles has recently been replaced in the same high quality and the same shade of red; the carpet extends up the three steps into the central part of the chancel and then across the chancel between the pulpit on the left and the baptismal font on the right. The pew cushions are also red. A wide cross-aisle perpendicular to the regular front-to-back aisles separates the large sanctuary into a front section and a rear section. The floor of the front section slopes gradually toward the chancel; this is not apparent until you walk down toward the chancel. There is additional seating in the transepts on the main level and in two side balconies and a rear balcony on the second floor. Large ladders are lying on the floor at the rear of the side balconies. These additional seating areas are only rarely used. Even the pews in the back section of the sanctuary are usually roped off except for weddings, funerals and other special events like Jazz Sunday. Thanks to the generosity of one member the congregation is using the new Glory to God hymnal and reportedly loves singing hymns old and new from it. The expansive chancel area has light wood floors that contrast with the dark wood elsewhere in the sanctuary. The blocks in front of the communion table are set up to hold candles for the Taizé service scheduled for the day after the assessment. Music in worship is especially important to this congregation. A grand piano sits in the area behind the pulpit. The congregation is justifiably proud of the pipe organ with its 44 stops, 49 ranks and 2,341 pipes, designed and built by Robert Noehren and installed in 1965. During this year the congregation will be celebrating not only the 100th anniversary of the building but also the 50th anniversary of the organ. The organ console is located in the center of the chancel and the pipes are mounted along the side walls of the chancel on either side of the large stained glass window. Long choir benches line the perimeter of the chancel. All the other chancel furniture can be moved so that, with the exception of the organ console, the space is quite flexible. 29 The congregation has a strong interest in art as well as music and, over the years, has commissioned a number of pieces that can be seen around the church building. The most recent acquisition had just arrived prior to this assessment and was still sitting on the counter in the church office. It is a new cross for the communion table to replace the Celtic cross that was stolen during a break-in and not recovered. As can be seen in these photos, the cross has intriguing designs on both sides. Based on generally accepted measurements, we know that when a sanctuary is more than 80% capacity on a regular basis, it will impact worship attendance with an overcrowded feeling. In the same manner, if a sanctuary is less than 40% of capacity it will also impact worship attendance as participants feel it is uncomfortably empty. It is estimated that the sanctuary has a total seating capacity of 690 including the balconies and chancel. Based on the AWA, the current sanctuary usage on a typical Sunday morning is well below the appropriate capacity range. The front half of the main floor is more than adequate; the back half is often roped off and the balconies are not used. GATHERING AND FELLOWSHIP SPACES There are two adjoining gathering spaces inside the Thompson Hall entrance. A card table and display against one wall are clearly identified as information for visitors. A column that must have just been in the way has been turned into a kiosk for displaying information about mission involvement like BREAD (a local social justice agency 30 supported by Indianola and other Columbus churches), a poster advertizing the upcoming Jazz Service and a section devoted to a beloved 60-plus year member who had recently died. One of these areas is just outside the church offices and leads to the back of the sanctuary. The space inside the Tower entrance is a welcoming space where the elevator brings worshippers from outside or from Fellowship Hall. However, it is not large enough to serve as a gathering space. The two major fellowship spaces are Thompson Lounge on the main level of the educational wing and Fellowship Hall in the basement of the sanctuary wing. Thompson Lounge is an elegant space that has a bright and airy feel because of the large windows. The carpeted area has a wide purple border and a large green patterned center portion. A small raised area at the far end with comfortable upholstered seating and table lamps is ideal for small gatherings. The Lounge is used extensively by the church for fellowship hour after worship, for various classes and for receptions and by outside groups. Both areas were renovated during the 2003 revitalization project. The extensive transformation of Fellowship Hall is particularly stunning. Large sections of dropped ceiling with energy-efficient fluorescent lighting are independent of each other and appear to float in the air because the “real” ceiling and associated pipes are all painted matte black. The whole area is well lit. Beautiful green carpet has been laid over the old tile floors, new wood-grain doors have been added and neutral-colored walls hide the original brown and yellow tile walls. Based on the church’s calendar and a few comments by church leadership, Fellowship Hall is underutilized. The main kitchen adjacent to Fellowship Hall is dated but has all the accoutrements of a commercial kitchen including steam tables and a large commercial dishwasher not to mention bright and shiny white tile floors and good lighting. The kitchen appears to meet current health code regulations. A spacious serving room, separate from the kitchen, has 31 large glass windows and counter area that provide an expansive pass-through area to Fellowship Hall. A much smaller kitchen located across from Thompson Hall on the main level is used by the Indianola Children’s Center during the week and by the church for coffee hour on Sunday mornings. A third full residential-style kitchen is located off the Youth Room in the basement of Thompson Hall. A small Meditation Room is located on the second floor between the conference room and the stairs and elevator. A helpful sign indicates whether the Medication Room is vacant or in use. EDUCATION SPACES There are a total of nine rooms that can be considered classroom space in addition to the rooms used by the Indianola Children’s Center. Spaces are age appropriate, but not all are currently being used. On the main floor can be found the cheerfully decorated nursery which was renovated in 2003 and which also benefits from an abundance of natural light, one preschool area, Thompson Lounge that is used by adult classes and outside groups, and the Library with a conference table. On the second floor two rooms are dedicated to Godly Play for two different age groups and two additional rooms are set up for elementary-age Sunday school classes. One somewhat cluttered room serves as storage for Christian education materials. An attractive conference room next to pastor’s office is rarely used. The only room on the third floor is the Bell Tower Room, an appropriately furnished “getaway” space with Ikea chairs, a fireplace and the old church wall safe, used by the high school youth. A large youth room with its adjacent kitchen is approximately the same size as Thompson Lounge and is located directly under the Lounge. This room is also used by AA and NA groups during the week. The combined adult choir and bell choir room and the choir director’s office are also located in the basement of Thompson Hall. Two small newly renovated rooms adjacent to Fellowship Hall, are ideal for small groups. One room has an intriguing combination of a conference table and executive whiteboard behind wood doors and a child-sized round table with child-sized chairs. 32 An outdoor space previously used as a playground has been gradually turned into a true outdoor educational space by the Indianola Children’s Center. The installation of a 550 gallon rain barrel and water play feature was funded through the Ohio Environmental Protection Agency (EPA) Ohio Educational Fund (OEEF) Mini-Grant. In 2012, ICC was awarded the OEEF's "Outstanding Project" for this water play feature. In 2014 the area became a Certified Nature Explore Outdoor Classroom. INDIANOLA CHILDREN’S CENTER The motto of the ICC, as the Indianola Children’s Center is affectionately known, is “Peacefully Growing Children.” Teaching basic conflict management skills to children and their parents is a key focus of the Center. ICC is located on the second floor and occupies a cluster of rooms that open off a central area and one additional room that serves as an office. ICC is a 501(c)(3) non-profit organization and an important ministry run by the church that provides preschool, daycare, before and after school care and summer activities for young children. The ICC maintains its own website at http://www.indianolachildrenscenter.org/. Although the elevator does come to the second floor (albeit at the far side of the sanctuary), the ICC is still not truly handicapped accessible because of the short flight of steps up to the ICC rooms. ADMINISTRATIVE AND OTHER SPACES The church offices were relocated to the main level near the Thompson Hall entrance in the mid-1990s. Since this area had formerly been a chapel, all the exterior windows are stained glass. Nevertheless, interior lighting more than compensates for the reduced natural light. Each of the three offices has a door to the hallway; interior doors connect them together. The office of the administrative assistant has large windows that look out on a gathering space and that create a spacious feeling to her area. Her office easily accommodates her computer area in one corner area and an abundance of counters for workspace with cabinets underneath for storage. The second office serves as a workroom with workspace, a massive copier, a folding machine, a fax and a paper cutter; the third office houses the treasurer with his computer area, a narrow “aisle,” and what appear to be all the church financial records piled high everywhere else. Wi-Fi is available throughout the building. The pastor’s office is located on the second floor next to the rear balcony of the sanctuary. The organist and the campus pastor, both part-time positions, share what used to be the associate pastor’s office on the other side of the rear balcony. In the 33 basement the custodian/building manager has a spacious office that was previously used by outside organizations. Large storage areas can be found throughout the building. Most are neat and well organized but a few like the storage area behind Fellowship Hall contain a lot of clutter. RESTROOMS The three sets of adult restrooms, one set on each floor, were renovated during the second phase of revitalization in 2003. All are at least minimally handicapped accessible and several have multiple stalls and sinks. One restroom on the main floor is fully accessible including the sink that is accessible to a person in a wheel chair. There are additional child-size restrooms in the pre-school and Sunday School area. These restrooms are off limits to adults, MF, 7am to 6pm. Signage, some permanent and some on 8 ½ x 11 paper, points to restrooms in the basement and on main level. An additional small restroom located in the “groom’s room” off the chancel has steps and is clearly not handicapped accessible. SYSTEMS The heat pump for the church offices and the pastor’s office dates from the mid-1990s. An elaborate system of air handlers and air ducts for the rest of the sanctuary building were installed in 2003 as was a new boiler for the educational wing. A new entrance had to be cut out at the basement level in order to move the air handlers into the building. The air ducts for the sanctuary are strategically placed and cleverly hidden. Electrical panels located throughout the building consist entirely of circuit breakers, the last set of fuses having been recently replaced; all panels are well labeled. Fire extinguishers located throughout the building have up-to-date inspection tags. The church has a fire alarm system. Security continues to be an issue. Outside A/C units have been stolen and replacement units have been properly secured. Windows have been broken and the cross was stolen from the communion table. The Waldeck entrance to Thompson Hall has a key card system and the Iuka entrance requires a code to be punched in. DEFERRED MAINTENANCE ITEMS Some New Beginnings congregations have poorly tended facilities. These facilities are not just a “turn off” for guests and members. They also can become a costly money pit that defers mission. Preventive maintenance is normally less costly than emergency maintenance. Unfortunately, that lesson may not be learned until it’s too late. Many congregations fall behind on maintenance due to declining funds and are then forced into making emergency repairs they simply cannot afford. We noted these items that the church appears to have “put off”. 