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Multiple Communities Congregation

What is the essence of this choice?

Choose to become a congregation that focuses both on people who reside within one to three miles of the congregational facilities, and people who reside farther away.

Seek to build an integrative congregation that does worship, programs, ministries, and activities together around a common spiritual vision and fellowship bond.
 

Who ought to consider this choice?

Ex-neighborhood or ex-community congregations who have people who drive to the facilities from outside the primary ministry area, and also have the ability to reach new people from the neighborhood[s] or overall community in which the congregational facilities are located.

Congregations where their context presents unique opportunities for mission and ministry that captivate the spiritual imagination and energies of people who reside in that text, people who once lived there, and people who want to be part of the ministry of the congregation in light of the unique opportunities.

Congregations who are located in urban areas of transition from which former residents have move, and into which new residents have moved who are of a different set of racial, ethnic, socioeconomic, and lifestyle characteristic.
 

What are strategic change and transition issues to address?

The greatest risk of this choice is that people who reside farther away than three miles may use this as an opportunity to:

• Connect with a congregation closer to their residence.
  
  
• Drop out of regular or irregular church attendance.
  
  
• Leave when the worship, programs, ministries, and activities of their congregation no longer speak to their needs.
  
  
• Leave when the needs of their children, and even the urging of their children, motivates them to seek out a congregation with friends who are culturally closer to the culture of their children under 18 years old.

Often these congregations will depend on the financial and management leadership of those households who reside more than three miles away to sustain the organizational vitality of the congregation.
 

What are essential resources to have available to embrace this choice?

Readiness, including a sense of urgency.

Case studies to observe and from which to learn. Discover and dialogue with congregation who have made this choice at least five years ago is essential.

Knowledge of the strategic actions called for by this choice.

A vision incorporated into a future story of the congregation’s potential. A clear vision of a positive future to which people are urged to commit, as opposed to a survival plan to keep the congregation from dying.

A minimum critical mass of leadership.

• Leadership that is bicultural is essential. Such leadership can get deep in scope in the context of the congregation, and also minister effectively to people who drive into the context to worship, learn, fellowship, and minister.
  
  
• Long-term commitments from people outside the context to invest their spiritual, leadership, strategic, and financial resources in the congregation.
  
  
• An understanding that if this model is successful that all leadership groups must have persons from both communities genuinely and significantly involved in their activities.

Faithful, effective, and innovative actions.

Coaching from a coach for congregational leadership.

Does this choice fit your congregation? If you think the answer is "yes," click the Next button underneath It fits. If you're not sure, or you think the answer is probably "no," click the Next button underneath Look further to select another option from the full list of choices.

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