Field Guide Preview: Theology as Assessment

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

Today, we’re sharing the second sneak peek of the Field Guide for Cultivated Ministry, which we’ll release in full this fall. This preview is from the first movement of the guide: theology as assessment.


It is a theological fallacy for Christians to think of ourselves as victims of post-Christendom cultural shifts beyond our control. It is a lack of spiritual imagination to act as if our faith communities and organizations are without strength or power in the world. It is a misunderstanding of our own history to assume that we are facing unprecedented challenges. The realities of the first-century Roman Empire — which witnessed the exponential growth of the early church — were no less hostile to the way of Jesus than the realities of twenty-first-century North America.[i] In both contexts, the Christian mission remains the same. Now, as then, followers of Jesus are commissioned to make new followers of Jesus and participate in the emergence of what he called God’s kingdom. Jesus was committed to this mission and held his disciples accountable to his radical vision of individuals and societies transformed.

As members of numerically declining denominations, mainline Protestants often find ourselves caught between a false polarity. On the one hand, we long for our culture’s idolatrous notion of success. According to this way of thinking, if you aren’t experiencing significant growth you are dying. Maintaining the status quo is stagnation. Numbers tell the story.

On the other hand, church leaders often take solace in a notion of faithfulness, which downplays numbers in favor of the integrity of our devotion, social witness, and service to others. According to this way of thinking, God is pleased so long as we faithfully do what we have always done, regardless of its effectiveness.

Rather than either of these inclinations, Jesus purposely calls us to bear fruit.[ii] This metaphor evokes consideration of both quantity and quality. Neither a bountiful yield of mediocre produce nor a small yield of sweet fruit are ultimately satisfying. Those charged with bearing fruit — especially fruit that will last — must be concerned with the quantity and quality of their product. Cultivated ministry is therefore a commitment to fruitfulness, which attends not only to the faithfulness of our endeavors, but also to the outputs and meaningful impact of our work.

Cultivated ministry is also a reorientation to the missional goal of kingdom growth. It is noteworthy that Jesus only mentions “church” twice in the New Testament. Both instances are oblique references in the Gospel of Matthew (16:18 and 18:17) and may in fact be editorial additions. By contrast, throughout his ministry Jesus was primarily concerned with the emergence of God’s kingdom. Consider, for example, the first words attributed to Jesus in the first of our gospels to be written down: “Now is the time! Here comes God’s kingdom! Change your hearts and lives, and trust this good news!”[iii] Jesus’ ministry was urgent. Jesus’ ministry was rooted in the here and now. Jesus’ ministry was about the imminent manifestation of God’s kingdom. Jesus’ ministry was about change and transformation. Jesus’ ministry was — and is — good news for a world all too familiar with bad news.

[i] Alan Hirsch, The Forgotten Ways: Reactivating Apostolic Movements (2nd edition; Brazos Press, 2016).

[ii] Matthew 3:8; Luke 3:8; John 15:8, 16

[iii] Mark 1:15, CEB.


Editor’s note: The full field guide is now available for free download! Check it out —

Moving Beyond Sexy Ministry

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

by Billy Honor

“Make it sexy!” I hear these three words whispering in my brain every time I’m planning anything pertaining to ministry. It doesn’t matter if I’m planning a bible study, sermon series, worship experience, service project, or leadership meeting, somewhere along the way I’m going to ask myself the question: is this sexy? I know it may seem odd to think about ministry in this way but I’ve come to understand that making ministry sexy is one of the most pervasive ways ministry is practiced today.

Those who pay close attention to the contemporary Christian landscape can attest that a goodly number of churches and ministry facilitators spend a significant amount of time thinking about whether their ministry activities are sexy, i.e. attractive and appealing. One of the ways this is clearly seen is among the churches that call themselves “seeker sensitive.” These are congregations and faith communities that are unapologetically invested in making their activities attractional and alluring to those they are trying to reach.

Over the last couple decades, this attractional approach to ministry has become more wide-spread than many want to admit. Though most churches would never describe themselves as seeker sensitive, the fact is most church leaders are constantly wrestling with how they can make their ministries more compelling.

On a personal level, in my own ministry development, I can admit that I didn’t always have this mentality. In fact, I distinctly remember when and where I learned it. It was during my time serving as an intern at a megachurch while I was in seminary. We would have staff meetings once a week where the leaders and department heads were expected to report their upcoming plans and projections. As we’d go around the table, it was not uncommon for the executive pastor to ask someone in response to their plans, “but it is sexy?” This was her not so subtle way of asking: will this plan bring out big numbers? Will it create mass community appeal? Will it look like a success?

Rethinking Ministry as Sexy

Initially, I thought this was a very effective way to lead and supervise – especially given the fact that most of what I’d seen growing up in a very large congregation gave me the impression that ministry effectiveness is about the numbers. However, as I grew and became more experienced as a ministry leader, I started to become ambivalent and increasingly weary with the “sexy ministry” approach.