34 This situation does not at all apply to Indianola. An extensive revitalization project in 2003 took care of all issues at that time as well as upgrading the facilities. There is evidence of minor water damage in the sanctuary ceiling. Nothing major has surfaced since then the revitalization projects. USE OF THE FACILITIES The church building is a valuable resource for both the congregation and the community. A good indicator of a congregation’s willingness to engage a community is by looking at how the church uses this resource. Based on total building use, the graph below demonstrates the percentage of total usage by outside groups. These groups are open to the community and often times led by people other than church participants. Congregants are often amazed at how little a building gets used. We divided your facility into “kinds” of space. The sanctuary is considered “worship” space, the fellowship hall and narthex “fellowship” space, etc. Using your church calendar, we have calculated the hours each kind of space is used and calculated the percentage of time it is utilized. This percentage is based on the space being available just 12 hours a day, 7 days a week. 35 The Indianola Children’s Center, a ministry of the church, is in large part responsible for the high usage of classroom space. Community groups that use the church building include several AA/NA groups, conversational ESL and the AAUW. UNDERUTILIZED BY CONGREGATION & COMMUNITY A quick look at these charts demonstrates a building that is both underutilized by the congregation and the community. The church does have strong relationships with the groups and affinities in purpose or mission with the groups that use the building. However, the cost associated with maintaining and operating this resource raises a question for the congregation to consider, namely “Is this the wisest stewardship of the resources that have been given to us by God?” 36 FINANCIAL REVIEW Congregational finances are fairly complicated because each congregation tracks its income and expenses very differently. Congregations tend to have a lot of “restricted” funds, which can only be used for specific purposes, and which may or may not enhance the ministry of the congregation. In this review we have done our best to evaluate the financial strength of the congregation based on the norms we have observed from many congregations. INCOME Our first area of review is to look at the congregation’s income sources. It is important to see where the income for supporting the congregation’s ministry comes from, and how much the church relies on outside sources of income. The table below indicates the income sources for your church in relationship to congregational offerings. At the minimum, a congregation should support its expenses with at least 70% of its income coming from offerings. Congregations that rely too heavily on outside sources of income will often compromise their ministry for the needs of those who provide outside income. 37 And here is the overall income picture: The criteria for New Beginnings reports specify that the assessor exclude special offerings from the representations of the church’s operating budget in this report. Since Indianola usually includes special offerings in income and expense reports, the total operating income listed above is about $12,000 lower that the total income as shown in the church’s financial reports. This is true of expenses as well. In the table above, the item “Building Use Income” refers to income derived from rental of parking spaces in the 61-space lot across Waldeck Avenue from the church, including special parking for OSU home football games @ $20 per space. This source of income has been providing increased support for the operating budget from about 11 percent in 2012 to almost 20 percent in 2014. As seen in the bar graph above, contributions in both 2012 and 2013 comfortably exceeded the recommended 70 percent of operating income coming in at about 82 percent and 77 percent respectively. It should be noted, however, that the percentage decreased from 2012 to 2013. In 2014 the percentage of contributions fell further, coming in at 69 percent, just short of the recommended 70 percent. This is beginning to look like a trend. EXPENSE When we consider the expenses of the congregation, we group expenses in four main categories; Salary Support, Building and Administration, Program Expenses, and Mission Giving. Salary Support includes salaries of all church staff and benefits associated with employing them. Such benefits would include social security offsets, health insurance, pension etc. It does not include costs such as auto expense or office reimbursements. Most congregations will expend about 50% of their income on salary support. Experience has shown that congregations that exceed 50% in this category are rarely over paying their pastor. In fact, most New Beginnings congregations fall short of 38 average salaries for their region. The salary amount is not too high but the percentage of the budget allotted to salaries is too high, short-changing mission, outreach and program. Building and Administration costs are those associated with running the church office and the building. Typical costs include insurance, utility bills, maintenance and yard upkeep. A typical congregation will support building and administration costs with 25% of their income. Congregations that are not “right-sized” find themselves paying more for facilities, usually at the expense of their program. Program Expenses are costs associated with running a program. This would include faith development, evangelism, and worship materials, choir music and supplies, advertising, and other resources and supplies that enable the program to operate. This is usually about 15% of a church’s budget. Since this is the place where most congregations can control spending they will usually decrease their spending in this category first. Mission Giving is giving that the congregation has contributed to both denominational mission causes as well as local mission causes. Mission giving trends are about 10% of a vital congregation’s budget as a starting point. Congregations will often reduce their mission spending after depleting their program spending. The graph below puts these suggested percentages together and are labeled recommended. While these are not set in stone, these percentages represent the averages commonly suggested in church development circles. Churches that have sustainability issues are typically over on their spending for building/admin or salary or both. When this happens, typically program spending is cut to compensate and if the slide continues, eventually mission gets cut as well. Yet program spending reflects the investment in the congregation’s participants as leaders and doers of ministry and mission giving is an essential component in being outward 39 oriented. The values reflected in spending patterns will affect who is willing to affiliate or support the congregation. Younger unchurched people are less likely to want to support what looks to them to be internal expenses (building/admin and salary) and more likely to want to support spending that goes to mission or the equipping of people to be in mission. The pattern for Indianola is shown in the bar graph above. On the one hand, Salary Support for 2014 exceeded the recommended 50 percent level by almost 15 percent and Building/Admin exceeded the recommended 25 percent by 3 percent. On the other hand, Program fell more than 10 percent short of the recommended 15 percent and Mission (excluding special offerings) fell almost 6 percent below the recommended 10 percent. This pattern may point to possible issues of sustainability. In addition to the sources of income, the congregation also has some investments plus the estimated value of the property. This is outlined in the table below: This chart represents the church’s Assets and Investments as of December 31, 2014 after the Session approved taking $19,746 from the Living Memorial account to balance the budget. The Investments line includes the value of the three rental properties ($547,200) as listed on the church’s balance sheet as well as a Money Market account of $22,089, Equities totaling $401,391 and $14,628 in other investments. The congregation also has two (2) loans with Heartland Bank. The first was taken out in 2002 to purchase the property at 85 E. 18th Avenue. The balance on that loan as of December 31, 2014, was $98,873 with a monthly payment of $1,288.01. The second loan was taken out in 2005 for capital improvements on the church property. The 40 balance as of December 31, 2015 was $349,508 with a monthly payment of $2,628.17 for a total monthly obligation of $3,916.17. The two loans are being paid off using the net income from the three rental properties so that the mortgages have no impact on the operating budget. The congregation is CURRENT with its monthly payments. FINANCIAL CAPACITY In light of the financial information above, this congregation has WEAK to ADEQUATE FINANCIAL CAPACITY for ministry. That is to say the combined income streams are barely adequate for meeting the expenses of the basic ministry of this congregation as demonstrated by the need to take funds from the Living Memorial account to balance the operating budget in 2014. The church has almost a million dollars in Investments of which the three rental properties represent about 45 percent. That is not to say the congregation does not need to improve its financial position. The church may need to either downsize its expenses or increase its income. 41 SUMMARY Let’s review the analysis of the congregation at this point: Indianola Presbyterian Church is just over 100 years old and has been a very significant presence in The Ohio State University area. As the neighborhood has changed over the past 50 years from owner-occupied residences to rental property primarily for students, church membership and average worship attendance have continued to decline. The past ten years illustrate this continuing decline as fewer and fewer permanent residents live in the surrounding neighborhoods. During that ten-year period contributions have maintained the total dollar amount but began to fall behind the Consumer Price Index (CPI) in 2010. The large and rather convoluted facilities have been painstakingly maintained. In addition two major renovations were undertaken in the mid-1990s and in 2003. The church building is much larger than needed by the congregation and is underutilized by the congregation and the community with the notable exception of the classrooms used by the Indianola Children’s Center. The financial review shows very substantial assets and investments, but weaknesses in the operating budget as of 2014 where income from contributions did not meet the recommended 70 percent threshold, where income from rental of parking spaces reached almost 20 percent of the operating budget and where $19,000 had to be taken from the Living Memorial account in order to balance the budget. On the expense side both salary support and building/admin exceed the recommended percentages. On the brighter side, making monthly payments on the two mortgages that total almost $450,000 has no impact on the operating budget since net income from the three rental properties is enough to cover the monthly payments. Indianola really is a “Community of Inquiry, Prayer & Action.” The inquiry part in particular is extremely important to church participants who consider the atmosphere of inquiry to be a characteristic that sets them apart from other congregations. Inquiry and social action have always been integral parts of Indianola’s DNA along with worship and music. The purpose of the New Beginnings Assessment is to provide objective, but engaged observations related to the congregation. We compiled all the data, like a portrait of the congregation. Then we placed it alongside general data to show how your congregation is doing by comparison. Now, we weigh these factors in relationship to ministry options that seem viable for you congregation in your own time and place. Congregations have four basic choices for the future: 42 1. Do Nothing: Looking at the trend lines for the last 10 years in the graphs we have provided can help the congregation see where the “do nothing” option might ultimately lead. While the trajectory may be downhill, many churches see this option as much easier than going through the pain of change. This does not require energy, new effort, or ingenuity. Usually, staying the same means slowing losses, while the ultimate conclusion is closure. Note: A decision to ‘do nothing’ is still a decision. And by choosing this option, the church will be sending an important message to people in the church (from the newest member to the pastor) that “status quo” is the desired choice. 2. Mission Redefinition: Churches that seek to change may need to establish a whole new way of being church. While all congregations will need to do visioning about their future mission opportunities, most congregations will do so alongside a redevelopment opportunity. Sometimes, however, there are congregations who “could be” the right church in the right place with a significant shift in missional focus. This option requires of the congregation significant energy, ingenuity, creativity and spirituality because people will be leaving behind previous ministry entirely and doing a very new focus in ministry. It is important to note that there is no guarantee of numerical growth by entering Mission Redefinition. It also is important to note how well—or even if —the congregation can sustain its ministry through what may be a years-long process. 3. Redevelopment: This option can take numerous forms and hybrids. They include: relocation, redoing the current facility, reaching out through a parallel start to a new demographic profile (that matches the community in which the church resides), a restart, an adoption, or combinations of these with Mission Redefinition. Redevelopment of the congregation requires new approaches that enable the church to adapt to a new environment. See APPENDIX B for more detail on these options. 4. Close: Churches who choose this option realize that they don’t have the energy or resources to keep going. They select this option as a way of concluding their congregation’s life with dignity and intentionality so that their assets (which previous generations have entrusted to them) can continue to work after they are gone, in providing a faithful, lasting Christian witness. It is an ultimate act of faith to make this decision – but one that often comes with a sense of relief in knowing the church has not died. It is instead living on in perpetual witness for future generations. 