Pereira Melvin~Church growth dissertation by The Sheffield Centre

Factors that have been effective / influential in growth within Anglican churches in England from 1995 to the present time. Implications for the Church of England in England today. Contents Page Contents

Preface

BACKGROUND

INTRODUCTION TO THE RESEARCH

THESIS

CHURCH SURVEY RESULTS Summary Table of main factors influencing church growth

Comment on the main factors influencing church growth

MEMBERS SURVEY RESULTS Results

Comments on members’ responses

KEY THEMES – INTERPRETING THE RESULTS

WHY THE FORMULA FOR CHURCH GROWTH WORKS

WHY CHURCHES DO NOT GROW – THE ‘X FACTORS’

FUTURE CHURCH

Bibliography

(The items in the Appendix have been included) Appendix A: CHURCH GROWTH SURVEY 1-20 Appendix B: CHURCH GROWTH SURVEY – CHURCH MEMBERS Appendix C: CHURCH MEMBERS SURVEY RESULTS ANALYSIS Appendix D: Common features of growing churches – Coffey 1999 Appendix E: CHURCHES SURVEYED

Preface The preparation of this work on church growth in the Anglican Church in England since 1995 has been an enormously fruitful exercise largely because of the enlightening conversations I have had with the various church leaders I have interviewed. I am very grateful for the time and co-operation of these very busy people. My thanks and much appreciation go to: Rev Ken Howles Rev Arthur Houston Rev Stephen Heygate The Ven John Holliman Rev Charlie Cleverly Rev David Newman Rev Mark Melluish Rev Paddy Fallon Rev John Coles Rev Gareth Green Rev Stephen Lee Rev Lionel Whatley Rev Rick Simpson Rev Neil Short Rev Roger Billings Canon Phil Potter Rev Paul Hooper Rev Richard Coombs Rev Mark Bailey Rev Paul Bryer Mr Colin Smith (Church Warden at Holy Trinity, Jesmond) Mr Malcolm Haigh (Church Warden at St Marys, Woodkirk) Thanks also to the 200 of their church members who took part in the Church Members Survey. I owe a debt of gratitude to three men to whom the whole church is indebted for their commitment, research and insights into the field of church growth. I am very grateful for the time they took to discuss aspects of this research with me and for their valuable observations. My thanks and admiration go to: Rev Bob Jackson – formerly a Government Economics Adviser operating now as Research Missioner for Springboard, the Archbishop’s Evangelism Initiative. Dr. Peter Brierley – Executive Director of Christian Research, well-known and respected particularly for his analysis of church attendance statistics and identification of current trends. Rev George Lings – Director, Church Army Sheffield Centre and church growth specialist/consultant. My enthusiasm for this project was matched by the spirit with which my dissertation supervisor became involved in the subject. I am totally indebted to Rev Chris Green for his encouragement and for pointing me in various very helpful directions. Thanks also to Rev Marian Raikes for her willingness to be back-up for Chris (when on sabbatical) and her valuable comments. Finally two personal and important words of thanks: Thank you to my wife, June, who put up with my disappearances for long hours into my study and with church growth being the main topic of discussion during our social hours for at least three months. Thank you to God, for the idea and resources to research church growth. I have gained invaluable lessons and insights which will stay with me for life and which I intend to implement wherever I am called to serve him.

Melvyn Pereira – May 2004

3 Factors that have been effective / influential in growth within Anglican churches in England from 1995 to the present time. Implications for the Church of England in England today.

BACKGROUND The Anglican Church in England is in serious decline. Depressing statistics reveal an alarming fall in attendance at church services throughout the country. Moynagh gives us the following figures for average Sunday attendance:1 1979 5.4 million 1989 4.7 million (-13%) 1998 3.7 million (-32%) Jackson adds to this dismal picture, “The Church of England is in decline and has been for nearly a century. This truth is paraded in the newspapers and perceived by the populace. The Church is also… prone to scandal and open to ridicule. It need be taken seriously no more – it is an outdated, discredited, dying institution that the country is walking away from without a backward glance.”2 If this is the full story then the job of the Church would be to gracefully manage decline until it fades away. We thank God that it is not and Jackson shows that within these frightening statistics there are grounds for hope. “The general finding is that decline is not uniform. (Between 1989 and 1998)… one in five Anglican churches grew their attendance by more than 10%.... one in twelve… by over 60%.... This… means that some churches are finding answers to the question of how to grow.”3 (emphasis mine) This important truth is the raison d’etre of this document and the research upon which its conclusions are based. If some churches have found and are finding these answers in the cultural context of 21st century England then surely we must look closely at them to find out their secrets, learn lessons from them and see how these lessons can be effectively applied elsewhere.

INTRODUCTION TO THE RESEARCH Aim:

To identify factors which have been effective/influential in growth within Anglican churches in England from 1995-2004. To consider whether these factors teach lessons or reveal principles that can be applied effectively in other churches. Because of massive cultural changes in recent times, described by Gibbs/Coffey as “a cultural shift of seismic proportions”4 it was necessary to keep the research to as contemporary a period as possible in order to be focussed and relevant in obtaining meaningful conclusions.

