Congregational Assessment and Learning Experience Report. First United Methodist Church of Lawrenceville, GA

Transcription

1 Congregational Assessment and Learning Experience Report First United Methodist Church of Lawrenceville, GA Prepared by Rev. George Bullard, D.Min. Strategic Leadership Coach The Columbia Partnership 332 Valley Springs Road, Columbia, SC Voice: , Web Site: Blog: October 2015 Edition

2 Congregational Assessment and Learning Experience Report for First United Methodist Church of Lawrenceville, GA October 2015 Executive Summary This is the report of a Congregational Assessment and Learning Experience [CALE] conducted Friday through Monday, August 28-31, 2015 by George Bullard and a team of three observers shadowing him. The purpose was to engage Lawrenceville in an assessment and learning experience it could use to address high priority spiritual and strategic issues as it launches it Spiritual Strategic Journey. Lawrenceville is a hopeful and enduring presence of Methodist Christians near the heart of Lawrenceville, GA. It has both a positive heritage and a promising future. Through the overall Spiritual Strategic Journey [SSJ] process Lawrenceville could be repositioned for an exciting, vital, and vibrant future. The opportunities are great. Some of the challenges are equally as significant. Changing demographics are a challenge. Its location is no longer as beneficial as it once was. Church competition in Lawrenceville necessitates Lawrenceville clearly focusing on a captivating vision of its unique ministry. In terms of the life cycle and stages of congregational development, it perceives itself to be in the Empty Nest stage of its life. Lawrenceville must stabilize its position on the life cycle so it has a good, positive foundation with which to spiral forward with vitality and vibrancy. This stage of the life cycle means Management is driving and fueling the journey of the congregation, and Relationships are navigating and flavoring the journey. Vision is missing. Programs are working hard to achieve the successes of the past without knowing the Vision they are seeking to fulfill. The key opportunities of the Empty Nest stage are to revitalize Programs focused around an initial understanding of the Future Story of Ministry that will emerge out of the Strategic Season of the SSJ process, and then continually listen to the voice of God for the new Vision being cast within the congregation. The vitality and vibrancy self-rating of this congregation is above average at 63 out of 100. This score speaks to the vitality of the congregation, and its readiness to address the opportunities and challenges of the next phase of its life and ministry. Key elements of vitality are the recognition of the leadership of people of pastoral leadership, and the role of the people of positive spiritual passion in moving the congregation forward. It is important to note the current worship attendance is 900 plus. It takes an average attendance of 1100 for a congregation to offer high quality programs, ministries, and activities for all 16 identifiable age/stage groups from birth to death. Any congregation that has less than 1100 in attendance must make choices. This means 95 percent of all congregations do not have the capacity to engage in high quality ministry with all 16 age/stage groups. Lawrenceville must make choices. It cannot do all it wants to do, can think or dream about, or can get approval to do. Choices are tough. Without making tough choices, Lawrenceville will not achieve its potential. 1

3 Signs of Health and Strength On Friday evening, August 28, 2015, approximately 225 people present were asked to name their personal top ten signs of increased health and strength in the life and ministry of the congregation during the past 12 months. They were then asked to turn to their table group and come up with a consensus top ten. Below is a compilation of the overall top thirteen listed in alphabetical order. It is important to remember that these are the perceptions of the people present and what they said, rather than an actual analysis of the areas mentioned. Perceived truthful information is often more powerful than factual truthful information. Subjective perception is our beginning point, but may not be our ending point. 1. Bible study, Sunday School class and various small groups. 2. Campmeeting and various other activities that happen at that site. 3. Community outreach in general with many specific ministries and activities mentioned. 4. Disciple Bible Study and its growth. 5. Family Promise. 6. Grace Arbor. 7. Lawrenceville Co-op. 8. Lawrenceville Elementary School connection Kid s Hope. 9. Music program, music in worship, and various special musical events. 10. Senior Pastor and the other ministerial, program, and administrative staff. 11. Spiritual Strategic Journey process and the First Leadership series that led to it. 12. Warehouse and the two worship services there. 13. Youth programs, ministries, and activities. Special Note: While these top thirteen signs of increase health and strength in the past 12 months are intentionally listed in alphabetical order to show a broad-base of perceived strengths with which the congregation can move forward, one area should be noted for special emphasis. Things related to missions, community ministry and outreach were mentioned more than twice as often as the next closest category. This is perceived to be a strong theme for the congregation off of which it can build additional capacities. Congregational Issues for Generative Dialogue At a gathering of approximately 225 people on Friday night, ten congregational issues for generative dialogue were presented, and each person present was asked to evaluate them on a scale of 1 to 10 with 10 being high. They were suggesting the presence and strength of these issues in the congregation at the current time. The following are the ten listed in order of affirmation by those present as to how true these issues are of Lawrenceville at the current time. It is important to remember these are the perceptions of the people present and what they said, rather than an actual analysis of the areas mentioned. [Note: The full definitions of these ten issues are at the end of this report.] [Note: See a full listing of the statements that go with each issue at the end of this report.] Highest o People of Pastoral Leadership Key pastoral leadership of the congregation. o People of Passion People with positive passion about the future of the congregation toward which God is leading it. Medium to High o Accountable Management The governance systems, the staff and lay leadership, the finances, and the facilities. 2