43 FUTURE STORIES We share these possible “future scenarios” based on the assessment you have just read. Each of these stories below is written from the perspective of the future. These are not written to tell the congregation “what to do.” They are intended as a way to spark your imagination for what is possible. They are offered as a way for the church to envision its future and the type of decisions’ facing the congregation. These and other strategies are more fully defined in Appendix B. FUTURE STORY #1: Redeveloping the Mission Indianola Presbyterian Church had been keenly aware of its long and persistent decline in membership and average worship attendance and the resulting threat to its mission and ministry. In 2015 it participated in the New Beginnings program hoping to find some solutions. As it opened itself to some difficult realities, it also experienced a breakthrough of God’s grace and realized that it was not all up to them. This is God’s church and just as God had plans for the church in the past, God has plans for the church now. With a renewed focus on discerning God’s plans for the future of the congregation, the church took on a different attitude and it was evident in worship, in prayer, and in fellowship. A vision for a renewed and redeveloped church began to emerge. This vision was rooted in the DNA of the church; it was at its very founding some 100 years ago a missional church called to make disciples and meet the intellectual as well as spiritual needs of the university community around it. In an atmosphere of freedom and love, the congregation began to ask questions. What was it that God was calling the congregation to be and do at this moment in time? It left no stone unturned and questioned every aspect of its ministry: time, talent, facility, finances, missional focus, and its engagement in the community. Now it is 2020 and the congregation is beginning to see the fruits of the courageous and heart-wrenching decisions made back in 2015. During a glorious celebration of the centennial of the sanctuary building and the 50th anniversary of the Boehner organ, the congregation announced its decision to sell the church property in the triangle to a developer and to retain the parking lot and the property next to it on E. 18th Street. After much diligent searching, new homes were found for the organ and the large stained glass window in the chancel. The stunningly modern and energy-efficient new building next to the parking lot is almost ready for occupancy. During construction this building began to attract quizzical looks; inquiring minds have been wondering what would be going on in there. The congregation in on the scoop has eagerly watched the construction as they worshipped 44 in a neighborhood school. The drive to and from worship almost always included a swing by the building under construction. The creative and eye-catching design of the building accommodates the needs of the congregation on a scale appropriate to the size of the congregation with room to grow. Needless to say the building is fully handicapped accessible and energy efficient throughout. The solar panels on the roof will provide much of the church’s energy needs. The flexible worship space will project a light and airy atmosphere or a playful atmosphere or a calm and deeply spiritual atmosphere or a creative new unimagined atmosphere depending on the needs of particular worship experiences. The acoustics are expected to be superb. The grand piano and a sophisticated electronic keyboard will share the space. The worship and music leadership is giddy at the thought of all the possibilities. The adaptable space is as perfect for Taizé as it is for multimedia worship. There are so many possibilities that it’s almost scary. This space can also be used for meetings and potluck suppers. It’s a truly multi-purpose room and one that’s going to take some getting used to! A key aspect of the new building plan was to incorporate a space designed especially for the Indianola Children’s Center and its evolving needs, because the IPC continues to be a critical part of the church’s mission and ministry. To the surprise of some long-time Indianolans, this focus of their physical presence in the community and on construction of a new facility has actually deepened the congregation’s spiritually. The intentional grieving period that accompanied the decision to abandon the majestically churchy building and then witnessing its actual demolition also brought a sense of relief and release from an overwhelming responsibility. This process deepened their “understanding -- in a very concrete way -- that ”The church is not a building ..,. The church is a people.” Once the congregation is settled into their new facility and not yet too comfortable, church participants, focused on the grace and generosity of God, plan to continue to explore community needs in faith and hope knowing that the God who called them into being has not and will not abandon them. Thoughts are already bubbling up about a possible ministry with OSU faculty and staff. The congregation, focused on the grace and generosity of God, continues to explore community needs in faith and hope knowing that the God who called them into being has not and will not abandon them. FUTURE STORY #2: Redefining the Mission Indianola Presbyterian Church had been keenly aware of its long and persistent decline in membership and average worship attendance and the resulting threat to its mission and ministry. In 2015, it participated in the New Beginnings program hoping to find some solutions. As it opened itself to some difficult realities, it also experienced a 45 breakthrough of God’s grace and realized that it was not all up to them. This is God’s church and just as God had plans for the church in the past, God has plans for the church now. With a renewed focus on discerning God’s plans for the future of the congregation, the church took on a different attitude and it was evident in worship, in prayer, and in fellowship. A vision for a renewed and redeveloped church began to emerge. This vision was rooted in the DNA of the church; it was at its very founding some 100 years ago a missional church called to make disciples and meet the intellectual as well as spiritual needs of the university community around it. In an atmosphere of freedom and love, the congregation began to ask questions. What was it that God was calling the congregation to be and do at this moment in time? It left no stone unturned and questioned every aspect of its ministry: time, talent, facility, finances, missional focus, and its engagement in the community. Now it is 2020 and, feeling called to respond to a lack of spiritual community expressed by some of the thousands of faculty and staff at OSU, Indianola has developed a ministry with faculty and staff. It was tough going at first because even church participants who were either faculty or staff didn’t quite know where to begin. The congregation, however, did know that their deep commitment to “Inquiry, Prayer and Action” was common ground with the university community -- especially the inquiry part. So they began slowly. They asked questions. They observed patterns of behavior. They listened to concerns and frustrations. What they came up with was a specialized form of small group ministry. Lunch hours are brief but a good fit for staff as they could drop in during a two-hour period as their schedules permitted. The first group was hosted by two staff members from Indianola. Before you knew it, this loosely formed small group of staff was inquiring about each other’s concerns, praying about them and taking action on a shared concern that involved advocating for a change in university policy. When they heard about the ministry, the ”unchurched” parents of two children who attend the Indianola Children’s Center wanted to start a group on campus and sought guidance from church participants. Some groups are primarily faculty or staff and some have been formed to bring faculty and staff together intentionally. Some graduate students and teaching assistants in Arts and Humanities are intrigued. Each small group is evolving as God leads their inquiry, prayer and action. Programs for the wider university community have grown out of the concerns expressed in small groups and some have been endorsed, publicized and occasionally funded by the University. It’s only been five years and some fruits of its ministry are already apparent within the congregation. This ministry has not only energized church participants, but it has also reawakened and rekindled a need for spiritual grounding as the congregation reaches out to a university community in need. As a result, both worship and educational opportunities have become more intentionally focused on spiritual formation. Probably not coincidentally, these activities have become more joy-filled and more deeply 46 satisfying. Continual brushes with the Spirit -- even in unexpected places -- have nurtured and strengthened the congregation for all of their ministry. Almost the entire small group ministry is happening away from the church building except for periodic gatherings of small group leaders. Nagging thoughts about the church facilities keep on resurfacing. The majestic sanctuary, the beautifully renovated Fellowship Hall and the other church facilities are much too large and, therefore, terribly underutilized. The space for the Indianola Children’s Center is not easily accessible within the building and especially not handicapped accessible. It’s not configured well for current preschool and childcare needs. All in all the church facilities are outsized and illsuited for current needs. Inquiring minds are trying to think outside the box on this one. The congregation, focused on the grace and generosity of God, continues to explore community needs in faith and hope knowing that the God who called them into being has not and will not abandon them. FUTURE STORY #3: Doing Nothing Different Indianola Presbyterian Church had been keenly aware of its long and persistent decline in membership and average worship attendance and the resulting threat to its mission and ministry. In 2015 it participated in the New Beginnings program hoping to find some solutions. Following the six weeks of home group meetings involving members and other active participants in the life of the congregation, there was some sense of renewal but it felt like it was an uphill battle and there was a sense of fear about the possibility of change. Immobilized by fear, the congregation subsequently decided to do nothing different than what they were currently doing. Now in 2020 the congregation remains the imposing stone church at the intersection of Waldeck and Iuka Avenues in a neighborhood populated almost entirely by OSU students. Worship attendance has continued to decrease as more and more older participants pass and fewer new participants are welcomed into the fellowship. The monthly Taizé worship has recently been discontinued. Thanks in particular to income from the rental of parking spaces, finances remain more or less adequate to pay staff and to maintain the building which continues to be used by the Indianola Children’s Center and OSU-related programs like Conversational ESL and AAUW. Every once in a while a participant wonders what might have been if the congregation had risen to the New Beginnings challenge back in 2015. -Regardless of the ministry option selected by the congregation, the Office of Church Growth and your presbytery have resources to help you move ahead with your New Beginning! 47 A FINAL WORD On a personal note, I am very grateful for the time I spent at Indianola Presbyterian Church. It was wonderful to be in the OSU area of Columbus and learn about your local history and culture. Thank you for your openness and hospitality to a Wolverine as well as your faithful decision to allow a candid observation of the life of your church. I am especially grateful for the assistance of the pastor, Teaching Elder the Rev. Dr. Skip Jackson, and Ruling Elder Ed Kinschner who led a review of the facilities from the sanctuary to the restrooms and electrical panels providing helpful information along the way, for the church treasurer, Ruling Elder Peter Maurath, who provided information and data and graciously answered question after question after question about the church’s finances, for Skip Jackson again who took me on a whirlwind tour of the community, for Ruling Elder Jim Legg, the Clerk of Session who visited with me for dinner along with the pastor, Skip Jackson who also communicated with me prior to the assessment and handed off various responsibilities to the leadership of the church in preparation for the assessment. It was a blessing to meet those of you who came to the Appreciative Inquiry and offered your heartfelt responses to the questions posed. It is clear that the members of this church have been faithful disciples proclaiming the love and justice of Jesus Christ for over 100 years with a passion for mission. The Session’s decision to enter into the New Beginnings process is a demonstration of the Session’s commitment to asking the hard questions about the ministry of the church while embracing the call of God on the congregation. It will not be an easy process, but it can be a rewarding process as the congregation listens together for God’s call. It is my hope that this assessment will be of assistance to you as you consider the current reality of your total ministry. I pray that it will spark conversation and prayer by the congregation. May you be lifted up by an awareness of all the faithful and beautiful things that are in your history and the powerful legacy that has brought you this far. I trust fully that the same God who has led you in the past will be with you and guide you as you live into the future. Grace and peace, The Rev. Dr. Cheryl Ann Elfond Contract Assessor Office of Church Transformation Services Presbyterian Mission Agency Phone: (319) 610-6478 E-MAIL: [email protected] cc: Rev. Dr. Jeannie C. Harsh, Transitional Executive Presbyter, Scioto Valley Presbytery 48 APPENDIX A: APPRECIATIVE INQUIRY SESSION Indianola Presbyterian Church Columbus, Ohio February 12, 2015 Attending: The Rev. Tracy Keenan, representative from the Presbytery of Scioto Valley, who facilitated the session; 41 church participants; the Rev. Dr. Skip Jackson, the pastor who attended as an observer and the Rev. Dr. Cheryl Ann Elfond, the assessor who took notes. 