Methods:

1) Interview the Vicar of each of twenty Anglican churches5 in England that have grown significantly since 1995 to discover factors that have influenced growth in each one. Reports including a list of growth factors for each church were agreed with the relevant Vicar.6

Moynagh. Michael Changing World, Changing Church (London, Monarch Books, 2001) p10 Jackson. Bob Hope for the Church (London, Church House Publishing, 2002) p1 3 ibid. p15 4 Coffey. Ian and Gibbs. Eddie Church Next (Leicester, IVP, 2001) p24 5 Churches were identified through consultation with church growth specialists Bob Jackson, Peter Brierley, Healthy Church UK plus Evangelical Alliance and various Diocesan Secretaries. 6 see Appendix A: Church Growth Survey 1-20 2

4 2) Conduct a church members survey.7 The aim was to investigate factors that were important to church members in order to complement information gathered from the Vicar. Results were analysed and broken down into five age ranges, male and female.8 3) Various church growth literature9 written since 1980 was consulted to draw comparisons with recent thinking and theories to further inform the conclusions. 4) Informal interviews were held with Bob Jackson, Peter Brierley and George Lings, three of the foremost experts in the field of church growth in England today.

THESIS The highly promising truth which emerges is that there is hope for the church. Results indicate that: Biblical + Biblical Leadership Vision

into

Biblical Worship

and

Biblical Relationships

Church Growth

Interpreting this formula The word ‘Biblical’ above indicates an orthodox Anglican faith in the Holy Scriptures as the Word of God through which God reveals himself, his nature and his salvation plan for man. The formula is then interpreted as: a Biblical leader called by God to a church and given a vision from God for the church, who takes responsibility to lead the church into the reality of this vision which defines the way the church should go to fulfil its purpose of building God’s Kingdom. In most cases other leadership is recruited and in all cases the church membership is mobilised in full support of the vision. Whilst the vision is specific to the church it must always result in worship that is authentically spiritual and Biblebased. This is alongside the establishment of godly relationships, as prescribed in God’s Word, in every area of church life, living out the truths of the gospel of Jesus Christ in Biblical Christian fellowship which flows out into healthy outreach to and relationships within the community. Results and analysis will point us to conclusions which will then be demonstrated to be summarised in the above: a credible formula for church growth. We will also see that this formula is Biblical. But can there be such a formula? Is it not too simplistic to state a one-size-fits-all, success guaranteed, four-step process to certain church growth? If it works why has it not been discovered before and implemented in churches throughout the land? This document will aim to demonstrate that the formula does work. The basis of it has been discovered previously over and over again as shown in the work of church growth analysts in remarkable agreement and when implemented it has led to considerable church growth. It will also be important to identify the ‘X factors’, that is, factors which prevent this formula from being used or from working.

see Appendix B: Church Members Survey Each church was asked to submit twenty completed surveys. 200 were completed. 8 see Appendix C: Church Members Survey Results Analysis 9 see Bibliography

* ^

Full reports can be found in the Appendix A: Church Growth Surveys 1-20.

Building refurbished Worship not drastically changed but high standards maintained (fin) Financial giving increased ! “Lifeskills” discipleship programme (CC) Became a Cell Church

5 5

2 9

4 6 3 2 5

4, 5 4 4 5

Biblical preaching 6

11, 12* 6* 8 7, 8

1*, 4 2, 3!

3*, 4 11* 10*

2 3, 9(fin) 7

6(fin))

7 9

Staff/resources Laity added mobilised 7 4 2* 8

1) St Bartholomews, Blackburn 11) Holy Trinity, Margate 2) St Michael and All Angels, Cosby 12) St Mary, Funtington 3) St Aldates, Oxford 13) Emmanuel, Loughborough 4) St Pauls, Ealing 14) St Thomas, Crookes 5) St Barnabas, Woodside Park 15) St Marys, Woodkirk 6) St Wilfreds, Kibworth 16) St Peter and St. Pauls, Ashington 7) Holy Trinity Church, Jesmond 17) St John the Baptist, Burscough 8) St John the Evangelist, Carterton 18) St Marks, Haydock 9) St Marks, Harrogate 19) St John the Baptist, Burford 10) Trinity, Cheltenham 20) St Pauls, Dorking See Appendix E: Churches Surveyed for details of the above churches.

CHURCHES SURVEYED

5 CHURCH SURVEY RESULTS – Summary Table of Main Factors Influencing Church Growth Factors are numbered according to the order in which they were placed in the relevant survey report.10 Factors --- Leader/ Changes Leadership/ Care/ Children/Youth Outreach/ Spiritual/ Church Vision in worship Strategy Relationships Family Community Prayer 1 1 3 2, 5, 9 8 4 4 2 8, 9 1, 2 5, 6 7 5 3 3 1 3 2 7 7 3, 6 4 1 2, 3 6 7 8 5 5 1, 2 3 2, 10 5, 6 7 8 6 1, 2 4 2 3, 6 1, 7 1, 3, 8 7 2, 5 1 2, 5 4, 7 6 8 1, 5 1, 4, 6 5 2, 3 2 9 1, 5 2 5 5, 8 3, 6 7 2 10 2, 3 5 7 9 8 10 1, 6 11 1, 4 5 4, 11 3 7, 8 2 12 1 3 4, 5 4 5 2 13 7 2^ 4 3 5 14 1 4 2 6 9, 10 6, 8 7 15 1, 2 4 6 3, 6 5 16 1 4 1 7 5 6, 10 4, 8 17 1, 2 4, 5 2 3, 8 3, 5, 10 6 5 18 1 3 4 2(CC), 8 7 5 3 19 1, 2 4 2 4, 6 4, 7 3 20 1, 4 3 4 2(CC) 6 5

