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FAQ on the Decision to End Interim Ministry

OPPORTUNITIES FOR THE CONGREGATION TO BE HEARD

In the coming weeks, the Committee on Shared Ministries (CoSM), the Transition Team (TT), the Board, and our newly launched Right Relationship Team (RRT) will host a series of Listening Circles. These are not Q & A sessions; rather, they are “covenantal spaces” designed for members to share their experiences and feelings in a structured, safe environment.

Based on the official “UUA Training for Right Relationships Teams” and practices from  UU Covenant Groups, these circles focus on the practice of deep listening. The goal is for every person to feel heard and witnessed by their community as we process our recent transition together.

  • Structure: The circles will follow a similar format to the Ministerial Search Focus Groups held in October. You will be able to sign up for specific times and dates, with both Zoom and in-person options available.
  • Facilitation: Each circle will be led by trained facilitators from CoSM and the RRT who are skilled in maintaining a respectful, covenantal atmosphere.
  • Confidentiality & Feedback: A note-taker from the Transition Team will capture anonymous highlights—not names—from these sessions. These highlights will be shared with the Right Relationship Team, Committee on Shared Ministries  and the Board. This information will be used to update our FAQs or to address the community’s concerns directly in future communications.

QUESTIONS ABOUT THE DECISION TO END THE INTERIM MINISTRY

Reverend Barbara’s mission was to guide us through reflection, exploration and experimentation. We have much to celebrate:

  • Succeeded in start-up with Reverend Summer from the Pacific Western Region. 
  • Made a history wall to review our history together.
  • Created a congregation-wide Covenant.
  • Introduced congregants to the Circles of Trust.
  • Called to clarify our governance model. This is underway.
  • Improved Human Resources processes.
  • Addressed the need to set ministerial time boundaries.
  • Clarified how many of the systems in our congregation function. 
  • Launched the Ministerial Search Team.
  • Surveyed who we are as a congregation and what’s important to us.
  • Launched a Right Relationship Team.

There are four significant points to make about the beginning of our interim ministry:

    1. We as a congregation fell short in welcoming Reverend Barbara into the interim ministry. It is normal for there to be a period of grieving after a 16-year-long ministry. The Committee on Shared Ministries (CoSM) has stated regret in not offering Listening Circles to our congregation to support processing the departure of Reverend Lydia but didn’t have the training then to do so. That being said, CoSM and the Right Relationship Team will be offering Listening Circles to support our congregation at this juncture.
    2. Reverend Barbara felt particularly unwelcomed because in her first weeks she was confronted by congregants criticizing her sermons and communication style. The Board, Transition Team, and CoSM took this seriously and acknowledged the harm to Reverend Barbara. She continued to bring this up throughout the interim period. There will be many things we can do as a whole congregation to be welcoming to our new minister.
    3. From the beginning, Reverend Barbara’s focus was heavy on critique and areas of deficiency but low on appreciation. The impact of that was that the leaders and congregants who worked closely with her felt repeatedly overcriticized, unheard, and unappreciated. Although multiple people raised this issue with her, it was never resolved. We recognize that this was a mutual struggle, as Reverend Barbara also expressed feeling criticized and unappreciated. Ultimately, this cycle created irreconcilable harm. 
    4. Reverend Barbara’s original contract in 2024 inadvertently included a clause that said that BVUUF uses “policy governance” as its governing philosophy. That term misled Reverend Barbara about how we viewed the minister’s roles, responsibilities and authority in relation to staff, our elected bodies, and our unelected committees and task forces. In fact, we operate in a shared/collaborative system technically called “dynamic governance.” It took nearly a year for that mismatch between the reality of our governance and the phrase used in Rev. Barbara’s contract to be identified and resolved. By that time, too many in our Fellowship felt disrespected or ignored, or both. This was a regrettable incident. Careful attention is being paid in our current ministerial search process to assure that communications about our governance model are clear and accurate.

