The Congregational Consulting Group, organized in 2014 by former consultants of the Alban Institute, is a network of independent consultants. We publish PERSPECTIVES for Congregational Leaders—thoughts on topics of interest to leaders of congregations and other purpose-driven organizations. — Dan Hotchkiss, editor
When a congregation is considering its options, I believe it is healthy to put “holy death” on the list—to face the possibility of closing squarely and openly. There is nothing shameful in admitting that the particular purpose we were here to serve in an earlier time has now run its course, and that God has not given us—as a congregation—either a new purpose or the new energies to launch a fresh chapter in our story.
Another related approach might be called clustering. Several congregations decide to combine as a single mission unit, but maintain more than one location.
[This article is part 2 of the series Crunch Time for Small Congregations.] When churches and synagogues face new economic pressures, they sometimes consider merging. In this section we will take up three questions: What different forms can “merger” take? What is a “successful” merger? What have other congregations learned about merging that might apply …
A smaller congregation may occasionally hit a temporary rough patch, cut back the clergy position to three-quarters or half-time, and then restore the full-time position when the immediate issue is resolved. Many of the challenges facing smaller congregations today, however, are less like hitting a “bump in the road” than they are like driving down a long, long grade into a mountain pass; the issues the congregation faces are long-term realities, and it often takes more permanent adjustments in thinking and practice to put the church’s life on solid footing. Restructuring ministry around a part-time clergy position is one option.
Many smaller congregations find themselves facing a choice point right now—a moment when their current ministry arrangements have broken down and alternatives must be considered. The most important advice I can offer you as a leader is this: Stop and look at all the options—no matter how far-fetched or unpalatable some of them may seem. You may still proceed with your first idea, but you will be much clearer about why you are doing it and what it will take to make that option work well.