6 CHURCH SURVEY RESULTS – Comment on the main factors influencing church growth 1) Leader / Vision Overwhelmingly the major factor is the leader. In almost every case growth started with his appointment.11 However two other related factors are key. Firstly, the leader has arrived with, or soon developed, a clear vision for the direction of the church, which he is strongly convinced is from God and to which he is totally committed. Ken Howles “arrived with a vision for the church and a strong determination to do all he could to make it happen.”12 Charlie Cleverly speaks of the “leader who is a ‘break-through’ person with a vision from God (who must) Get on with it!”13 (his emphasis). In some cases vision was arrived at more collaboratively as with Steve Heygate who took his team on “an envisioning day that led to a 5 year action plan.”14 Secondly, he has been free to implement the vision. It has been very significant that he has not been prevented from making changes or bringing in new ideas by other factions, groups or individuals in the church that have wielded too much power. Different factors have facilitated this in different situations. i) Leadership skills of the leader, significant in every case. ii) The leader has achieved this largely by sheer strength of personality: e.g. Neil Short.15 iii) The leader has formed a group or Leadership Team which he has inspired with the vision. The vision has then been more easily shared and widely owned under the group’s banner though often most identified with the leader. E.g. Both Paul Hooper16 and David Newman17 established Vision Groups purposefully to achieve this and to develop ongoing vision. iv) The situation of the church has led members to be open to change. St. Bartholomews, Blackburn was on the verge of closure. Anything was preferable and they responded enthusiastically to changes introduced.18 Stephen Lee19, Rick Simpson,20 Neil Short21 and Arthur Houston22 found that previous negative experiences made their new congregations ready to welcome new initiatives. v) A PCC and congregation prepared to trust the leader. Usually this trust has been earned over an initial period. E.g. John Coles, “1988 AGM asked, ‘Why can’t John choose his own PCC?’”23 2) Changes in Worship In every case except for Emmanuel, Loughborough, changes have been made to make worship more contemporary. Worship groups have been introduced replacing organs and choirs. New songs are being sung. This has not been just to be contemporary but in order to be more culturally relevant, to speak the language that people can understand so that services are more accessible and less alienating. John Coles said, “Music and worship is a language. Music in traditional styles is an alien language to the unchurched. We must speak the language of those who come.”24

It will be noted that in every church surveyed the incumbent was male. This was not planned but was only because no church referred had a female incumbent. Bob Jackson assured me that there is no evidence to suggest that the gender of the leader is significant to a churches capacity to grow. 12 See Appendix A: Church Growth Survey 1 13 See Appendix A: Church Growth Survey 3 14 See Appendix A: Church Growth Survey 2 15 See Appendix A: Church Growth Survey 17 Several strengths combine to make Neil a popular leader. 16 See Appendix A: Church Growth Survey 9 17 See Appendix A: Church Growth Survey 13 18 See Appendix A: Church Growth Survey 1 19 See Appendix A: Church Growth Survey 6 20 See Appendix A: Church Growth Survey 7 21 See Appendix A: Church Growth Survey 17 22 See Appendix A: Church Growth Survey 11 23 See Appendix A: Church Growth Survey 5 24 See Appendix A: Church Growth Survey 5

7 Changes have made worship family friendly, less formal, less liturgical and less traditional. Hence a contemporary “language” is being spoken and sung and outsiders coming in feel more at home. Some have become, like St John the Evangelist, Carterton, “new without losing all of the old”,25 or Holy Trinity, Margate where a “Broad spectrum caters for 0-90years. Inclusive. Some hymns, some contemporary songs.”26 Thirteen of the churches surveyed include a traditional service and though less attended is an important part of their worship. Several of these emphasised the necessity of ‘broad appeal.’ E.g. Ken Howle’s first change was “Monthly 9.00am Holy Communion became weekly 9.00am BCP Holy Communion to facilitate changes in the 10.30am service. Those uncomfortable with the changes could move to the 9.00am service.”27 St Pauls, Dorking did the same.28 3) Leadership / Strategy Mark Bailey: “Leadership is key to a growing church and the most important factor…. Absolutely crucial is the realisation that you cannot do it on your own. Leadership does not mean a one man show. Lead and be part of a team.”29 In most cases the leader, aware of his limitations, has gathered around himself like minded others with leadership gifts to form a Leadership Team. This group has been massively important and influential, assisting the leader in the ongoing development of vision, putting together strategy and facilitating the work. The primary characteristic of this group in a growing church is loyalty to the leader. Charlie Cleverly, “Gather a leadership team of Christians who have given their life and church to God.”30 John Coles formed a Strategic Leadership Team at a time when management of change was critical. “Key is shared vision and good relationships which enable the leader to lead accountably.”31 In Jesmond, “At an early stage Rick took the Leadership Team away for a weekend with an external consultant to plan for the future. Out of this came HT2005, a five-year plan which aimed at building the church up numerically and spiritually developing and growing faith.”32 In Haydock, Phil Potter “has invested in identifying and developing leaders and what was previously the Vicar aided by a few helpers is now the Leadership Team, a structure of genuinely shared leadership led by Phil.”33 4) Relationships / Care “Ken Howle’s policy: Caring at every level, from ensuring the church was warm and people were personally welcomed, to reaching out to the community and investing time and effort in the church school. ‘People don’t care how much you know until they know how much you care.’”34 Ken’s policy is fairly typical of the churches surveyed. Much time, effort and energy and most importantly, planning, are put into both caring and building relationships within the congregation of church members and with the local community. E.g. St Michael, Cosby, “Care and relationship building as priorities. Pastoral link scheme where every person had a contact point in addition to the vicar so that the church took a responsibility for the caring of its membership. Development of housegroups.”35 Also St Pauls, Ealing, “Relationship building is key. Numerous friendship/activity groups including football, netball, jazz dance, lunches, etc. Significant small group structures – key to spiritual and numerical growth.”36