4 o o o People of Position Key elected leadership within the congregation. Programmatic Emphases The programs, ministries, and activities of the congregation. Spiritual and Emotional Maturity The ability of the congregation to dialogue in a positive manner around opportunities and challenges it faces without causing unnecessary conflict. Medium to Low o Visionary Leadership The clarity of vision within the congregation, and the broad ownership of that vision among leadership. o Relationship Experiences The relationships with God, one another, and the community context. Focus is on the disciple-making processes of the congregation. o Community Engagement How closely the congregation identifies with its community context or the affinity groups to which God is sending it, and how closely it reflects these demographics in the life and ministry of the congregation. Lowest o Numerical Vitality Are the efforts of the congregation resulting in numerical growth in the congregation? The total vitality score for Lawrenceville was 63 out of a possible 100. This above average score speaks to the vitality of the congregation, and its readiness to address the opportunities and challenges of the next phase of its life and ministry. This is a healthy vitality score that should allow the congregation to dialogue around many of the opportunities and challenges it faces in search of God s leadership and positive forward actions. This is in spite of the lower ranking of Numerical Vitality among the ten congregational issues for generative dialogue. The strongest foundation for moving into the future revolves around the people issues of People of Pastoral Leadership, and People of Passion. For Lawrenceville it is about people. The opportunity in this is if the congregation is truly in the process of moving forward from the Empty Nest stage, trust in leaders of various types will be an important part of the foundation for moving forward. Especially with the perceived strength of the People of Passion, the Lead Team of 32 people for the SSJ process will be a very important group among whom to build deep ownership of the process plus its outcomes and impacts. The perception that Visionary Leadership, Relationships Experiences, Community Engagement, and Numerical Vitality are low speaks to both the lack of vision, the segmentation of relationships with so many worship services, and the lack of effectively connecting with the changing Lawrenceville context. That is part of the new relationships that need to be cultivated. The Life Cycle and Stages of Congregational Development At a gathering of more than 225 people on Friday night, 213 people provided their opinion as to which stage of the life cycle the congregation is in at the current time. The results were: 84 people representing 39% chose Empty Nest, 78 people representing 37%, chose Maturity, 44 people representing 21% chose Retirement, and 7 chose some other stage. This is a very common spread of choices, and generally the one in the middle best represents where the congregation current perceives itself to be. Other observations during the weekend confirmed that early Empty Nest is the appropriate stage to use as a starting point. 3

5 General Thoughts about Empty Nest: Empty Nest is the stage in a congregation s life when Management is driving and fueling the journey of the congregation, and Relationships are navigating and flavoring the journey. Vision is missing. Programs are working hard to achieve the successes of the past without knowing the Vision they are seeking to fulfill. The key opportunities of the Empty Nest stage are to revitalize Programs focused around an initial understanding of the Future Story of Ministry that will emerge out of the Strategic Season of the SSJ process, and then continually listen to the voice of God for the new Vision being cast within the congregation. The theme for the next steps in Empty Nest is Revitalization. This initially involves looking for low hanging fruit which involves ways Management can be diminished in any places where it might be controlling rather than empowering, and discovering a place where incremental transitions and changes can be made in how programs, ministries, and activities are being carried out. In the not too distant future an audit of all programs, ministries, and activities of the congregation needs to be conducted to determine their effectiveness at producing positive and empowering outputs, impacts, capacity building, and sustainability in keeping with early understandings of the next steps for the congregation. It could take 18 to 36 months for the Empty Nest stage to spiral forward to a new Adolescence stage of the life cycle. By that time a Future Story of Ministry will be in place and Vision and Management should be switching places in terms of who is driving the congregational journey and who is supporting the congregational journey. Observations from the People in Focus Group Interviews About 90 people were in the focus group interviews or completed the interview forms during the weekend experience. While this is not a scientific sampling, it is generally a reliable sample for many congregations, and it does represent the involved people who could be counted on to connect with the focus groups. It is an important subjective picture of active congregational participants. It painted an interesting picture that can impact the ministry focus of Lawrenceville. 1. Age: 41 percent were under 50 years old, and about 59 percent were 50 or more years old. Digging deeper, only 15 percent were under 40 years old. This reinforces the belief that the congregation needs to continue to invest in the spiritual and life stage needs of young to median adult families/households to increase the numbers and deepen the percentage that are active within the congregation. 2. Length of Participation in Lawrenceville: 33 percent of the people have been connected with Lawrenceville for 10 years or less. 67 percent have been connected for 11 years or more. Digging deeper, only 22 percent have been connected for five years or less. 38 percent have been connected for 21 years or more which is a healthy percentage among active participants. An overall healthy pattern is when half of the active congregation has been connected for 15 years or less. Your mid-point is at around 16 years. 3. Length of Participation in Any Church: 27 percent of the people have been connected with any church during their life for 30 years or less. 73 percent have been connected with any church for 31 years or more. Once more than 50 percent of the active adults in a congregation has been attending church for 31 or more year that church is an overly churched culture congregation. This could be a significant challenge for Lawrenceville. Strategic Insight: Lawrenceville primarily reaches people from a churched culture. It does not tend to attract heads of households who lack significant church attendance patterns. Therefore, addressing the needs of prechristians and the unchurched is like speaking a foreign language to 4