We encountered significant challenges in how feedback was communicated and decisions were made. At times, those involved felt unheard, which created a breakdown in trust. Specifically, Reverend Barbara and the congregation’s volunteers held different views on how authority should be shared and how governance should be applied. While we worked hard to bridge these gaps, some of these differences became persistent obstacles to our shared ministry. To provide clarity, we want to share three key areas where this mismatch was most felt: 

  • Ministerial Authority and Governance: We encountered a fundamental difference in how ministerial authority should be exercised. Reverend Barbara’s approach favored a model where the minister holds authority over personnel, operations and services. In contrast, our Fellowship’s tradition and structure emphasize shared leadership. We collaborate on decision-making even though the Minister has final authority over many decisions. This difference led to volunteers feeling disempowered and silenced. 
  • Worship Life: Reverend Barbara didn’t have enough time to support Service Associates at the level they had grown accustomed to, and she regularly lamented this fact. This impacted her participation in monthly meetings, as well as providing individual support and guidance when collaborating on services. Specifically, our Service Associates had previously enjoyed the collaborative nature of creating worship—contributing to the design, readings, and topics—and they missed being allowed this creative input while working with Reverend Barbara. Over 18 months these reasons  and previously mentioned authority factors led to there being only four Service Associates on a once robust team.
  • Technology: We experienced a mismatch in how we managed shared work and online communication. Despite efforts to align on our shared platform Google Drive, our differing approaches to technology made collaboration cumbersome and led to frequent miscommunications.

Ultimately, these differences in style and system tested our sense of connection. We acknowledge the pain this caused and remain committed to restoring trust and valuing every voice as we grow from this experience.

Interim ministry is a complex process of discovery, and we believed it was vital to give this relationship a full and fair opportunity to succeed. Several factors shaped this timeline:

  • Commitment to the Interim: We began this interim respecting Reverend Barbara’s 20 years of experience. It took time for the Board, Committee on Shared Ministries, and the Transition Team to have an accurate view of the situation given our rocky start as stated in a previous FAQ.  Our goal was to be direct, ensuring we weren’t reacting to surface-level growing pains but discerning the interim goal.
  • Thorough Discernment: There is a necessary period of evaluation when feedback is received. We had to carefully distinguish between “constructive friction”—which often leads to growth—and “persistent obstacles.” This required listening sessions with various committees, councils, and persons to ensure leadership had an accurate view of the situation.
  • Good Faith Effort: The Transition Team, Board, and Committee on Shared Ministries worked patiently and directly to hear the situations brought to them as they arose. The Board, Committee on Shared Ministries  and Transition Team felt it was important to take time to communicate and mediate before concluding that the mismatch in leadership styles was irreconcilable.
  • Due Diligence: A transition of this extent requires discretion and sensitivity. The Board and the Transition Team conducted thorough and confidential reviews of ministerial interactions while respecting the legal and ethical requirements of a ministerial contract.

While the process was long, it was necessary to ensure that our eventual decision was based on a complete and fair understanding of the Fellowship’s long-term health.

Yes, attempts at conflict resolution were made. Because we did not have a formal Right Relationship Team in place at the time, the Transition Team and Committee on Shared Ministries carried that role, working to bridge gaps in communication between Reverend Barbara, persons in leadership roles, staff and the congregation. Our focus was on maintaining our covenant—insisting on direct communication and resisting the urge to discuss issues behind people’s backs (triangulation). While the Transition Team and Committee on Shared Ministries remained committed to finding a path forward, the constant need to mediate communication and reinforce respectful dialogue eventually exhausted time and resources. To advise us on how we were handling things, we consulted the UUA for external advice and professional facilitation.

Looking Forward: For over a year, our Committee on Shared Ministries (CoSM) has been diligently working with the UUA to form a Right Relationship Team at BVUUF. It officially launched on February 8, 2026, allowing CoSM to return to their Charter focus. The new Right Relationship Team has begun meeting to establish their Covenant and Charter.

