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STEWARDSHIP AND OLD CHURCHES
This article refers specifically to churches, but its point
applies to all religious buildings.
Who hasn't marvelled at New England's wonderful
body of church architecture--buildings spanning far back into
our past, all built to be suitable places in which to worship
the Creator of Everything. The best of them are works of architectural
art, and worthy of respect and preservation in their own right.
But, as anyone charged with the upkeep and maintenance
of these buildings knows only too well, the very qualities that
make them so wonderful also make them expensive to operate and
maintain. Not only are they expensive, money spent caring for
them is money diverted from the church's primary mission of easing
human suffering. This leads to a difficult issue of stewardship:
If people are starving and homeless in this world,
is it not indulgent and--to use an unfashionanble old word--sinful
to spend money on a mere building? Especially on a church building?
I am neither a theologian nor sinless, which leaves me in an awkward
position to prescribe in this matter. And as a professed Christian,
I can't even offer a sound rebuttal to that question.
I can, however, offer some ideas why, despite that
question, it might be wise--and even good stewardship--for a religious
congregation to devote more care (and money) to its buildings.
First, there is the philosophical argument: Churches
traditionally are erected not just to provide a place out of the
weather in which worshippers can gather, but also to show, in
some way, the glory of the One who is being worshipped. They are,
in this sense, symbolic ceremonial vessels. As such, it is appropriate
to care for them with respect. This respect needn't necessarily
be restricted to the buildings of the liturgically ornate denominations--a
simple Quaker meeting house speaks as eloquently of its builders'
idea of God's house as the most elaborate Eastern Orthodox church
does of its.
A more pragmatic reason for spending more, rather
than less, money on a church building is the paradoxical one that
in the long run, it is likely to be better stewardship of the
congregation's overall resources. When a congregation attempts
to spend the minimum possible on its buildings, the only thing
that ceases to happen is planning and major maintenance; the natural
aging and weathering processes continue unabated. Sooner or later
the bill for this neglect will come due: the roof develops leaks,
the boiler fails, or the steeple drops a piece of ornament onto
the sidewalk.
The nature of the emergency (worship space uninhabitably
cold, water coming through the roof, and so on) typically causes
secondary damage, and exerts great pressure for the swiftest possible
resolution.
Great and distracting demands are made on everyone's
goodwill, energy, and pocketbooks. An ad-hoc committee is formed
to deal with the emergency, and the rest of the parish pitches
in to raise the necessary money. In the midst of all this excitement,
no one has time to consider that the whole affair is a colossal
band-aid; that other situations are still slowly ripening toward
crises, and that no one is doing anything substantial to identify
them or to head them off. And once the emergency is over, everyone
is too busy recovering from the disaster to want to think any
more about the building.
This is tragically unfortunate. One thing I believe
from many years of working with old and antique buildings is that
given the opportunity, every old building can and will bankrupt
its owner.
This principle holds true for all building types
and owners, including churches. The only defense available to
a poor building owner is information:
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About how the building is aging and deteriorating,
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About which parts of the building are particularly
significant or sensitive (architecturally or otherwise),
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About which parts of the building need attention,
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About whether the need for this attention is
critical (a dead boiler in January), necessary (an aging roof
that doesn't leakÉ yet), or elective (dingy paint on the Parish
Hall walls),
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About how these many needs affect each other,
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About the probable costs of dealing with themÉ
and,
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About the consequences of not taking action.
Such knowledge forms the basis of a plan for taking responsible
care of any old building, not just a church. Acquiring that knowledge
calls for a careful assessment of the church building. The breadth
of knowledge and the amount of time and effort required normally
requires engaging a professional consultant.
A building assessment, like its kin the Historic Structures Report,
sets out to answer these questions:
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What is this building, and how did it get that
way (history and evolution)?
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How is it configured, and of what is it made
(form and fabric)?
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What is the existing condition of the building
as a whole, and of all its major components?
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What work is required to return it to stable,
standard condition?
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What are the priorities for undertaking this
work, in what order should it be done, and how much will it
cost?
Once this information is in hand, a congregation can then develop
a plan for meeting these needs, taking into account its mission,
priorities, financial resources and other important considerations.
Building evaluations come in a variety of sizes, depending on the
particular structure and the needs and resources of its owners.
At one end of the scale, an evaluator might spend a day to a day
and a half in the building, and submit a report 15 to 30 pages long,
for a cost of two to four thousand dollars. At the other end, a
week or more of on-site time (involving specialized sub-consultants
to evaluate structural, mechanical, electrical systems, masonry
work, stained glass, and other elements) could lead to a report
of over a 100 pages, at a cost of fifteen to thirty thousand dollars.
These are daunting sums for most congregations, especially since
they represent "only" planning. Indeed, in the short term they represent
pure expense. It is only as these findings and recommendations are
implemented, and the care of the building shifts from being based
on "the emergency of the day" to a more orderly, rational, (and
yes, unexciting) approach that the savings will appear--savings
represented by the ability to plan work in advance; by the ability
to budget for maintenance and repair with a reasonable expectation
of no major surprises; by less stress on the building due to catastrophic
failures and their consequences; and by the avoidance of emergencies
that waste time, money, energy, and goodwill.
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