6 vast majority of the active congregation. Without unlearning and relearning plus significant effort to reach prechristians, unchurched, underchurched, and dechurched persons, the future members of Lawrenceville will primarily be people already in the churched culture, and likely with some Methodist or other mainline church experience. If this is the case then no significant progress will be made in connecting with and engaging the emerging Lawrenceville context in a Christ-centered, faith-based relationship. 4. Drive Time on Sunday Morning: 67 percent of the people drive 20 minutes or less to get to church on Sundays. But only 28 percent drive ten minutes or less which means there is not a heavy concentration of active participants from the neighborhoods less than five miles from the church. A certain number of these people lived closer in the past. It is necessary for Lawrenceville to relearn its context which has significantly shifting demographics. The 33 percent who drive more than 20 minutes to church on Sunday morning are not likely to be replaced by other people who travel for that long when this 33 percent is ever no longer attending the church. Only 13 percent of the people live in the same zip code in which the church is located. The largest concentration of people 30 percent live northeast in the area between 1-85 and Highway 316 in zip code That area includes the church s campground and 12 Stone Church. 5. Attraction to Lawrenceville: People have primarily been attracted to Lawrenceville First over the years for the following reasons: Children s programs, Friendliness, Methodist, Pastor/Staff, Friends, Location, Music, Preaching, SS Class/small group, Worship service, and Youth/Student, program. Hopes and Dreams for the Future of Lawrenceville Four hopes and dreams for the future of Lawrenceville rose to the top as to frequency of mention during the focus group interviews: 1. Intergenerational, even multi-cultural worship and discipleship: The six worship services speak to a fragmentation in the congregation that creates a desire to do something in worship that is more unifying, intergenerational, and even multi-cultural. Doing this in worship and discipleship is an ideal desire. Making this work for a large number of people is a more significant challenge. A secondary hope and dream is for more emphasis on children in worship with their parents for at least part of the service. 2. More young adults and young families with children with greater opportunities for them: High quality programs, ministries, and activities that meet the real needs of real families/households in real time are a high desire. While not seeking to compete with other congregations in the area, the desire is for authentic and inviting ministry for all members of families/household born 1970 to 1980 and after. There is no desire to diminish what is done for older people, but to be sure we engage in high quality ministry for young adults. This includes quality programming for preschoolers, children, and youth/students. 3. Reflect the geographic community surrounding the church with a sense of ministry, presence, and inclusion: Lawrenceville First has a challenging geographic context. Perhaps part of God vision for us is figuring out how to minister at an in-depth level with the people in this context, and even to clearly include them in the ministry of our congregation. 4. Unity within an even greater diversity of people, worship, programs, ministries, etc.: Our fragmentation means a lack of unity of vision and a cohesive sense of community. We must make creating unity one of our key goals while at the same time seeking greater diversity of people, worship, programs, ministries, and activities. This will require greater lay involvement. 5

