It's Time Grant Helps a Church Find a Place in a Transitioning Community

Our gym stood vacant; a sad reminder of a day when the church was thriving. The 80,000 square campus that once had 1500 enrolled in Sunday School was now mostly silent during the week and not very active during the three hours it was open on Sunday.

A $21,000 grant would change the course of this inner-city church in a transitional neighborhood.

When I arrived at Baptist Temple almost ten years ago, we were on the verge of celebrating our 100^th anniversary and in search of a vision for the future. The It's Time, with an accompanying grant, was how the Cooperative Baptist Fellowship was helping churches like ours find ways to be on mission for God.

In 2009, San Antonio led the nation in diabetes and obesity. At the same time, we had a gym no one was using. The answer was simple. We decided that we were going to help our church and our community become healthier by developing programs for all ages. We used the grant dollars to purchase fitness and recreation equipment and turn a forgotten recreation room into a weight room.

We offered karate, tumbling, chair aerobics, balance training, and open gym nights. During the summer, kids were introduce to golf, tennis, badminton and other non-traditional sports. Classes on healthy cooking, nutrition, diabetes management/prevention, and cancer awareness were offered in partnership with the YMCA, University of Texas San Antonio, Methodist Health Systems, Baptist Health Systems, and the San Antonio Metrohealth district.

Further grants from the Baptist Health Foundation and Texas Baptists have allowed us to hold annual health fairs and establish a community garden. For the last three years Baptist Temple has been a site for the city-wide Fit Family Challenge. We were the first church site. A second church was added based on our successful model.

This level of health awareness led to a campus-wide recycling program that keeps a dumpster full of items out of the landfill. Recently we have installed a solar array and are currently developing a plan to replace our current landscaping with water-saving hardscape and succulent plants.

We hope to provide a model for other churches to follow so they can help their congregation and community live the abundant life that Jesus brings. 

The thief comes only to steal and kill and destroy;

I have come that they may have life,
and have it to the full. 
John 10:10

Connecting Faith, Heritage and Community

Last night the Baptist Temple staff and a few lay leaders were introduced to a program by the Partners for Sacred Places. This a national network of expert professionals who understand the value of a congregation’s architectural assets, its worth as a faith community, and the significance of its service to the community at large.

We learned, last night, that 93% of urban churches serve as community centers, hosting and/or providing a variety social service programs. Moreover, 81% of the people served by urban congregations are non-members.

The local Presbytery (Baptists would say association) is funding a training program for San Antonio to assist historic houses of worship to remain sustainable through preservation and community development. We were invited to one of eight churches in this cohort.

This intensive training program, called New Dollars/New Partners. gives congregations with older buildings the skills and resources to broaden their base of support. Over a period of one year congregations will learn to speak...

The language of abundance: Asset Based Community Development

The traditional approach to community assistance has been to provide resources from outside the community while ignoring the talent and resources within the community itself. However, real change comes from the inside out. Understanding the relationships, talent base and business and institutional assets that already exist will create a sustainable environment in which a church can thrive.

The language of economy: public value and the economic halo effect

Urban churches provide a quantifiable value to the community. They provide services that would otherwise need to be provided by the government or someone else. Seventy five percent of urban congregations host outside groups, rent free. Urban churches log an average 5300 volunteer hours per year. Remember, 81% of the beneficiaries are people from the community who are not members of the church.

The language of heritage: the case statement

Every congregation has stories to tell of significant ministry during the depression, the civil rights movement, Viet Nam and other important eras. The congregation has a “brand” that has been developed through these ministries. The case statement answers the questions of “Why should I care,” and “Why should I give?”

The language of investment: sources of funding

Most funding for thriving urban churches comes from individual gifts. The congregation will account for 39%, while other individuals account for 24%. These other individuals include former members and people interested in either helping that particular community or preserving that particular building.

Grants, including government, private and corporate, account for 22% of funding. Significant but not as big as individual gifts.

Fund raisers account for a comparatively unimportant 6%, but when viewed as friend raisers, they connect you with potential individual donors.

One source of funding that is not mentioned but can be significant is earned income that goes beyond the fund raiser. Such sources of earned income include space rental (including parking), day care and other services, and sales of books and CDs. For some churches this can produce as much as 40% of their income.

