RESULTS from the FPC Revitalization Process (posted October 19, 2009)

(Also see Addendum for Revitalization Update )

 

 

Partnership Program

Southern New England Presbytery

 

Cultivating Congregational Transformation

 

First Presbyterian Church

Hartford, CT

 

Partial Assessment Report

July 2008

 

 

Prepared by The Rev. Dr. Ann M. Philbrick

Co-owner and consultant for Heartwood LLC


I.  Background to this Report

As a part of the Southern New England Presbytery’s Partnership Program, First Presbyterian Church is one of three churches receiving consultation from Heartwood LLC.  The first stage of this project is assessment.  Each church received their assessment packet in late September of 2007 and began to work on them.  A training and interpretation event was run in March of 2008.   Each church is to have an on-site assessment and training day.  This happened for First Church on June 8, 2008.

 

The assessment process is designed to give the leaders of First Presbyterian fuller picture of their leadership, congregation, and community.   Out of this fuller picture, First Church will work to create a transformation map to guide them in the next few years as they seek to become all that God wants them to be.

 

Assessment Materials

Church and Leadership Assessment

There are many components that influence church-life in America.  There are spiritual, relational, ministry, and resource factors.  The tools we are using to assess these factors:

                                                                                                                        Completed as June 08

 

1.      Natural Church Development Survey                                                    YES

2.      Congregational Questionnaire                                                                NO

3.      Appreciative Inquiry Interviews                                                             YES

4.      Strategic Spiritual Journey Inventory – from Alban Institute                    YES

5.      Life Cycle Analysis – from Alban Institute                                             ?

6.      ichange – from Percept                                                                         YES

7.      iLeadType – from Percept                                                                    YES

8.      Current Conditions -- from Borden                                                       YES

 

Community Assessment

Church ministry does not take place in a vacuum; it happens in neighborhoods and communities that are composed of people from a wide range of ethnic, cultural, language, economic and geographical backgrounds.  Understanding this environment is essential to diagnosing of a church.  Tools we are using:

                                                                                                            Completed as of June 08

 

1.      Demographics - Percept Ministry Area Profile (MAP)                           NO

2.      Neighborhood Walk Survey – from Alice Mann                                    NO

3.      Community Interviews – from Alice Mann                                             NO

4.      Portion of Congregational Questionnaire on the Community                   NO     

 

 

While all the assessment materials are not in, the leadership of the project and the pastors have agreed that having feedback on the portions that are in would be helpful.  To that end, Dr. Philbrick has put together this report.

II. The Visit

Dr. Philbrick spent Sunday, June 8, 2008 with First Presbyterian Church.  While there, she met with and taught the adult forum, took a look around the building, attended worship, met with the congregation and then the Session.

In these pages Dr Philbrick summarizes her thoughts and responses while with the people and leaders of First Church on the on site visit and the materials and information collected so far.

 

1. Initial Impressions of the Building and Location

The building overall:

Foyer/ Narthex:

·        Neat and clean

·        Kind of empty (not used a lot – as folks tend to come in from door from rest of building)

·        Good touch to have added the window in the middle (my hunch – replacing one of the original doors) – it brightens up a dark space

Inside Office Entry way:

·        Plain and serviceable

·        Used looking

·        Sign on the left is okay

·        Could use a sign on upper level door that says something like ‘offices this way’

Upstairs

Downstairs:

Outside grounds

Location 

2. Worship

Comments on the bulletin

·        Nice format – lots of space for print and white space

·        Nice cover

·        ‘A More Light Church’ on the cover:  only PC(USA) folk know what that is – do you need something short and sweet that conveys what this is to non-Presbyterians and non-church people?

o       Or at least make the connection between that title and your section describing you as a welcoming church

·        Well formatted and good, consistent use of fonts

·        Don’t use the word ‘visitor’ in your bulletin – speak to people, not about them

for instance:

“We want our visitors to feel a part of the family”

Try this instead:

“We want you to feel part of the family”

Or

“We encourage visitors to sign the guest book…”

Try instead

“We encourage you to sign the guest book…”

 

 

III. Findings

1. Natural Church Development Survey

A. Basic Score

 

EL = Empowering Leadership

G-BM = Gift-based Ministry

PS = Passionate Spirituality

ES = Effective Structures

IWS = Inspiring Worship Services

HSG = Holistic Small Groups

N-OE = Need-oriented Evangelism

LR = Loving Relationships

 

Attendance Figures:

5 years ago:      75

4 years ago:      75

3 years ago:      75

2 years ago:      74

1 year ago:       74

Today:              73

 

These scores were given to the church at the training day on March 8, 2008.  Two more detailed reports based on the NCD scores were then subsequently given to the church.  These will not be reproduced here.

B. Notes from Congregational Debriefing of NCD Minimum factor

On June 8, Ann ran a focus group process to help the congregation unpack and diagnose the reasons behind the minimum factor.  Each group brainstormed on all the possible reasons for Inspiring Worship being your Minimum Factor:

 

Group 1

 

Group 2

 

Group 3

 

Group 4

 

Group 5

 

Group 6

 

Group 7

 

Group 8

 

The final task was for each person to vote for their top 3 reasons that they thought most contributed to the minimum factor.

 

 

 

 

Peoples’ Top 3 Reasons

Reason

# Selected

Sermon (e.g. not up to date, more relevant, don’t be so focused on race/diversity, not inspiring, don’t force lectionary, have clear message that carries from Call to Worship to hymns and choir selections to sermon, stay on topic, less wandering to make a 20 minute sermon when can be covered in 10-15. More optimistic message and ambience. Broader range of content

Xxxxxxxxxxxxx xxxxxxxxxxxxx xxxxxx = 32

Music (e.g. change up of styles, tempo balance, variety, music is boring/depressing. Music should not all be in a discordant tone – melody is nice at times

Xxxxxxxxxxxxx xxxxxx = 19

Interpersonal Communication. Lack of communication

Xxx = 3

Children. Need to include youth more. Make it so our children don’t get bored during service

Xxx = 3

People are looking to be entertained – not inspired (People don’t listen, they just want entertainment)

Xx = 2

No personal connection to service/sermon

Xx = 2

Need to focus on unity. Build on positives – not point out negatives. Less emphasis on multi-cultural differences and more on sense of unity. Stop talking about diversity.

Xxxxxxxxx = 9

Getting ready for church

X = 1

Too traditional. Old testament should be strongly de-emphasized.

Xxxxx = 5

Service – too boring/organized, monotonous, structure of service – cohesion “production values”. Try different types of reading. Move away from usual format. One hour of high quality rather than longer period of poor quality. Service to move faster. Everything fitting together with some emotional highs, quiet, etc. Should be more closely related to current societal topics

Xxxxxxxxxxxx xxxxxx = 18

Personal and corporate revival needed

Xx = 2

Relevance to change; openness to change. Careful sense of balance and clarity when considering changes and style. Balance of change and tradition

Xxxxx = 5

Lack of pertinence to daily living in worship

X = 1

Lack of encouragement in finding God

X = 1

Atmosphere casual

X = 1

Sanctuary is too large; apparent sparse attendance to visitors. Change seating

Xxxxx = 5

No one will “rock the boat” by speaking their mind

X = 1

Different groups in the congregation have different needs. How to address this?

X = 1

 


 

Bonus Question:

 

Ideal size of church attendance

(answers arranged in order, smallest first)

 

# of People

# Selected

125 + (65-75 attending)

Xx

90-100

X

100

Xx

100-150

Xx

120

Xxx

125

X

150

Xxxxx

160

X

200

Xx

250

Xxxx

300

Xxx

350

X

500

X

I Don’t Care; doesn’t matter

Xxxxx

De we want quantity or quality?