7 5. Other Hopes and Dreams: A few others were mentioned multiple times that support these top four, but they were mentioned somewhat less. Some compliment the top four: a. A clear focus for each of the worship services: Each worship service needs a purpose and focus, high quality, and a clear target group it is seeking to reach. b. Captivated by a clear identity and vision: We must be a high intentional congregation with a clear identity and vision. We cannot just be a busy congregation. c. Evangelism and new member recruitment: We must be intentional about inviting people to a Christ-centered spiritual journey, and connecting with people around us with an invitational spirit to part of the journey of our congregation under God s vision. d. Growth in children and youth ministry: We must have high quality programs, ministries and activities for children and youth that supports our focus on young to median age adults. e. Growth in membership and attendance: A general, overarching desire exists for the growth in the numerical vitality of the congregation. f. Increased vitality and vibrancy: We should not be a congregation just going through the motions, but one that has high energy and desire to be vital and vibrant and everything we do. g. Spiritual renewal for the congregation and spiritual formation for individuals: We must be a community of faith with a deep spiritual commitment overall, and clear pathways for the spiritual formation of individuals. Disciple Bible Study is great, but it is just one aspect of spiritual formation, leadership development, and missional engagement. Challenges to Realize these Hopes and Dreams Two challenges to realizing the hopes and dreams for the future of Lawrenceville rose to the top as to frequency of mention during the focus group interviews: 1. Embrace and accept change: If God s vision for our congregation emerges as a vision requiring significant change will we embrace and accept that change? We are a large enough congregation with sufficiently successful programs, ministries, and activities that we can simply declare we are good enough, and be unwilling to embrace and accept change. We must be willing to change if that is God s leadership for us. 2. Unity around the current identity and future vision for the congregation: Unity that goes beyond culture and traditions, and a willingness to live into God s vision for our congregation is an essential quality for our next ten years. Because we lack a clear unifying vision, there are multiple visions. Many people believe they have the answer. Some answers take us back and some take us forward. 3. Other Challenges: A few others were mentioned multiple times that support these top two, but they were mentioned somewhat less: a. Ability to attract young adults and young adult families with children: This may be our desire, but can we do it? Location is a challenge. Competition with mega congregations around us is a challenge. The perceived message that the smaller numbers in preschool and children areas means something is wrong here is a challenge. 6

8 b. Difficulty of reflecting the geographic community surrounding the church: We may want to be more reflective of our geographic community, but that is much easier said than done. Is there a clear pathway to do this? If we are successful will it actually drive away some of our current members? c. Greater involvement and volunteerism on the part of the laity: We cannot hire enough staff to do all we need to do as a congregation. That is not even a good choice to make if we could afford it. Lay mobilization must be a significant result of our spiritual formation, leadership development, and missional engagement. d. Having the right staff for the next steps in your journey: While staff cannot do for laity what we need to be prepared to do, it is a legitimate question to ask if we have the right staff positions for our future? We have a high regard for staff, but are we asking them to do the right things? Do we need a staff more reflective of our context? We may not know this until we have a clearer understanding of our future. e. Increased spiritual formation and maturity needed among the laity: This is a supporting issue for the c. above where we need a greater involvement and volunteerism on the part of the laity. Increased spiritual formation and maturity in Christ is a key to this. f. Increased average age of congregational members: It appears the average age of our membership is growing older. That may be a significant challenge we must turn around. We must affirm all ages, but if we becoming a more aging congregation it will be a greater challenge to us. g. The diversity of our context and its location in attracting people like us: In saying we want to attract more young adult families/households, our community context and location will be a challenge. New families will have to be connected with in their context before they ever come to our church location. Counsel Regarding Selective Issues Identified Within the CALE Process The Slow but Sure Moving Glacier Lawrenceville First is in a situation where a slow moving glacier is headed its way and is disrupting everything in its path. The congregation is now experiencing disruption shifts that will change its character and nature. These shifts did not start happening in the past year or two, or with the transition of appointed elders. They have been happening over the past decade or so. If the congregation responds proactively, these disruptive shifts can have positive consequences. If the congregation responds passively or not at all, these disruptive shifts can have negative consequences. The tendency of too many people will be to declare everything is fine now and we do not need to make changes. Or, we are generally comfortable with things the way they are and would prefer not to be proactive to respond to the opportunities and challenges we face. The danger in this approach is that assertive changes now may avoid the need for radical changes later. These early warning signs of the slow but sure moving glacier are characteristics of the early phase of the Empty Nest Stage of the congregational life cycle. Among the disruptive shifts that appear to be happening are the following: 1. Disruptive shifts are occurring in the demographics of the community context. They have been happening for a decade or more. Like a slow but sure moving glacier they will continue happening for many years to come. They will change the character nature of everything in their path. Since the Atlanta metropolitan area at almost six million people is now the ninth largest metropolitan area in the United States, the ability of its suburban expansion into the edge cities 7