I look forward to the coming year and learning how to better steward the Kingdom resources with which we have been intrusted and using them to help people find spiritual and physical healing in our Lord Jesus.

The church that came back to life

Church leaders initially decided not to reopen the 169 year old Episcopal Church of the Annunciation after it flooded in the aftermath of Hurricane Katrina. In fact, the entire Broadmoor neighborhood of Uptown New Orleans was to be cleared and turned into green space. Instead, the residents decided to stay and rebuild their community. The Church of the Annunciation reopened and became a partner in the effort.

I had the opportunity to enjoy the hospitality of one of the ministries hosted by the church (AnnunciationMission) during my stay in New Orleans last week. The Annunciation Mission houses 84 people dormitory style. Hot breakfast and authentic New Orleans dinners are included for $25 per night. So are sack lunches, showers and WiFi.

Katrina survivors, Jean and James, provide tender loving care to all their guests, ensuring all are well-fed and comfortable. Everyone connected to the mission were kind and generous and committed to New Orleans' comeback.

My dorm included a diverse group of 7 guys from all over America in New Orleans for the CCDA conference. We traded stories and ideas which made the trip so much more valuable for me.

The mission and a daycare have brought purpose to a church that was declared dead. And, on Sunday, they worship the Lord who died and rose again.

Three keys to successful change

It is common knowledge that churches are averse to change but, then again, who isn't. The marketplace, education, military and government are all slow to embrace change. On the other hand, change (or adaptation) is essential to both organizational and individual survival. Some organizations are clearly better than others at managing change. In fact, I once wrote about how Baptists' ability to change enabled the denomination to grow and thrive for over 400 years.

It is sudden change that is usually viewed negatively. A slamming on of breaks, a quick acceleration, or a sharp turn sends people and objects forcefully in the opposite direction. Who likes that?

Churches that manage change successfully do so in small steps. In his book, Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, Peter Sims demonstrates how small changes allow organizations to adapt quickly and experience growth. They allow you to accumulate small wins while minimizing losses. Small wins add up without destroying the structures that are necessary for a church's survival. Small changes allow for course corrections as you navigate through troubled waters.

Churches that manage change successfully plan ahead. We must be like the men of Issachar who understood the times and knew what to do (1 Chronicles 12:32). Seek to understand what is driving the need for change. Determine what the influencers in your church are thinking. Once the details are worked out, let the influencers tell the story. Communicate the upcoming change through multiple media, pointing out the benefits to the church and its members. Afterward, tell stories of how the change had a positive impact on the church. Meanwhile, plan the next move.

Churches that manage change successfully understand that not everyone will be on board. There will be a small group who will immediately love the idea. They will be followed by the early adopters who were recruited by the first group. As momentum builds, a good idea will spread and the majority will embrace the change. There will always be a small number of laggards. Some will never accept the change and might leave but most of them will stay.

How do you adapt to the changes in your life?

Connecting the past to the present and the future

Easter is a time when the old, old story of Jesus' life, sacrificial death and resurrection is retold and connected to both our current, victorious life and our future hope. It is, therefore, appropriate that the past, present and future were all brought together on Easter Sunday at Baptist Temple.

The service began with the baptism of Ernest, a young man who attended Baptist Temple as a child. He, along with siblings and cousins, would be picked up each Sunday by the church bus ministry. He would attend Sunday school and worship where, he would not only hear the gospel but, also, see it lived out in the actions of the men and women who showed these children so much love.

Ernest had strayed from the faith but, when the Holy Spirit began to speak to his heart, he returned to the place to where he had heard the Word of God. Ernest came to faith because a few years ago faithful Christians maintained and drove the vans, taught the children, gave the needed finances and, most importantly, loved the Lord.

"Start children off on the way they should go, and even when they are old they will not turn from it." Proverbs 22:6 (NIV)

The result is that on Easter Sunday we baptized a member of the millennial generation who is now a co-laborer in fields that “are white unto the harvest” (John 4:35). The work of the past bore fruit in the present and shows promise for the future.

Towards the end of our worship another act underscored the theme. A special offering was presented from the estate of a beloved saint whose work and giving for the sake of the gospel was part of the reason that our church was able to teach young Ernest the gospel and baptize him when the seed took root.

