Raising the Roof
by Alice Mann
This book was not on the original sabbatical reading list.
However, after reading so many books discussing the need for a program of
intentional hospitality, and the impact such a program can have on a parish's
life, it seemed wise to read a book that takes a hard look at the changes that
accompany the growth that follows the transition of guests from observers to
active and participating members. The focus of this author was on the changes .and
struggles experienced as a parish moves from pastoral to program in size.
At CHS, we may feel in many ways that we are already a
program church. We have ministries, we engage the community in various ways, we
offer parishioners opportunities for spiritual growth and support, and we have
a ever expanding need for additional clergy support as the single pastor model
is slowly being stretched to capacity. All these are signs of a church in
transition. Still, we at CHS are not quite there yet; we are more what the
author describes as a church who has reached a membership plateau that cannot
be overcome until we address the passive barriers that exist.
These barriers are not unique to CHS. In fact they are very
common in community dynamics. Before I continue, it might be worth a moment to
describe where we are. According to the author's metrics, we are a growing
pastoral size parish. Our average Sunday attendance is between 100 and 150
(before sabbatical we were averaging 115 each weekend), we have a single
pastor, a part-time administrator, a janitorial service, and a part-time
organist. We also have a steady number of guests and our guest retention rate
is near 25% (meaning 1 in 4 become active and participating members). Our
growth exceeds departures, but not by a whole lot. Add to this a heavy reliance
on the pastor to care for and be present during moments of crisis for each
member and the desire to have the pastor be part of the various parish
activities, puts us right at the cusp of making the jump from pastoral to
program.
So what holds a parish back from moving from where we are to
the next level? There are of course the active barriers we need to overcome;
barriers that revolve around power and control. In some parishes it is the
laity who struggle to hold power and in others it is the clergy. While both
have the same desire, to see the parish succeed, one or the other thinks their
vision of success is the more correct one to hold onto. With the help of an
outside moderator, and with prayerful discernment, most parishes can overcome
these barriers. The barriers that are harder to overcome are the ones unseen by
the parishioner, but are obvious to the outsider looking in. The author calls
these passive barriers and then goes on to list six that negatively impact
growth more than any others.
The first is that the parish has a desire to move beyond the
four walls of the church in both service and in the desire to bring new people
into the community; however, there is no plan to do so. Waiting for people to
find the church instead of taking the church to where it can be seen is a real
problem in many parishes. No matter the amount of newspaper advertizing, or how
flashy a website is, if a parish sits back and waits, it will never really
grow. Just as programs of hospitality must be intentional, so too must programs
of invitation. We cannot be so focused on strengthening the current membership
we ignore those were are called to reach. Therefore, to overcome this barrier
we must be out and about sharing, inviting, and being the body of Christ.
The second barrier to overcome is the struggle between
quantity and quality. At the heart of this barrier is a parish's belief that
the higher the quality of the worship experience, the more people who will want
to be part of what is happening. Unfortunately, that is not always the case. A
parish that offers a great experience (whether it be a powerful praise band,
heavenly choir, or even a liturgical rich offering) yet lacks depth will find
that it can too will not keep guests for very long. Once the feeling wears off,
if there is nothing that helps the person make the connection between worship,
community, and Christ, then they will simply continue their search for that
special feeling. To overcome this barrier, we must offer sound preaching,
spiritually uplifting ways for people to connect (think build relationships)
and a worship experience that is true to who we are.
The third barrier is one most parishes don't even consider,
seating. If people are packed in the pews, the guest will feel like there is no
room for them. Conversely, if they attend a service where the pews are nearly
empty (no matter how exciting), they will feel there is no life in community. The
tipping point the author sites as passively unwelcoming is when 80% of the
seating is either filled or empty. Worth noting, this is not 80% of the fire
marshall seating capacity (approximately 24-30 inches per person); it is based
on at least 36 inches per person. People have not only grown larger physically,
but the desire for personal space has become a real issue for many. To overcome
this barrier, either add another service or use a space for worship that gives
the guest a feeling of 50% filled.
The fourth barrier, is another one that on the surface doesn't seem to have a very big impact, but in reality presents a real challenge to growth; that is, the parish is not staffed for growth. This is not just an issue of paid staff. It includes the number of volunteers in leadership roles. Overreliance on the 20% who tend to give generously of their time or just the abilities of the paid staff, shows the guest that there is no need to be actively involved or that there is no place for them should they desire to be. As other writers have discussed, most people want to feel they make a difference, if there is no way for them to do so, they will find somewhere else where they are needed. To overcome this barrier, begin by engaging more of the membership and encouraging active participation. Secondly, if there is a growing need, expand the hours of a staff member or hire additional help. This may require a step of faith for parishes, but the benefit realized is well worth the commitment.