See Appendix A: Church Growth Survey 8 See Appendix A: Church Growth Survey 11 27 See Appendix A: Church Growth Survey 1 28 See Appendix A: Church Growth Survey 20 29 See Appendix A: Church Growth Survey 10 30 See Appendix A: Church Growth Survey 3 31 See Appendix A: Church Growth Survey 5 32 See Appendix A: Church Growth Survey 7 33 See Appendix A: Church Growth Survey 18 34 See Appendix A: Church Growth Survey 1 35 See Appendix A: Church Growth Survey 2 36 See Appendix A: Church Growth Survey 4 26

8 The welcome to the church has been particularly important. Mark Melluish seeks to, “Make people welcome – big emphasis with an active and trained Welcome Team. New people are visited at home within 7 days. ‘The church is always giving things away’. An atmosphere of welcome and warmth with a buzz of activity created.”37 St Wilfreds, Kibworth, “Organised welcome procedure established to integrate people including Welcome Suppers, Welcome Packs, new members officially welcomed to the church during services, literature that backs up the welcome. ‘The strategy is to spot who is new and respond soon without overwhelming people.’”38 Arthur Houston: “If God wants to incubate new life he finds a warm place to do it. Create the incubator and the eggs will hatch.”39 5) Children/Youth/Family Generally four courses of action have resulted in growth in these areas impacting the whole church. i) Making children’s and youth work a priority in the thinking and planning of the church. ii) Gearing up church life and in particular, services and worship, to be family friendly. An emphasis has been ensuring that all-age services are attractive to all ages. iii) Employment of youth and children’s workers. iv) Lay youth and children’s leaders roles given similar ‘status’ to other ministry areas resulting in able and enthusiastic teams doing the work to a good standard. It is not the case that one works with the children for a while and then gets a ‘real’ job as e.g. homegroup leader. At St Bartholomews, Blackburn the parish assistant’s main role was children and schools. Also a fulltime youth worker was employed.40 St Barnabas, Woodside Park, “John’s first appointment was a children’s worker. Look after the children and the parents will be happy. Many families were attracted through effective children’s work.”41 St Wilfreds, Kibworth, “Much effort put into children with clubs, family friendliness and better all-age services. Family services made shorter, more informal, livelier. Baptisms in Family Services to give people in the community a taste of a lively, friendly church that welcomes families.”42 Emmanuel, Loughborough “is known for the quality of its youth and children’s work. A full-time worker and many members are involved and a lot of resources invested in this area.”43 6) Outreach / Community Outreach and community involvement has fallen into two types. Firstly, there is the purely evangelistic. Most common are process evangelism courses like Alpha; also local missions, church evangelistic events or groups. Of the surveyed churches 13 run Alpha, 5 run Alpha plus other similar courses (e.g. Christian Basics, Christianity Explored) and three run other courses. All but one (Emmanuel, Loughborough) find these courses very effective. St Pauls, Ealing run “Several Alpha Courses including in Wormwood Scrubs, in 2 Young Offenders prisons, in Glaxo Smith Kline offices and in a secondary school.”44 For St Wilfreds, Kibworth, “Key has been the use of Alpha… the main point of growth, has brought in a large number of new faces changing the whole complexion of the church.”45 At Holy Trinity, Margate, “Christian Basics Courses and particularly Alpha have been a key part of people coming to faith.”46 Secondly, there have been church-based projects of various shapes and sizes with the aim of involvement in the community, building relationships, providing a way-in to the church for outsiders and as pre-evangelism. This has been particularly effective in enhancing a churches local reputation and in bringing outsiders in as barriers have been broken down. Probably most effective has been work in schools which has then drawn children into church for events to which their families come. Much 37

See Appendix A: Church Growth Survey 4 See Appendix A: Church Growth Survey 6 39 See Appendix A: Church Growth Survey 11 40 See Appendix A: Church Growth Survey 1 41 See Appendix A: Church Growth Survey 5 42 See Appendix A: Church Growth Survey 6 43 See Appendix A: Church Growth Survey 13 44 See Appendix A: Church Growth Survey 4 45 See Appendix A: Church Growth Survey 6 46 See Appendix A: Church Growth Survey 11 38