This generous gift from Nel's estate will go towards building an endowment that will help to ensure that Baptist Temple will continue to be a light in this community where Ernest's children and grandchildren will hear the Word of life. Nel supported her church when she was alive and her gift ensures that she will continue to do so now that she is in the presence of our Lord. She was part of Baptist Temple's past and present and will be a part of the future.

Many Christians' commitment to the gospel is so strong that they have left a gift for their church in their wills. They have ensured that their generosity will extend past their natural life. They not only believe in the gospel but, also, that their church will continue to bring that gospel to future generations.

Furthermore, they know that others before them had sacrificed so that could hear the gospel. Their planned gift is a way to honor those past sacrifices. Remember your church in your will.

There is a time for everything, and a season for every activity under the heavens. Ecclesiastes 3:1

Anatomy of a Revival 7: Living in Victory

(Nehemiah 7:1-4) After completing repairs of Jerusalem's wall, Nehemiah takes steps to consolidate and secure their victory and ensure continued growth. Churches will often plan a major effort such as high attendance day, VBS or a revival campaign. The careful planning, congregational involvement and contagious excitement result in a successful outcome. However, while basking in the glow of victory, there a tendency to relax. A “mission accomplished” attitude takes over which will limit the spiritual harvest.

Nehemiah knew that spiritual victories are short-lived and that God's enemies were still lurking outside the walls, so he appointed gatekeepers. Church leaders act as spiritual gatekeepers. Their role is not to keep certain people out but, rather, to keep people in by guarding the back door.

A large number of people who come in the front door of the church through successful outreach efforts walk out the back door through neglect. People who do not feel connected to their new church will drop out within six months. Spiritual gatekeepers can increase the ratio of newcomers who stay by creating relationship opportunities through personal follow-up, small group enrollment and fellowship opportunities.

Nehemiah also appointed singers and Levites (religious workers) to restore worship in Jerusalem. This reminds us that spiritual warfare is fought with spiritual weapons. Prayer, worship and praise are power weapons that strengthen us individually and as a church.

More leaders would be needed to keep the forward momentum. Nehemiah appointed two qualified leaders for Jerusalem so that the revival could continue and expand. It is often said that “everything rises or falls on leadership,” making leadership a limiting factor in Kingdom growth.

More workers and leaders are needed because there is still work to do. Nehemiah saw the finished walls but also noted: “the city was large and spacious, but there were few people in it, and the houses had not yet been rebuilt. (Nehemiah 7:4)”

Like Nehemiah, church leaders need to identify, recruit, empower and mentor new leaders. Paul wrote, “And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others. (2 Timothy 2:2)”

What is the potential in your church? Are there empty pews and unused classrooms? If your church is in the process of revival, keep it going by looking to the potential and creating opportunities for people to lead and serve.

Recommended reading:
Hand Me Another Brick by Chuck Swindoll  

Anatomy of a Revival 6: Avoiding Distractions

(Nehemiah 6:1-19) The wall is finished. Nehemiah won but, even in victory, you cannot let your guard down. As you celebrate be watchful. Distractions can limit your spiritual gains and possibly reverse them. The Bible warns: “Be self controlled and alert. Your enemy the devil prowls around like a roaring lion looking for someone to devour. Resist him, standing firm in the faith, because you know that your brothers throughout the world are undergoing the same kind of sufferings.” (1 Peter 5:8-9)

Sometimes distractions come disguised as harmless options or even good things. Now that the wall is finished the enemies want to be friends. They were trying to trick Nehemiah into leaving Jerusalem, where he had armed support, to come to a conference where he could be ambushed. Sensing this, Nehemiah declines, saying, “I am carrying on a great project, and I cannot go down. Why should the work stop while I leave it and go down to you?”

Nehemiah keeps his focus and remembers his priorities; teaching us that not every opportunity is heaven sent. Even good things have the potential to distract us from the best things.

Another distraction for Nehemiah was the rumor that he wanted to be king of Jerusalem. They were saying that the wall was not meant to honor God but, rather, for Nehemiah's own benefit. People tend to believe the worse about others, especially their leaders, and lies have a way of getting a life of their own. Remember that Satan is the father of lies.

