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Surveys find vital churches; denomination still in crisis Robin Russell, Jul 23, 2010
UNITED METHODIST NEWS SERVICE PHOTO BY MIKE DUBOSE
Vital congregations are evidenced by attendance, growth and engagement according to independent research commissioned by the Call to Action Steering Team.
By Robin Russell Managing Editor
United Methodist congregations that are thriving have a few things in common—whether large or small, urban or rural.
A new survey shows United Methodist churches with the greatest vitality are marked by inspirational preaching, plenty of small groups and programs for children and youth, and a mix of both traditional and contemporary worship services.
The denomination’s Call to Action Steering Team released its findings July 12, based on independent research of more than 32,000 churches in North America.
But while some United Methodist congregations are thriving, the denomination as a whole needs to overcome a loss of theological identity to become more relevant for the future, according to a second body of research commissioned by the steering team.
The church is confronting a “creeping crisis of relevancy,” the report stated, that is not primarily driven by the current economic downswing.
Vital congregations
For the “Congregational Vitality” survey, the consulting firm Towers Watson researched attendance, growth and engagement—defined as professions of faith and annual giving.
Only 15 percent of United Methodist churches surveyed scored high in vitality. Some 36 percent of United Methodist churches ranked low, with nearly half in the medium-range category.
Characteristics of high-vitality churches included having a greater percentage of attendees involved in lay leadership roles, pastors who are good at developing and mentoring lay leaders, more topical preaching and longer pastoral appointments.
It’s the combination of factors that contribute to vitality, rather than any one or two, the report states. And these characteristics can be duplicated across the denomination.
“The most exciting thing about these findings is that they show that what is working for these congregations can work for many congregations, and we can deliver resources and support that lead to vitality for many more congregations,” said Illinois Area Bishop Gregory V. Palmer, steering team chair, in a video report on the findings.
“Our hope is for the church to be encouraged and energized, so that more people will fall head over heels in love with God and with the communities their churches serve.”
Vitality indicators
Four key drivers of local church vitality—effective pastors, lay leadership, worship services and small groups and programs—were consistent in the research findings among the high-vitality churches, regardless of church size, predominant ethnicity and jurisdiction.
Churches that ranked high in vitality engaged more attendees in lay leadership roles. Lay leaders in these churches were more likely to practice regular prayer and Bible study, to attend worship regularly, to give proportional to their income levels, to participate in mission and to share their faith.
Pastors’ effectiveness in these high-vitality churches did not depend on whether or not they were seminary graduates, or how long they’ve served in the ministry.
Worship experiences in vital congregations also shared common characteristics. Churches that use only traditional music were the least effective, while those that used at least some contemporary music and multimedia in worship services scored higher in growth and attendance.
The findings showed some nuances by church size and jurisdiction.
For large churches, vital congregations were more representative of their community and their pastors spent more time on preaching, planning and leading worship.
In the South Central and Southeastern jurisdictions, it helps to have a longer tenure for pastors, while in the Northeast, the amount of time a pastor spends on personal devotion and worship are strongly related to church vitality. In the Western jurisdiction, pastors of thriving congregations are able to lead in the context of the community.
Operations assessment
For the second survey, the “Operational Assessment of the Connectional Church,” Apex Healthcare Group looked at the denomination’s structures, leadership and systems at the district, annual conference and general church levels.
Researchers analyzed the church’s governing structures and conducted interviews and a survey of more than 400 clergy and lay leaders.
Among the findings? The denomination has lost its theological identity, experiences a general lack of trust and accountability, and struggles with a perceived distance between the general church agencies, annual conferences and local churches.
“The central focus was on a sense of loss of mission definition and relevancy and an accompanying sense of loss of identity,” the report stated. “At the broadest level, the church’s struggle for an identity as a global church was widely discussed.”
Areas for improvement include:
• More clarity and understanding about the denomination’s mission, culture and values;
• Less perceived organizational “distance” between the general church and local churches;
• Better defined leadership roles and accountability, and improving trust “between the pew and leadership”;
• More standardized management processes and reporting systems.
The steering team will discuss these findings in an August meeting, and will present in November a final recommendation to the Council of Bishops and the Connectional Table.
“Radical, deep and strategic change is needed in order for the United Methodist Church to align our culture and structures and processes in ways that support vitality in congregations,” Bishop Palmer said.
The 16-member Call to Action Steering Team of clergy and laity was formed in November 2009 by the Council of Bishops and the Connectional Table to help reposition the church for the future and better fulfill its mission: “To make disciples of Jesus Christ for the transformation of the world.”
UNITED METHODIST NEWS SERVICE PHOTO BY MIKE DUBOSE.jpg)
“The most exciting thing about these findings is that they show that what is working for these congregations can work for many congregations, and we can deliver resources and support that lead to vitality for many more congregations,” said Illinois Area Bishop Gregory V. Palmer, steering team chair, in a video report on the findings.
Operations assessment