9 attention has subsequently gone into looking after the visitors and ensuring church is a positive experience. In Margate, “The most effective source of bringing in new people has been through personal relationships and nurtured friendship through the Community Resource Centre where up to 1500 come through the doors each week to participate in a large variety of classes.”47 Ken Howles puts much of their success in attracting new families down to his parish assistant who “did a great deal of work with the church school next door running various clubs, activities and got children and parents into church for various events.”48 St Barnabas, Woodside Park does “A lot of community work. E.g. Elderly weekly club, Japanese conversation class, mums and toddlers. These groups are the first contact point through which participants are invited to something else.”49 Productive for St Peter and St Pauls, Ashington has been “Involvement in Face Values campaign reaching out into the community to serve those outside the church and subsequent setting up of ‘Community Support Scheme’ through which members of the community are able to request help from the church in a number of areas.”50 7) Spiritual / Prayer Fifteen churches articulated that it has been important that church life has been founded on prayer and truly authentic spiritual experience with God. Nine emphasised personal encounter with God, that the God of the Bible who is preached must be encountered if the preaching is authentic; that if God is powerful he must be able to make a difference in the lives of individuals. Opportunity in worship is given for individuals to respond to and receive from God usually through personal prayer ministry. At Trinity, Cheltenham there is “Emphasis on personal encounter with God. Highest value is biblical worship creating intimacy with God.”51 At St Thomas, Sheffield there is an “Expectation and reality of God working in the life of the church and changing people’s lives.”52 In Ashington, “Response to God’s Word is facilitated by Prayer Ministry team, trained and authorised by the leadership to pray with people after the Communion or service each week.”53 Worship at St Marks, Haydock has “a spiritual emphasis of encountering God and with an expectation that lives would be changed.”54 In Oxford services are “Eventful worship in contemporary style encouraging intimacy with God and including opportunity to respond to God’s Word and prayer ministry.”55 Church leaders whose calling is based on a genuine spiritual relationship with God recognise that it is God who does the work of church growth and rely on the Holy Spirit, not on human resources. Steve Heygate’s main strategy was “A reliance on the Holy Spirit.”56 For Paul Hooper “Main vision arises out of the Vision Group’s willingness to be still and listen to the Holy Spirit.”57 For Mark Bailey the most influential growth factor is “The grace of God – the starting and finishing answer. Listening to God and going with the moves of the Spirit. ”58 St Pauls, Ealing, “Every member of staff has a monthly day of prayer and fasting for which he/she is accountable. Staff day away once a term for planning, prayer, reflection.”59 For Arthur Houston, “Prayer is key and encouraged in all sorts of forms: gift days; praying for specific needs; interactive prayer; half-days of prayer; etc,. Arthur puts effort into making prayer times come alive, focussing on 47

See Appendix A: Church Growth Survey 11 See Appendix A: Church Growth Survey 1 49 See Appendix A: Church Growth Survey 5 50 See Appendix A: Church Growth Survey 16 51 See Appendix A: Church Growth Survey 10 52 See Appendix A: Church Growth Survey 14 53 See Appendix A: Church Growth Survey 16 54 See Appendix A: Church Growth Survey 18 55 See Appendix A: Church Growth Survey 3 56 See Appendix A: Church Growth Survey 2 57 See Appendix A: Church Growth Survey 9 58 See Appendix A: Church Growth Survey 10 59 See Appendix A: Church Growth Survey 4 48

10 key things, pro-actively getting people praying. Arthur’s philosophy is: ‘Pray and then watch what God is doing.’”60 At Trinity, Cheltenham prayer is a major strategy. “Right from an early stage regular nights and half-nights of prayer. In the crucial first years all major decisions came out of these. Staff member is responsible for the prayer life of the church. Monthly nights, termly weeks of prayer, genuine commitment to seeking God’s will for the church.”61 Several churches declared a reliance on prayer but all admitted to not praying enough. Charlie Cleverly, “We have little idea of the power of prayer.”62 8) Biblical preaching Strong Biblical preaching has been foundational to growth in almost all of the churches surveyed.63 The emphasis is on exposition giving much attention to relevant application to daily living. E.g. St Mary, Funtington, “The Word of God is at the centre and Scripture is the launch pad for sermons.”64 St Aldates, Oxford, “Planned preaching of the Word of God with relevant application.”65 Arthur Houston advocates “Biblical preaching that is relevant, practical, applied and non-intellectual.”66 Lionel Whatley puts “Much emphasis on life and practical issues in specific courses, sermon series. Supplemented by homegroups.”67 Neil Short, “Preaching that is strongly Biblical, relevant and applied to daily life.”68 These churches have grown not by just preaching Biblical truth, but alongside that teaching how to live the Bible in all its truth and by exhorting its members to go and do that. The key note is relevant practical application which we will see is a vitally important factor in churches that grow. 9) Staff / resources added St Mary, Funtington is unique amongst the churches surveyed in that John Holliman and his wife, Evis, do all the work in a traditional one-man-and-his-wife parish team.69 In most other cases staff have been recruited sooner rather than later. The larger churches have developed staff teams employing lay ministers, youth workers, children’s workers, administrators, community workers, parish assistants. PCC’s and congregations have been positive about recruiting staff and have backed the leadership both philosophically and financially. In five years Paul Hooper added a Curate, an Administrator and a Youth Worker. In Cheltenham Mark Bailey has overseen the growth of his full-time paid staff to twenty-four, all recruited from within the church membership. In Blackburn, “Ken spent hours raising funds to employ staff.”70 Neil Short’s philosophy was not ‘If we grow we can employ more staff’ but “Increase staffing levels to resource (future) growth… a trust has been set up to finance additional staff.”71 These growing churches have added sound systems, new instruments, overhead projectors, screens, video projectors, TV’s, computers, Powerpoint software, children’s and young people’s resources and various equipment. Surprisingly eight of these churches, an unusually high 40%, have undergone massive and expensive refurbishment in recent years. Perhaps this suggests something about the faith, pioneering spirit, energy and giving of leaders and members of growing churches.