I can vividly remember how I felt when I started pastoring and I realized that most of the shortcomings of our church could be mitigated by the fact that we had people in seats and money coming into the accounts. Whenever I’d fill out our annual denominational assessment forms, I’d get this unsettling feeling about having to deal with a report that was so numbers-driven. Each year, the same questions. How many people were baptized? How many people made a profession of faith? How members are active? How many participated in Christian education? How much is the yearly budget?

Quickly it became apparent to me that our numbers (though consistently growing and exceeding our projections) did not tell the most important story of our congregation. From my viewpoint, the more significant story was how we as a church were faithfully participating in the Spirit’s movement in the world and this was a story that could not be told by numbers alone. Rather it had to be told by a narrative articulation of how the Divine is moving in the lives of those who share in the church’s ministry.

Eventually I transitioned from pastoring that church to accept a call to organize a new urban church. Part of my reason for choosing to do this was my desire to shape a ministry from the inception that assessed church vitality by its faithfulness to the stated mission and not merely by the numbers.

A Different Way of Assessing Ministry

Now, after almost two years as a church planter, though I still think about how to make ministry sexy, this is far from my primary concern. To be sure, we still count the numbers, but our primary focus is whether we as a faith community look like our stated core values. In other words, no matter our congregational statistics, if we look and function like our mission statement, then we are being faithful.

Leading a new congregation with this approach has been refreshing – but it’s also been very challenging. There have been times when I felt like we were just spinning our wheels without any clear measurement of our work together. This is why I’m so thankful that I was asked to participate in the NEXT Church think tank on ministry metrics. It has been a great opportunity to consider new models of assessment that make faithfulness to God’s mission in the world the primary concern. It’s also been a great way for me to seriously reflect on how our church can be more intentional about understanding the ways our activities contribute to the Spirit’s work.

In the days ahead, our think tank will have the opportunity to take our work public. I’m excited about this because I know it’s desperately needed. Very often the conversation around the mainline church is saturated with narratives of decline but I’m hopeful new insights on church vitality and “cultivated ministry” practice can help shift the conversation.

If nothing else, I’m hopeful this will provide an opportunity for churches and ministry leaders to slow down and ask critical questions about what we are doing, why we are doing it, and how we can do it better.


Billy Michael Honor is a minister, public scholar, and social critic who writes and speaks about issues in faith and culture. He is also an ordained PC(USA) minister and the founding pastor of Pulse Church in downtown Atlanta.

Cultivated Ministry at The Board of Pensions

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

by Frank Spencer

Jesus never said check your intellect at the door and forget what you have learned outside the Church. Jesus praises the good manager in parables and chides those who waste or steal. We are obligated to make good use of our time, talent and treasure. Thus, we are called to excellence in all we do while extending the hand of hospitality and living in the grace of compassion.

Here at the Board of Pensions, we often say that the numbers can never define our values, but analytics must always inform our stewardship.

Jesus also talked a lot about vineyards and the hard work that goes into growing good fruit. He used that analogy to talk about fruitfulness in our lives. NEXT Church has furthered that analogy to explore new ways of assessing ministry effectiveness. A cultivated ministry exhibits the following four principles: theological reflection, constant learning, mutual accountability, and storytelling.

Asking the theological “why?” has transformed the Board and its programs. We began the change three years ago by developing a Theology of Benefits. That work allowed us to understand our mission as a vital part of enlivening the body of Christ in the PC(USA). It led us to understand benefits as wholeness, rather than a financial proposition. This theological understanding is embedded in everything we do, seeking well-being for those who serve Christ’s Church in the four critical arenas of health, spirituality, finance, and vocation. Those who have experienced the CREDO program know these focus areas well.

We believe in constant learning, evaluating and re-evaluating everything we do. To learn from past errors and identify future possibilities, we have had to be brutally honest about the current state of things. Some things like care for our members and investment of our assets we did really well and we affirmed that excellence. Other things, like information technology, flexibility, and cost control were not as good. By facing these challenges, we have dramatically improved how we serve and expanded whom we serve. But we are only just beginning because there will always be more to learn. Knowing that we can and will improve keeps us energized and hopeful for the future.

We practice mutual accountability with many levels of constituencies. We are of course accountable to our Board and have developed a culture of openness and honesty that has allowed us to work through problems together and take bold steps for improvement. We are accountable to members whom we serve in a consultative framework. We are accountable to the larger Church through the General Assembly and to each congregation. We have adopted a posture of complete transparency and have spent the past three years unmasking hidden subsidies and telling the Church honestly what benefits cost. We have scrapped hundreds of administrative rules trusting each congregation to make decisions that best fit its unique context.

And oh do we love the stories! We know our members personally because they call us and write us and meet with us. Some of these stories are wonderful triumphs of healing and wholeness. Others speak to the deep grief and disappointment that is a part of all of our lives. We always try to say “yes” but sometimes we have to say “no” and those stories are always the most painful. There is rarely a month that goes by without my being moved to tears of joy or sadness.