1. Think back on your entire experience at this church and name a time when you felt the most engaged, alive and motivated. [Who was involved? What did you do? How did it feel]? • My very first day at this church; it was just before Ash Wednesday and I walked into this church and they were coming down marching in playing, “When the Saints go Marching In” • We had a summer program called the playdate and that got me involved; elementary school • Midnight breakfast; it worked; • Starting the preschool back up • Revitalization campaign; both of them • The campus student ministry; we had had our ups and downs but I think it is very important • Planning for the midnight breakfast • When I was in the youth group • Any time I have gone out and done things like crop walk; out in the community • Planning and going on the first of the youth mission trips; youth advisor • When I was teaching middle school Sunday School class; we had an overnight to prepare a puppet show; we did it all in a few hours and were exhausted and performed it at second Sunday dinner • Singing in the choir when we have done joint things with other choirs; Elijah • Many years ago my husband and I had a dance party fund raiser for the preschool; putting it on and having church members come and raising money • Planning youth and congregational retreats • Unlearning and relearning my faith in adult Sunday School • Working with youth program • Exceptional music program; bell choir, choir and all of it • Contemporary service ; husband and wife switched roles; they were both pastors, he played woman and she husband from scripture; a wonderful switch 49 2. When you consider all of your experiences at this church, what has contributed the most to your spiritual life? • Skips sermons; that is why I come • Christ care group • Christ care group • Participating in and facilitating adult education • Second that • Third that • Fourth that • Relationships with people • Working with the Godly Play Program with the children and being able to attend the Godly Play training that the church has supported • I don’t think there has been a single year that I haven’t been involved in teaching in some capacity • Bible study group called Koinonia that used Kerygma curriculum; useful and good experience • Another shout out for Skip’s sermons and leadership in Adult Education; impressed whether it is a small audience in summer; he puts a lot of content in it 3. Tell about a time when you were most proud of your association with this congregation. • Walking in the pride parade • Ditto • Bread assembly action meeting • Hosted medical mission conference • The work we have done with neighborhood services • Restarting the day care program and its outreach to the community • All of the women who have been ordained coming from this congregation 4. What do you think is the single, most important, life-giving characteristic of this church? When we are at our best, what are we doing? • Caring for people • Living out our faith in the community • Passion for social justice • Helping people reconnect with their faith in a way they might not be able to from their former faith tradition • When people are active in the church and doing something • The openness to having questions and doubts and being able to express those 50 5. Don’t be humble! The Apostle Paul speaks of spiritual gifts – what gifts do you share with the congregation (including things like personality, perspectives, skills, character, etc.)? • I think I have a personality; beyond that I retired so I can spend a lot of time here helping out; often I find myself in a particular place with a particular need that I don’t know about that I can help out with; there is a flow of life here daily with our children’s center that I can help with; a niche; beyond the 7 year niche • I am a listener; I am an organized person who cannot stand chaos too well; I have a real feeling in my gut for teenagers • My musical gifts in the choir and bell choir; one year teaching multigenerational class and Sunday School • Ed goes in and I come in (24/7 coverage); I take care of the financials for the church, preschool and everything else • I sing too • Sometimes my gift is asking a difficult question and I don’t always appreciate that gift either • Right now, I sing and I take pictures • For the last 12 months, I have been doing the bulletin and I will say they look a little better; my calling is the patron saint of bulletins; in the past I have been engaged with the children’s center when my child was young and I was on the board; for 3 years I was an advisor for the youth group; now I am the church secretary • For 25 years or maybe more, I did the children’s choirs here and I hope I gave to it but I realized how much I received from working with the children and following them from kindergarten to high school (someone added, “And your brownies.”) • After being on the University faculty, I enjoy students • Compassion, teaching, listening, singing • I think I am an organizer and listener • Being in bell choir, singing in choir, helping out in nursery • Working with bread organization 6. Now consider any gifts you have that aren’t shared with the church. Are there gifts -- such as talents you enjoy or skills you are good at – that don’t get shared with the church because opportunities don’t exist? • Hiking and camping (there you go) • I have a very large repertoire of Ole and Sven jokes and I only share them sparingly 51 7. What motivates you to come to worship at this church [relationships, habit, desire for God, the church needs me, responsibilities]? • It is fun and you know you are going to learn something • Good connection in worship with connecting people to God through music and prayer and sermon and the community of this church; community and communities that we are a part of • The music, the sermon, and the Noehren organ • I grew up here and it is always safe to ask questions and to doubt • Habit and sense of connection and responsibility • Growing up here and being a big family • This is our extended family • The people • Good sermon; good class, good music and the relationships with all of the wonderful people here and that feeling of safety and community that I experience and spirituality • Community and reflection and a place that values what I want it to pass on to my children • Diversity is very motivating and inspiring • Raising three kids here and 2 of them have gone on to be active in their new churches; they got a good foundation • I feel renewed when I come; spirituality renewed, refreshed and forgiven • Enjoy being lay reader; reading scripture, invitation to confession and all of that • Community, music; something about the community and is not just those who are physically here; but history; those who have been here before • In many ways this is a place of hope for me because I see people doing things that make a difference in the world; people’s life and their service outside of these walls • Echo community, sermons, etc. I love the space, the walks, windows, location and all that stuff • Echoing what a lot of people have said about a community where it is safe to question and reflect; in part due to Skip and people who are safe to be with • Who was a child of this church and grandparents were members; I grew up here 8. Complete this sentence with one of the two choices (everyone should vote for one – no “half votes” are allowed!) “Our church is …” a. Rigid (1) or Flexible (40) b. Status Quo (16) or Mission-oriented (24) c. Fearful (17) or Courageous (24) d. Thriving (1) or Getting by (40) 52 9. If we define a relational group as a group of people who gather at times other than on Sunday morning, for the purpose of prayer, study or fellowship on a weekly basis. Let’s make a list of relational groups in the church. • Youth fellowship • Choir • Vocal choir and bell choir • Session (every other week) • English as a second language • I would say that when we first joined the church; all of our friends came out of this group and we did meet weekly; we joined in 1972 and it continued until the last people moved away; that was very special • We have two AA groups and 1 NA group that meet here weekly • Salters (every 3 or 4 weeks) • Women’s ChristCare group (2nd and 4th) • Taizé (monthly) • Ukirk (weekly) • Lunch bunch • Child care center; a part of our church; they meet everyday • We used to have day camp every summer; church school; we had kids coming here every summer 10. What does this congregation do to prepare teachers, elders, and other leaders in the church? • We as a nominating committee have a description of what elders and deacons and others do; if the spirit moves you, you can look me up • I would blow Kathy Jackson’s horn just a bit; she really prepares her Godly Play teachers; they do a marvelous job • Periodically; retreats that are outside this geographical setting; we have gone and discussed what Indianola means and its life with professional leadership • This is a combination of history and the building; but Marideen Visscher; her spirit has worked to get women to be ministers; it is in the DNA • Helped me nurture a call; never told I was too young • Congregation always has faith in each other; and here is the call to work and do good and to live honestly and do the best you can; that belief that we have in each other is; when I first joined, I was called (don’t know if it is from having a small congregation – you can do that) the feeling that comes when we let each other know we can do it; it helps us rise to the occasion • Don’t know there was formal teaching for being an Elder but people are willing to help; lots of experience; my dad showed me by living and watched me do it • There has been a lot of pairing along the way so if someone was new to a teaching situation, someone would say I will do it with you for awhile 53 • • We have orientation for those coming on the board and we do home communion for those who cannot come to worship and there is training for that Godly Play there is training for youth to be involved and support teachers 11. What are the ministry opportunities begging for our attention in this area? • Hundreds maybe thousands of students hoarded into family housing with landlords • One of the largest campuses in the country • Neighborhood services are local food pantry; the community that it serves which is right next to us; you have the university and this community next to us right there • There are opportunities for us to connect and help folks that may have grown up in the church and reached some barrier; reach out to folks in similar circumstances • The bread organization is working on mental health issues and immigrants experiencing discrimination from police • We also have a huge population of faculty and staff who would probably be copacetic with our theology and our education of children as well; we have not reached out to them • I am struggling with how to word it; an alternate to our Sunday worship service perhaps at different time or day • The physical trashiness of the neighborhood around us and on any given day you come here and you see all of this garbage; some way we could be a beacon of light and show kids to not trash toilets in the street; I grew up here and it saddens me to see the lack of care for the physical ground around us, not just the air we breath • Students who hunger for social justice; we are so passionate about activism; students want to feel they can change the world but need mechanism to do it and community to do it with 12. If your church were to close, what would be the one thing people in the community would miss most? • The midnight madness breakfast for students that we help to put on at least once a year; it is a fun thing to do • Football parking • The students who are looking for a home like congregation to find a spiritual home that looks like home, they would miss us • Children’s center; there are over 100 people impacted by that; one of the largest • Just in general an occasional passerby asking a question; general map kind of help 54 • • • • • • • • • • • • I want to piggy back on the children’s center; it is not just the families; it is a national embarrassment that is there is not; employees, students who come here to be mentored and trained; allowing these families to be employed because it is a good place for their children; I think we have to recognize all of the layers All the organizations that are a part of our mission work; neighborhood services, bread; I am sure many of us would find a way to be part of those but the collective would be missed The community of former members that still stay in touch with the church; a good example we had the Shreffler memorial service and so many people who had come were former members Our music ministry; the way the sanctuary fills up and the college students that participate Frat house; this would be another lot; one heck of a frat house The students would miss seeing this place as they walk through the area; a comfort and beauty and caring I hope I will have to second that; I went to OSU and I had people ask me do you know that building that looks like a castle A place where students can study; we open up the church during final weeks and we invite the students to come in and study and concentrate; they would miss Ukirk too The church owns three houses and if the church were to close; we are intentional in having them as good stewardship of property and if we closed, they would not be looked after quite as well; There a guy several times with a dog and throwing a Frisbee; people love to do that; All of the construction workers that are building the dorms across the street wouldn’t have a place to park All of the groups that use our church would have to find a new place; AA, NA, ESL 55 The assessment concluded with a brief presentation about a congregation’s lifecycle. Each participant was invited to mark with an “X” where they thought the congregation currently existed in the lifecycle. The horizontal line across the page is the line above which a congregation is sustainable. About 23 participants perceived the congregation to be in a sustainable place in its lifecycle, while 10 others perceive that the congregation is no longer sustainable. About 8 participants did not mark their “X” on the chart. A photo of the lifecycle chart is shown below. 