X

Church full of faithful, happy and devoted members

Xx

 

2. Congregational Questionnaire

This has not been completed.

 

3. Appreciative Inquiry Conversations with Congregation

These are edited versions of the notes sent to Ann.  They were edited to simplify reading of them in this report, so no names were included.  Also, the questions about valuing yourself were left out.

 

Question 1:  Share one of your best experiences with this congregation – a time when you felt most alive, spiritually strong, touched or excited about being a Christian or a part of this congregation.    

 

Group 1

·        Employee and member – many experiences have been with choir.  Everything changed when she married Jon and participated more in dinner groups and socialization.  Best experience was the more expanded music programs back when Frank Hoffman was pastor – she felt fulfilled and always tried to challenge.

·        Time with Deborah Kapp as pastor when she came out to the church – led to becoming more involved and developed more leadership capability.  Her union ceremony at the church in 1992. Black choir 1st time he came and the blend of black and white at coffee hour

·        Adult Forum has been more interesting and beneficial – valuable 45 minutes

 

Group 2

·        FPC choir presented Christmas Oratorio, a challenging piece that was beyond the abilities of most of the performers but which came together well and created a magical performance.  Indicative of Anna's pleasure when the church reaches beyond its self-imposed limitations.

·        When he first joined--Couples Club--Pastoral Nominating Committee that nominated Frank Hoffman (felt good about process and choice).

·        When she first joined Shirley and her husband, Bill, were given the responsibility of running the Youth Group.  Connecting with the youth and one special relationship Bill developed with a youngster stand out.

·        Working with the poor and just being a part of the church.

·        Participating in Pastoral Nominating Committee; Starting the Adult Forum and seeing the gratifying result of the speakers and listeners interacting and learning from each other. Teaching Sunday School.

·        Getting married at FPC in front of family and church family.

·        Working with youth group as leader.

·        Volunteer work including delivering meals to shut ins, serving meals at Betty Knox Senior Cafe, serving communion to shut in members.

·        Working in nursery and teaching Sunday School as well as developing friendships with members that continue outside of church.

·        Mission Trip to Mississippi in 2007.

·        Serving as Stewardship Chairman for three years as it allowed him to apply business precepts to church while allowing him to meet more members and made him feel more a part of church.

·        Joining the church, singing in the choir and teaching Sunday School.

·        Becoming a member of FPC's Session; The baptism of his children at FPC; The Young Couple's group.

·        Serving on the Welcoming Committee and feeling accepted by her new church family.

·        Joining the Youth Choir and then Senior Choir and participating in Youth Mission Trips.

·        Participating in committee doing similar work to this one 40 years ago

 

Group 3

Large group attended unknown to FP congregation. Impressed with church members’ response, outpouring of love to friends and family who were mostly strangers. We helped with their grief.  Show much love is in this congregation.

 

Question 2a: What do you value the most about the denomination?

Group 1

·        Minister replacement process is a concern – felt we were interim church for entire 90’s. Don’t value denomination in how they do things, but likes our church

·        Pre-destination

·        She is exhausted from the homosexual conflict since the church does not treat them right.

·        Familiarity – known since childhood

·        The process of having to have an interim minister has really hurt our church.

 

Group 2

·        Views denomination negatively due to rigidity and rule of law as a negative.

·        Not fond of all of Book of Order but respects structure and governance conveyed by BoO.

·        Believes in and is most comfortable with Presbyterianism although faith is more important.

·        A democracy in which everyone can express their opinion.

·        Members dominate a very democratic process.

·        Democratic nature of denomination as well as the fact that there are Presbyterians all around the world doing good things.

·        Structure of church--born into denomination.

·        Preferred Presbyterianism to Catholicism during upbringing.

·        Always been a Presbyterian--no knowledge of other churches.

·        Community service oriented church. Consistency of same rules for 50 years.

·        Sense of order/polity. Provides a sense of orderliness.

·        Church fellowship, love and friendship.

·        History of the church.

·        Traditional service that makes you feel like part of a whole.

·        Consistency and core values.

·        Sense of order, polity able to deal with process.

 

Group 3

·        Have nothing to compare it to –always been a Presbyterian

·        Have never been anything else Can’t imagine being anything else.

·        God is always present . Form of government is good. We don’t know everything.

·        Presbyterian Churches made it possible for me to go to college. Something that I had not dared to dream about.

·        Balance of authority with lay and clergy.

·        Connection with Scotland and Scottish people

·        Lifetime fellowships

·        The Presbyterian missionaries in Persia contributed so much to mother’s life that she was a constant reminder of their kindness. They gave her books, they taught her tailoring etc. She never let us forget it.

·        Like our small congregation Presbyterianism is not big in Hartford. Mostly probably because I grew up in this church. We could learn more about the book of order, how the Presbyterian Church functions with other faith communities

 

Question 2b:  What do you value most about First Church?

Group 1

·        Sense of caring and belonging

·        Our mission involvement – ok to be one of God’s children

·        It is inclusive, she loves the beautiful sanctuary, likes the outreach, youth mission trips.  Wonderful church leaders.

·        Church contribution to community – food, etc., mission trips, interaction with Ghana.

·        Belonging, making new friends

·        Belonging, friends, working with kids

·        Believes our church is made up of three groups – established families, new members and young members.  These groups working together will determine the future of the Church.  For the young people he believes the opportunity to give a base education and participation is the key.

 

Group 2

·        Architectural appearance (especially viewed from back to front) - people - continuity

·        Community-involvement .especially at the start of Center City Churches) – friendships - Caring for others

·        Church deepens her understanding of Jesus and brings her closer to him.

·        Welcoming church that feels like family

·        Outreach to the community and the value of each person.

·        Architecture--looks like a church.

·        Church members like family, relationships formed within as well as outreach to community.

·        People in church and friendships with them.

·        Shared memories and stories lived with other members as well as a strong faith that has carried her through tough times.

·        Openness and friendliness of church members. Role played by church members during marital difficulties as members served as role models for her children. Compassionate reaction of members.

·        Diversity - Church gave Sam and his faith support at his weakest time.

·        Fellowship, constancy, and formation of a strong faith.

·        Continual nurturing of spirit, multicultural activities, raised in this faith.

·        No Answer.

·        Going on mission trips and the church people.

·        Multicultural experience provided for his family

 

Group 3

·        That we are a presence in Hartford AND beyond. FPC has been a path to follow and be a part of

·        The love and caring I get from other members in response to the love I give them.

·        A sense of love. A guide to what is right/wrong from the Bible.

·        Friendships for many years. Baptized here. Attended other churches when widowed and mother needed transportation I came to First Pres. Liked the church and Dr Hoffman.

·        My peace of mind and happiness and contentment.  A connectedness from early on.

·        Our church has taken steps to welcome all who come. This caused people to leave but I believe we are stronger in our faith because of it.

·        Our congregation is an immigrant one. We have been nurtured in those struggles.

 

Question 3: What are the core values of this congregation?

Group 1

·        Sharing and caring of members for one another and give life to the congregation. Without it, there would be loss of new members because wouldn’t sense open and welcoming – church would become more socially isolated.

·        Mission. If it didn’t exist, we’d have lack of understanding the needs of Hartford

·        Diversity, welcoming all people from all walks of life.

·        Nobody called when he was sick for a month.

·        Everyone welcome at communion

·        All are welcome

 

Group 2

·        Outreach, interconnection of members, and circles of people and relationships layered over each other.

·        Mission and outreach and its urban location /different locale

·        Bible and its teachings and caring members.

·        Every person is important and embraced / if we didn't embrace people.

·        Value the life of every person and try to improve them--member's concern for each other--welcoming new people right away.

·        Outreach and acceptance—generosity / our building

·        Helping people inside and outside our church family and community involvement.