Cultivated Ministry implies a never ending cycle of assessment, reflection, input from constituents, and sharing of personal stories. Just as the vineyard is always in need of tending, so it is with every ministry. Staying centered in the face of constant change is a challenge. For us, prayer is an important part of staying centered. Every Executive Team meeting and every Board committee begins with prayer. We pray in thanksgiving for the honor of serving Christ’s Church. To remind ourselves of the community we serve, every prayer ends by lifting up another agency or organization of the PC(USA).

What a wonderful thing it is that sisters and brothers care for each other in the name of Jesus Christ. If you count all the active members and their families, retired members and their spouses, surviving spouses and children, and vested former employees, PC(USA) is caring for 61,000 individuals through the Board of Pensions. This ministry is well-planned, theologically grounded, ever reforming, and abundantly fruitful.

It is indeed a well cultivated ministry.


Frank Clark Spencer is the president of the Board of Pensions of the Presbyterian Church (USA) and served on the initial strategy team for NEXT Church. Before turning to full-time ministry, Frank had an outstanding business career which included leading his company to its initial public offering on the New York Stock Exchange and being recognized by Ernst and Young as 2009 Entrepreneur of the Year in the Southeast. Frank is the past Chairman of Montreat Conference Center and former President of Habitat for Humanity of Charlotte. He was a Morehead Scholar at the University of North Carolina Chapel Hill, a Baker Scholar at Harvard Business School, and earned his M.Div. at Union Presbyterian Seminary in Charlotte. You may listen to Frank’s sermons and find out about his latest book at www.fspencer.com.

When Numbers Become Our Identity

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

by Becca Messman

“If you can’t measure it, you can’t manage it.”

This phrase, attributed to management consultant Peter Drucker, captivated the heart of the business world just as torrents of new data became available. The frenzy to make sense of the entrails of their own corporate data gave rise to an army of analysts and consultants, modern-day sooth-sayers, who help leaders make decisions based on metrics.

The metrics for churches have long been the ABCs: attendance, building, and cash. Pastor Jones will tell Pastor Smith, “We are a church of 500, and we worship about 250 on a Sunday.” And Pastor Smith responds, “Oh, we have 1,200 in membership, and we worship about 700.” In that common exchange, we learn three things: First, most churches have a large gap between the number of people on their rolls and the number who show up on a Sunday. Second, most churches use these numbers to negotiate power, effectiveness, and even worth, in comparison to one other, and to some degree, in comparison to the past. Finally, in the way we structure that sentence, we might just worship some of our numbers.

When we worship a set of numbers, they become our identity. We are rewarded or punished by what we believe these numbers say about us. We are a big church, a mid-sized church, or a small church. We are a wealthy church or a struggling church. We are growing, stagnating, or dying. But that’s misleading. A wealthy church can be flabby and stuck, just as a tiny church can be lean and powerful, and churches change over the years, even over a few months, just like people do.

Numbers are important. Some churches have become so discouraged with the numbers that they ignore them altogether and say, “Who cares if only 6 people came, it was faithful. Who cares if the place was mostly empty, the people who came were happy.”

We can’t disregard the numbers. Imagine if I pulled into the church parking lot after a great youth mission trip, and 20 exhausted, happy youth returned to their parents. Some parents begin to yell and scream at me: “Why only 20? Why not 25?” I grow frustrated and say to them, as pleasantly as I can, “Well, churches in our day in age are experiencing decline, culture is against us, and we shouldn’t focus on the numbers so much. The 20 who are here had a fantastic experience!” Then they’d say, “Yes, but you left here last Sunday with 25 kids! Where are our children?” Yes, that would be a different story.

Some numbers are heavier or louder than others. When we lose someone who attended for many years, it may feel heavier than when we gain someone whom we don’t know very well, at least for awhile. When we lose youth who grew up in our church, there is often grief attached to our numbers, more so than we bid farewell to the beloved family who was transferred to Iowa because of work. These numbers ask us to seek phone numbers, to make contact, to hear the longer story, to stay in touch, to follow up. They challenge us to think of the shepherd in Jesus’ parable who leaves the 99 sheep to go after the one.

Focusing only on some numbers can blind us to others. According to our Presbyterian annual statistical report, our church has lost about (well, exactly) 123 members over the last 10 years, from 850 to 727. Worship attendance has slipped from 290 to 215. That hurts. People feel that, and we miss the great saints who have moved, passed away, or gone somewhere else. And, by the way we cleaned our rolls in 2007, it looks like most of them stormed out at once.

Nowhere in our official numbers, however, are the 60 men and women who worship in Spanish on Wednesdays, nor the 50 Presbyterians who worship in Urdu on Sunday afternoons, nor the 80+ Ghanaian Presbyterians who worship downstairs on Sunday, with a jubilant drum beat that usually kicks in right after I have invited people upstairs to a moment of silent meditation. Our metrics say we have lost 123 members. Our building says we have gained 190 people per week. Who is right?