This was a negotiated resignation, which is a process specified in the contract. The people present in the negotiation were the Vice President of the Board Larry Sherwood, UUA Congregational Life Representative Reverend Summer Albayati, Interim Minister Reverend Barbara Coeyman, and UU Ministers Association (UUMA) Good Officer Reverend John Cullinan. 

The Board had a contract with Rev. Barbara that covered the entire two-year period of her interim ministry. That contract specified what would happen and what we would pay if she left early. In negotiations, we agreed to abide by all the terms of that contract. What that means fiscally is, we will continue to pay her salary for four months after resignation. So there is a little bit of savings, but it will be offset by the hiring of consulting  ministers during this gap period.

The Interim Minister’s contract was with the Board, not the congregation. The discussion to continue this work or not was a confidential  conversation out of respect for all parties involved in accordance with UUA Guidelines as  is standard practice with personnel issues. The UUA Transitions Office and the Pacific West Regional office provided direction for how this process should be managed.

No, the decision was made last spring and was based on our experience during the interim period. Rev. Barbara identified several areas of our congregational life—such as our governance and system structures—that needed further refinement. Based on her input, the Board decided on a Contract-to-Call search because it allows a minister and a congregation to ‘test the waters’ while continuing that foundational work together. To further understand if this was the best path for our Fellowship’s future, the Board consulted with UUA Transitions Director Christine Purcell before moving forward.

There are some differences between Settled and Contract searches. 

  • In a Contract-to-Call search like ours, after interviews, we can invite top candidates to weekend visits in person with the search team. The search team submits their ranking to the UUA, and they are matched. Once the match is made, the Board makes the initial hire. The minister is contracted to serve the congregation for three years, giving our congregation time to get to know the minister. The congregation then has the option to call the contract minister by congregational vote to become our settled minister.
  • In Settled searches, top ministerial candidates come for a pre-candidating weekend visit with the search team. The search team submits their ranking to the UUA, and they are matched. The difference is that, in a settled search, the final top candidate is then invited to attend a week-long candidating visit involving meeting the congregation, exploring the area, and holding a service or two. At the end of the visit, the congregation takes a vote to confirm whether to call this candidate to ministry.

QUESTIONS ABOUT MINISTERIAL SEARCH

The search process and timeline are not significantly affected other than informing our ministerial candidates of the goings on in the Fellowship. To that point, our ministerial candidates understand the challenges of our transition and interim periods, and they respect BVUUF’s decision to end the interim. They have affirmed that they are still interested in ministry with us. Additionally, our timeline is continuing as planned. 

  • Consulted with UUA Congregational Life Staff (Rev. Summer Albayati) and UUA Congregational Transitions Director (Christine Purcell) as to how to share this news with the candidates.
  • Sent a letter to candidates immediately after the congregation found out the news. The letter had been approved by Board members and UUA consultants.
  • Provided references to the candidates for increased transparency. These included community ministers, previous ministers/staff, and UUA ministers/staff.

We appreciate the concern of how this end of interim might affect our reputation with potential ministers. However, the response from our candidates has been both supportive and encouraging. Key feedback from candidates includes:

  • Validation of the Decision: Candidates affirmed that making a difficult decision now allows the congregation time to heal before a new minister arrives. As one candidate noted, “When something is misaligned to the point we see it is hurting people, we have to make a decision.”
  • Understanding of Interim Ministry: Candidates pointed out that the interim process is designed for discovery, and mismatches are a known risk. One applicant shared, “The process of hiring interim ministers is such that mismatches are not uncommon.”
  • Confidence in our Transparency: Our direct communication and the provision of references were cited as major reasons for their continued interest. One candidate stated, “I was not scared off by the ending of your interim early because of the transparency and references you provided.”
  • Recognition of Growth: The candidates see that we have worked in good faith to improve our systems and clarify who we are as a congregation. They recognize that pastoral care needs are naturally high following any long-term minister’s departure, and they feel prepared to meet us where we are.