See Appendix A: Church Growth Survey 11 See Appendix A: Church Growth Survey 10 62 See Appendix A: Church Growth Survey 3 63 Of the four churches that do not include Biblical preaching as a main factor, three are evangelical with strong Bible preaching traditions. 64 See Appendix A: Church Growth Survey 12 65 See Appendix A: Church Growth Survey 3 66 See Appendix A: Church Growth Survey 11 67 See Appendix A: Church Growth Survey 16 68 See Appendix A: Church Growth Survey 17 69 See Appendix A: Church Growth Survey 12 70 See Appendix A: Church Growth Survey 1 71 See Appendix A: Church Growth Survey 17 61

11 10) Laity mobilised Ten churches included members in ministry as a main factor influencing growth. Churches that have effectively mobilised members into action have benefited numerically. Also involvement has helped members’ spiritual growth. Steve Heygate’s second most important strategy was “Empowerment of laity – ‘my role… like a football coach on the side lines, cheering on the team and bringing out the sponge when there were casualties, but the membership were the goal scorers bringing people to Christ, it was my task to empower them.’”72 Charlie Cleverly seeks to “Equip the saints in the power of the Holy Spirit for the work of ministry in the pursuit of maturity.”73 Mark Bailey emphasises “development of gifts, encouraging members into ministry, recruitment of leaders/staff. Getting people actively involved in the life and ministry of the church.”74 At Holy Trinity, Margate there is “Involvement and participation of members at various levels. ‘A very ordinary church of ordinary people but with a willingness… to be servants of the gospel, not just recipients.’”75 Lionel Whatley works on the “Principle of every member ministry, lay people encouraged and motivated to take on various responsibilities and given opportunities. God providing the right people to take on the right roles.”76

See Appendix A: Church Growth Survey 2 See Appendix A: Church Growth Survey 3 74 See Appendix A: Church Growth Survey 10 75 See Appendix A: Church Growth Survey 11 76 See Appendix A: Church Growth Survey 16 73

12 77

MEMBERS SURVEY RESULTS Numbers in sample:78 TOTAL Under 19yrs Male Female M F 82 118 1 10 200 11 100% 5.5%

19-29yrs M F 6 8 14 7%

30-49yrs M F 23 49 72 36%

ATTRACTION 79 1/Proximity 2/Friends

50-64yrs M F 33 33 66 33%

65+yrs M F 19 18 37 18.5%

IMPORTANCE80

37% 27%

1/Friends 2/Biblical Preaching

74.5% 70%

(Biblical not stipulated) (10%)

3/Denomination 18.5% 4/Welcome 17% 5/Reputation 15% 6/Family 13.5% 7/Leadership 11.5% 8/Worship 9.5% 9/Biblical Preaching 7.5% 10/Youth/Children 6% 11/Spiritual 5.5% 12/God’s call 3% 12/Congregation 3% 14/Active/Lively 2.5% 15/Alpha, etc 2% 16/Baptism 1.5%

3/Spiritual 4/Welcome/Fellowship 5/Worship 6/Youth/Children 7/Involvement 8/Leadership 9/Outreach 10/Homegroups 11/Support 12/Proximity 13/Events/Activities 14/Vision 15/Prayer 16/Church building

WHAT WOULD MAKE ME LEAVE?81

WHAT DID MAKE ME LEAVE?82

2) 3) 4) 5) 6) 7) 7) 9) 77

Worship Too traditional 22 Not spiritual 18 Too high 10 Not traditional 13 Leadership Non-Biblical preaching Unspiritual Losing vision Loss of fellowship/friends Inward looking God’s call Youth and children’s

6383

59 33 28 16 8 7 7 6

1) 2) 3) 4) 5) 6) 7) 8) 8)

Re-location Leadership Unspiritual/unbiblical Relationships God’s call Worship too traditional Youth and children’s Worship too contemporary Badly treated