Nehemiah simply denies the rumor. He doesn’t try to disprove the accusation but merely states, “That is a lie. There is no truth in it.”

That’s the best way to respond to a charge like this; a flat denial. We must be disciplined about arguments. Saying less is more. Those who are making a difference for the Lord will always be criticized. It is tempting to spend a lot of time and emotional energy arguing our case but our supporters don't need to hear it and our accusers won't believe it. We must learn the patience to take the attacks in stride and give God the time do His work.

Nehemiah prayed to God for strength and went back to work. Although hurt and discouraged by these accusations, he was able to continue by focusing on God instead of feelings.

Many factors can distract us from keeping the main thing the main thing. Nehemiah completed his mission because his priorities were right, his discernment was keen, and his response was courageous. These three factors are vital for an urban minister who wants to fulfill his calling.

Recommended reading:
Hand Me Another Brick by Chuck Swindoll  

Anatomy of a Revival 5: Handling Conflict

(Nehemiah 5:1-19) God’s people had been busy rebuilding the wall of Jerusalem but work on had ground to a halt. The people were exhausted and on the brink of ruin. They were no longer concerned about the vision. What good was a wall if you had nothing to eat?

Nehemiah listened to the people’s complaints. There was a famine, and the people were hungry. Landowners had to mortgaged their property to buy food and lenders were squeezing profits out of their brother’s misery. Many had their homes foreclosed and family members were used as collateral. If a man could not repay a loan, his wife and children could be sold as slaves.

Nehemiah was angry over the injustice, oppression, and disunity in the body. While it was not against God’s law to loan money to one another, they were not to act like predatory lenders and take advantage of a tough situation (Deuteronomy 23:19-20.) However, Nehemiah’s anger was controlled and constructive. He paused, took a deep breath and thought about it for a while before confronting the issue.

Then, Nehemiah publicly confronted the people whose greed had created the strife. Correcting any problem begins by facing it head-on. As Barney Fife would say, “Nip it in the bud.”

Nehemiah put the vision on hold in order to address an issue of right and wrong. He kept the stakes high by reminding the people that their abuse of the people had the same negative impact on their witness as the broken-down walls. He called them to obedience and required all property returned, debts forgiven, and slaves freed.

Nehemiah teaches us that conflict can come even during revival but we must be the church before we can build the church. There is a connection between the effectiveness of our mission and how we treat each other. We must learn to care for one another before we can hope to reach our community for Christ.

Relational problems are inevitable and can’t be ignored. Even though it’s painful and it may seem easier to avoid or deny relational problems, we must face conflict head-on. Otherwise, it will grow deep roots and bear bitter fruit.

Rather than trying to be right, our goal must restoring the relationship. We’re not to defeat our brothers and sisters but to build them up, resolve the issue and get back to kingdom work.

God’s work is at risk when we have conflict. Some among God's people who are out for themselves. They want their needs met even if it is at the cost of someone else. Some want power, some want recognition, some want money. 

Like Nehemiah, the wise leader will think before speaking. Sometimes disunity comes from things that are said in the heat of the moment. Nehemiah considered his situation carefully and regained unity among the people. The result was that God's work resumed. 

A gentle answer turns away wrath, but a harsh word stirs up anger.

Proverbs 15:1  

 

Recommended reading:
Hand Me Another Brick by Chuck Swindoll

 

Anatomy of a Revival 4: Opposition and Discouragement

(Nehemiah 4:1-23) Dealing with criticism is one of the greatest challenges a leader will face. Nehemiah didn’t face opposition because he was doing something wrong. He faced opposition because he was doing what was right. He was serving God by leading a revival in Jerusalem.

It hurts when people misjudge your motives and doubt your sincerity. It is hard to keep going when under attack by the constant clatter of their critics. Some critics feel threatened by the success of a new leader others have a different agenda. Sometimes that agenda is self-serving.

The first wave of criticism came by way of insult and ridicule. “What are those feeble Jews doing? Will they restore their wall? Will they offer sacrifices? Will they finish in a day? Can they bring the stones back to life from those heaps of rubble—burned as they are?” (Nehemiah 4:2)

“What they are building—even a fox climbing up on it would break down their wall of stones!” (Nehemiah 4:3)

Insult and ridicule are easy cheap shots aimed to demoralize the leader and people by striking at the of the insecurity that we all have.