9 and communities 30 or more miles from the center of town to change everything in its path is a reality that cannot be denied. 2. The age demographics of the congregation are shifting. The congregation is growing older. This follows the trend of Methodists, in general, where the average age of members of churches in growing older. The number of younger households and families with children appears to be decreasing as a percentage of the overall congregation. The space capacity developed in the preschool area for Christian education is not needed at this time. It is hoped it will be needed again in the future. 3. The worship, discipleship, fellowship, and missional engagement preferences of the people connected with the congregation are shifting. Each new generation of Methodist Christians have different expectations about spiritual formation, leadership development, and missional engagement. The desire is for more choices that fit individual needs and desires. Yet through a coordinated program approach there is a limit to what can be offered based on current resources. 4. The travel time of people attending the church on Sunday mornings is growing longer. This is natural as current members move farther away from the church location, and the demographics the church best attracts live farther away. It is likely that an increasing percentage of the attendees for Sunday morning activities are living northeast of the town of Lawrenceville. It is also likely that a decreasing number of regular attendees for Sunday morning activities are living southwest of the church's location. 5. The competition from larger churches located northeast and east of the town of Lawrenceville will continue to increase. Attempts by this congregation to compete with these congregations will be unsuccessful. It is extremely important for Lawrenceville to focus on its distinctive identity among on the collection of congregations within a 10 mile radius around the town of Lawrenceville. Your uniqueness coming out of your God-given vision will define your attraction or inviting nature to potential members and regular attendees. 6. Because of the overly churched culture within the congregation, the ability of Lawrenceville First to speak into the life situation of unchurched persons will continue to decrease. Steps must be taken for participants in the congregation to learn the language of and the patterns and lifestyle of the unchurched. Developing deep relationships with unchurched persons is a steep mountain to climb for many people, but one that must be addressed. 7. The wonderful facilities of Lawrenceville, which are a tremendous asset at the current time, will increasingly become a liability without a plan to see them as a viable resource for future ministry. The long-term financial cost of maintaining the church buildings in first quality shape must be proactively addressed. Once Lawrenceville First falls behind on routine maintenance, essential replacements, and desired upgrades it will be difficult to ever catch up. Worship and a Sense of Community How Many Worship Services? Lawrenceville is making a significant and positive attempt to provide multiple forms of worship at convenient times and in convenient locations throughout its facilities. The members and regular attendees at Lawrenceville should be pleased with the willingness of the pastor, staff, and lay leaders to provide six different opportunities for those desiring to worship the Triune God in the context of this congregation and at its facilities. The six includes the three services in the sanctuary, the two in the warehouse, and the studio worship for children. At the same time a tremendous percentage of the time and energy of appointed staff, employed staff, and volunteers goes into providing the six worship experiences on Sundays. Since time and energy are finite commodities, it is legitimate to ask if this investment is appropriate when the full program, ministry, and 8

10 activity life of the congregation is considered. Does there need to be any rebalancing of time and energy among the various priorities that must be addressed for a vital and vibrant future for this congregation? The challenge is that once worship services are established with elements that include [1] the time they meet, [2] the location where they meet, [3] the style of the worship, [4] the quality of the music, [5] the worship leaders present, and [6] the people who set each worship service as their primary worship service, it is difficult to change these elements and transition the people who attend. It can happen, but it is difficult. The longer a worship service has been in existence with set elements and a loyal following, the more difficult it is to change. This is particularly true if the change involves stopping a certain worship service which has a loyal following. Among the reasons some people decide it is time to change churches is if their favorite worship service is significantly changed in a short period of time, or is eliminated. Significant changes in worship services must either come out of a new sense of vision and intentionality for a future to which God is calling the congregation, or from defined pilot projects where a new pattern of worship services is tried for a while and then evaluated. However, you cannot take this latter approach very often or you will disrupt attendance patterns. A Worshipping Community of Silos! The current worship service styles, schedule, and locations within the facilities works against the essential interactive, intergenerational, and inter-tenure fellowship that must occur in congregations. As a result it is necessary to conduct up to six times per year interactive, intergenerational, and inter-tenure fellowship and/or learning experiences that allow people with only face familiarity with one another to be in meaningful fellowship relationships. Perhaps some definitions are needed here. Interactive means experiences where people participate in developing meaningful relationships and a sense of community with other people. Intergenerational means experiences where people participate in developing meaningful relationships and a sense of community with people of at least three different generations. Inter-tenure means experiences where people participate in developing meaningful relationships and a sense of community with people who have been attending Lawrenceville for at least three different lengths of time. The Dialogue and Prayer Triplets in the Spiritual Strategic Journey process is an example of this. Of these three lenses for relationships and community, inter-tenure is the most important to achieve. What Kind of Worship Services? When rethinking worship services, it is important to consider the questions about worship services used by Robert Webber who was an important worship expert, and was seen as the guru of convergent worship [which is what he called blended worship]. Webber indicated the successful answers to these three questions would allow congregations to have multiple worship services using multiple styles without disrupting the overall worship patterns of their congregation. Question one is the substance question. Who is the object of our worship and why? The simple answer is the Triune God. Question two is the structure question. What are the essential elements of worship of the Triune God that most every worship service should include? This question must be answered one church at a time. Question three is the style question. Based on the target audience for each worship service, with what style should it be presented? This question must be answered for each worship service. Successfully answering these three questions can allow congregations to have multiple worship services that have the same substance, compatible structures, and styles that are all across a continuum of styles of worship. Worship Continuums. One way to assess the full collection of worship experiences offered by Lawrenceville First is to think about them along a continuum from 1 to 10 through several different lenses. One lens is that of style. At position 1 on the left think of this as the most formal worship characteristic of the Methodist tradition. At position 10 on the right think of this as a very contemporary, emergent form of worship. Where would you place each of your six worship experiences along this continuum? 9