51.5% 49% 48% 22.5% 20.5% 14.5% 17% 15% 13.5% 12% 9.5% 8.5% 6% 4.5%

83 28 14 8 7 6 5 4 4

For full analysis of results see Appendix C: Church Members Survey Results Analysis It will be noted that of the sample, under 19 years males and 19-29 years male and female are under represented. How or whether that affects overall results significantly is open to debate. 79 In answer to the question: i) What first attracted you to this church? 80 In answer to the question: ii) What factors are the most important in keeping you coming to this church? 81 In answer to the question: iii) Are there changes that could realistically occur in the life of this church which would make you consider moving elsewhere? 82 In answer to the question: iv) If you moved from another church please state why you left your previous church. 83 Totals in number of responses to the question. Note that percentages are less meaningful as these questions did not apply to a significant proportion of the respondents. 78

13 MEMBERS SURVEY RESULTS - Comments on members’ responses. ATTRACTION 1. The practical issue of proximity scoring highest suggests that people will visit the closest church to them, irrespective of other factors, and possibly continue attending. 2. Five out of the next six attractions are relational factors not ministry areas. Survey results indicate that people will commonly be attracted to a church if a friend invites them, if they receive a good welcome on their first visit, if they hear from someone they know that it is a good church, if brought by a family member or if they are invited to come by or know the Vicar or other leader in the church. 3. It is quite possible that if the 19-29 years age group were better represented ‘denomination’ would not score as highly as an attraction. 4. Ministry areas that do attract are worship, Biblical preaching and youth and children’s work. 5. Despite the success of Alpha and other such courses at the churches surveyed only 2% mentioned these as part of what attracted them to the church. This demonstrates that people do not see the course as the attraction but the person who invited them. 6. Only 1.5% were attracted through Baptism. Churches often have an open Baptism policy to maximise the potential of bringing non-churchgoers into church through Baptism. These figures question the validity of that argument. IMPORTANCE 1. The most important factor about a church to its members is the friends they have there. 2. Biblical preaching, spiritual authenticity and meaningful worship are very important. 3. The welcome and good fellowship of the body of the congregation are highly significant. 4. Proximity is an important attraction to a church but becomes far less important when one has become integrated as a church member. LEAVING FACTORS 1. The largest number cited changes in or unfulfilling worship as a reason why they would move church. However, relatively few actually moved due to worship issues. This suggests that changes to worship were managed well and changes were effective. 2. The largest number actually moved due to re-location. This, of course, is something of a non-statistic as it would only be a reflection on the church if the move was caused by the church. 3. The importance of leadership is clear as negative experiences with leadership is seen as a potential cause for leaving and is the most mentioned actual cause. 4. Similarly, a church becoming unbiblical in its emphasis or lacking/losing spiritual authenticity is both a potential and an actual cause of members leaving. CHURCH MEMBERS SURVEY – SUMMARY Results indicate that church members are saying, I want a church: With leadership I can trust Which preaches and teaches orthodox Christianity from the Bible That has a spirituality and worship that is authentic; it’s a place where I can learn to experience God as real in my life Where I can feel comfortable in worship Where I can feel welcome and that I belong as part of a loving fellowship Where my children are going to be well looked after Where I can be involved And most importantly, in which I have a group of close friends They add: If the church is lacking in these areas I will probably leave.

14 KEY THEMES – INTERPRETING THE RESULTS Main factors influencing church growth: 1) Leader/Vision 2) Changes in worship 3) Leadership/Strategy 4) Care/Relationships 5) Children/Youth/Family

6) Outreach/Community 7) Spiritual/Prayer 8) Biblical preaching 9) Staff/resources added 10) Laity mobilised

Research amongst church members supported the above specifically highlighting the importance of all relational factors, in particular friends and fellowship. In interpreting the results we arrive at the following formula for church growth: Biblical + Biblical Leadership Vision

into

Biblical Worship

and

Biblical Relationships

Church Growth

Considerable support for this is found in the theories and conclusions of the church growth studies and literature of recent times. There is minimal divergence of opinion amongst analysts regarding main principles of church growth. The mystery is why many churches have not implemented these principles.

PART ONE: Biblical Leadership The one man called by God to lead his people is a thoroughly Biblical concept. Moses’ life was fashioned to make him into the leader of Israel in his eightieth year, the one to lead God’s people out of Egypt. Throughout Israel’s history God called judges, prophets, kings and priests to lead his people to fulfil his purposes. In the New Testament Jesus leads the apostles and teaches and shows them how to lead.84 In Acts they become the first leaders of the church. Paul identifies leadership as a gift of the Holy Spirit.85 Constantly repeated in Scripture we see God’s leader as the focus of God’s activity. All church growth theorists agree that the leader is the most significant growth factor. Bob Jackson writes: “It is widely believed that leadership is the single most important factor in determining the effectiveness of local churches.”86 In recent research in the London Diocese, Jackson states: “The one major factor common to all is that the current phase of growth and development began at the Towns observes, appointment of the present incumbent.”87 That is a constantly repeated pattern. “The pastor is the key agent of church growth outside that of the Holy Spirit himself.”88 Vaughan, researching the world’s largest churches writes, “The pastor is usually the person who has either founded the congregation or is the one responsible for the historic movement of the church towards growth.”89 Brierley and Jackson observed that these leaders tend not to be personality cult leaders who lead by charisma, charm and power.90 Often self-effacing but with strong leadership gifts they appear to have learnt that, as Eddie Gibbs points out, “In the New Testament leaders are not thought of in terms of dignitaries but as functionaries. The emphasis there is on service rather than status (Luke22:25-27).”91

e.g.John 13:1-17 Romans 12:8 86 op. cit. Jackson p41 87 Jackson. Bob A Capital Idea – Church Growth in the Diocese of London (Abingdon, Springboard, 2003) p34 88 ibid. p117 89 Wagner. C Peter (editor) Church Growth – State of the Art (Wheaton, Tyndale House, 1986) p131 90 Quotes from Jackson, Brierley and Lings which are not referenced are from informal interviews. 91 Gibbs. Eddie I Believe in Church Growth (London, Hodder and Stoughton, 1981) p340 85