When the mocking failed, threats of violence ensued. Nehemiah had to post a guard and the people had to prepare for battle. Although the battle never came, the stress was wearing down the wall-builders. God's servants can lose heart when opposition arises. Even if the opposition is clearly wrong, some will simply quit.

The people of Jerusalem were initially excited. They began the work with great anticipation and joy but something happened when the wall was built to half its height. Fatigue led to frustration and then to discouragement. The work now seemed harder and more dangerous.

Nehemiah's response is instructive to church leaders today. First, he stayed focused on the mission and turned the rest over to God. Focusing on the insults will distract us from our mission. Turn them over to God and keep moving! When Abraham Lincoln, was told that he should make a statement to attempt to minimize the damage of the criticism made against him he replied, “I will not give an answer to these fools. My enemies will not believe my answer and my friends do not need it.”

Secondly, Nehemiah reorganized the work. He put guards at all the vulnerable spots and prepared for battle. The mission did not change but the environment did. Like Nehemiah, the church must adapt, too. We must keep our eyes on our mission and purpose and find ways to accomplish them in our current circumstances. Paradoxically, if the church is to remain the same (in mission) it must change (in method).

The success of the wall was dependent upon God who inspired its beginning. Nehemiah battled enemies and discouragement by keeping focus on God and His mission. He said, “Don’t be afraid of them. Remember the Lord, who is great and awesome.” (Nehemiah 4:14)

The right response to opposition is to press forward with the mission of God. Opposition must not stop the work of the church. Despite opposition from within & without, we have confidence in God’s promise that: “...greater is he that is in you, than he that is in the world” (1 John 4:4)

Recommended reading:
Hand Me Another Brick by Chuck Swindoll

Anatomy of a Revival 3: Setting the Stage for Revival

(Nehemiah 2:11-2:20) As we observe Nehemiah set the stage for rebuilding the walls of Jerusalem, we discover principles for setting the stage for church revival. He evaluated the situation, recruited workers and faced down his critics.

THE PLANNING STAGE

Nehemiah left as soon as his documentation was in order. He arrives at Jerusalem with the King's permission to rebuild the walls and authorization to take timber from the King's forest. He is also escorted by the King's troops. It seems that the need for building permits was not created by our society.

He paused for three days to evaluate the work. He toured the city and noted the condition of the walls. He looked for resources, potential leaders and measured the morale of the city. A leader who seeks to guide a church through renewal must do the same. Moving a church from decline to growth is a difficult task that is filled with peril. What are the causes for decline? Those issues that can be addressed must be prioritized. Who are the gatekeepers? How much will it cost and how will it be financed?

THE PARTNERING STAGE

Nehemiah recruited help by appealing directly to the people. He knew that the current leadership could not fix the problem. Too often, it's the leaders who say it can't be done. God needs a Nehemiah type to come in, find resources and cheer the church on fulfill God's mission. There are countless churches all over America that are told they can't. Maybe denominational consultants can't. Maybe church leaders and pastors can't. BUT GOD CAN!

Nehemiah was open and honest about the condition of the walls and gates; the work would be hard. Then he said, "Let us rebuild."

I heard a preacher say, “Faith can move mountains, but don’t be surprised if God hands you a shovel.”

He presented the spiritual perspective. The ruins of Jerusalem represented their spiritual disgrace. The collapsed walls gave the pagans the idea that the God of Israel has abandoned his people. A building project is more than just brick and mortar. There are spiritual opportunities and challenges. Nehemiah assured them that God’s hand was in it. It’s God’s mission and He will give the victory.

They replied, ‘Let us start rebuilding.’ So they began this good work”

THE PERSEVERANCE STAGE

God's people can expect persecution when we do his work. Jesus promised us we would, “...they persecuted me, they will persecute you.” (John 15:20 NIV)

He also said we would be blessed for ours is the Kingdom of Heaven. (Matthew 5:10 NIV)

Nehemiah's arrival under the King's authority diminished the power of some local big shots. They mocked and ridiculed and said that Nehemiah was breaking the law. Verbal onslaughts have always been part of the enemy’s demoralizing tactics.