Even though these other worshippers have been historically “counted” differently, since they don’t pledge or are titled an “immigrant fellowship,” we have begun to pay attention to them. And slowly, we are becoming more of a “we,” rather than “us” and “them.” We started worshipping together on Easter, World Communion Sunday, and Rally Day. There was Fufu and RedRed from Ghana in the Fellowship Hall right next to deviled eggs and breakfast casserole. We have begun to share childcare and Sunday School. And with a new sense of who “we” are, there is a new spirit about us, and, as it says in Acts, “the Lord is adding to our number.”

Some people are with us but won’t join. Some people who join are rarely with us. Nowhere in our official statistics are the visitors who have attended for years, who have won the chili cook-off, who make food for funeral receptions, but have not joined. Nowhere in our membership are the former Catholics or Mormons who have been part of our church their entire adult lives, but fear “breaking their mom’s heart” if they join our church officially.

What about the 145 people who listen to the sermon every week from somewhere else? Who are they? I know one is my mom, but the rest? Are they truly “with us in Spirit?” Are they our extended campus? Are they our “online community?”

We need some new numbers. Jesus asks repeatedly if people had “eyes to see” and “ears to hear.” We need new ways of seeing and hearing, and assessing what “counts” in our churches and what does not.

Consider the Biblical account of the feeding of the 5,000. The number did not include women and children, though it mentions specifically that they were there. With eyes to see what was really going on there, the miracle itself is even greater than it sounds by the numbers.

What if we paid more attention to:

  • Small group membership, including small groups like choirs and committees. Christian education enrollment numbers used to reflect our strongest connections, but it is no longer the only vessel for deeper affiliation.
  • Community action participation, hospital and jail visitation, mission projects, and mission giving. We understand ourselves as Christians as a “sent” people, sent to serve God in the world, rather than a people gathered in a building.
  • Non-member giving, loose offering, and attendance vs membership percentages. This would tell us more about how well we are connecting with people in our building than placing ever-upward pressure on giving units and membership rolls.

Paying attention to new numbers is hard. It gives clerks of session heart palpitations. The funding of much of our denominational structures is tied to membership numbers. But it is liberating and illuminating to see the bigger picture, and perhaps, we will behold a greater miracle in what we thought before were dry, stale, or even sad numbers.

“Information without action is overhead,” as Ron Griffin, the former Chief Information Officer of Home Depot used to say. The numbers should not just make us feel good, become a project in and of themselves, or sit on a shelf. They should make us better stewards of our time and efforts. They should hold us accountable and equip us to serve.

Take heart. Peter Drucker also knew that not everything could be held to the “if you can measure it, you can manage it” standard. “Your first role…is the personal one,” Drucker told Bob Buford, a consulting client then running a cable TV business, in 1990. “It is the relationship with people, the development of mutual confidence, the identification of people, the creation of a community. This is something only you can do.” Drucker went on: “It cannot be measured or easily defined. But it is not only a key function. It is one only you can perform.”

May it be so with us, dear church.


Becca Messman is co-pastor at Trinity Presbyterian Church in Herndon, Virginia.  She leads “Lunch for the Soul” – a ministry with Hispanic day laborers.  Her other passions are preaching and offering pastoral prayers, leading retreats, energizing church leaders to serve the community around them, youth and young adult ministry, and cultivating the “fear and trembling” holy journey of parenting.  She lives in Arlington, Virginia with her husband Dave, her two young children, and her dog Luna.

Field Guide Preview: Cultivated Ministry

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

Today, we’re excited to share the first sneak peek of the Field Guide for Cultivated Ministry, which we’ll release in full this fall. This preview is from the guide’s introduction, which debuts the concept of “cultivated ministry” and defines its four movements: theology, accountability, learning, and storytelling.


Cultivated Ministry

Jesus often used agricultural metaphors to describe God’s kingdom and our calling to participate in its growth. As anyone who has tried to maintain a garden knows, growing desirable plants requires intentionality and hard work. Growing nothing is easy. Growing weeds is easy. Growing delicious fruits and vegetables and beautiful flowers is much more difficult.

According to the Book of Genesis, from the beginning of human history God has called us to be caretakers and cultivators of our local contexts. The first commandment given to human beings was to be fruitful. This ancient calling provides the guiding metaphor for this field guide.

Cultivated ministry is a third way between toeing the line of traditional metrics and abdicating accountability altogether. Haphazard gardening is irresponsible and ineffective. Fruitful gardening involves mindfulness and discipline. A cultivated garden requires planning, ongoing assessment, learning when confronted with new challenges, and periodic pruning. Likewise, cultivated ministry insists that we undertake our work with a clear and purposeful understanding of how our activities contribute to God’s mission in the world. As practical theologians have long recognized, ministry requires seasons of reflection, evaluation, and evolution. From time to time we must slow down and ask critical questions about what we are doing, why we are doing it, and how we can do it better.[i] Without this discipline, our practices and methods become stale or out of touch with our rapidly changing cultural contexts. It is far too easy to rest on our laurels and allow existing ministries to outlive their original purposes or effectiveness. Unless we adopt open postures of listening, learning, and intentional discernment, we are prone to miss opportunities for the development of new ministries to meet the needs of new situations.