This leads directly into the fifth barrier, one that has stopped more parishes from growing than some of the above. This barrier is a budget that is designed for sustainment instead of growth. This is more obvious to an outsider who is not used to the wobbly handrail, or the dim lights used to conserve energy, the poorly maintained church grounds, or the out of date bathroom fixtures. If the community is using its resources to only take care of the big things, and leaves all the little things just good enough, it shows. Likewise, a budget that focuses on the needs of those who are already members, and that does not intentionally look to bring in new members is a budget destined to run dry. We don't bring new people in for their financial contributions, we bring them in to know Christ. However, once they make the connection, they often wish to find broader ways to use the gifts and blessing they have been given to do even more. Where does one begin, in faith. Moving beyond the typical 50% of active membership who pledge something, to a number closer to 75% will give the parish more than enough to reach out into the community to invite and engage those who do not yet have a relationship with Christ.
The last barrier is probably the hardest to overcome. For many parishes, the change in intimacy between clergy and parishioner becomes the most significant barrier to dynamic church growth. Members desire growth, but are unwilling to let go of what makes the community so special to them. The end result, guests are starred at, and despite the smiles of welcome they receive, the underlying message is that they are not really welcome. This is not just a problem for the laity. Clergy too can have such a desire for personal relationships they fear growth knowing that to do so would mean they have less personal interaction with those they serve. The only way to overcome this barrier is for laity and clergy alike to agree that the community has a desire and a calling to grow.
In chapter four, the author begins to outline a program of discernment that addresses this key limiting factor to growth. This is not a 15 week program that uses a checklist, but a year-long discernment of who, what, where, and how the parish is called to serve. A few years back, Kevin Kostner made a movie in which he felt called to build a ballpark in the middle of a corn field. The underlying message, build it and they will come. When it comes to church growth, it requires more than just building, there has to be a plan on how to deal with those accept our invitation. While the plan the author provides is sound, a parish unwilling or unprepared for growth will simply not grow, even if the plan is followed religiously. The question for CHS... Are we ready to grow?
The fourth barrier, is another one that on the surface doesn't seem to have a very big impact, but in reality presents a real challenge to growth; that is, the parish is not staffed for growth. This is not just an issue of paid staff. It includes the number of volunteers in leadership roles. Overreliance on the 20% who tend to give generously of their time or just the abilities of the paid staff, shows the guest that there is no need to be actively involved or that there is no place for them should they desire to be. As other writers have discussed, most people want to feel they make a difference, if there is no way for them to do so, they will find somewhere else where they are needed. To overcome this barrier, begin by engaging more of the membership and encouraging active participation. Secondly, if there is a growing need, expand the hours of a staff member or hire additional help. This may require a step of faith for parishes, but the benefit realized is well worth the commitment.
This leads directly into the fifth barrier, one that has stopped more parishes from growing than some of the above. This barrier is a budget that is designed for sustainment instead of growth. This is more obvious to an outsider who is not used to the wobbly handrail, or the dim lights used to conserve energy, the poorly maintained church grounds, or the out of date bathroom fixtures. If the community is using its resources to only take care of the big things, and leaves all the little things just good enough, it shows. Likewise, a budget that focuses on the needs of those who are already members, and that does not intentionally look to bring in new members is a budget destined to run dry. We don't bring new people in for their financial contributions, we bring them in to know Christ. However, once they make the connection, they often wish to find broader ways to use the gifts and blessing they have been given to do even more. Where does one begin, in faith. Moving beyond the typical 50% of active membership who pledge something, to a number closer to 75% will give the parish more than enough to reach out into the community to invite and engage those who do not yet have a relationship with Christ.
The last barrier is probably the hardest to overcome. For many parishes, the change in intimacy between clergy and parishioner becomes the most significant barrier to dynamic church growth. Members desire growth, but are unwilling to let go of what makes the community so special to them. The end result, guests are starred at, and despite the smiles of welcome they receive, the underlying message is that they are not really welcome. This is not just a problem for the laity. Clergy too can have such a desire for personal relationships they fear growth knowing that to do so would mean they have less personal interaction with those they serve. The only way to overcome this barrier is for laity and clergy alike to agree that the community has a desire and a calling to grow.
In chapter four, the author begins to outline a program of discernment that addresses this key limiting factor to growth. This is not a 15 week program that uses a checklist, but a year-long discernment of who, what, where, and how the parish is called to serve. A few years back, Kevin Kostner made a movie in which he felt called to build a ballpark in the middle of a corn field. The underlying message, build it and they will come. When it comes to church growth, it requires more than just building, there has to be a plan on how to deal with those accept our invitation. While the plan the author provides is sound, a parish unwilling or unprepared for growth will simply not grow, even if the plan is followed religiously. The question for CHS... Are we ready to grow?
No comments:
Post a Comment