Summary of Rev. Morrill’s Congregational Discovery and Recommendations
Rev. Jake Morrill visited First Unitarian in March, gathering information from a range of perspectives. In April, he submitted a 19-page report to the Board and Transition Team. This summary presents his findings and strategic recommendations toward helping the church see itself more clearly, including what is happening beneath the surface, and move forward with strength and integrity. For a copy of the full report, please email TransitionTeam@uuabq.org.
Discovery Process
Rev. Jake gathered and analyzed information using a variety of methods, including:
• Conducted interviews with leaders and members, both individual and group.
• Facilitated a Saturday town hall with over 30 attendees.
• Reviewed historical, governance, and operational documents.
• Collected 50 responses via congregational questionnaire.
• Interpreted systemic patterns and themes from collected data.
First Unitarian’s Historical Context and Current Challenges
This congregation has a long history as a UU flagship, and is now facing its first major leadership transition in nearly
40 years. Multiple recent challenges include:
• Senior Minister Rev. Angela Herrera Koren departed last year.
• Misconduct by and de-fellowshipping of former Associate Minister Bob Lavallee.
• Departure of Associate Minister Rev. Beth Elliot.
• Tensions involving community members and the Healthy Community Committee.
• Upcoming retirement of long-time Music Director Susan Peck.
• Post-COVID decline in family participation, membership, and slight financial dip.
• Need to evolve into a multicultural community.
• Systemic issues including low oversight of and high dependence on ministers, conflict avoidance culture, and
identity uncertainty.
Systemic Themes
Rev. Jake stresses that First Unitarian is fundamentally sound and broadly resourced with congregational maturity,
dedicated lay leadership, and energized newcomers. That said, both challenging and hopeful themes emerged.
Systemic Challenges
This time of change has caused many challenges to come to light, such as:
• High commitment but unclear direction causes anxiety.
• Trust has been damaged by misconduct, leading to secrecy and rumors.
• Ministries operate in “silos,” weakening overall vitality.
• Conflict avoidance results in pressure buildup and eventual rupture.
• Unclear identity hampers spiritual and generational self-definition.
• Leadership roles are sometimes confused, with weak accountability.
• Engagement, especially among middle-aged and families, is drifting downward.
Systemic Strengths
The system has historically relied heavily on strong senior ministers, with underdeveloped shared leadership, but
demonstrates many assets.
• Deep congregational resilience (“keep the doors open”)
• Capability to change with proper structure
• Experienced lay leadership
• Newcomers arriving and getting involved
• Effective, high-functioning ministries (e.g. food pantry, care)
• Steady finances and competent financial management
• Openness to hard questions
Strategic Opportunities for Growth
If nothing changes, the church risks decline: continued leadership burnout, loss of diversity, and difficulty attracting
new ministers. However, opportunities abound to create the changes First Unitarian needs, including:
• Clarify congregation identity to foster unity and trust.
• Use church-wide communication to manage anxiety and stabilize the community.
• Reset leadership roles with clear accountability and shared ownership.
• Develop skills for constructive conflict engagement.
• Reweave community through intentional, intergenerational activities.
Key Recommendations for Immediate and Near-Term Actions
Targeted actions involving the Transitions Team, Board, Interim Minister, and broader community can focus on
addressing systemic issues, strengthening the fundamentals, widening the circle of connection, and preparing for the
future. Some suggested actions:
• Engage an expert on clergy misconduct for training.
• Prepare Search Committee resources and early relationship-building.
• Enhance communication strategies with a comprehensive plan.
• Conduct annual leadership reviews and appreciation gatherings.
• Form a “kitchen cabinet” for support and discernment.
• Plan for interim staffing, including a short-term assistant minister.
• Address music staffing post Susan Peck’s departure.
• Develop a 3 to 5 year financial plan.
• Organize community-building events to boost engagement.
• Reimagine and train the Healthy Community Committee.
• Explore establishing a Committee on Ministry or a Coordinating Committee.
• Identify and involve emerging leaders and new members.
• Plan two weekend retreats focused on empowerment and identity clarification.
For a copy of the full report, please email TransitionTeam@uuabq.org.