·        No answer.

·        The understanding of the wants and needs of other people as well as outreach and caring and sharing.

·        Tolerance and the acceptance of others are the core values and are amplified by the outreach programs.

·        Willingness to accept change and grow in spirit as change is inevitable due to nothing remaining static.

·        Church following.

·        Members and the fellowship of the church.

·        Work ethic toward mission and the free giving of time and talent.

·        Mission to the city

·        A fluid effort to grow in grace as well as a willingness to embrace the need to change

 

Group 3

·        Hands On Hartford

·        I am so proud of my church’s commitment to helping others, embracing everyone regardless of race, sexual orientation, etc.

·        Mission and cultural diversity

·        Different: a lack of cultural diversity

·        Mission

·        High commitment to the food pantry and human rights

 

Question 4: Your three wishes for the congregation:

Group 1

1.      Choir growth

2.      More congregational participation across the board – responsibility shared

3.      Terry to preach from the pulpit

 

1.      More congregational involvement across the board – once a month social event (Different days & times)

2.      Kids in congregation during church and more involved in worship

3.      All music service (different instruments)

 

1.      More inspiring sermons

2.      More members

3.      All people in church to participate in all activities

 

1.      More guest preachers

2.      More members, especially youth to take over

3.      Guess musicians – choir

 

1.      Young people to get more involved

 

1.      Members more involved volunteering to do things

2.      New minister that lets members be more involved

3.      Better organization for members visiting other members in need

 

1.      More young people

2.      More kids in Sunday School

3.      More young children/people taking active role in church.

 

1.      More young people

2.      More kids in Sunday School

3.      More young children/people taking active role in church.

 

Group 2

1.      Young leader with creative imagination

2.      Chance to expand on Adult Forum

3.      Inward directed program to benefit church members

 

1.      Innovative and inspiring pastor

2.      Livelier and more different music

3.      More members and more active members

 

1.      Strong person to lead

2.      Strong youth program

3.      Large, faithful congregation

 

1.      New minister

2.      More active members

3.      More spiritual orientation featuring home based prayer groups

 

1.      More members

2.      More money

3.      More church dinners

 

1.      800 members (our high tide)

2.      Financial viability

3.      Raised profile for Liberal Christianity in Hartford and FPC leading the movement

 

1.      Dynamic pastor

2.      More active and involved members

3.      Enough money for a makeover of facilities

 

1.      Fun activities like bus trips, picnics, potlucks and shows

2.      Continue with mission work

 

1.      More money

2.      More youth

3.      Get everyone actively involved in something

 

1.      More money

2.      More youth

3.      More activities to involve everyone

 

1.      Larger diversity of ages

2.      More inspirational worship environment

3.      Greater financial stability

 

1.      Larger Congregation

2.      More youth

3.      Inspirational worship

 

1.      More young families

2.      More people participating in the life of the church

3.      More inspiring sermons

 

1.      More people involved

2.      More families

3.      Follow through from leadership

 

1.      Younger congregation

2.      More talk about God

3.      Bring people out of comfort zone during worship

 

1.      Mobilize new members to be active

2.      Pastor in role of coach to bring out best of members, teach and influence them

3.      Engage in contemporary theology thematically in light of today's environment.

 

Group 3

 

Group 4

1.      Don’t die as a church

2.      Don’t die as people                             

3.      More families with kids            

4.      Interesting and brief speaking minister

5.      Ordination of GLBT

 

1.      Not gratifying one’s own ego but to challenge one’s self to be productive in spit of your failings

2.      Find ways to attract new active members

3.      More income

 

 

1.      Enough money to do what it wants to

2.      More active members – larger core

3.      Not leave the building

 

1.      Incorporate people from different multi-cultural communities into the church

2.      Pastoral leadership that will help integration and provide spiritual food

3.      A more multi-generational church

 

1.      Get rid of financial troubles

2.      More generations

3.      Get rid of bureaucracy

 

1.      Gay rights and marriage

2.      Influx of youth

3.      People on inside take up leadership

 

1.      Gay rights

2.      Human rights – respect for women

3.      Change and use of the creeds (masculine)

 

1.      A stronger and more diverse music program

2.      Embracing immigrant members

3.      Children in worship

 

1.      More younger families as members

2.      Increased participation by Ghanaian members

3.      A more upbeat worship service

 

1.      Solid financial foundation

2.      Larger Congregation

3.      Inspiring minister

 


 

4. Initial Readiness Inventory

Members of Session filled out this inventory, from “Strategic Spiritual Journey” by George Bullard.  11  score sheets received

 

Key: 

1 = our church fits the description of this category perfectly;

10 our church is not like this at all. 

(Descriptions of each of these categories are found in Appendix A)

 

 

1

2

3

4

5

6

7

8

9

10

Av

L

H

1. Visionary Leadership

 

 

1

1

1

5

1

2

 

 

5.9

3

8

2. Relationship Experiences

1

1

3

2

1

1

1

 

1

 

3.8

1

9

3. Programmatic Emphases

 

1

1

4

2

1

 

1

1

 

4.9

2

9

4.Accountable Management

 

 

4

2

3

 

2

 

 

 

4.4

3

7

5. Contextual Relevance

1

1

1

2

2

1

2

 

1

 

4.8

1

9

6. People of Passion

 

2

 

 

 

1

3

1

1

3

7.09

2

10

7. Pastoral Leadership

 

 

 

2

4

 

2

2

1

 

6.09

4

9

8. People of Position

 

 

 

1

1

 

3

4

 

2

7.4

4

10

9. Congregational Growth

1

2

3

1

4

 

 

 

 

 

3.4

1

5

10. Level of Conflict

 

1

 

2

2

2

2

2

 

 

5.6

2

8

 

Key: 

Numbers in each column represent the number of people who put that value as their score for that element.

Av = average

L = low = lowest score

H = high = highest score

 

Individual Total Scores:

50

58

46

71

54

30

66

52

31

68

69

Average Total Score:

 

54.09

 

5.  Life Cycle Workshop

I do not know if this has been done.  I have not received any notes on it yet.

6.  iChange Results

10 members of Session took the on-line ichange survey and sent in their results.  They are listed and then compiled here.

 

Overall

Emotional Response

Behavioral

Tentative

Coping

Passive

Tentative

Energized

Passive

Engaged

Energized

Proactive

Tentative

Coping

Resistant

Engaged

Energized

Proactive

Tentative

Coping

Resistant

Tentative

Coping

Resistant

Engaged

Energized

Proactive

Engaged

Energized

Resistant

Engaged

Excited

Proactive

Possible Overall Types:

derailing – blocking – tentative – engaged - reckless

Possible Emotional Responses:

excited – energized – coping – fear – panic

Possible Behavioral Responses:

reactive – resistant – passive – proactive – hyperactive

 

Group Style Calculation

 

 

A

B

C

D

E

 

 

Derailing

Blocking

Tentative

Engaged

Reckless

Style Value

1

1

2

3

4

5

Number of Leaders by Style

2

0

0

5

5

0

Total Calculated Styles

(multiply Row 1 by Row 2 for each column)

3

0

0

15

20

0

 

 

 

 

 

 

 

Total Leaders

(add Row 2, Columns A-E)

 

10

 

 

 

 

Sum of Product of Styles

(add Row 3, Columns A-E)

 

35

 

 

 

 

Total Change Style

(Divide Row 5, Column A by Row 4 Column A)

 

3.5

 

 

 

 

 

If Total Change Style is

< 1:                   Derailing

1.0-1.4:             Blocking

1.5-3.4:             Tentative

3.5-4.4:             Engaged

4.5 – 5:             Reckless

 

7.  iLead Results

 

Primary Lead Type

Secondary Lead Type

Engage Story as

Ministry Orientation

Pastor (moderate)