Cultivated ministry is more than a new set of metrics or a collection of plug-and-play tools. Rather, it is a commitment to four interlocking means of assessment, evaluation, and (re)design aimed at nurturing thoughtful expressions of God’s mission in the world. This is not a recipe to adhere to nor a linear process to follow—these four movements happen simultaneously, informing and supporting each other as an organic and coherent whole.

Cultivated ministry begins and ends with theology, with our belief that God is intimately engaged in the world and has called us to bear fruit that will last. In this work to which we are called, we practice mutual accountability to God and to each other. Along the way, we commit ourselves to constant learning and reformation. At every step, we listen for good news of God’s redemptive work through transformative storytelling.

This four-dimensional practice of assessment is neither focused on the past nor fearful of the future. It is time for us to regain control of our own narratives. We are much more than passive players in the unfolding drama of human history. With God’s help, we can shape our own future and tell our own stories. God has placed us in the world and has given us seeds to plant. Now, as stewards of God’s good creation, it’s up to us to step forward in faith. It’s up to us to practice cultivated ministry.

[i] Sarah B. Drummond, Holy Clarity: The Practice of Planning and Evaluation (Alban Institute, 2009), 103-122.


Editor’s note: The full field guide is available for free download now! Check it out —

Skipping A Step: Resisting the Quick Fix and Embracing Evaluation

Each month, we post a series of blogs around a common topic. In this month’s series, we are excited to share some sneak peeks of NEXT Church’s forthcoming “Field Guide for Cultivated Ministry,” alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall! We invite you to share your own thoughts on Facebook and Twitter

by Charlie Lee

How can we fix it? This is a question posed in our congregations every day. Common elements of decline such as sagging attendance, diminished donations, or a general lack of excitement can create significant anxiety among church leaders and create a sense of crisis in our congregations. Well-intentioned church leaders who observe these crises are often quick to call for and implement solutions that are designed to directly address these problems.

This is what we did in my own congregation. We observed a decline in giving and attendance, the metrics that have traditionally defined a successful congregation. Therefore, we gathered leaders together to design a solution to our crisis. We started a new worship service, added a new staff member, and even made plans to remodel a portion of our building. While these steps were successful in granting us some temporary gains, in time we learned that our solutions were not lasting ones and eventually we found ourselves right back where we started.

So what went wrong? Why did our well-thought-out solutions not have a lasting effect on our problems? As we wrestled with these questions, we learned that we had skipped a step in our efforts to quickly address our congregational crises. We had moved directly from the observations of our perceived problems to interventions we thought would address them. What we failed to do was to put in place practices that might help us interpret our initial observations so that we might gain new learnings that could then be applied in the design and execution of future interventions.

My guess is that our congregation is not the only one who is skipping this important step as we struggle to adapt in these times of rapid change. However, we can no longer afford to do so if we hope to face the adaptive challenges that lay before us and remain faithful to God’s collective calling on our communities of faith. We must take on the task of developing practices of assessment and evaluation within our congregations, and if we do so they can help our congregations do three things:

  1. Discern: The metrics of attendance and financial giving have for too long defined the success or failure of a congregation. Vital ministry is about so much more than counting “butts and bucks.” It is about faithfully following the calling that God places upon us. Churches by nature are “heliotropic,” meaning that just like a plant leans towards the direction of the sunlight, a church will move towards the source of energy or focus that is present in the system. If we continue to focus on outdated metrics, then this will only continue to produce anxiety and a feeling of continual crisis in our congregations. However, if we utilize tools of assessment and evaluation, then we can better focus on continually discerning the dynamic calling of God upon our congregations, and therefore begin to define success in our ministries with an eye towards fruitfulness rather than fear.
  2. Learn: “You don’t know – that you don’t know – what you don’t know.” This was a favorite line of one of my undergrad college professors. He repeated it often to us in an effort to encourage our curiosity and inspire our learning. His point was that there are always new things to learn and opportunities to go deeper in that learning than we ever thought possible. The same is true in our congregations. Tools of assessment and evaluation are the key to opening up new realms of possibilities in our ministries. They help keep us from moving immediately to towards implementing solutions to problems and instead take a deep dive on the issues behind what we have observed. Often, in this process, we discover that the perceived problem we were so focused on in the beginning is really just a symptom of a much larger issue. It is these new learnings that make it possible for us to address not only the technical challenges of ministry, but the more adaptive and complex issues facing our congregations.
  3. Tell the Story: It has been a few years now since the congregation I serve began experimenting with different practices of assessment and evaluation. The most successful practice by far that we have adopted has been the practice of storytelling. An important part of assessment and evaluation is capturing data; however, if all the data that is captured is merely quantitative, then it will not give a complete picture of all that is occurring within a congregation. Numbers and statistics can only communicate so much. Qualitative data is required in order share those things that cannot be measured but can be observed. The assessment practices we put in place gave us the tools to begin asking our congregation to tell us their stories. As much as possible, we began sharing these stories in worship and through our publications so that all could hear the good news of how lives were being transformed through Christ and how God was at work in and through the ministries of this congregation. The practice of storytelling has changed the conversation within our congregation, enabling us to operate from a place of abundance rather than scarcity.