11 Another lens is that of the target groups of people on whom you are focusing worship. At position 1 think of this as the most churched culture people in the Methodist tradition. At position 10 think of this as the most unchurched people with the least understanding of Christian faith, worship, and practice. Where would you place each of your six worship experiences along this continuum? The likelihood is that in spite of the diversity of worship experiences offered at Lawrenceville First, they are not that far apart from one another and all address the worship needs of churched culture people just of different generations and desires. The unchurched are not primarily addressed by any of the worship experiences. Renewing the Core While Extending the Ministry Renewing the core of a congregation, while extending the ministry of a congregation, is an essential part of a spiritual and strategic journey. As congregations get increasing involved in ministries to various target groups and in their geographic context, they often make this a replacement for renewing the core membership of the congregation. Renewing the core is about invitational efforts that add to the congregation households/families who have the potential to provide core leadership for the congregation for years to come. This is not to suggest any ulterior motives ought to exist for inviting people to engage in a spiritual journey in and through Lawrenceville First. Rather, it is to suggest as Lawrenceville First engages in intentional efforts to invite people to connect with the congregation it needs to invite them to connect for the purposes of spiritual formation, leadership development, and missional engagement. All three are essential. The signs of health and strength identified by the active congregation during the CALE experience showed a lot of affinity for various outreach ministries that fit the general category of missional engagement. Certainly this is good. The hopes and dreams for the future of Lawrenceville First expressed in the focus group interviews spoke significantly to the need to continue extending the ministry of the congregation. Certainly this is also good. There was also a general desire to for Lawrenceville First to grow numerically. What was not always clear was how these two are connected. They are connected. It is how to make this connection which is the question. How to achieve greater numerical vitality, or to grow the church, is a concern for Lawrenceville First just as it is for the vast majority of congregations. For many years congregations in a location like Lawrenceville First could grow by simply responding to the visitors or guests who attended Sunday worship or other activities of the congregation. This passive approach to numerical vitality is no longer an adequate strategy for Lawrenceville First since the concentric circles of Atlanta suburban growth of the people naturally inclined to seek out Lawrenceville First has moved out northeast beyond the current location and beyond the town of Lawrenceville. Therefore, it will be essential in the future for Lawrenceville First to engage people in the location where they live, work, go to school, or play. A relationship may need to be established and spiritual formation begun before many of the next 200 people Lawrenceville First will reach will come to the current site for worship, Christian education, and fellowship. Community Engagement That Moves Beyond Alleviation to Elimination to Transformation Much of the community engagement that is characteristic of middle to upper middle class overly churched culture congregations, and especially the people in the congregation who are Empty Nesters or Senior Adults, tends to focus primarily on the alleviation of human hurts. Less effort is about the elimination of human hurts, and seldom about the transformation of the people and the systems who are the focus of the ministry. 10

12 Typically ministries focus on one aspect of the lives of people who need ministry, and do not engage the whole person. For example, the person who is hungry today will be hungry again tomorrow. Yes, we have alleviated their short-term pain and that is good. How do we eliminate that daily hunger? How do we transform not only the person but the societal systems that hinder the transformation of persons of worth created in the image of God to live and to love? In focus groups during the CALE the desire was expressed for the congregation to reflect the geographic community surrounding the church with a sense of ministry presence and inclusion in Lawrenceville First. What exactly does that mean? To what extent is this reflection and inclusion to be expressed? Are there successful strategies that achieve this? Let s use a continuum once again. This time draw a line with 1 on the left side and 9 on the right side. Fill in numbers 2 through 8. The United States has nine socioeconomic classes. One through three represents the lower class. Four through six are the middle class. Seven through nine are the upper class. In an ideal, perfect world every congregation would be composed of all nine socioeconomic classes. Because we do not live in an ideal world this is not a reality. New congregations started with practices that affirm multiple socioeconomic perspectives will do better than congregations who are existed for at least 22 to 27 years. Lawrenceville First appears to fit the pattern of congregations who have existed for many years. That pattern is that typically 80 or more percent of the regular attendees fit into three contiguous socioeconomic classes. What does this mean? Some congregations are able to expand to connect within their fellowship with a fourth socioeconomic class. What experience from many decades tells us is that these congregations will have periodic to regular conflict over socioeconomically-driven cultural patterns. This is sad, but true. What we also know is that when congregations really stretch and are able to focus on five socioeconomic classes that within ten years one of two things will happen. First, the people at either the lower socioeconomic end or the upper socioeconomic end will leave the church. Second, the church will split into two churches. If this is the reality, how do we meet our hope and dream to reflect and include our geographic community. Two ways. First, is to create worshiping communities led by people who connect with or are considered internal ministry agents with the target group of people. While all worship services are open to everyone, these worshiping communities have a targeted service for them that is likely to be more attractive to them than the other worship experiences of Lawrenceville First. Second, is to start or host in your facilities separate congregations who target socioeconomic groups different from the primary congregation. Some of these may also be of other races and ethnicities such as the Liberian congregation that currently meets within the Lawrenceville First facilities. It should be noted when thinking about this that typically socioeconomic barriers are actually more difficult to cross than racial and ethnic barriers. 11