When a church starts coming together to do God's work after a long period of apathy, Satan puts it into high gear. Slanders, whispers of discontent, stubborn opposition and vicious attacks will come from people who were once quiet and sweet. God's people can become discouraged by such action but now is the time to persevere. Satan's howls are indications that the church is coming back to life.

Nehemiah doesn’t answer their lies or engage in a conversation with them. Nor does he ignore them. He declares, “The God of heaven will give us success.”

He doesn’t let their criticism stop the work that God wanted done. He says, “We his servants will start rebuilding, but as for you, you have no share in Jerusalem or any claim or historic right to it.”

Those who ridicule and mock and threaten miss out on God’s plan. Now that is leadership at its best, keeping a biblical perspective toward the opposition.

When we follow God, we should expect spiritual opposition and even be thankful for it. It’s a sign that we’ve angered the enemy and encroached on some territory that He thinks is his. If there’s no conflict or opposition, then we’re probably not disturbing the enemy enough.

the one who is in you is greater than the one who is in the world.

1 John 4:4

Recommended reading:
Hand Me Another Brick by Chuck Swindoll

Anatomy of a Revival 2: Three Leadership Qualities Needed for Revival

(Nehemiah 2:1-10) Nehemiah demonstrated three qualities that a leader needs in order to revitalize and renew the ministry of a church. The first of these is Patience.

Nehemiah waited four months before an opportunity arose to present his plans for rebuilding Jerusalem to the King. When a leader has a vision, there is the immediate desire to proclaim it to the world. If this is done too quickly, the results can be disastrous. Timing is vital to the success of a new idea.

Nehemiah's patience was rewarded when the King asked him what was wrong. One-on-one conversations with the King were rare and often unexpected. Nehemiah then demonstrated the second leadership quality needed for revival: Preparation.

During the four months of waiting Nehemiah prayed and prepared. He had an answer for all the King's questions. He knew how long it would take, what documents were required and where to acquire the needed construction material. Church leaders must likewise be prepared when presenting plans to the church. Critics will blow holes in a plan that is poorly presented, placing the leader in a defensive posture that will carry over to the next big idea.

Like Nehemiah, leaders need to be ready when an opportunity arises. One of the marks of an effective church is how quickly it can take advantage of a ministry opportunity. Had Nehemiah not been ready, it might have been another four months before he was summoned by the King again.

The third leadership quality needed for revival is the most essential. Nehemiah relied on God's Providence. God is always working behind the scenes. He places us right where He wants us. God landed Nehemiah a job that gave him an inside track to the King.

A big job requires big faith. Nehemiah knew the King's heart had to be changed. He had previously issued an order against rebuilding the city of Jerusalem. Proverbs teaches, “In the Lord’s hand the king’s heart is a stream of water that he channels toward all who please him” (Proverbs 21:1). The King granted all of Nehemiah’s requests.

Nehemiah gave God all the glory. He gave testimony to the goodness of God, “…and because the gracious hand of my God was upon me, the king granted my requests” (Nehemiah 2:8).

Only God could have brought about such a dramatic change in the King’s mind and the Jerusalem's destiny. Nehemiah was meticulous in his planning but it would not have been enough were it not for the Lord’s perfect timing, constant guidance, and overruling provision.

God has put in you in this place at this time. What you do and where you are right now is no accident. What vision has God given you? Will you follow the biblical example of Nehemiah?

The wise man looks ahead.

Proverbs 14:8

Recommended reading:
Hand Me Another Brick by Chuck Swindoll

Anatomy of a Revival 1: Prayer and Patience are Needed for Revival

Sometimes church consultants will look at a particular church and declare it too far gone to be renewed. The building is too run down and the people too tired and demoralized. They usually recommend that a church like this celebrate its past and shut the doors.

Its easy to get used to worshiping in a rundown building. Deterioration can happen so slowly that its hardly noticed by regular attendees. However, the cumulative effect is what visitors see. A church that needs paint and yard work can give the impression of spiritual decline.

Jerusalem had become run down like a neglected inner-city church. Once the center of worship for God's people, now it was a slum. The Israelites had been allowed to return from their exile but after many years the walls of Jerusalem were still in ruins. The physical condition of the city reflected the spiritual condition of its inhabitants. They had become content and learned to live among the rubble.