I am grateful to the leadership of NEXT Church and the individuals who have worked so hard to produce resources for assessment and evaluation. I believe the utilization of these resources can help keep us from looking for the next quick fix and instead provide a consistent way for us to become more attentive to God’s calling.


Charlie Lee is an Associate Pastor at First Presbyterian Church in Wilmington, North Carolina. He received a Doctorate of Ministry Degree in 2015 from McCormick Theological Seminary in Chicago. His primary focus of study was on the implementation of formative evaluation in congregations.

Cultivated Ministry: A New Approach

by Jessica Tate

A few years ago, NEXT Church convened some creative, talented leaders to talk together about the ways in which the church is collaboratively starting and supporting new ministries. In the room were leaders from large, established congregations, leaders from small upstart ministry ventures, and everything in between. There was energy in the conversation as we heard about ministries in places and with people often overlooked in mainline protestant circles. But the conversation got heated quickly when it turned toward resources, sustainability, fundraising, and accountability.

One talented leader of an exciting and creative new ministry likened it to The Hunger Games. “You come up with a good — even proven — ministry,” she said, “and everyone is excited about it. When you ask for help in paying for it, there are three larger churches and a couple of grant programs to go to and these creative ministries end up fighting each other to our own death to get any resources.”

A little while later, the pastor of a large congregation with a multi-million dollar budget said, “What I hear you asking for is a blank check and we simply can’t give that to you. In a season where we have many resources, but are facing budget cuts of our own and laying off staff, we have to justify every dollar we spend.”

Another leader chimed in, “Our presbytery has money to fund new ventures but we expect them to be growing numerically and financially sustainable within five years.” “What if we’re working in a community that is financially incapable of being self-sustaining?” was the immediate reply.

What became clear in the conversation is that there is much creativity and leadership in the present-day margins of the church. At the same time, the resources needed to fertilize that growth often rest in the established, traditional communities of faith and in denominational structures. Many of these traditional communities of faith are interested — even eager — to invest in the emergence of new faith communities that may look and feel radically different from their own. Yet these partnerships can become stymied because there exists no agreed upon metrics for measuring faithfulness and success.

Traditional metrics — such as membership counts, financial totals, and worship attendance — have proved inadequate for measuring the effectiveness of traditional communities of faith, much less emergent ones, but other metrics have not risen in their place. Thus, we revert to what we know, perpetuating a status quo that serves neither partner in the new church development process and hinders the leadership development and experimental learning the church needs now in abundance, if we are to make the move into new, thriving models of church life.

Over the course of the last eighteen months, with support from Leadership Education at Duke Divinity School and the Texas Presbyterian Foundation, we have convened a talented group of leaders to tackle this issue within the life of the church. What results is Cultivated Ministry: Bearing Fruit through Theology, Accountability, Learning, and Storytelling. Cultivated Ministry is a culture and process of ministry that does not rest on traditional metrics nor does it abdicate accountability altogether. It is a commitment to four interlocking means of assessment, evaluation, and (re)design aimed at nurturing thoughtful expressions of God’s mission in the world.

This month, we are excited to share some sneak peeks of the Field Guide for Cultivated Ministry, alongside articles and stories that reflect on the importance of mindfulness, discernment, and learning as crucial to the flourishing of ministry. We can’t wait to share the whole thing with you this fall!

And a huge thanks to the talented team of people who have worked on this project:

Designers and Writers

Shawna Bowman, Pastor & Artist, Friendship Presbyterian Church
Chineta Goodjoin, Pastor, New Hope Presbyterian Church
Becca Messman, Pastor, Trinity Presbyterian Church
Frank Spencer, President, Board of Pensions, PC(USA)
Casey Thompson, Pastor, Wayne Presbyterian Church
John Vest, Professor of Evangelism, Union Presbyterian Seminary
Jen James, Cultivated Ministry Project Facilitator

Consultants

Andrew Foster Connors, Pastor, Brown Memorial Presbyterian Church
Christopher Edmonston, Pastor, White Memorial Presbyterian Church
Billy Honor, Pastor, The Pulse Church
Charlie Lee, Pastor, First Presbyterian Church
Carla Pratt Keyes, Pastor, Ginter Park Presbyterian Church
Jessica Tate, Director, NEXT Church
Landon Whitsitt, Executive and Stated Clerk, Synod of Mid-America
Rick Young, President, Texas Presbyterian Foundation


Jessica Tate is the director of NEXT Church. She lives in Washington, DC.

Evangelicalism as Community Problem-Solving

Each month, we post a series of blogs around a common topic. This month, Andrew Kukla is curating reflections on being evangelical in the church. Have we connected our congregations to resurrection life? Have we taught them how to talk about it?  How to live it? How to connect others to that life-giving, life-abundant power? We invite you to join the conversation on Facebook and Twitter!

by Wyatt Schroeder

The offering plate sits in my lap. I wonder if the offertory volunteers notice my hesitation. I’m a guest at this church. I don’t know well enough the cause of the congregation. It hasn’t been made clear yet what problem my money is solving. Am I donating to accrue more members? Am I reaching in my pockets to address deferred maintenance? Is this assuaging my guilt? It’s not that I don’t understand how unrestricted dollars can impact the depth of our work; I understand all too well. I’m the executive director of a housing nonprofit in Boise, Idaho. Money fuels our mission and directly allows our case managers to end homelessness for over 200 people a year. Then why am I uncomfortable in the pews?

tsr_4422_webYour work in the church and my work in the streets intermingle and cross-pollinate. The New Evangelicalism, if we are comfortable with capital letters, is likely to be about causes, not creeds; to be about problem-solving and not moral rectitude. It will be about inviting a community conversation on community problems and not about creating a convert. I say this as a nonprofit professional and as a millennial. Yes, that cursed generation that is plaguing the graph of church membership and afflicting the comforting malaise of the status quo.

Often, a volunteer will shyly confess to me, “Wyatt, I’m uncomfortable asking for money.” My response is simple, but culturally significant: at our organization, we should not ask people for money, we should ask people to solve problems. This builds a covenantal relationship with supporters that recognizes their strengths, recognizes the need, and will continue to grow beyond any one transaction, handshake, or capital campaign. A covenant is a language that we’re familiar with—but one that seems reserved for our current congregants. Should we not have a covenant with our community at large, inviting congregants and non-congregants alike to join us in addressing community problems?

From my seat in the pew, evangelicalism became a sullied tradition because of confusion between outputs and outcomes. This is not a semantic point; instead it actualizes a severe disregard for building covenantal relationships. Our efforts, both as church and as social-justice leaders, in the old evangelical model were about bean counting: member rolls, dollars raised, dollars donated to local charities, and hours of religious education delivered. Our success was determined by the number of souls recruited. It was, to my mind, never about the outcomes that we could achieve together for the benefit of our community.

This misstep also plagues the nonprofit sector. I notice it in the 15-minute presentations to local Rotary or Kiwanis Clubs, where a nonprofit shares a three-minute story of a client’s success and then details how their seven programs could use my support. At no point did they educate me on the community need. Sure, it’s implied that if the organization exists then it must be addressing a need, but it’s output-thinking. Instead, we should use all 15 minutes to educate about the problem that we’re addressing. “Lead with the need,” as one mentor used to tell me. When we share based on our intended outcomes, a beautiful thing happens: it forces a conversation about how our values are put into action. Outputs are about the mechanics of our work; outcomes are about how our vision transforms a family, a mother, a child. “Let’s raise $3,000 for this month’s plate partner” becomes “let’s increase childhood wellness by reducing family homelessness.”  

If we only implore others to join us in addressing outputs—I’m picturing your annual-fund campaign thermometer posted in the narthex—then our work will not resonate with a millennial generation that is less interested in membership than in revolutions. But if we discuss outcomes, then the offering plate becomes an invitation to community problem-solving. And in this new language of evangelicalism, we will invite a covenantal relationship that will empower people’s strengths to be levied for a greater purpose.


Wyatt head shotWyatt Schroeder (@wvschroeder) serves as the Executive Director for CATCH, Inc. He is responsible for the strategic management, fund development, storytelling, and program success of the organization. A native of Pennsylvania, Wyatt holds an M.B.A. from Villanova University (Philadelphia, PA) and a B.A. from Allegheny College (Meadville, PA). While serving in AmeriCorps with Rebuilding Together, Wyatt found the passion of his life: ending homelessness. Wyatt is committed to building sustainable organizations around innovative housing models, such as Housing First, while never forgetting to share the powerful stories of those we are serving.

Reconciliation Lived Out

Each month, we post a series of blogs around a common topic. This month, we’ve asked some of our 2016 National Gathering workshop presenters to share their thoughts on their importance of their workshops in today’s context. Shannon Beck is one such presenter. Learn more about her workshop at the end of this post. We invite you to join the conversation here, on Facebook, or Twitter!

by Shannon Beck

When I was called to work for World Mission at the Presbyterian Church (USA), I took on the most amazing job title on the planet: Reconciliation Catalyst. Of course everyone, including me, was asking with a snicker, “How is she going to do that?” The funny part is that the job title was originally listed as “Violence and Reconciliation Catalyst.” Needless to say, I was not keen on being a violence catalyst, so we changed it. (I’m a stickler on details like that.)

presby peacemakersThe thing is, though, we live and work in a violent world. Much of what Presbyterian mission co-workers do in their context, is pastor, love, teach, and advocate in communities where wars, conflicts, corruption, and the violence of poverty persist, sometimes for decades. Israel and Palestine, Congo, Iraq, Guatemala, El Salvador, Colombia, Thailand, Malaysia, and the United States, just to name a few. And there are so many levels of violence we address. Hence, removing the word violence didn’t seem right. But ultimately we landed here on reconciliation. We work toward reconciliation. That is where we began as Christians, reconciled to God; that is the goal for God’s beloved world.

And to think: the 2016 National Gathering is an entire conference with reconciliation as the theme! I’m in!

Related to that is the fact that I have a particular interest in how we create change for the common good. On an essential level, I think of peace, justice, and reconciliation as the primary ingredients of social justice. This is the mission and witness we undertake as church. The church exists for mission. This much we know. How exactly we do that is dependent on many factors, especially our context. But, we find there are few venues for leaders to discuss this. How does change work? What ingredients do we need? What has worked for us?

Rev. Carl Horton, coordinator of the Presbyterian Peacemaking Program, and I work closely together and thought it would be an amazing experience to share together what has worked in a workshop. We have models of social change that can be instructive, but we know that our experiences will be our teachers.

What usually happens when the Spirit moves us toward deeper involvement? We are sooo excited that we…form a committee! Or we take off running, cape flying behind us.

Both ways can be helpful for a season, but often we do just one or the other. We either wander through the discernment vortex or we pull out our light sabers and head into battle. Either way, we can miss THE moment. You know the one – where God, the community, the world, our worshipping community come together and are the feet and face and presence of Christ in a way that moves humankind forward.

We make the road by walking it together. But it takes some creativity. And I believe a couple of things about creativity. One is that creativity is really just a tweak on something else. It’s not magic. Another thing is that when creative people come together, magic happens.


Shannon BeckShannon Beck serves as the Reconciliation Catalyst in World Mission for the PC(USA). She connects individuals, congregations, and other entities with each other and with PC(USA) global partners engaged in building peace and reconciliation in cultures of violence. She is currently focused on an international Presbyterian campaign to stop sexual violence. In her spare time she is a blogger, poet, peace activist and writes and performs “Heart-driven contemporary folk music”. She is co-leading a workshop entitled “Holy Impatience” at the 2016 NEXT Church National Gathering.

Another Year, Another City

Each month, we post a series of blogs around a common topic. This fall we’ve asked a number of leaders to respond to the question, “What is saving your ministry right now?” We invite you to join the conversation here, on Facebook, or Twitter!

By Emily Powers

Over the past couple of weeks – really months – I have been thinking about why I decided to do a second year as a Young Adult Volunteer (YAV). I’ve been asked if it wasn’t required, then why do it? I have talked with other YAVs who have done or are currently doing a second year, and they understand my struggle. After doing one intense year of intentional community, discernment, and volunteering, I discovered a lot about myself. So I felt that tug. That tug that we often identify as a call to do another year in a drastically different city with different people. I went to New York City to try a different job and maybe find my calling along the way.

Then, three months ago, I got to New York. I would be lying if I said that I wasn’t finding my second year harder than my first. Who would have guessed that I would long for the spacious city of Washington, DC, or that I would crave for the relative silence that surrounded our row house? Yet here I am. I am in New York, and it is not what I asked for. It is not the second year I thought would be guaranteed from working in an interesting placement, living with experienced YAVs, and living in a constantly moving city jungle.

yav nycSo I am faced with the very difficult task to step back and evaluate my part in my experience. It may seem like a “no kidding” moment. Of course you have the autonomy to take back your life and experience. When I talk with my parents, they tell me how proud they are that I’m doing this great thing. They tell me to keep going because the experience will be worth it. They tell this to me knowing that my entire life I’ve been stubborn and bull headed and that I’m going to do it my way either way. So I thank them for their support because they are right. I will make it.

I have known for a while now that when I am fed with the Holy Spirit, I am at my happiest. Yet I manage to forget this when life gets hard or stressful or busy. So I have decided to start trying to listen to my parents’ advice to pray about it and keep going (like they have shown me my entire life). I cannot expect that someone is going to sit down with the bible and read it for me, just like I cannot expect someone to do my dishes.

So to not spend my year simply saving myself from myself, I have decided to do what I already know how to do. I know how to pray. I know how to go to church and worship. I know how to sit with a work and learn something new. I know that being present and showing up is 90% of the game. I know that by doing these things I have given myself the tools to be fulfilled.

It will still be hard. It will not be the last time I feel frustrated or want to pack my bags to fly home. It would not be worth it if it were easy.


emily powers

Emily Powers is a second year Young Adult Volunteer. She completed her first year in Washington, DC, and is now in The Big Apple. She plans to continue her life in ministry and eventually find herself at seminary. She is basically a New Yorker, except that she likes the Royals and misses getting across town in under twenty minutes.