13 Generosity of Time and Resources Time and money are two very precious resources for all people. Once money was the most precious resource, and it still is to a degree. Time is actually the most precious commodity of the 21 st century. Life is more hectic than it once was. People are very busy. In a major megalopolitan area like Atlanta time becomes even more precious because of the amount of it necessary to get to, from, and around where people want to go. Increasingly non-church-related priorities claim the time during the week that church life once claimed. As a result people attend regular gatherings of their congregation less frequently than before. People also limit the number of things related to their church they will get involved in. For example, once people gave up to three hours on Sunday morning for worship, Christian education, and fellowship. Some even returned regularly for Sunday afternoon or evening, or another night during the week to activities. Increasingly people are giving three or less hours for the entire week. Many only give one hour for passive participation in worship. Money is more precious than it was seven to eight years ago. The economic crisis of 2008 caused the generosity of people all across North America to stall and even decrease. The percentage of income the typical Christian gave through their church plateaued or declined. Once people became accustomed to new patterns of giving they have had difficulty going forward to more generous patterns. Also, how people desire to give money has changed. The Builder generation those born approximately 1928 through 1945 overwhelmingly have believed most of their lives in giving their primary tithe or offering through their church undesignated. Subsequent generations have wanted more choices. Younger generations are moving to where much of what they give they want to be designated for causes in which they believe. Older generations believed in the church as the primary place where they expressed their Christian generosity. Younger generations see the church as one of the places where they express their Christian generosity. Some also see the time they give as part of their generosity. What is a congregation to do? One answer is diversification. Diversify the ways people can connect with and be part of the congregation other than showing up a minimum of two to three Sundays per month for worship, Christian education, and fellowship. Diversity the volunteer opportunities for people to do things that add significance and meaning to their Christian values. Make as many of these experiences where they can do this with their family/household and not to additionally separate them from their family/household. Diversify the ways people can give financially to or through the congregation. This has two parts to it. One is to diversify the offerings, causes, funding streams through which people can give. For a congregation with the age demographics and average tenure of Lawrenceville First it is important to maximize various deferred giving channels and the number of people who opt for these over and above their annual giving. A second is to continue to diversify the methods for giving beyond putting money or a check in an envelope and place it in the offering plate during a worship service. Use all types of banking choices available. Consider kiosks. For special urgent causes even consider online giving platforms such as GoFundMe that allow people totally unconnected with the congregation to give without appearing to make a commitment to the congregation. Long-term the church needs to focus on an assertive annual giving emphasis that can help reset the basic giving level of the congregation. Because of the 2008 economic crisis many churches no longer have a barometer for the core financial commitment of their congregation. Proven processes are increasing the annual giving of congregations 15 to 20 percent and more. 12

14 The judicious use of capital campaigns that are both missional and facilities-driven at least every five to seven years can provide funding that crucial for the long-term obligations of congregations. Stewardship of Facilities and Location Lawrenceville First has a real stewardship of space challenge. It is blessed with an abundance of square footage. The challenge side of it is the money and time to keep it functioning at a first quality level. The opportunity side is to find additional ways to use the facilities seven days per week. It is a real gift to have this much space. It is a real challenge to figure out how this great resource can be fully utilized in Christian ministry. It is not a matter of filling up space. It is a matter how God would have you use this great gift of space. How can it be used to fulfill the vision that comes out of the Spiritual Strategic Journey process? As is commonly known the facilities are a maze. They are hard for new people to learn how to get around from place to place. They were generally designed on a post-world War II model under the assumption that such a model would always be the model for congregations. It is no longer the model. If an architect in the post-world War II era was asked to provide a master plan for a church he/she would figure out where the first worship center/sanctuary would go, and then if a larger worship center sanctuary was projected where that would go. Then all other buildings would be situated around these. The assumption was that the main event for the church would always involve people sitting in pews or chairs facing forward. Now if an architect is asked to provide a master plan for a church he/she would figure out where a large, inviting gathering space would go. Then he/she would situate all other needed space around that gathering space in such a way that the typical person would pass through that gathering space at least twice every Sunday morning. The assumption is that interactive relationships is the currency of church life and needs to be the focus of facilities. It is obvious the two worship centers for Lawrenceville First are based on concepts that do not work well for a multiple worship service schedule with multiple generations and tenures of people regarding their connection with the congregation. Therefore, special efforts as mentioned above are essential to create community within Lawrenceville First. Campground: Serious consideration needs to be given to the future use of the campground property. Its location northeast of the town of Lawrenceville may speak to the need to use it as a base for more than the historic programs that have been held there. It could be a great future asset and location for certain ministries of Lawrenceville First. Put your creative hat on and think about how it could be an even greater asset for the congregation to reach the next generation of leaders. In Closing, The Formula of Change Whenever changes are considered, the formula for making changes needs to be considered. Stated in words that formula is as follows: The Perceived Benefits of change must be at least two times greater than the Perceived Losses that will occur as a result of the change. Change must be seen as progress toward a goal or the fulfillment of a vision. Significant or radical change for change sake does not work. That is different than innovation. Vital and vibrant congregations are continuously innovating. Often their innovations involve incremental transitions and changes. 13

15 10 CONGREGATIONAL ISSUES FOR DIALOGUE AND PRAYER 1. Visionary Leadership: Our congregation has a captivating and passionate sense of our identity involving the eternal mission of God, and the everlasting purpose of our congregation [who we are], our enduring core values [what we believe or highly value], our empowering vision [where we are headed], and our spiritual and strategic journey as a congregation [how we are getting there]. Our leadership is clearly captivated by God s vision for the future of our congregation. 2. Relationship Experiences: Our congregation is doing well at inviting people to a Christ-centered faith journey, and at helping people who are connecting with our congregation to be on an intentional and maturing faith journey. Among the characteristics of the faith journey of our people is that through our congregation they are experiencing spiritual formation, the development of Christian leadership practices, and active involvement in congregational ministry roles and missional engagement beyond the congregation. 3. Programmatic Emphases: Our congregation has high quality programs, ministries, and activities which meet the real needs of real people in real time. We are well known throughout our congregation, and our geographic community, or among the target or affinity groups we serve, for our outstanding programmatic emphases. Our programs, ministries, and activities are growing in numerical vitality. Our programs meet the spiritual, social, and emotional needs of people. 4. Accountable Management: Our congregation has excellent, flexible management systems. The practices for addressing the need for called/appointed and employed personnel, plus elected and volunteer leadership are healthy and creative. Generosity and stewardship efforts are inspiring, and the accounting for financial resources is trustworthy. Our governance and decision-making systems are effective, plus open and response to congregational input. Our facilities and grounds are suitable for our needs and kept in good repair. 5. Community Engagement: Our congregation is deeply connected with our community context. We have clearly defined our community geographically and/or according to our target or affinity groups. We know to whom God is sending us based on God s vision for us and our spiritual gifts, skills, and cultural preferences. We are effective in engaging the needs of our community, and in inviting people to a Christcentered faith journey through the ministry of our congregation. 6. People of Pastoral Leadership: Our pastor [plus any pastoral/program staff] has a genuine commitment to leading our congregation on a spiritual and strategic journey towards the fulfillment of God s vision and the reaching of our full Kingdom potential. Our pastor [plus any pastoral/program staff] is highly respected as our staff leader [or team], and our congregation will proactively support the pastor/staff as initiating leaders as they cast God s vision for increased vitality and vibrancy as a congregation. 7. People of Passion: We have many people in our congregation who have positive, spiritual passion about the future of our congregation toward which God is leading us. They have a genuine commitment to help our pastoral leadership move our congregation along a spiritual and strategic journey towards the fulfillment of God s vision and the reaching of our full Kingdom potential. These people represent at least seven people or seven percent whichever is greater of the average number of adults present on a typical Sunday/weekend for worship. 8. People of Position: The elected or appointed lay leaders in our congregation have a positive commitment to transition and change that may lead to transformation and the achievement of our full Kingdom potential. They celebrate the past of our congregation, honor the present, and are willing to empower the future. They are competent and committed leaders who are not interested in controlling the future of our congregation, but want a vital and vibrant future. Our congregation highly respects them, and will proactively support them as part of our overall leadership. 9. Numerical Vitality: We know congregational vitality is much more than numerical vitality. Yet, the number of people connected with our congregation and the depth of their participation is a key sign of vitality. Our trend over the past five to ten years is that we have seen an increase of at least 10 to 15 percent in the people attending, and they are connecting deeply, and involved in and through our congregation in Christcentered ministry and missional engagement. 10. Spiritual and Emotional Maturity: Our congregation is a healthy Christ-centered community characterized by spiritual and emotional maturity. We are a people of the unconditional love of God. This allows us to handle with obvious maturity any issues which might disrupt the sense of fellowship and unity, and perhaps produce unhealthy conflict. Because of our maturity depth we are able to build a qualitative sense of traveling together on a spiritual and strategic journey. When diverse viewpoints produce disagreements we handle them in ways which reflect our spiritual and emotional maturity. 14