Nehemiah was heartbroken when he heard the news and decided to do something about it. He was an exiled Israelite who worked directly for the King of Persia. He had a burden to rebuild Jerusalem and was in a position to make it happen.

Vision begins with a dissatisfaction over the way things are. One person can get the ball rolling and soon others will join in. Even a simple act of painting the church or cleaning out a classroom can lift the spirits of the members. They will start to think about the future and talk about their church.

Godly change begins with prayer. Nehemiah prayed and waited patiently for months before an opportunity presented itself. The great revivals in history have all begun with the prayers of God's people.

Our hearts ought to break at the sight of a rundown church the way Nehemiah's was broken over the ruins of Jerusalem. We need people with a Nehemiah spirit to pray and work toward revival in our churches.

They said to me, “Those who survived the exile and are back in the province are in great trouble and disgrace.
The wall of Jerusalem is broken down, and its gates have been burned with fire.”

When I heard these things, I sat down and wept. 

For some days I mourned and fasted and prayed before the God of heaven.

Nehemiah 1:3-4

Recommended Reading: Hand Me Another Brick by Chuck Swindoll

Remember the Future

“Some churches have been managing decline for so long that they have lost sight of the future,” says Gerald Kuecher in Remember the Future: Financial Leadership and Asset Management for Congregations.
  

Fear motivates church leaders to make short-sighted decisions that focus on the the crisis of the moment. However, the skills that allow a church to survive are not the ones that lead to growth. Fear creates a negative dynamic of complaining and stinginess that drives people away from the church.

Long before a church reaches the point of no return, where the building has deteriorated and the congregation has dwindled to an unsustainable level, leaders started making decisions that sold out the future. The sacrifices of past generations were mismanaged by the present group, leaving nothing for the future. We are reminded of the Parable of the Talents (Matthew 25:14-30) where a servant is called wicked for hiding money he was given to invest.

Churches that own property, however modest, have inherited a legacy from a past generation who believed in the future. Keucher reminds current church leaders that their church has a future and they ought to leave the next generation of leaders a stronger situation than the one they received. Planning should, therefore, look to the farthest horizon and building maintenance ought not be deferred.

Churches that believe they have a future and share a compelling vision will attract new members. Both new and current members will be motivated to financially support a church that has a future. Even past members may want to help preserve the building for which they hold such fond memories. Moreover, they will want to leave a legacy for future generations.

Fearful churches feel alone and forgotten but there are resources for those who will believe in and work towards the future. We must never forget that our Father owns the cattle on a thousand hills (Psalm 50:10). Perhaps Nehemiah was mindful of this when he requested permission and resources from the King of Persia to rebuild the walls of Jerusalem.

“For I know the plans I have for you,” declares the Lord, 

“plans to prosper you and not to harm you, plans to give you hope and a future.”

 Jeremiah 29:11 (NIV)

The Thriving Church

I recently heard a speaker say something about churches that were thriving but not growing. The phrase caught my attention. Growing churches are the ones that usually get attention. Fast growing churches get the most attention. It is generally assumed that if a church is thriving it is growing numerically but that's not always true.

One piece of advise I received early in my ministry was that, if I wanted a growing church, I needed to be in a growing community. That makes sense but God wants churches everywhere even in communities that are not growing.

Those words, “thriving but not growing,” made me think of churches that are numerically small but still have vital ministries. One is Vieux Carre Baptist Church in New Orleans' French Quarter. Their geography puts them in an are of need but not growth. They converted some Sunday School space into dorms and installed showers. They serve the homeless community and provide lodging for mission teams visiting N.O. They have a vital ministry and are thriving but not growing.

Many downtown churches provide a vital ministry to their communities. They no longer have the large numbers and sizable contributions as they did in their hey day but they are still a relevant symbol of God's love and grace. They minister to their aging congregations, minister mercy to their neighbors and share their now excess space with others who benefit the community. First Baptist Church of Bennington,Vermont, is a church that is thriving but not growing. They rent space to non-profits and find ways to minister to their clients. For example, they offer cooking classes to the teen moms that come to one program that rents space.

Baptist Temple is experiencing some numerical growth but more important we are thriving. We have hundreds of people in our building almost every day of the week (Saturdays are still a little slow). The hungry are fed, the naked are clothed, and the lost are saved. Our church has become, once again an important part of our community.