56 APPENDIX B: REDEVELOPMENT STRATEGIES Redevelopment: This option can take numerous forms and hybrids. They include: relocation, reaching out through a parallel start to a new demographic profile (that matches the community in which the church resides), a restart, an adoption, or combinations of these with Mission Redefinition. Redevelopment of the congregation requires drastically new approaches that enable the church to adapt to a new environment. Strategy: Relocation: This strategy has the congregation selling or leasing its current facility and using the assets to relocate to an area in which the congregation has more affinity. This strategy is effective in “right-sizing” a facility to the congregation as well as improving affinity with the surrounding community. Strategy: Redo Your Physical Presence: This strategy has the congregation remaining in the same neighborhood, but making major changes in its physical plant in order to better reach the population(s) in that neighborhood. This might be about ‘right sizing’ the facility, making it more usable and adaptable for current and future forms of ministry, or making it affordable. It might mean selling the current facility and investing in a different one nearby. Or it might mean tearing down all or a major portion of the facility and rebuilding. Strategy: Restart: This strategy has the congregation closing down for at least one month, then restarting as a new congregation. It includes sending historical documents to the Historical Society, ending the charter, dismissing all current officers, and turning the assets to the region for a restart. Core leaders work with a new pastor in a “New Church” project. Strategy: Parallel Start: This strategy has the congregation investing 75% of its assets into starting a new congregation who will share the facility. The remaining 25% is used to provide ministry for the existing congregation. This ministry provided for the existing congregation will include weekly worship and pastoral care, but little else. The new congregation would work quickly to develop a new ministry that is contextually relevant. At the end of two years, the existing congregation would have the option to continue as-is for another two-year period, or to close and join the new congregation. Sometimes this strategy can be combined with relocation, where both the existing and new congregations are moved to another location where there is suitable space for both ministries. Strategy: Adoption: This strategy can only occur when there is a larger congregation in the same regional location (within 20-30 miles) who is willing to invest in starting a “satellite” congregation in the location of the New Beginnings congregation. Essentially, a larger congregation assumes responsibility for the building and any debt, and sponsors the efforts of a restart. 57 APPENDIX C: MOSAIC HOUSEHOLD TYPE DESCRIPTIONS The following pages are excerpted from: New Mosaic 2010: Household segments from Experian. • The Group and Segment Descriptions are by Experian Marketing Services • It is published and distributed by MissionInsite.com 58 Mosaic USA Group O Singles and Starters Segment O53: Colleges and Cafes Young singles and recent college graduates living in college communities Overview Colleges and Cafes live almost exclusively in university towns, but these residents aren’t all college alumni who can’t bear to leave their old stomping grounds. A high percentage of these young singles are support staffers who work on campus or in service-sector jobs close to the schools. These households tend to be under 35 years old with college degrees; they’re predominantly white with an above-average presence of Asians. Despite a mixed employment base, most of the households have low incomes from entry-level professional jobs and servicesector positions, and they can only afford modest rentals in older, low-rise apartment buildings. The transient nature of campus communities is reflected in the fact that a majority of residents have been at the same address for fewer than three years. Some stick around for the lively street scene filled with funky clothing boutiques, raucous pizza joints and used bookstores; others are considering applying for an advanced degree. The diverse populace of Colleges and Cafes creates a wide-ranging lifestyle. There are households that are into foreign films and classical music concerts and those that visit state fairs and go target shooting. All of these young people are into working out and enjoying weekend games of pickup football and basketball. Because most of the residents don’t earn much money, it’s not surprising that more than three-quarters don’t own cars, nor are they big on shopping for designer fashion or the latest consumer electronics. Many shop at discount clothiers and get by on fast food and supermarket takeout. With many of these young people lacking advanced cooking skills, they admit that their favorite cuisine is often whatever’s on the dollar menu at McDonald’s. When it comes to media, Colleges and Cafes have varied preferences. They listen to a variety of musical genres, from traditional country and album-oriented rock to hip hop and Christian rock. They’re often too busy to sit down and watch TV, but they do like keeping up with the latest entertainment news on E! and watch animation like “Family Guy” and youth-targeted shows like “Bridezillas”. They like reading magazines, and their favorite publications run the gamut from Condé Nast Traveler to Guns & Ammo. Somewhat surprisingly, they have only modest use of digital media. In these downscale households, many can’t afford high-speed Internet access for their desktop computers. Because so many go online through their cell phones, these Americans tend to use the Internet as a communications tool - for email or instant messaging friends rather than an entertainment channel for downloading music and gaming. Without cars for transportation, they say they’re receptive to ads in buses and bus shelters. For political analysts, Colleges and Cafes are difficult to read. These Americans tend to have little participation in the electoral process; half have failed to register to vote. They tend to be liberal in their outlook, though their positions are all over the ideological map. While you’d think that these young singles would be the foot soldiers of today’s protest marchers, only half would ever think of joining a demonstration while even fewer would volunteer for a good cause. Considering their limited budgets, they are unexpectedly generous with charitable donations, giving money to public broadcasting, environmental groups and social welfare organizations. Group and Segment Descriptions Version 1 │2011 Mosaic USA Demographics and behavior Who we are Concentrated in college towns like Berkeley, Calif., Madison, Wis., and Gainesville, Fla., the young singles in Colleges and Cafes are typically recent alumni or the support staff who work at the schools. Nearly half are under 35 years old and a high percentage hold either bachelor’s or graduate degrees. Their relatively high educations translate to a mix of decent-paying jobs in professional or technical fields or entry-level support positions in the service sector, especially in food services. Predominantly white with an above-average presence of Asians, eight in ten households contain unmarried singles. Where we live Their communities read like a guide to famous college campuses: Clemson, College Station, New Haven and Tallahassee. These small towns are the homes of Colleges and Cafes, where recent college grads and support workers live in mostly older, inexpensive rental units in homes and apartments. Those who have landed decent tech jobs may be able to afford a down payment on a $200,000 house in neighborhoods where young professors live. However, most of these alums are content to live alongside service workers with more modest means, pursuing lifestyles that reflect a mix of educations, attitudes and tastes. In these transient communities half have been at the same address for fewer than three years - nobody expects their futons and cinder-block-and-board bookcases to remain in the same apartment for too long. How we live our lives The young and unattached members of Colleges and Cafes lead diverse lifestyles. There are those who enjoy culture-rich leisure activities - reading books, watching foreign films, playing a musical instrument, going to dance performances and attending classical music concerts. There are also many who visit state fairs, zoos and aquariums. Relatively few belong to health clubs but many stay fit by playing pickup games of baseball, basketball, football and hockey. Although they rarely eat at fine dining restaurants, they patronize McDonald’s, Dairy Queen, Sonic, Pizza Hut and Little Caesar’s. Indeed, the pizza that sustained them during their college years continues to be a major food group for them today. When it comes to consumerism, these consumers are decidedly indifferent. They say they’re not too concerned about showing off for the opposite sex. They don’t care about keeping up with the latest styles or making a fashion statement. They’re content to patronize whatever store is closest, or nearby discount stores. They go to discounters like Marshalls, Burlington Coat Factory and Famous Footwear, as well as GameStop where they buy toys and games. They say they’re late tech adopters and buy few digital handheld devices, MP3 players and flat-screen TV sets. They like clearance racks and enjoy browsing. Given their very different backgrounds, Colleges and Cafes make a mixed media market. These music fans are among the top radio listeners and like to listen to stations that play country, easy listening and adult contemporary music. Their fondness for TV borders on addiction and they particularly watch cable channels like WGN, ESPN Classic and Disney HD. Although they don’t really read a daily newspaper, they like subscribing to magazines, and their favorite publications include Maxim, First for Women, Seventeen and Road & Track. This is one of the few segments where both the New Yorker and the National Enquirer are read at high rates. Group and Segment Descriptions Version 1 │2011 Mosaic USA How we view the world Politically, Colleges and Cafes come across as disaffected youth. Only half are even registered to vote, and about one in seven belong to a fringe political party. They are hardly the party faithful of Democrats or Republicans, though liberals outnumber conservatives by more than 4 to 1. They’re mostly nonconformists who support progressive social and economic issues and are apathetic about crime and air pollution. Religion and spiritual issues play only a small role in their lives. Happy with their current state of affairs, they don’t feel the need to make a difference to improve society. Despite the activism of many college town residents in the ‘60s, those in the 21st century are mostly complacent: only half are willing to join a protest and only a third are willing to volunteer for a good cause. Colleges and Cafes also seem to make little effort about their health. They’re often too busy to take care of themselves when it comes to diet and medicine. They rely on over-the-counter treatments for most illnesses rather than visiting a doctor and getting a prescription. They don’t pay much attention to what they eat - whether it’s high-calorie, coated with sugar or filled with additives. Their kitchen garbage cans are filled with empty frozen-food containers, week-old grocery store takeout and the remnants of the most recent pizza delivery. Indeed, they’re nearly three times as likely as average Americans to proclaim that they prefer fast food to home cooking. How we get by With half the members of Colleges and Cafes earning under $43,000, there’s little money available for savings or income-producing assets. Compared to the general population, they’re half as likely to own any investments. Although they own IRAs, they’ve typically accumulated less than $5,000 in their accounts. Without much of a credit history, some carry no credit cards. More than half of these footloose Americans have no dealings with a bank whatsoever, though about a quarter do carry a debit card to access their money at ATMs and pay for the occasional latte. They don’t often take out loans or buy insurance. Colleges and Cafes say that they’re financially risk-averse and don’t trust banks or brokerages. On the other hand, they recognize that this attitude doesn’t seem to be working either: they’re only half as likely as the U.S. average to say they’re good at managing their money. Digital behavior Unlike many segments with relatively young populations, Colleges and Cafes are only moderate digital fans. Thanks to the high concentration of service workers, many don’t have the time or money to access the Internet for entertainment. Almost 40 percent still go online using dial-up access. The highest percentages limit their use of the Internet to communication and information: sending email and instant messaging, and getting sports scores and entertainment news from sites like sports.yahoo.com and tmz.com. Some like surfing to lifestyle Websites that deal with families, and