Our interim experience taught us that collaborative leadership is a non-negotiable value for our Fellowship, and that our members desire a warm, approachable pastoral presence. We are specifically seeking a minister who embodies these qualities. One huge benefit of being in the Contract-to-Call search process is that we can keep looking until we find our match! While we are following the timeline for Settled searches, our process allows for more flexibility if needed. As a Contract-to-Call search, we can continue to receive new applicants until we match. We are excited about our current candidates and the breadth of experience they bring. 

We look forward to the day we can proudly introduce our new minister to the congregation! The Search Team is looking for the candidate who best aligns with the priorities identified in our surveys, focus groups, and interviews. You can find the summaries of this congregational feedback and the Congregational Profile posted on our website for the qualities our congregation wants in a minister. The UUA Transitions staff emphasize that search teams do not settle for the sake of ending up with a minister. Not finding a match by April is not a negative reflection on a Contract-to-Call search. We want to reiterate we are looking for a great match, not one that is just good-enough.

Below are the details of how we are assuring a good search to date:

  1. Spring 2025: The Board  appointed a Task Force of five people to develop a process to gather nominations from the congregation for the search team.
  2. May 2025: This Task Force sent out a survey to all members seeking nominations, and received 175 responses (>60% of congregation) nominating 78 different congregants. There was a remarkable consensus on the top nominees. The Task Force recommended seven people to the Board for approval who were diverse in age, gender identity, race, sexuality, socio-economic status, ability, and marital status (single, married, family, co-housed). Additionally, the seven individuals hold a variety of fellowship and life leadership experience. See the search team bios on the website and poster board in the Fellowship lobby.
  3. June-October 2025: Ministerial Search Team was formed and trained by the UUA Transitions Office and UU Congregational Life Staff. They held a weekend retreat and regular meetings to establish a covenant and divide up responsibility for tasks, guided by the UUA Transitions Office.
  4. September-October 2025: MST conducted separate confidential interviews with Rev. Barbara, staff members, and key leaders to understand the state of the Fellowship and what we want in a new minister.
  5. October-November 2025: A thorough survey (which top candidates have commented was the most informative they read in all their searches) was issued and over 60% of the congregation replied. We held 19 focus groups to gather data from the congregation on how you wanted to be described to potential candidates in the Congregational Profile. We summarized and shared the results of this process with the congregation in presentation and in writing.
  6. December 2025: Using the information we gathered, we compiled a 67-page Congregational Profile, which was reviewed by Reverend Barbara, Christine Purcell of the UUA Transitions Office, Reverend Summer Albayati, our PWR representative, key leaders, and members of the Transition Team before being submitted on December 1st. We took great pains to be honest, fair, accurate, and compassionate in our depiction of the congregation and our interim experience. Ministerial candidates, the UUA Transitions Office, the Board, Rev. Barbara, and many congregants all commented on the thorough, transparent and nuanced quality of our Congregational Profile.
  7. January 2026: We received 16 applications from potential candidates, which is an outstanding level of interest, according to the UUA Transitions Office. MST held seven first interviews, and four second interviews with chosen candidates. They asked and answered a wide range of questions on topics including service preparation, theology, approach to supervision, their call to ministry, self-care, boundaries, and collaboration. These hours of open conversations helped us discern who would be our top candidates.
  8. February 2026: Our top ministerial candidates accepted our invitation to come visit our fellowship in person. They were eager to meet us, excited about our fellowship’s future, and understanding of our interim situation. 
  9. At the end of February, we have another candidate to consider and plan in early March to have a discussion focusing on discernment for ranking our candidates.
 

While this work is challenging, we remain committed to transparency and will continue to share updates via our newsletter, website, and email. We are grateful for your ongoing support and confidence.

