The first observation I made is that there are unrealistic expectations and perceptions. There appears to be a tremendous underlying fear from members of the congregation and they want the Pastor to fix everything but yet not change anything. The implications of spending the endowment for everyday expenses and budget is troubling. The staff all have different ideas about how worship and the church should be run. The organist does not want any changes made to the worship service and the church secretary says there needs to be changes made to the overall operation of the church.
I would want to know some of the church history. What has worked in the past? What has not worked in the past and what programs, missions, etc. is the church currently involved in doing? I would need to see their budget and actual expenses as well as their giving and income. I would also ask what the actual average attendance in worship has been for the last year. I would want to know who are the power brokers, who has to give permission for anything to happen.
Before the meeting of the Board, I would gather and analyze the financial information that was available. I would meet with the treasurer to gain information on giving patterns. If there is a General Presbyter or someone of that position I would seek their insights into the dynamic of this particular congregations. For instance, are their major upheavals that have affected this congregation. I would not meet with any staff or parishioners until after the board meeting. At the board meeting, I would put up a time line for the last ten years and give each board member three colors of post it notes. Pink for good things in the past ten years, blue for problems or hardship and green for what they would hope for the future. I would make no major changes until the board and I had time to assess and discuss and plan for the future.