they go to ancestry.com, archives.com and myfamily.com. However, most aren’t big on social media sites, with only average interest in going to Myspace and even lower interest in visiting Facebook and YouTube. Still, Colleges and Cafes do appreciate the convergence of digital media and communications, and nearly half carry cell phones that offer online access. Group and Segment Descriptions Version 1 │2011 Mosaic USA Group O Singles and Starters Segment O54: Striving Single Scene Young, multi-ethnic singles living in Midwest and Southern city centers Overview No lifestyle has a higher percentage of singles than Striving Single Scene, a way station for young city singles before they marry, settle down and have families. Found in big cities throughout the South and West, these mobile 20-somethings tend to be well educated and employed in entry-level sales and service-sector jobs. A disproportionate number are Asian or African-American, and nearly all are renters in older apartment buildings close to the urban action. Without cars, they’re happy to walk or take public transportation to bars, health clubs, boutiques and movie theaters. These young singles lead entertainment-intensive leisure lives. They like to go out at night to clubs and concerts. They travel to Caribbean beaches, and they make it a habit to visit a new destination every trip. They like to take adult education courses to make new friends as much as to improve their skills in painting and photography. They try to look their best by working out regularly and taking aerobics and yoga classes. In their apartments, they’ll relax with a book, invite friends over for dinner or listen to pop or rhythm and blues on the radio. Having integrated the Internet into their lifestyle, they frequently go online to download music, watch videos and play games. Most consumers in this segment can’t afford high-end stores, but that doesn’t stop them from patronizing boutiques like Victoria’s Secret and Abercrombie & Fitch when they’re running sales. These consumers like to stand out and typically buy the latest fashion in season. Self-described early adopters, they enjoy trying out the latest health food or smartphone. That doesn’t leave a lot of money for savings, and these households don’t often acquire investments. Many are more concerned with paying down their student and car loans than thinking about saving for retirement. With their out-and-about lifestyle, Striving Single Scene are only moderate fans of media. They’ve given up on traditional newspapers and magazines, though they do keep up with current affairs and pop culture by visiting various news Websites. They put in their ear buds to listen to radio stations on the way to work, and many support public radio. When they’re not going out at night, they watch primetime TV shows on cable networks like VH1, TBS, Bravo and Showtime they turn to the Internet to download music, stream videos or keep up their Facebook conversations with friends. Striving Single Scene are an ambitious bunch who spend a lot of time at work and want to advance as quickly as possible. While that doesn’t leave them much free time, they still find ways to support liberal causes and the Democratic Party. They have solid rates for registering to vote, and many are willing to volunteer for a good cause or a worthy protest if the issue moves them. Group and Segment Descriptions Version 1 │2011 Mosaic USA Demographics and behavior Who we are With the highest concentration of singles - at 95 percent - Striving Single Scene are young, unattached Americans living in city apartments. Over 90 percent are younger than 35 years old. Almost as many are never-married singles without children. There’s a significant concentration of minorities in this segment, with high rates of Asians and African-Americans. They tend to be well-educated, with nearly three-quarters having gone to college. As recently minted college graduates they’ve found entry-level jobs in sales, construction, public administration, health care and professional services. Where we live Striving Single Scene tend to live in transient neighborhoods throughout the South and West. With their downscale incomes (under $42,000), they can only afford compact apartments in highand low-rise buildings completed between 1960 and 1990. Some 96 percent are renters. Many of the buildings are dilapidated, and residents don’t particularly want to stay there forever. In fact, a majority just moved in during the last year, and 80 percent have stayed at the same address for fewer than three years. Among these diverse households, many know they’re just passing through on their way to better jobs and bigger apartments. How we live our lives The young singles in Striving Single Scene lead carefree lifestyles. Although work takes up a lot of their time, they’re active in the dating scene and often go out at night to bars, restaurants, cinemas, dance performances and concerts featuring all kinds of music. They like to travel, especially by plane or cruise ship to the Bahamas, Jamaica and Mexico. They work out regularly - jogging, lifting weights, taking aerobics classes and playing tennis. When they finally wind down in their apartments, they like to read books, listen to music - pop, grunge and rhythm and blues are all popular - and cook. They also pursue creative hobbies such as painting, playing a musical instrument and doing photography; many are enrolled in adult education courses to improve their talents. Striving Single Scene may have limited budgets, but that hasn’t inhibited their fondness for shopping. They bypass many of the large discount chains in favor of trendier mall boutiques like Victoria’s Secret, Abercrombie & Fitch, Ann Taylor and Banana Republic. These price-sensitive shoppers are willing to wait for sales before they venture into a mall. They typically use the Internet to plan a major shopping excursion, but their tendency to buy things at the spur of the moment can undermine their best-laid plans. Striving Single Scene appreciate media more for entertainment than for information. They listen to drive-time radio, particularly stations that play easy listening, Spanish and contemporary Christian music. They’re a strong market for primetime TV, especially cable networks like MTV, Bravo, BET, HBO and E!. They’ve pretty much abandoned print media, with few subscribing to newspapers and magazines. However, these Internet-savvy consumers now get the news and even some of their favorite TV shows online. These Americans say that the Internet is now their prime source of entertainment. Group and Segment Descriptions Version 1 │2011 Mosaic USA How we view the world The young members of Striving Single Scene are ambitious, motivated and bent on personal achievement. Self-described workaholics, they want their work to be meaningful - not just a job, but a career. Their big concerns are getting ahead in their careers and achieving financial security. Many of them are already talking about starting their own businesses. Unafraid of challenging themselves, they say that they like to pursue novelty and change. Conformity, they say, makes them uncomfortable. As the younger residents of city neighborhoods, these Americans are nearly twice as likely as the general population to describe themselves as “very liberal”. They support liberal ideals and tolerance in religious matters; most are affiliated with the Democratic Party. Despite their recent arrival in their neighborhoods, they’re willing to volunteer their time for a good cause and get involved in the community. They also donate to environmental groups, arts organizations and public broadcasting. Additionally, they’re more likely than average Americans to join a protest if they feel strongly about an issue. Notwithstanding their low incomes, Striving Single Scene tend to be early adopters who crave status recognition. When they buy a car, they choose it mainly on looks - and they love foreign cars tricked out with options. They make a point of buying the latest clothing styles with every new season. They’re generally the first among their friends to check out what’s new and hot whether it’s a new store, diet, restaurant or smartphone. How we get by Striving Single Scene are one of the more financially challenged segments. With their incomes under $42,000 and few income-producing assets, they have few savings or investments other than savings bonds. Many are still paying off loans for their schooling, cars and personal bills, and they don’t want to go further into debt. Unless they’re obtaining group life insurance through their employers, they’d likely to have no insurance whatsoever. Some are trying to save enough money for a down payment on a house, though paying off their credit card purchases each month typically takes precedence. In the juggling act between credit and debit cards, they usually don’t end up with much savings for the future. Digital behavior Striving Single Scene are fans of digital media, going online for a variety of purposes: banking, dating, shopping and looking for jobs and apartments. Among their favorite Websites are meetup.com, blackplanet.com, sports.yahoo.com and snagajob.com. They use the Internet as a communication tool for blogging, instant messaging and staying in touch with friends and relatives through social networks. The Web is also one of their main sources of entertainment: they download music, watch videos and play games. They access the Internet from anywhere they can - home, hotels, school and work. They’re also early adopters of mobile Internet services; they’re more than twice as likely as average Americans to go online using their cell phones. These cost-conscious consumers even use the Internet for Voice over IP phone services. They admit that they’re getting less sleep because of their preoccupation with the online world. Group and Segment Descriptions Version 1 │2011 APPENDIX D: EXECUTIVE INSITE DEMOGRAPHIC DATA The following pages constitute the Executive Report received from Mission Insite on the demographics of the study area used in this report. The ExecutiveInsite Report Prepared for: Study area: Base State: Current Year Estimate: 5 Year Projection: Date: Semi-Annual Projection: Evangelism and Church Growth, PCUSA Indianola Presbyterian Church, Columbus, Ohio OHIO 2014 2019 2/9/2015 Fall ExecutiveInsite is intended to give an overview analysis of the defined geographic study area. A defined study area can be a region, a zip code, a county or some custom defined geographic area such as a radius or a user defined polygon. The area of study is displayed in the map below. This ExecutiveInsite Report has been prepared for Evangelism and Church Growth, PCUSA. Its purpose is to “tell the demographic story” of the defined geographic study area. ExecutiveInsite integrates narrative analysis with data tables and graphs. Playing on the report name, it includes 12 “Insites” into the study area’s story. It includes both demographic and beliefs and practices data. THE STUDY AREA T HE 12 I NSITES I NSITE More Information P AGE Insite #1: Population, Household Trends 2 Insite #2: Racial/Ethnic Trends 3 Insite #3: Age Trends 4 Insite #4: School Aged Children Trends 6 Insite #5: Household Income Trends 7 Insite #6: Households and Children Trends 9 Insite #7: Marital Status Trends 10 Insite #8: Adult Educational Attainment 11 Insite #9: Employment and Occupations 12 Insite #10: Mosaic Household Types 13 Insite #11: Charitable Giving Practices 14 Insite #12: Religious Program Or Ministry Preferences 15 Please refer to the last page of the report for additional notes and interpretation aides in reading the report. Not all of the demographic variables available in the MI System are found in this report. The FullInsite Report will give a more comprehensive view of an area's demographics. Also, the Impressions Report adds additional social, behavioral views and the Quad Report provides a detailed view of religious preferences, practices and beliefs. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 1 INSITE #1: POPULATION AND HOUSEHOLD TRENDS Population: Households: The estimated 2014 population within the study area is 80,188. The 2019 projection would see the area grow by 3,093 to a total population of 83,281. The population within the study area is growing somewhat faster than the statewide growth rate. While the study area is projected to grow by 3.9% in the next five years, the state is projected to remain stable at 0.4%. The study area’s estimated average change rate is 0.8%. The households within the community are growing faster than the population, thus the average population per household in 2010 was 2.46 but by 2019 it is projected to be 2.43. Compare this to the statewide average which for the current year is estimated at 2.51 persons per household. Population Per Household Family Households: Population per Household: The relationship between population and households provides a hint about how the community is changing. When population grows faster than households, it suggests an increase in the persons per household. This can only happen when more persons are added either by birth or other process such as young adults in multiple roommate households or young adults returning to live with parents. In some communities this can occur when multiple families live in the same dwelling unit. Family households provide an additional hint about the changing dynamics of a community. If family household growth follows population growth, then it would be reasonable to assume that the increasing population per household comes from additional children. This is the case within the the study area. Family households are growing as fast as the population suggesting that the increasing population per household is from additional children. Population/Households & Family Trends Population Population Change Percent Change Households Households Change Percent Change Population / Households Population / Households Change Percent Change Families Families Change Percent Change 2000 74,281 2010 77,564 3,283 4.4% 2014 80,188 2,624 3.4% 2019 83,281 3,093 3.9% 2024 86,857 3,576 4.3% 31,323 31,505 182 0.6% 32,759 1,254 4.0% 34,253 1,494 4.6% 35,976 1,723 5.0% 2.37 2.46 0.09 3.8% 2.45 -0.01 -0.6% 2.43 -0.02 -0.7% 2.41 -0.02 -0.7% 9,883 8,848 -1,035 -10.5% 9,266 418 4.7% 10,098 832 9.0% Average Annual Percentage Change Between Reported Years Population, Household & Family Trends 90,000 0.9% 80,000 0.8% 70,000 0.7% 60,000 50,000 40,000 30,000 0.6% Households 0.5% Families* 0.4% 0.3% 20,000 0.2% 10,000 0 Population 0.1% 2000 2010 2014 2019 2024 0.0% 2010 2014 2019 2024 NOTE: Family Household data is not projected out 10 years. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 2 INSITE #2: RACIAL-ETHNIC TRENDS The Population: Racial/Ethnic Trends table provides the actual numbers and percentage of the total population for each of the five racial/ethnic categories. Pay special attention to the final column on the right. This will quickly indicate the direction of change from the last census to the current five year projection. The US population’s racial-ethnic diversity is continually adding new and rich cultural mixes. This data considers the five groups for which trending information is available. Please note that several groups are aggregated into a single category due to their smaller size. Those persons who indicated Hispanic or Latino ethnicity along with a racial category have been separated into a Hispanic or Latino category. Racial/Ethnicity as Percentage of Pop: 2014 Racial-Ethnic Population Trends 4% 70,000 2% 7% 8% 60,000 50,000 40,000 30,000 80% 20,000 10,000 0 2010 2014 2019 Asian (NH) Black/Af Am (NH) Asian (NH) Black/Af Am (NH) White (NH) Hisp/Latino White (NH) Hisp/Latino P Is/Am In/Oth (NH) P Is/Am In/Oth (NH) The Racial Ethnic Trends graph displays history and projected change by each racial/ethnic group. This chart shows the percentage of each group for the current year estimate. The percentage of the population… Asian (Non-Hisp) is projected to remain about the same over the next five years. Black/African American (Non-Hisp) is projected to remain about the same over the next five years. Race and Ethnicity Asian (NH) Black/Afr Amer (NH) White (NH) Hispanic/Latino P Is/Am In/Oth (NH) Totals: White (Non-Hisp) is projected to remain about the same over the next five years. Hispanic or Latino is projected to remain about the same over the next five years. 2010 2014 2019 2010% 2014 % 2019 % 2010 to 2019 %pt Change 5,312 5,904 61,704 2,806 1,838 77,564 5,349 6,108 63,938 2,893 1,900 80,188 5,476 6,344 66,493 2,997 1,972 83,282 6.85% 7.61% 79.55% 3.62% 2.37% 6.67% 7.62% 79.74% 3.61% 2.37% 6.58% 7.62% 79.84% 3.60% 2.37% -0.27% 0.01% 0.29% -0.02% 0.00% Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 3 INSITE #3: AGE TRENDS A community’s age structure and how it is changing is an important part of its story. Overall, the American Population has been aging as the Baby Boomers progress through each phase of life. This has been abetted by episodes of declining live births. However this picture may particularize differently from community to community. There are communities in the US where the average age is lower than some others. In other cases, there is a clear shift toward senior years as the Boomers enter their retirement years. The Age Trend Insite explores two variables: Average age and Phase of Life. Average Age Trends provides five important snapshots of a community from five data points; the 2000 census, the last census, the current year estimate, the five year projection and the ten year forecast. These five numbers will indicate the aging direction of a community. The Phase of Life Trends breaks the population into seven life phases that the population passes through in its life time. A GE Average Age Trends Average Age: Study Area Percent Change Average Age: OH Percent Change Comparative Index Median Age: Study Area 2000 29.41 2010 28.86 -1.9% 2014 29.33 1.6% 2019 29.95 2.1% 2024 30.80 2.8% 36.89 80 38.19 3.5% 76 39.39 3.1% 74 40.24 2.1% 74 40.99 1.9% 75 23 23 21 22 21 Study Area Average Age Trend Ave. Age Comparison: Study Area to State 50 40 32 30 30 28 20 26 10 24 22 20 2000 0 2000 2010 2014 2019 2010 2014 2019 2024 2024 Study area Summary of Average Age Findings: The Average Age Trend chart shows both history and projection of the change in average age in the study area. The average age of the study area is stable and relatively unchanging It is projected to remain relatively the same over the next five years. OH A comparison to the average age of the state helps to contextualize the significance of the average age of the study area and its history and projection. In the graph above, the study area and state are laid out side by side. The state's average age is estimated to be higher than the study area. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 4 INSITE #3: AGE TRENDS (continued) P HASE OF L IFE The Phase of Life analysis provides insight into the age distribution of a population across the different stages of life experience. It can reveal a community in transition. Phase of Life Pay special attention to the color codes of the Change column (far right below). It will immediately indicate which phases are increasing or decreasing as a percentage of the population. Estimated 10 Year %pt Change 2014 - 2024 2010 2014 2019 2024 2010% 2014% 2019% 2024% Before Formal Schooling Ages 0 to 4 2,627 4,384 5,617 5,155 3.4% 5.5% 6.7% 5.9% 0.5% Required Formal Schooling Ages 5 to 17 3,712 4,810 7,817 11,723 4.8% 6.0% 9.4% 13.5% 7.5% College/Career Starts Ages 18 to 24 37,389 35,401 29,658 29,946 48.2% 44.1% 35.6% 34.5% -9.7% Singles & Young Families Ages 25 to 34 15,155 13,503 13,015 4,132 19.5% 16.8% 15.6% 4.8% -12.1% Families & Empty Nesters Ages 35 to 54 11,374 13,506 17,701 25,001 14.7% 16.8% 21.3% 28.8% 11.9% Enrichment Years Sing/Couples Ages 55 to 64 4,278 4,693 4,566 4,722 5.5% 5.9% 5.5% 5.4% -0.4% Retirement Opportunities Age 65 and over 3,890 4,908 6,178 3.9% 4.9% 5.9% 7.1% 2.3% 3,029 Phase of Life Changes 15.0% 11.9% 10.0% 7.5% 5.0% 0.0% 0.5% -0.4% 2.3% -5.0% -9.7% -10.0% -12.1% 65 & over 55 to 64 35 to 54 25 to 34 18 to 24 5 to 17 0 to 4 -15.0% Summary of Phase of Life Findings: Phase of Life changes reflect the age profile of a community. On average, it takes 2.1 children per woman to replace both mother and father. If the percentage of the population under 20 is declining as a percentage of the total it is likely that the community will see an increase in the more senior aged population possibly due to a decline in birth rates. In this study area children 17 years of age and younger are increasing as a percentage of the total population. Considering the other end of the phases of life, adults 55 years of age and older are increasing as a percentage of the total population. In summary it may be that the community is experiencing some growth of children of school age. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 5 INSITE #4: SCHOOL AGED CHILDREN TRENDS Children are the future! Understanding their specific population dynamics is critical for all planners of social and/or educational services. The “School Aged Children” variable is a subset of the “Required Formal Schooling” segment in the Phase of Life profile. It allows one to zoom in more closely on the children who are of formal schooling age. The School Aged Children variable provides a snapshot of three levels of the population that comprise school age children. The three levels roughly correspond to the following. · Elementary grades · Intermediate/Middle School grades · High School Grades The school aged population includes all school aged children including those enrolled in public and private schools, those home schooled and children in institutions. School Aged Children Estimated 5 Year %pt Change 2014 - 2019 2010 2014 2019 2010% 2014% 2019% Early Elementary Ages 5 to 9 1,629 2,414 4,528 43.9% 50.2% 57.9% 7.7% Late Elementary-Middle School Ages 10 to 14 1,246 1,614 2,294 33.6% 33.6% 29.4% -4.2% 837 782 994 22.5% 16.3% 12.7% -3.5% High School Ages 15 to 17 School Aged Children Trends: By Levels Comparative Index: Study Area to State by Level 60% 150 50% 100 40% 50 30% 20% 0 10% -50 0% Early Elem Late Elem/Mid 2014% -100 High School Early Elem Late Elem/Mid High School 2014 to 2019 Change 2019% Summary of School Aged Children Findings: Early Elementary children ages 5 to 9 are projected to increase as a percentage of children between 5 and 17 by 7.7%. High School aged children 15 to 17 are declining as a percentage of children between 5 and 17 by -3.5%. Late Elementary to Middle School aged children ages 10 to 14 are declining as a percentage of children between 5 and 17 by -4.2%. Overall, children are aging through but there is some evidence of a resurgence of children in the younger years. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 6 INSITE #5: HOUSEHOLD AND FAMILY INCOME TRENDS A VERAGE H OUSEHOLD I NCOME AND P ER C APITA I NCOME Average Household Income and Per Capita Income indicate the level of financial resources within a community. Average Household income reflects the average income for each household, whether family or non-family. Per Capita Income is a measure of the average income of all persons within a household. For family households, this would include all children. It does not mean that each person actually contributes to the average income from work. It is calculated by dividing the aggregate household income by the population. In this study area, the estimated current year average household income is $58,946. The average household income is projected to grow by 7.7% to $63,501. The estimated per capita income for the current year is $24,081. The Per Capita Income is projected to grow by 8.5% to $26,117. Per Capita Income Trend Average Household Income Trend 70000 30000 60000 25000 50000 20000 40000 15000 30000 10000 20000 5000 10000 0 0 2010 Income Trends Households Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Totals 2014 2019 2010 6,304 2,654 4,328 3,342 3,661 4,057 2,898 2,860 712 687 31,503 2014 4,281 2,384 3,906 3,620 4,353 5,203 3,212 3,665 1,352 782 32,758 2019 3,977 2,408 3,885 3,679 4,394 5,505 3,545 4,108 1,652 1,090 34,243 2010 2010% 20.0% 8.4% 13.7% 10.6% 11.6% 12.9% 9.2% 9.1% 2.3% 2.2% 2014 2014% 13.1% 7.3% 11.9% 11.1% 13.3% 15.9% 9.8% 11.2% 4.1% 2.4% Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite 2019% 11.6% 7.0% 11.3% 10.7% 12.8% 16.1% 10.4% 12.0% 4.8% 3.2% 2019 Estimated 5 Year %pt Change 2014 - 2019 -1.5% -0.2% -0.6% -0.3% -0.5% 0.2% 0.5% 0.8% 0.7% 0.8% Page 7 INSITE #5: HOUSEHOLD AND FAMILY INCOME TRENDS (continued) F AMILY I NCOME The number of families with annual incomes above $100,000 is projected to grow over the next five years. For the current year, it is estimated that 32.1% of all family incomes exceed $100,000 per year. In five years that number is projected to be 32.7%. Family income is a sub-set of household income. It excludes nonfamily households. Family households include two or more persons who are related and living in the same dwelling unit. Children are more likely to live in family households. Non-family households are households in which two or more persons live in the same dwelling unit but are unrelated. Income Trends Families Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000-$199,999 $200,000 or more Totals 2014 830 360 486 852 656 1,692 1,416 1,759 770 446 9,267 2019 881 438 504 936 691 1,836 1,509 1,960 866 482 10,103 2014% 2019% 9.0% 3.9% 5.2% 9.2% 7.1% 18.3% 15.3% 19.0% 8.3% 4.8% 8.7% 4.3% 5.0% 9.3% 6.8% 18.2% 14.9% 19.4% 8.6% 4.8% Estimated 5 Year %pt Change 2014 - 2019 -0.24% 0.45% -0.26% 0.07% -0.24% -0.09% -0.34% 0.42% 0.26% -0.04% MEDIAN INCOME BY RACE AND ETHNICITY Median income by race and ethnicity is a subset of household income. Median income is that point where there are as many households with incomes greater than the median as there are households with incomes less than the median. Median Income by Race and Ethnicity Asian Household Income Black/ African American Household Income Hispanic/Latino Household Income White/Anglo Household Income P Is, Am Indian Other Household Income 2014 25,905 16,777 37,226 47,615 30,124 Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 8 INSITE #6: HOUSEHOLDS AND CHILDREN TRENDS Diversity of child rearing environments is increasing along with the many other types of growing diversity in the US. To understand this, we begin with the types of households that exist in a community. There are… The concern of this analysis is family households with children under 18. Of the types of family households with children there are… • family households with children under 18 • family households without children under 18 • Married couple families • Single parent families (father or mother) These two are reported for the study area in the table below. Households 2010 Households with Children under 18 Married Couple Single Parent 2,181 1,442 2014 2,449 1,329 2019 2,694 1,494 2010% 2014% 60.2% 39.8% 64.8% 35.2% 2019% 64.3% 35.7% Estimated 5 Year %pt Change 2014 - 2019 -0.5% 0.5% Households with Children: Projected Change Of the households with children under 18, married couple households are decreasing as a percentage while single parent households are increasing. The graph to the right illustrates this. Bars above the 0% point indicate a family type that is increasing while bars below 0% is decreasing. This provides "insite" into how family households and structures with children are changing in the study area. 0.5% 1% 0% 0% 0% A comparison to the state reveals to what extent this community is similar or dissimilar to the state as a whole. The study area's married couple households with children are similar to the state's profile. The percentage of single parent households with children is about the same as the state. Households with Children Under 18 Compared to State -0% -0% -1% -0.5% Married Couple Families Single Parent Families Percentage of Households with Children by Type 70% 60% 50% 35.2% 40% 30% 64.8% 20% 10% 0% Family: Married-couple 2014% Family: Single Parent OH 2014% of Total Married Couple Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Single Parent Page 9 INSITE #7: MARITAL STATUS TRENDS M ARITAL S TATUS BY T YPE Population by Marital Status considers the number and percentage of persons 15 years of age and greater by their current marital status. Both trend information as well as a comparison to the study area’s state marital status types provides two different views of this social reality. 