One thing that came through in our Congregational Survey is  families, children, and youth feel separated from the rest of the congregation in “silos” down the hallway. Youth and families yearn to be included in fellowship life as whole people and form meaningful bonds in our multigenerational community. As a result, the Ministerial Search Team has prioritized interviewing candidates about their experience with ministry for all ages. 

Yes, the Ministerial Search Team will make a unanimous decision on how to rank the candidates to submit to the UUA. 

If for any reason we don’t match with one of our top candidates at the end of March, we will keep looking and stay in search. One of the real benefits of our search being a “contract search” is that we can just keep looking until we find a great match.

No, the congregation will not meet the minister before they are hired. In a Contract-to-Call search, the UUA requires any in-person visits to be completely confidential between the minister candidates and the search team. This policy protects the professional standing of candidates who may currently be serving congregations that are unaware of their search. Our search team invited and spent the first two weekends in February getting to know our top candidates. The visits included in-person interviews, building tours, and a collaborative vespers service. The experiences were valuable for discernment, and it was indeed exciting.

In both Settled searches and our Contract-to-Call search, the ranking of ministerial candidates is discerned by the search team. Our ranking of ministerial candidates is submitted to the UUA, and ministers also submit their rankings of congregations. The UUA Transitions Office determines the best mutual matches between congregations and ministers, informs both parties of the match, and they then enter into negotiations on a contract.

The Negotiating Team consists of one person from the Ministerial Search Team and two people from the Board, and they will work with the new minister to negotiate a contract. We are offering a three-year contract, with the option to call them into more permanent settled ministry with a congregational vote within the first few years. After the contract is signed, we hope to announce our new minister in April. We will then focus over the following months on welcoming and opening our hearts to our new minister before they arrive in August.

Information and our timeline can be found on the Ministerial Transitions page, and updates are regularly emailed out in the Connections Weekly newsletter. Our Congregational Profile, detailing our congregation’s history and experience with this transition time, has been published to the members-only page on our website. Please feel free to email the Ministerial Search Team at ministerial-search@bvuuf.org or speak to us in person if you have any questions!

CONGREGATIONAL LIFE UNTIL WE HAVE A NEW MINISTER

Yes, we do want to make sure Worship and the Arts remain strong. Karin Griglak has stepped forward to be the Service Associate Chair. We already have many service associates stepping up. They are welcoming new service associates, and there’s going to be a training session soon.

At this time, we plan to hire a part-time consulting minister to serve at 16 hours/week through July. This minister will be in the pulpit two times a month and support the service associates in planning for Sundays when the consulting minister is not here. Our wonderful team of lay pastoral care associates will continue to support the congregation in times of need.  They may be reached at laycarecoordinator@bvuuf.org

The Committee on Shared Ministries and Transition Team will work together to prepare for a warm reception of our new minister and communicate practical ideas of how we as a congregation can be more welcoming. We learned several things from our interim time and want to be intentional about a warm welcome in the future. Our lessons from the “Break Barriers, Build Beliefs” workshop can also be helpful here, such as being aware of bias and keeping an open mind. There is no single story that encompasses all of who someone is – and there is no single story that fully represents who we are as a fellowship. 

There will be many things we can do as a whole congregation later this spring and summer to be welcoming to our new minister. Please stay tuned for opportunities to build connections and community!

Here is some food for thought as we wait:

  • Extend grace and patience as our new minister gets acquainted with who we are as a congregation, staff, building, and energy. 
  • Assume positive intent in our new minister’s communication and actions.
  • Consider and respect the background and experience of our new minister and all they can bring to our congregation.
  • Check our bias. It comes in many forms and can sneak up on us.
  • Offer frequent direct conversations to express curiosity about what they need as a minister and human being as they navigate their work/life balance.
  • Continue to discuss our collaborative governance with the new minister’s input.
  • Respect the expertise and authority a new minister can bring to our community.
  • Be open to trying new approaches and new perspectives. It could be exciting and fun!

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