None

Moderate Realist

Moderate Inward

Pastor (strong)

Poet

Strong Realist

Strong Inward

Prophet (strong)

Apostle

Moderate Idealist

Strong Outward

Apostle (moderate)

Prophet

Strong Realist

Moderate Outward

Apostle (moderate)

Prophet

Strong Realist

Moderate Outward

Pastor (strong)

Poet

Strong Realist

Strong Inward

Poet (strong)

Pastor

Moderate Idealist

Strong Inward

Pastor (moderate)

None

Moderate Realist

Moderate Inward

Pastor (moderate)

Poet

Strong Realist

Moderate Inward

Apostle (moderate)

Prophet

Strong Realist

Moderate Outward

 

 

 

 

 

 

Realist = action oriented

7

 

 

 

PASTOR

5

 

 

 

 

 

 

APOSTLE

3

 

 

 

Idealist = reflection oriented

2

 

 

 

POET

1

 

 

 

 

 

 

PROPHET

1

 

Inward Emphasis = people oriented

6

 

Outward Emphasis = principle oriented

4

 

 

 

 

 

8. Current Conditions Results

Members of session filled out the Current Conditions Questionnaire (designed by Paul Borden).  See the Appendix B for a copy of the questions.

Overall Scores

 

Scores for Individual Components

 

 

 

 9.  Community Information

A. MAP

This has not been ordered or studied yet.

B. Neighborhood Walk

This has not been done.

C. Community Interviews

This has not been done.

10. Notes from Meeting with Congregational Leaders

Ann met with elders and members of the team on Sunday afternoon.

 

How long have you been involved with this congregation?

17 yrs / 15 yrs / 50 yrs / 16 yrs / 10 yrs / all my life / 27 yrs / 27  yrs / 26 yrs / 18 yrs / 5 yrs / 20 yrs / 6 yrs

 

Why did you first come to this congregation?

·        Looking for a new Presbyterian church – did not like the welcome at the other one I tried

·        Looking for urban and not just WASP

·        Was raised Presbyterian and when got pregnant, looked for a church to raise the kids in

·        Followed my wife

·        Raised here (born into it)

·        Raised here (born into it)

·        Married into it

·        Sanctuary is almost identical to the one I grew up in as well as the friendliness of the people

·        Moved into apartment across the street – ‘I’ll never be late’

·        Lifelong Presbyterian and this was closest – found on the internet

·        Knew the minister from Chicago days / urban / the mission content

·        Daughter looking for church in the city and loved the minister at the time

·        Only one in town:  similar to one I grew up in

 

Why are you still here?

·        Daughter not let me leave

·        The people / the care

·        Habit

·        Not sure – maybe comfortable

·        Spiritual growth

·        Mission work – commitment to future potential

·        People and mission

·        Church family

·        Change not come easily and family

·        Family history – being Presbyterian

·        Potential to make a difference and familiarity

·        Emotional reason – lots to do here – people keep me busy

·        ‘fits the bill’ – meets our needs

 

11. Notes from Adult Forum Class

We used “The Church Addiction Test” by Thomas Bandy in class.  The tabulation has not been sent to Ann yet.

 

IV. Analysis

1. Natural Church Development Results

Your results are a mixture of bad news and good news.  The bad news is your average score is just below the cut off for the bottom quarter of churches.  The good news is that you still have a solid foundation in most of your areas to build on.

 

Your scores are probably not what you expected, but given your attendance statistics, they are predictable.  Churches that have declined or plateaued for a long time often have hidden weaknesses that are starting to take their toll.  That is one reason this tool can be so helpful.   Like a house inspection when you are buying a home, it helps you identify the areas you might not be seeing that need help.

 

Typically, Presbyterian churches have passionate spirituality or need oriented evangelism as their lowest score the first time they take it.  These show up as your next two lowest, while inspiring worship has shown up as your weakest link.  You might want to explore the connection between these three low areas, to see if they are affecting each other.

 

Your work together in identifying possible sources for the minimum factor of worship was constructive and positive.  You were frank and honest without being blaming or mean.  Appropriate concern for Terry’s feelings were expressed, since the sermon shows up in many of the lists.  It is important for you all to work together to look at all components of your worship.  It does not work to just dump blame on the pastor and think you are done.  I don’t see you doing that.  I also heard some honest assessment that Terry is on his way out with his pending retirement and so there is only so much he or you will want to do to continue to develop his preaching.  Do what you all can and want at this point so that your last days together are productive but also positive.  Then, once Terry is retired, you can look ahead to whatever you need to.

 

The top three things you all identified were:  sermon, music, and service over all.  Let’s take a look at the Detailed Reports and see what they tell us.

 

 

NCD Insights

Looking at the thematic breakout for worship, we see that ‘personal transformation in worship’ is lowest, with ‘visitor friendly church’ next.  It might be interesting to talk with people about how worship does and does not affect their lives.  Then, the ways and places that it does change them, build on that.  Or look for what is blocking people in discovering life changing experiences in worship.  As for visitor friendliness, talk with anyone who is recent to see what helped them feel welcome and what did not.  Maybe some of you can get a friend to come, incognito, who would then be willing to tell you about the experience later.

 

Profile Plus

This report gives you some of the questions that contribute to your score.  Your four lowest are:

Q26:  I enjoy listening to the sermons in the worship service.

Q45:  I feel the sermon in the worship service speaks to my life needs.

Q19:  Attending the worship service is an inspiring experience for me.

Q24:  I am often bored in the worship service.

The first two are about the sermon, which I have already commented on.  I should say, the day I was there, the sermon was fun and got me thinking.  As with many sermons done without notes, however, it was a little slow at times as Terry caught up with himself.

 

The second two are about people’s overall experience in worship.  I know you are working on this, as I have seen the emails about your thinking on this.  I will comment on more on this in the next section.

 

Bonus Question

While we worked together on the 8th of June, I threw in a bonus question regarding the size of the church.  Here you can see that there is not a common vision as to the size of congregation God is calling First to be.  This needs to be sorted out.  While you can’t completely control your size, you can hinder its progress if you are ambivalent as a group about the size you want to be.

 

2. Reviewing Your Congregational Questionnaire

I will comment on this once it is done.

 

3. Appreciative Inquiry Conversations

Responses to each question were analyzed for recurring themes/answers.  What follows is the tabulation of those themes.  The number next to the phrase(s) is the number of times that theme was cited.  Listed in order of most to least cited.

 

What you value about First Church:

�        Caring / open / friendly / loving – 9

�        Mission involvement – 8

�        Inclusive / diversity / welcome all – 5

�        Multicultural – 3

�        Beautiful sanctuary – 3

�        Deepens my understanding of JC or bible – 2

�        Family – 2

�        Strong faith – 2

�        Fellowship – 1

�        Contentment - 1

 

Core Values of First Church:

�        Mission / outreach – 14

�        Sharing and caring for one another / value of every person – 7

�        All are welcome / acceptance – 5

�        Diversity – 4

�        Willingness to accept change – 2

�        Growing in grace - 1

 

Three Wishes

�        More participation / involvement by all – 18

�        More members – 17 *

�        More money / financial stability – 13 *

�        More young people – 10

�        New minister – 9

�        More inspiring worship/sermons - 8

 

You are less inclined than most small churches to talk about a sense of family and belonging, which actually is a good thing.  One of the most difficult things small churches try to do is stay a family, where everyone knows everyone else, and grow – which are mutually exclusive goals.  When ‘family’ predominates the conversation in values, then growth is even harder to achieve.  You do still have a strong showing of ‘care’ for one another, which is good.  The strong showing of ‘mission involvement’ or ‘outreach’ means you have something outside of your tight bonds that draws you there, which is easier to include others in on.