2010 Population by Marital Status: Age 15+ Never Married Married Divorced Separated Widowed 2014 51,194 14,987 3,802 885 1,428 Marital types reported include.. • Never Married (Singles) • Currently Married • Divorced • Separated • Widowed 2019 52,544 13,760 3,953 440 1,314 2010% 51,570 13,642 4,172 401 1,434 2014% 70.8% 20.7% 5.3% 1.2% 2.0% In this community, the current year estimate of marital status reveals a community of adults less likely to be married than the state average for adults. The percentage single, never married in the study area is higher than the state average for adults 15 years and older. Divorce is less prevalent than the state wide average. 2019% 73.0% 19.1% 5.5% 0.6% 1.8% 2010 to 2019 %pt Change 72.4% 19.2% 5.9% 0.6% 2.0% 1.6% -1.6% 0.6% -0.7% 0.0% Marital Status: Comparison to the State 250 200 150 The graph to the right illustrates the marital status comparison of the study area to the state . Bars above the 0% point line indicate a marital status type that is more prevalent than the state average while bars below the 0% are below the state average. The length of the bars represent the strength of the difference. They are not percentages. 100 50 0 -50 Never Married Married Divorced Separated Widowed M ARITAL S TATUS BY F EMALE AND M ALE Who is more likely to be unmarried, women or men in this community? Consider these findings about this study area: Women 15 years and older are about as likely to be single, never married as men. Women 15 years and older are more likely to be divorced than men. Women 15 years and older are more likely to be widowed than men. Single Female and Male Comparison by Type (CY) 100% 80% Female 60% Male 40% 20% 0% Divorced Never Married Widowed Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 10 INSITE #8: ADULT EDUCATIONAL ATTAINMENT The level of educational attainment of a community’s adult population is an important indicator of its opportunities and challenges. This analysis will look at the Adult Educational Attainment from three perspectives First, it looks to see if the level of educational attainment for adults is rising or not. Second, it compares the level of attainment to that of the state of OHIO. (If this is a state report, the comparison will be to itself.) Finally, the table provides the percentages from 2010. E DUCATIONAL L EVEL A TTAINMENT C HANGE Projected Change in Adult Educational Attainment 0.1% The educational attainment level of adults has been rising over the past few years. It is projected to rise over the next five years by 0.1%. 0.0012 0.001 0.0008 0.0% 0.0006 0.0004 0.0002 0 Assoc Degree or Greater HS or Less E DUCATIONAL L EVEL C OMPARED TO THE S TATE Comparison of Study Area to State 0.4 0.35 0.3 0.25 2014% OH 2014% 0.2 0.15 0.1 0.05 0 Less than 9th Grade HS Dipl or GED Some HS 2010 Population by Educational Attainment: 25+ Less than 9th Grade 1.6% Some HS 3.7% HS Dipl or GED 12.6% Some College 15.7% Associate Degree 4.7% Bachelor's Degree 36.5% Grad/Profess Deg 25.2% 2014 2.0% 3.9% 11.2% 16.6% 4.8% 36.7% 24.8% Some College 2019 2.3% 3.7% 11.2% 16.5% 5.3% 36.7% 24.4% Associate Degree OH 2014% Bachelor's Degree Grad/Profess Deg 2014 Study Area-State Comp Index 3.3% 8.5% 34.8% 20.8% 7.7% 15.7% 9.1% Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite The overall educational attainment of the adults in this community is greater than the state. 61 46 32 80 62 233 271 Page 11 INSITE #9: POPULATION BY EMPLOYMENT First is a report of the employed population 16 and over by the traditional “blue collar” and “white collar” occupations and compares these to the state. Second, it looks at the community by the seven standard census bureau occupations and compares them to the state. Like educational attainment, an analysis of a community by its employment types and categories provides an important “insite” into its socio-economics. This analysis looks at two factors. E MPLOYED P OPULATION : B LUE C OLLAR OR W HITE C OLLAR Comparison of Blue and White Collar Employment 80% 70% 60% 50% 40% 30% 20% 10% 0% Blue Collar 2014% On the chart to the left, the study area is compared to the state of OHIO. This study area is well above the state average for White Collar workers. It is well below the state average for Blue Collar workers. White Collar OH 2014% E MPLOYED C IVILIAN P OPULATION BY O CCUPATION 2014 Employed Civilian Pop 16+ by Occupation Bldg Maintenance & Cleaning Construction Farming, Fishing, & Forestry Food Preparation Serving Healthcare Support Managerial Executive Office Admin Personal Care Production Transportation Prof Specialty Protective Sales 2.0% 2.7% 0.3% 10.6% 1.6% 13.3% 14.2% 4.5% 5.8% 32.4% 1.2% 11.5% OH 2014 3.6% 7.6% 0.3% 6.0% 3.0% 13.5% 14.4% 3.1% 15.6% 20.6% 1.9% 10.4% Comp. Index 54 35 80 176 52 98 99 147 37 158 66 111 Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Interpretation Well below the state average. Well below the state average. Well below the state average. Well above the state average. Well below the state average. At about the state average. At about the state average. Well above the state average. Well below the state average. Well above the state average. Well below the state average. Well above the state average. Page 12 INSITE #10: MOSAIC Segments Mosaic is a geo-demographic segmentation system developed by and for marketers. Instead of looking at individual demographic variables, a segmentation system clusters households into groups with multiple common characteristics. Demographic variables that generally cluster together would include income, educational levels, presence of children and occupations among others. 2014 2014% This database is developed by Experian. Some find the information helpful because it presents a multi-dimensional view of a community. In the report below, the top 15 Mosaic Segments of the study area are provided. (If less than 15, rows will be blank.) NOTE: For a full description please see the DI Demographic Segment Guide (Mosaic) under the Help menu on the Documents gallery. State % Comp Index Relative to the OH State Ave. Mosaic Segments 11,355 34.66% 0.82% 4206 Well above the state average O54 Singles and Starters - Striving Single Scene 5,068 15.47% 1.61% 963 Well above the state average G24 Young, City Solos - Status Seeking Singles 3,933 12.01% 1.15% 1048 Well above the state average C11 Booming with Confidence - Aging of Aquarius 1,660 5.07% 3.53% 143 Well above the state average B09 Flourishing Families - Family Fun-tastic 1,609 4.91% 1.16% 424 Well above the state average R67 Aspirational Fusion - Hope for Tomorrow 1,276 3.89% 2.63% 148 Well above the state average G25 Young, City Solos - Urban Edge 928 2.83% 0.14% 1968 Well above the state average E19 Thriving Boomers - Full Pockets, Empty Nests 867 2.65% 0.41% 644 Well above the state average R66 Aspirational Fusion - Dare to Dream 778 2.37% 2.65% 89 Somewhat below the state average O51 Singles and Starters - Digital Dependents 751 2.29% 3.30% 69 Somewhat below the state average A04 Power Elite - Picture Perfect Families 663 2.02% 1.43% 142 K40 Significant Singles - Bohemian Groove 617 1.88% 2.42% 78 Somewhat below the state average A02 Power Elite - Platinum Prosperity 509 1.55% 1.93% 81 Somewhat below the state average O52 Singles and Starters - Urban Ambition 400 1.22% 3.14% 39 Well below the state average Q65 Golden Year Guardians - Senior Discounts 364 1.11% 1.96% 57 Well below the state average O53 Singles and Starters - Colleges and Cafes Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Well above the state average Page 13 INSITE #11: CHARITABLE GIVING PRACTICES Charitable giving practices data provide three perspectives about giving in the study area. First, they indicate how extensive giving is within a study area by showing the percentage of households that are likely to contribute $200 or more dollars per year to charitable causes. Second, they project the direction of giving. Giving data is provided across 10 sectors of charity giving. Each community has its own distinctive pattern. Finally, they show how the study area gives across the 10 sectors in comparison to the state of OHIO. An area may contribute modestly to a charitable sector in terms of actual projected households but it may be well above the state-wide average for such giving. Summary of Charitable Contribution Findings: Overall, it is estimated that households in this study area are about the same as the state average in their contributions to charities. As the table is studied look at two factors; the number of people or households and the index. The first will provide a sense of the number strength in the study area. The second shows how giving to one of the 10 charitable targets compares to the state. Any “index” over 100 means the study area gives more to a charitable target than is true for the state as a whole. To make the interpretation of this easier, the following table is sorted by Index. However, be sure to look at the “% of Households” column. A particular charitable sector may have a low index but still a larger percentage than some other of the 10 sectors represented here. Hholds Charitable Contributions Last Yr: $200 Or More Environmental-$200 Or More Education-$200 Or More Public Television-$200 Or More Political Organization-$200 Or More Health-$200 Or More Private Foundation-$200 Or More Other-$200 Or More Social Services/Welfare-$200 Or More Public Radio-$200 Or More Religious-$200 Or More Interpreting the Table 354 1,683 186 244 1,244 872 1,213 1,407 75 4,730 % of HH 1.1% 5.1% 0.6% 0.7% 3.8% 2.7% 3.7% 4.3% 0.2% 14.4% Index Interpretation 149 142 137 133 89 78 77 74 72 64 Well above the state ave. Well above the state ave. Well above the state ave. Well above the state ave. Somewhat below the state ave. Somewhat below the state ave. Somewhat below the state ave. Somewhat below the state ave. Somewhat below the state ave. Somewhat below the state ave. More specific findings include: The number of charitable sectors where giving is well above the state average: 4. The number of charitable sectors where giving is somewhat below the state average: 6. The number of charitable sectors where giving is well below the state average: 0. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 14 INSITE #12: RELIGIOUS PROGRAM OR MINISTRY PREFERENCES This information is from the recent survey conducted by MissionInsite of US Religious Preferences, Practices and Beliefs called the Quadrennium Project. While general religious data is available through various organizations, only MissionInsite can provide local geography projections that are current. The complete survey results are available in the Predesigned Quad Report. The Quadrennium White Paper is available on the web site. Study Area US Average Comparative Index Modestly Important Very Important 34.0% 9.8% 32.6% 9.0% 104 109 Addiction support groups 26.8% 11.4% 26.9% 10.0% 100 114 Health/weight loss programs 37.0% 8.8% 33.9% 9.1% 109 97 Practical training seminars 38.1% 9.4% 37.1% 8.0% 103 117 34.5% 15.4% 35.0% 14.8% 98 104 Daycare/After-School Programs 25.5% 11.3% 24.3% 10.6% 105 106 Crisis support groups 39.7% 14.3% 41.7% 14.3% 95 100 Family oriented activities 38.8% 22.8% 39.5% 24.0% 98 95 Marriage enrichment 32.9% 15.1% 35.3% 13.7% 93 110 Parenting development 29.3% 12.8% 29.6% 11.7% 99 109 Personal/family counseling 40.6% 16.2% 39.6% 14.2% 102 114 46.8% 17.4% 47.7% 16.1% 98 108 Adult social activities 51.0% 17.0% 51.8% 17.0% 98 100 Involvement in social causes 46.7% 16.8% 48.6% 15.5% 96 109 Social justice advocacy work 41.2% 12.4% 39.3% 11.6% 105 107 Opportunities for volunteering in the community 48.5% 23.3% 51.1% 20.4% 95 114 40.6% 15.7% 42.3% 16.6% 96 95 Cultural programs (music, drama, art) 43.8% 13.7% 45.2% 12.8% 97 107 Holiday programs/activities 47.2% 18.0% 49.0% 18.0% 96 100 Seniors/retiree activities 36.4% 14.9% 41.8% 16.7% 87 89 Youth social activities 35.1% 16.4% 33.0% 18.8% 106 87 35.5% 17.5% 34.2% 19.0% 104 92 Alternative spiritual practices (meditation, yoga, etc.) 31.1% 9.4% 28.2% 8.0% 111 117 Bible or Scripture study/prayer groups 34.3% 18.0% 32.5% 21.6% 105 84 Christian education for children 30.5% 20.7% 27.8% 22.0% 110 94 Contemporary worship services 38.6% 18.3% 40.2% 17.0% 96 108 Spiritual discussion groups 40.2% 13.6% 40.1% 15.0% 100 91 Traditional worship services 38.4% 24.9% 36.8% 30.3% 104 82 Personal Growth Family Support and Intervention Services Community Involvement and Advocacy Programs Community Activities or Cultural Programs Religious/Spiritual Programs Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Modestly Very Important Important Modestly Very Important Important Page 15 Supporting Information Interpreting the Report The ExecutiveInsite report is designed for easy reading. But there are several tools provided in the tables that make this easier. 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. 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: Index: Increasing Above Ave Stable Ave 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. • 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. Declining Below Ave. Variable Definitions Support Full variable definitions can be found in the MI Demographic Reference Guide. Download it free fro m 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 [email protected]. Sources: US Census Bureau, Synergos Technologies Inc., Experian, DecisionInsite/MissionInsite Page 16