Gideon's reduced force of 300 were able to defeat the larger Midianite Army and a young David was able to defeat the giant Goliath. “'Not by might nor by power, but by my Spirit,' says the Lord Almighty” Zechariah 4:6.

Not every plateaued church is dying and not every fast-growing church is living.

For where two or three gather in my name, there am I with them.”

Matthew 18:20 (NIV)

Adapting to Change

I recently read an article about a Lutheran church that will soon be closing it's doors. Once a thriving church, only eight people attended a recent worship service. On the other hand a Baptist new church start that rents property from the Lutherans is thriving with an average attendance of 80.

Why are the Lutherans dwindling while Baptists grow in the same neighborhood? The answer comes from Dr.Bill Leonard, church history professor at Wake Forest University. He said that mainline churches such as the Lutherans, Presbyterians and Methodists have a top-down church polity. Local churches follow policies set by senior leaders at a national level. Change comes slow.

Baptists, on the other hand, can more readily adapt to change. Baptist churches are autonomous and do not need permission from a bishop or synod to start a new ministry or drop an old one. They don't have to use denominationally approved teaching materials. Congregational church polity puts decision-making in the hands of the people who either decide to move or stay and find ways to reach their changing community.

Of course, not all Baptists congregations adapt (so they die) and there are other denominations and movements that follow congregational polity. But, overall, Baptists continue to adapt for the sake of the gospel. In fact, the Baptist's motivation for change is the desire to reach the next generation for Jesus Christ.

Baptist Temple has survived a century by adapting to a community that seems to be constantly changing. Forty-six baptisms over the last three years bear testimony to Baptist Temple's motivation to reach our community. Many of these baptisms have been among the hard to reach Millennial Generation (born between 1980 and 2000) and have included couples and families.

One important factor in Baptist Temple's current revival is the congregation's ownership of the ministries. Congregation polity gives everyone a voice, the Holy Spirit guides our decisions, and love helps one accept congregational decisions with which one may not agree.

Sing to the Lord a new song;

sing to the Lord, all the earth.

Sing to the Lord, praise his name;

proclaim his salvation day after day.

Declare his glory among the nations,

his marvelous deeds among all peoples.

Psalm 96:1-3

Methodist study finds four commonalities among vital churches

Today's paper presented an article detailing a survey sponsored by United Methodists. The survey sought to determine what makes some churches grow in a denomination that is experiencing overall decline. The hope is that lessons learned from growing churches can be applied to declining churches.

Four factors were discovered that are believed to be responsible for keeping churches vital:
1. Small groups and programs, such as Bible study and activities geared toward youth.
2. An active lay leadership
3. Inspirational pastors who have served lengthy tenures at churches.
4. A mix of traditional and contemporary worship services

These findings are in line with many other surveys on church health. Nothing new here. However, a correlation does necessarily mean a causal relationship. In other words these factors may not be what created the vitality. It is possible that they are the product of vitality not the cause.

It is a little naïve to think that by applying these four factors a declining church can quickly turn around. There are some truths to be explored in these four factors.

First, small groups are vital to the church's ability to expand it's community. I am sure that there are few churches that don't have activities that are appropriate to their demographic. You cannot have youth activities without youth. A vital church will grow the demographic they have, the rest will follow.

Second, an active lay leadership is a two edged sword. Dying churches tend to have the highest percentage of it's members involved in leadership. The key is to get newcomers involved. This is very hard to do when the established group is reluctant to let outsiders into the inner circle. Starting new things will help get newcomers involved.

Third, it is expected that pastors who are viewed as successful last longer than those whose churches are declining. Pastors of declining churches are either fired, move on to greener pastures or quit out of discouragement. There is some truth here in regards to the importance of leadership.

Fourth, multiple worship services is something that growing churches do. Most declining churches will need outside help to pull it off.

Churches that wish to spark a renewal will succeed by improving their strengths and avoiding their weaknesses. For example a church that is made up of seniors can focus on ministry to seniors. Churches with large buildings can share space with other groups.

Instead of looking at the largest churches as successful models, visit nearby healthy churches and see how they do it. Travel to communities similar to yours and look for models that can be adapted to your local situation.