 

In my experience, the top desires of many churches are what top your wish list:  more participation and more people.  These can be perfectly fine desires, except you must examine your motivation.  If these desires grow out of a sense of fatigue on the part of the long timers and a panic about the survival of the church, you will not be able to realize them.  Those motivations fall into what one consultant calls ‘the vampire trap:  we need new blood around here!’  New people can sense desperation and will go the other way if they feel it. Most people out there do not want to come and prop up your organization. 

 

If you can discover and move towards the more effective motivations, then you have a chance at actually achieving growth and participation.  Those motivations include:

·        A belief that God is calling you to be hospitable and supportive of more people

·        A desire to help people discover their place of ministry

 

The first step towards more participation is doing less.  Most churches these days, especially small ones and ones that have declined in size, are doing way too much.  They are over programmed, which contributes to the fatigue.  You need to be doing only as much as the current people can handle well.  A good measure of that is the ‘Two Hats’ concept of church work.  That concept says that no one in the church should be ‘wearing’ more than two hats – one major and one minor.  If they are, they are not doing them as well as they could, at least not in the long run.

 

In the end, you have to remember you cannot plan for anyone but yourselves.  You can’t make other people get involved.  You need to articulate the deeper issue and plan to make changes in yourselves to address it.

 

4. Initial Readiness Inventory

Lets take a look at your highest and lowest scoring areas:

 

Highest:  People of Passion

Your scoring indicates you think you have a strong presence of people with respect in the congregation and passion for change and the future.  Can you name these people?  How are you working with them in this process?  What are you doing to expand this number?  It is interesting to note, however, that 2 people put very different scores down for this area.  I wonder why?

 

Lowest:  Congregational Growth

This one is often the lowest for a church that has been on a plateau for a long time.

 

Second Lowest:  Relationship Experiences

While this is the second lowest, you do have a large spread of votes (from 1 to 9).  You will want to talk about why there are such different viewpoints on this.  Be sure you understand Bullard’s concept here – NOT how you get along, but RATHER how intentional you are about all stages of a person’s relationship to the congregation and their faith life.

 

Third Lowest:  Accountable Management

This score points to a sense that your structure is not functioning very well.  You might want to talk about why and what you might easily do to make it more effective.

 

5. Life Cycle

Once information is on about this, Dr. Philbrick will comment.

6. ichange Results

Comments you made on June 8, as we reviewed these results:

·        Evenly tentative and engaged – wonder how that plays out?

·        Will depend on how well we own our own positions and talk honestly with one another

·        Resistant sometimes talk more

·        Emotional versus rational - interesting

 

You are just barely in the ‘Engaged’ category as a group.  It will help to get the most recent elder’s results as well and see what this does to the score.  This tells me you have a good foundation for being able to manage change, but you probably have to be careful about falling into the tentativeness that is present.  And in the individual scores, 4 people came out as resistant in their behavioral patterns.  (Note, even engaged people can score as resistant – but it looks like their emotional response can compensate for the behavioral bent.)

 

The best thing this kind of tool can do for you is open up honest discussion with each other so you can help each other be your best as leaders.  Being honest about things that scare you and cause you to want to resist means the team can help you figure out what you need to do. 

 

The good thing about having tentative people on session is that you can understand where many of your people will be coming from.  The bad thing is that you can fall into doing nothing because of equivocation.

7. iLeadtype Results

Comments you made on June 8, as we reviewed these results:

·        Lots of pastors

·        A lot of action oriented

·        Only 1 of poet and prophet (in primary area)

·        Possible implications

·        Might not have backbone of strong vision

·        Pastors can fall into appeasement of upset people

·        Maybe a lot of movement but not necessarily establishment of vision

·        1 poet and 1 prophet – could stay silent since are outnumbered

·        We have an aversion to the biblical thing – need to reintroduce it

·        Prophets tell you tough stuff

 

Your reflections are good and very much to the point.  I would add to your insights that the process of learning from what you are doing will be harder for you – for learning takes reflection as well as action.  As a group, you will be impatient with taking the time to learn from things.  And I would echo the sentiment about the ‘biblical thing.’  Sometimes progressive churches forget that, though they are progressive, they are also Christian.  And the scriptures of the  Christian tradition need to be alive in the community.  To take the bible seriously does not mean you have to be literalists.  It just mean staying deeply engaged with it.

8. Current Conditions

The results of this questionnaire say that your congregation is in the decline stage of the lifecycle.  It also shows that nothing is ever purely one thing, as your congregation is not.  You have elements of all the other stages present, but decline is the most prevalent.  This squares with your attendance numbers and what I know anecdotally about your congregation.

 

The two areas that lean most heavily to decline and disintegration are ‘Involvement of Members’ and ‘Attitude toward Change.’  The involvement one echoes your own work in the Appreciative Inquiry exercise.  The symptom of decline where less people are trying to do more is a big issue for you.  And I would argue that attitudes toward change are rooted in spiritual issues (passionate spirituality?).  As churches move along the life cycle, they move away from tending to members spiritual growth, and as folks atrophy spiritually, so does the congregation as a whole.  And that leads to less ability to change.

 

9. Community Information

Ann will comment on these when they are in.

A.  MAP

B.  Neighborhood Walk

C.  Community Interviews

 

10. Meeting with Congregational Leaders

If you look at the length of time your leaders have been with the congregation, you are very light on newer folks.  That either means you have very few newer folks or you are not doing a good job getting newer folks into leadership.  If it is the former, then that is another issue that I won’t comment on here.  If it is the latter, you need to look at your process for developing and recruiting leaders.  A major problem for churches in decline is helping the power structure move into the hands of newer people.

 

Your answers on why you came to First and stayed at First show a range of reasons:  from family ties to specific desires for an urban church.  Knowing why you came can help you play up those factors in advertising and outreach for new folks.

 

11.  Adult Forum Class

Ann will comment on this when the tally is in to her.

 

V. Preliminary Observations

While not all the information is in, I can make some comments at this stage of the process.  The four areas I think you would benefit from concentrating on are:

1.      Congregational Growth

2.      Inspiring Worship

3.      Cutting Back Before Growing

4.      Discovering True Multi-Cultural Life

 

What follows is NOT a step by step outline on how to accomplish each of these.  Rather, it is a statement of some of the questions and issues I think you need to face in each area.

 

I would also like to remark at this point that you all are to be commended for your diligence and faithfulness in working through the tools that make up this assessment.  You have been constantly working at it, making sure you understand what is being asked and carefully making sure responses are collected or exercises completed.  That will serve you well in your efforts to move forward, especially if you can keep that kind of attention going even after Terry has retired and your new pastor is on board.  You have the deadline of that change pushing you right now.  You will be tempted to slack off when that is all completed.  Do take time to celebrate, rest and renew.  But do not fall into the trap of thinking ‘now that our new pastor is here, we can sit back and let him/her do it.’  Renew your intentional leadership with the new person and you all will be well positioned to build on all you are learning and doing now.

 

1. Congregational Growth

I think you have an ambivalence about growth that is rooted in both your current size and in your theological convictions. 

 

Small churches are often conflicted about growth because a lot of the reason folks join small churches is related to their smallness.  The power of the vision of something different has to be compelling enough for folks to make the changes necessary to move into another level of size. 

 

Progressive Christians often don’t have much concept of evangelism that is positive and helpful to them.  Not wanting to proselytize, they then do nothing in the way of invitation.  Progressives also tend to balk at numbers for numbers sake, not wanting to get into legalistic measurements and ways of being.  Yet, that part of the church has thrown the proverbial ‘baby out with the bathwater’ in my estimation.  Grace becomes cheap grace when we don’t expect much less look for signs of growth, both inward and outward.

 

Here are some things to do in terms of coming to grips with your attitudes about growth and how you want to do evangelism:

Understand the dynamics of small church and how that impacts the task of growing a congregation.

 

Learn about evangelism progressive style.  A progressive pastor once said to me something like this:  progressives not learning to do evangelism is like a person refusing to give directions to the closest Metro stop because there is more than one way to get there.  Talk together about what evangelism does mean to you and can mean to you.  How do you discover an invitational faith that is also progressive? 

 

Discuss together your ideas about size.  My first run at that with you shows you are all over the map.  When do you, it helps to separate out the issues of personal desire and spiritual calling.  In other words, ask the questions this way: 

What size congregation are you most comfortable in? 

What size congregation do you believe God is calling First to be?

 

Once you have had those discussions, you can move toward making plans and setting goals in the areas of growth and evangelism/invitation.

 

If you are serious about growing your church, then read the article in Appendix C on Staffing Your Church for growth.  You might want to take this into consideration in calling a new pastor.

 

 

2. Inspiring Worship

You are already hard at work on this one.  I commend your work and planning in this regard.  You can implement some of the changes you are talking about, then evaluate them say, 6 months later, to see what affect they are having.  You will want to develop your own process for the evaluation of the worship experience that can be used in an on-going way.  It might be as simple as having conversations with representative groups of people periodically.  Be sure to ask yourselves, what are you hoping worship will accomplish and how do you look for that happening.

 

I suggest that you try having your leaders participate in what one church I worked with called ‘Mystery worshippers.’  I worked with a church once that did this and they found it very helpful.  They had each leader pick a different church in the area -- one they had never been to.  Then, each leader attended that church as a first time visitor.  They were prepped to pay attention to things, so they could both learn what that church did as well as learn what visitors experience when they are new.  Each leader then reported in on their experience.  This might help you in the ‘Visitor Friendly Church’ area that the NCD showed as low.

 

You also need to deal with that fact that your sanctuary is too large for your current worshiping attendance.  You are fighting an uphill battle if you don’t do something about that.  I am attaching an article I wrote about this.  You will find it in Appendix D.  In your situation, you already have something in place that will help you – those great coat racks that are in front of you as you enter from the front doors.  Your best bet would be to remove a number of the back pews and place the coat racks behind the last row, so they would be similar to how you have them now – just father down in the room.  I looked at your pews while there and did see a challenge – there is a pipe running down the center of each row, along the pew wall that divides the pews in half.  I assume it is related to the heating system.  Apart from redoing the heating, you could box them in where they would be exposed in the back – and maybe make them half walls.  It would not be ideal but you could make it work.  An architect could help you know what to do with them.

3. Cutting Back Before Growing

Many churches that were larger in the past are left with too much – too much program and/or structure and too much building.  I commented on the sanctuary above.

 

When it comes to structure, you might also have too much.  Now, I don’t necessarily mean the organizational chart, though that is part of it.  What I really mean is how many ‘slots’ you have to fill in order to do all you are used to doing.  Sometimes those slots are in the formal structure, sometimes they are not.  If people are tired and you can’t find enough people to do everything, you have too much in the way of program or structure.  The best way to know if you have too much is to use the formula of “two hats.”  In a healthy church, every person only wears TWO HATS – one major and one minor.  In other words, each person only has two ‘jobs’ or responsibilities – one a large one, one a small one.  Most declining churches have folks wearing 3, 4 or 5 hats and it is not good.  One reason plans for new things fail is that no one took off an old hat to put on a new one!  Tired out folks don’t start vital and strong programs – they just can’t.  So, I would suggest you seriously consider applying the 2 hat rule before you plan to start anything new.  It will mean stopping some things you are doing now, that is for sure.  In gardening it is called ‘pruning.’

4.  Discovering True Multi-cultural Life

I heard folks talk about being multi-cultural.  It also shows up on some of the responses. Diversity certainly shows up as a high value.  I mentioned above that your congregation is becoming multi-racial, but is not really multi-cultural.  Let me explain.  Multi-racial, as our denomination understands it, is a congregation with more than one racial group present (and all in more than token numbers) that has one cultural style of worship and leadership.   Multi-cultural congregations go a few steps further to the point of having multiple or blended cultural styles present in both worship and leadership activities.  Your worship is solidly Anglo and your leadership style probably is the same.  While multi-racial can be a step on the road toward true multi-culturalism, it is often the stopping point for many congregations.  Should you wish to truly become this, you will need to learn more about it and train yourselves to function and develop a trans-cultural life together.

 

APPENDIX A

Descriptions of the Elements in Initial Readiness Inventory

 

How highly does your congregation reflect the following statements?

 

#1: Visionary Leadership

"Our congregation has a strong, clear, and passionate sense of our identity involving mission and purpose (who we are), our core values (what we believe or highly value), our vision (where we are headed), and our spiritual strategic journey as a congregation (how we are getting there)."

 

#2: Relationship Experiences

"Our congregation is doing well at attracting people to a Christ-centric faith journey (evangelism) and a relationship with a congregational community (connecting). We are also doing well at helping people who are connected to be on an intentional and maturing Christ-centric faith journey (assimilation). Among the results of their faith journey is a deepening spirituality (spiritual growth), the development of numerous new leaders (leadership development), and a willingness by many people to get actively involved in congregational leadership positions and in places of ministry service within and beyond the congregation (lay mobilization)."

 

#3: Programmatic Emphases

"Our congregation has outstanding programs, ministries, and activities for which we are well known throughout our congregation, and our geographic community or the target groups we serve. Our programs, ministries, and activities seem to be growing in numbers and quality. Our programs are meeting real, identified spiritual, social, and emotional needs of people."

 

 

 

#4: Accountable Management

"Our congregation has excellent, flexible management systems (teams, committees, councils, boards, leadership communities) that empower the future direction of our congregation rather than seek to control the future direction. Decision-making is open and responsive to congregational input. Finances are healthy and increasing each year. The management systems are supportive of the visionary leadership efforts by the pastor, staff, and congregational leadership.

 

#5: Contextual Relevance

"Our congregation is demographically similar to its geographic community or the target groups that it has served over the years. Little or no gap is developing between the persons attending our congregation, and the geographic community or the target groups we have sought to serve over the past ten years. We are demographically reflective of the people we seek to serve in gender, age, race/ethnicity, socioeconomics, and lifestyle."

 

#6: People of Passion

"I can name at least seven people (or seven percent which ever is higher) of the average number of active, attending adults in our congregation, present on a typical weekend for worship, who have a positive and passionate sense of urgency for change and transition that may lead to transformation and the achievement of the full kingdom potential of our congregation. They also have the spiritual, leadership, and strategic knowledge and maturity to appropriately initiate and champion change and transition within our congregation."

 

#7: Pastoral Leadership

"Our pastor has a genuine commitment to change and transition for our congregation that may lead to transformation and the achievement of the full kingdom potential of our congregation. In addition, our pastor is highly respected by our congregation, and they will proactively support our pastor’s initiating leadership and vision casting as part of a spiritual, strategic journey toward reaching their full kingdom potential."

 

#8: People of Position

"Our key lay leaders have a genuine commitment to change and transition for our congregation that may lead to transformation and the achievement of the full kingdom potential of our congregation. While not always the people of greatest passion about the future of the congregation, by position and power they are competent and committed to lead us to fulfill our full kingdom potential. In addition, our congregation highly respects them, and will proactively support their leadership in a spiritual, strategic journey toward reaching their full kingdom potential."

 

#9: Congregational Growth

"Our congregation has grown in membership and weekly worship attendance during the past five to ten years by at minimum of 10 to 15 percent. (Or, compared to the change over the past five to ten years in population or size of the geographic community or the target groups we serve, our congregation has sustained or achieved an attendance that could be legitimately called growing compared to our geographic community or target groups.)"

 

 

#10: Level of Conflict

"Our congregation has clear, open, healthy communication channels that allow the congregation to identify and deal with any issues that might disrupt the sense of fellowship and unity, and perhaps produce unhealthy conflict. Our congregation works hard at creating and nurturing healthy relationships as a Christ-centric faith community, and uses our diversity to build a deep, qualitative sense of being on a common journey. We know how to disagree with one another without being disagreeable in a way that can destroy our relationship with God and one another."

 

APPENDIX B

Scoring Sheet for Current Conditions

Directions were:  In each row, mark exactly two statements that best describe the current conditions in your church.

Number on left next to each sentence is how many people taking this survey picked that statement.

 

ROW 1: Commitment to Mission and Purpose

START UP

1          Uncertainty of future demands visionary leader with high commitment level

4          Positive supportive attitude

DEVELOPMENT

2          Strong sense of mission and purpose among every member

2          High level of goal "ownership"

MATURITY

5          High visibility and understanding of purpose and mission

5          Common purpose throughout ministries of the church

DECLINE

1          Lowering of members' understanding of purpose

6          New members do not sense church's purpose

DISINTEGRATION

0          Purpose is lost

0          Mission not understood

 

ROW 2:  Involvement of Membership

START UP

0          Mutual dependency requires everyone to be involved, or leave

0          All members willing to work

DEVELOPMENT

3          High percentage of individuals' time and identity committed to the church

0          Volunteers easily found

MATURITY

1          New members quickly find a place to become involved

4          High level of enthusiasm among membership for participation

DECLINE

9          Members assume there are enough others to do the job

0          More paid staff to "enhance" ministries

DISINTEGRATION

2          Programs eliminated for lack of participation

7          Difficult to find volunteers

 

ROW 3:  Programs, Structures and Organizations

START UP

0          Minimal organization

1          Spontaneity in decision making

DEVELOPMENT

4          Function of ministry determines form

5          Structure created in response to needs

0          Traditions begin to form

MATURITY

2          New programs created to respond to new needs

0          Delegation begins

0          New roles and responsibilities created

DECLINE

6          Few, if any, new programs added

0          Forms of ministries begin to determine function

1          Structure creates needs rather than responds to to needs

DISINTEGRATION

0          Programs deleted for lack of funds

5          Primary goal is preservation/survival

 

ROW 4:  Attitude Toward Change

START UP

1          Members are receptive

0          Ownership is unanimous

0          Quickly accomplished

DEVELOPMENT

0          Changes easily adopted and integrated

1          Suggested from all levels of membership

MATURITY

6          New proposals given serious consideration

6          Church leaders responsible for initiating and implementing

DECLINE

2          Few changes proposed

4          Few changes considered that radically depart from status quo

DISINTEGRATION

2          "We've never done it that way before"

2          Rationalizations often made for why it can't be done

 

 

 

 

ROW 5:  Morale and Self-esteem

START UP

4          Morale is high

0          Self-esteem is in the process of being formulated

DEVELOPMENT

2          Morale is higher

4          Self-esteem easily affected by circumstances and short -term successes/failures

MATURITY

0          Moral is highest

0          Self-esteem at its highest level

2          Confidence is contagious that goals can be reached

DECLINE

6          Morale polarizes into groups of high and low

1          Self-esteem develops uncertainties

DISINTEGRATION

1          Few have high morale

4          Frustration and/or despair by leaders in not knowing how to stop decline

0          Self-esteem lowers

 

 

APPENDIX C

Staff Your Church For Growth©
by Gary L. McIntosh 1

"Observers of growing churches find that the best years of a church's numerical growth are often the first 15 to 20 years of its existence. Stated another way, the fastest growing churches are new churches. To understand this suggested model of staffing, let's walk through the early years of a new church."

 

Throughout most of church history few churches were large enough to have multiple church staffs. It has only been since the Industrial Age of the mid 1800's that enough people were clustered in cities to produce churches large enough to need multiple staffs.

Even then multiple staffing did not become a well known phenomenon until the 1950's when the growing complexity of the Information Age made it nearly impossible for a single pastor to deal with all the issues and needs of people. As the secular world moved toward specialization and sub specialization, so the church responded with specialization to effectively minister to people's complex needs.

However, a simple observation of the majority of churches with multiple staffs reveals that many are staffed for a decline or numerical plateau rather than for growth. Is there a model of staffing a church which will aid in the growth of churches rather than contributing to their stagnation?

New Church Development

Observers of growing churches find that the best years of a church's numerical growth are often the first 15 to 20 years of its existence. Stated another way, the fastest growing churches are new churches. To understand this suggested model of staffing, let's walk through the early years of a new church.

When a church planting pastor goes into a new area the first responsibility on his desk is to find some new people. This finding of new people is evangelism. Since the new pastor has no people to care for, no program to administer and no worship service to lead, all his energy, prayer and effort is directed toward finding new people. Thus the first priority of the new church is evangelism and is illustrated below.

Find
New
People

 

 

 

 

 

 

Once the new pastor begins to reach people a second responsibility is placed on his desk. He must now try to keep as many of the new people as possible. Church growth writers refer to this keeping of new people as assimilation. Now the new pastor has two priorities to occupy his time, energy and thought. He must continue to reach out and find new people while trying to keep as many as possible. Thus the priorities on his desk now look like this:

Find
New
People

Keep
New
People

 

 

 

 

 

At this point a third priority is placed on the pastor's desk. The pastor must now begin to coordinate a worship service, prepare and deliver a message. The priorities on his desk begin to look like the following.

Find
New
People

Keep
New
People

Celebrate
With
People

 

 

 

What began as a simple task - to find new people - now has grown to include a fourth priority. The pastor must begin to train these new people. In most churches this new priority is referred to as Christian education. This priority includes the establishment of age graded ministries, teacher training and committees. His responsibilities begin to look like this:

Find
New
People

Keep
New
People

Celebrate
With
People

Educate
The
People

 

 

As you can see, the number of responsibilities on the pastor's desk has increased significantly. Hopefully some of the people have been trained to take over a few of these responsibilities. But another responsibility is now added to these first four. By this point in the life-cycle of a new church several ministries have been started. These all cry out for oversight and the pastor finds that he is being stretched by the demands of all the responsibilities he finds on his desk each morning. His desk now looks like this:

Find
New
People

Keep
New
People

Celebrate
With
People

Educate
The
People

Oversee
The
People

 

 

The pastor of our fictitious new church has much to keep him busy but there's still one more responsibility that is placed on his desk. He now must care for the people that are part of the new church. When he first began planting this church there were no people so there were no hospital calls to be made, no counseling to be done and no weddings or funerals to conduct. But now there are many needs and the people push their concerns, calls and visits upon him in greater numbers each week. At last the pastors desk looks like the following.

Find
New
People

Keep
New
People

Celebrate
With
People

Educate
The
People

Oversee
The
People

Care
For
People

It is certain that a new church plant doesn't take place in quite this linear of a line. Even so, this model is instructive as it provides an understanding of why churches begin to plateau and decline in later years as well as insight into how a church might be staffed to keep it growing.

Why does a new church grow in its early years but begin to plateau and decline in its later years? While there are several intersecting factors that we could point to, a major reason is the shift in priorities over the years. For example, in the early years of a new church the priority is on the left side of the continuum. While in the later year the priority shifts to the right side.

Priority in early years

Find
New
People

Keep
New
People

Celebrate
With
People

Educate
The
People

Oversee
The
People

Care
For
People

Priority in later years

Find
New
People

Keep
New
People

Celebrate
With
People

Educate
The
People

Oversee
The
People

Care
For
People

As the years go by the church moves into a maintenance mode of taking care of what they have (people, programs, facilities) and abandoning the priorities that got them there (finding, keeping and worshiping).

Insights for Staffing

This church planting model gives us several insights into staffing a church for growth.

Insight #1: It teaches us that as a church grows the responsibilities on the solo pastor's desk become complex and numerous. A church with a solo pastor will stop growing when it reaches the limit of the pastor's ability to give adequate emphasis and time to all these priorities.

Insight #2: In the life-cycle of most churches the growing numbers of people already in the church will demand programs and care that will meet their personal needs. Pressure to provide for the people already in the church will cause a distribution of money, time, energy and leadership to the right side of the continuum to the neglect of the left.

Insight #3: The tendency of most churches will be to hire staff who serve functions on the right side of the continuum. Ultimately staffing the right side of the continuum leads to an ingrown church taking care of its own but neglecting the finding and keeping of newer people.

Insight #4: A church that wants to grow will have a priority to staff positions on the left side of the continuum. Staff who help find new people (evangelism), keep new people (assimilation) and worship (celebration) will focus on the priorities that result in continued growth.

Insight #5: A senior pastor must understand his own strengths. If he is strong in areas on the right side of the continuum he should seek to hire an associate who has strengths on the left side. If the senior pastor has strengths on the left, he might hire an associate who has strengths on the right so that he is freed to give his time to the priorities on the left.

Insight #6: All of the six priorities are necessary to provide a supportive environment for church growth. A church that seeks continued growth will not neglect any of these priorities.

Insight #7: A growing church will place a higher emphasis on the priorities on the left rather than those on the right. People in the church will adopt a servant attitude which sees and responds to the needs of those outside the church over those already inside.

Summary

(This article was original printed in Church Growth Journal of the North American Society for Church Growth, 2(1991): 63 - 69. The next two paragraphs were in the original.)

Think for a moment how most churches add staff. The second staff person is usually a Youth pastor. Adding a youth pastor is a response in many cases to the demands of parents. Parents are rightfully concerned about their own children and desire a youth pastor who will take care of their young people. To be ruthlessly honest, hiring a youth pastor is often more pastoral care of the adults of the youth. This obviously is staffing on the right side of the continuum. The youth pastor is hired to care for the adult's concern for their own children. While this is not necessarily wrong, it does not place a priority on the side of the continuum which creates church growth.

After a youth pastor, the third staff person hired is often a Christian education pastor or senior's pastor. Staffing these two positions, will take some responsibilities off the pastor's desk, but again it is staffing on the right of the continuum rather than the left. Even when a church gets larger, and a fourth position is added, it is often an administrative position which is filled to cover the growing complexity of people, programs and budgets. Again, this is staffing on the right rather than the left.

What is the best way to staff a church so that it grows? The answer is to staff a church from the left to the right side of the continuum.

 

APPENDIX D

 

“Worship Space”

By The Rev. Dr. Ann M. Philbrick

 

When considering the vitality and energy of a worship service, people often forget to take into account the space.  By that I mean, all the elements that make up the space including the size of the room, the shape of the room, the architectural style of the room, the interior design of the room (color, furniture, liturgical materials, windows).  Our experience of an event is affected by the nature of the space within which it happens.  Which is why we spend so much money on sanctuaries!   We would all be worshipping in the bare minimalist of spaces if it were not true.  For centuries, the church has known the power of physical space. 

 

Different kinds of churches with different worship traditions have built different kinds of worship spaces.  The classic contrast is that of a cathedral compared to a meeting house.  The cathedral style, developed in Europe, reflects an emphasis on the transcendence and majesty of God which is represented in soaring and grand buildings.  The meeting house style, an American contribution, reflects an emphasis on the immanence of God.  Such buildings are bare and basic and put the focus on the people gathered.

 

Many redevelopment churches are in buildings that their predecessors in faith built.  They reflect the theology and style of the generation that built them.  It can be a fun adventure to rediscover what your sanctuary tells you about God and the people of God.

 

There is a lot that can be written about the nature of the worship space.  I want to focus the remainder of this article on the issue of size, in other words, how many people can the worship space actually seat.  The reason I want to focus on this is that most churches in need of redevelopment are stuck in sanctuaries that are too large for them.  They were built at a time when the congregation was much larger.

 

The basic thing to know about the size of the space is that how full or empty it is will affect people’s experience of worship.  And while it affects everyone’s experience, it especially affects how visitors and new comers experience worship.

 

The best material I know about this can be found in books by Kennon Callahan.  He offers a good explanation of this dynamic and talks about the fact that there is a range of ‘fullness’.  Rather than just think about whether the sanctuary is empty or full, he suggests that it can be uncomfortably empty, comfortably empty, comfortably full, and uncomfortably full.  (See page 31 of Callahan’s Twelve Keys to an Effective Church from Jossey Bass).

 

Many others talk about the last one:  uncomfortably full.  Most authors suggest that anything above 80% full moves into this category.  Callahan helps you think about various factors in your church that will move that figure up or down, such as how wide your aisles are, how many aisles you have, etc.

 

My experience confirms Callahan’s observations.  There is a range of ‘fullness’ that I experience as comfortable as a visitor  I also know what the ‘uncomfortably empty’ sanctuary feels like.  That is when I walk in to a sanctuary, look around and wonder, where is everybody?

 

What most redevelopment churches face is that their worship space is too big and they don’t notice or pretend not to notice.  Long time members have such good memories associated with the sanctuary that it does not bother them that it is really empty.  Visitors come in, see too much empty space and immediately assume that it is a dying church.  You have created a huge hurdle to making a significant contact with them the minute they walk in the door.

 

The remedy?  There are three:  1) Make the space smaller, 2) make the space feel smaller, or 3) move to smaller space.

 

1)      Make the space smaller

This is usually not practical, but some rare churches can do this.  It entails remodeling the space in such a way as to make a smaller space out of the larger space.  I know one congregation when faced with having to rebuild after a fire wiped out their huge cathedral built a much smaller worship space with a back wall that was moveable.  They could make their worship space bigger or smaller (with a little remodeling) if the congregation got bigger or smaller.

2)      Make the space feel smaller.

This is more practical.  Often it can be done by removing pews or chairs so that the available seating is enough to make it feel comfortable when the average number of people is present.  Creative uses of plants or banners can screen off unused space.

3)      Move to smaller space

Some congregations are lucky enough to have a chapel or hall suitable for worshipping that fits the size they have become.  There is a congregation whose story was highlighted in Presbyterians Today who made such a decision.  And guess what – once they made that move, they started growing in attendance!

 

Most churches do not make any of the above changes.  The worship space is just too sacrosanct.  Leaders are afraid of upsetting members who love the sanctuary, or have sat in the same pew for ever or, I bet you could name a few.  But therein lies one of the main problems for any church trying redevelopment.   If we insist on keeping things the way we like them, we lose our ability to have a heart for those outside the church, those very people we say we want in our church as new members.

 

I consider the issue of worship space a kind of barometer of redevelopment ability.  A congregation truly redeveloping will do whatever it can to be stronger, better, more faithful, even make changes in the sanctuary.

 

One caveat – changing worship space size will not guarantee success.  No building can ever make up for poor or passionless or dull worship.   But the congregation that is willing to make these kind of changes is demonstrating a capacity for flexibility that often is a major ingredient in successful redevelopment.

 

 

 Report Addendum (Revitalization Update)

 

Home                                                  

 

October 2009

What will the Interim Planning Team Do?

The team will  need to identify  two or three key questions this congregation must answer regarding its future. Then they will plan a process that will involve  members in addressing these questions. Finally they will summarize the findings, offer several alternatives, and present them to the Session. The team will be building on the work of the Revitalization Team and gather additional information that the Session can use to bring a final recommendation to the congregation.