15 PART TWO: Biblical Vision There is also general agreement with Brierley’s observation, “A key component of leadership is vision.” Robert Warren explains the importance of vision from God. “Discovering God’s agenda involves our recognising that he has a plan for the growth of the church which we need to receive from him rather than to achieve for him.”92 Brierley states the practical necessity, “Knowing where you want to get to and having someone with the drive to get you there are the qualities which make all the difference.”93 McGavran adds, “Church growth seldom comes without bold plans for it…. Every great forward movement has planned for church growth.”94 “Nothing focuses effort like setting a goal… (as a) faith projection,”95 says McGavran and we see this pattern repeated in New and Old Testaments. God focuses the effort of his leaders by giving them a vision and goal, faith projections. God tells Moses, “I am sending you to bring my people out of Egypt… into a land flowing with milk and honey” (Exodus3:10,17); Joshua, “Be strong and courageous because you will lead these people to inherit the land” (Joshua1:6); Gideon, “I will be with you and you will strike down all the Midianites together” (Judges6:16); Jesus envisions his disciples, “You will receive power… and you will be my witnesses in Jerusalem and in all Judea and Samaria and to the ends of the earth” (Acts1:8); Jesus appoints Paul, “I am sending you to (the Gentiles) to open their eyes and turn them from darkness to light” (Acts26;17,18). Vision from God led to faithfilled action and the mission was accomplished. Aubrey Malphurs gives “Seven reasons why vision is important: Encourages unity; Creates energy; Provides purpose; Fosters risk taking; Enhances leadership; Promotes excellence; Sustains ministry.”96 To this we must add, builds faith and expectation as vision takes a church beyond what ‘we can do’ to what ‘God can do’. Rick Warren adds, “People do not resent being asked for a great commitment if there is a great purpose behind it.”97

The leader must lead A vitally important factor has become abundantly clear through talking to leaders of growing churches. Biblical Leader + Biblical Vision is of no use whatsoever if the leader is not able to or not allowed to get on and lead, to make the vision a reality. Easum says, “Growth is directly related to the leadership strength of the pastor.” 98 An obviously relevant question is, “Is the pastor gifted as a leader?” Mark Bailey,99 with considerable experience in the area of church leadership on a theoretical and practical level, expressed his views. “A church must have leadership which is called. Many churches are led by pastors/teachers but not leaders. Theological College thoroughly equipped me academically but did not prepare me for leading a church. The leader is anointed by God for leadership and must carry the mantle of leadership – the leader must lead. The leader is not someone who only rehashes the opinions of others. He will learn from others but will hear God for himself and tell others. There needs to be something of the prophetic about the leader.”

Warren. Robert In the Crucible (Crowborough, Highland Books, 1989) p251 op. cit. Brierley “Leadership, Vision and Growing Churches” p21 94 McGavran. Donald Understanding Church Growth (Grand Rapids, Eerdmans Publishing Company, 1990 – 3rd edition) pp283, 284 95 ibid. pp265/279 96 Malphurs. Aubrey Advanced Strategic Planning (Grand Rapids, Baker Books, 1999) p137 97 Warren. Rick The Purpose Driven Church (Grand Rapids, Zondervan, 1995) p345 98 Easum. William M The Church Growth Handbook (Nashville, Abingdon Press,1990) p56 99 Vicar of Trinity, Cheltenham 93

16 Gibbs is also firmly of the opinion that, “A leader must lead.”100 He points out the apparently common situation of the church where power is in the wrong hands. “It is all too easy to succumb to institutional pressures and abdicate from leadership on the basis of ‘anything for a quiet life’.”101 As Brierley states in an observation of which PCC’s and Church Wardens perhaps should take particular note, “We must allow the church to be led by the people whom God has called and anointed for that task.”102

PART THREE: Into Biblical Worship Whilst worship encompasses all of Christian living, here we are considering the ‘shop window’ of the church, its worship services. It is essential that this is worship like we find in Scripture. Much could be written about such worship. We will confine ourselves to four characteristics of Biblical worship. i) God-directed and focused: “But the Lord....is the one you must worship. To him you shall bow down and to him offer sacrifices.” (2 Kings 17:36) ii) Personal: The Israelites and New Testament Christians worshipped congregationally but only as each one participated individually relating personally and corporately to God. The Psalmist expresses it, “Praise the Lord, O my soul; all my inmost being, praise his holy name” (Psalm103:1). Paul prays, “that you may know him better.” (Ephesians1:17) iii) