1. The Accidental Program Church Understanding Parish Size Models and Characteristics

2. Objectives To better understand parish growth and its challenges and opportunities. To define the term active membership and its use in tracking parish size. To understand the four size categories of parishes. To understand the characteristics and typical behavior of each size category. To discuss parishioner expectations in each category. To understand the need for parish long-term planning that addresses the non-physical plant issues of growth.

3. The Family Church Fewer Than 50 Active Members Functions like a family with appropriate parental figures. Controlled by matriarchs and patriarchs who are the parental figures. (Leadership vs management?) –Key role is to resist change. Clergy member serves as chaplain to the family. Serves primarily in a pastoral and advisory role.

4. The Family Church Fewer Than 50 Active Members Confrontation between clergy member and the M&Ps is generally suicide for the clergy member. Clergy position –is often part-time due to financial issues. –has high turn-over due to low job satisfaction and career opportunity. Generally not a good starting place for a new seminary graduate.

5. The Pastoral Church 50 to 150 Active Members Parishioners like the feeling that everyone knows everyone else. Each parishioner expects to have their spiritual needs met through their personal relationship with a seminary trained person who provides – –Christian education –Personal counseling –Crisis assistance –Intercession, confession and forgiveness Clergy and vestry are the primary source of leadership.

6. The Pastoral Church 50 to 150 Active Members Leadership effectiveness is determined by – –Good communication with the congregation –Ability of the pastor(rector) to: Recruit and train parish leaders. Delegate authority. Assign responsibility. Measure and recognize the accomplishments of others. Evaluate parish status and performance. Size category often regarded as a “clergy burner”. –Time, physical and emotional demands can be excessive.

7. The Pastoral Church 50 to 150 Active Members Growth Concerns/Fears Reduced access to pastoral care. Loss of close fellowship. Financial and management burden of additional staff. Things just won’t be like they used to be. Or We aren’t in Kansas anymore, Todo.

8. The Program Church 150 to 350 Active Members Personal relationship with the rector must be supplemented by other avenues of spiritual feeding.

9. The Program Church 150 to 350 Active Members Clergy is at leadership center, but now much attention is given to planning programs with lay leaders. Pastor role becomes one of CEO running a diverse organization. –Identifying and recruiting leaders. –Training of leadership circle. –Supervision of staff. –Evaluation of staff –Maintenance of morale.

10. The Corporate Church 350 or More Active Members Large staff that must work in a collegial manner. Very rich worship experience. Many parishioners have no one-on-one time with the rector. A diverse, complex parish life. Rector may take on a legendary persona.

11. Transition from Pastoral to Program Considered the most difficult transition. Staffing must precede growth. One full-time professional staff-member for each 100 active parishioners. Leadership insures that parishioners and visitors receive adequate pastoral care during times of crisis and personal need.

12. Mitigating Transition Stress Have a clear agreement between rector and vestry as to the extent of personal calling and visitation by the rector. Manage the parishioner expectation. Make a conscious decision as to growth objectives and timelines.

13. Mitigating Transition Stress Start to form programs and build the requisite cadre of lay leaders. Leadership insures that parishioners and visitors receive adequate pastoral care during times of crisis and personal need.

14. Mitigating Transition Stress Be sensitive to clergy workload both in hours and mind-space (many hats). –Spiritual –Pastoral –Administrative –Liturgical –Educational –Community –Diocesan –Family –Personal

15. Mitigating Transition Stress Give the clergy the opportunity for training and counseling.

16. Summary Growth must be a conscious objective if it is the desire of the parish. Growth must be planned beyond how do we get the new members and do we have a seat for them. Staffing must precede growth levels. Don’t become program church by accident.

17. References Rothauge, Arlin. Sizing Up a Congregation for New Member Ministry: The Episcopal Church Center, 815 Second Avenue, New York, New York 10017 Dudley, Carl. Unique Dynamics of the Small Church. Bethesda, MD: Alban Institute Oswald, Roy. How to Minister…Bethesda, MD: Alban Institute http://www.congregationalresources.org/PRV/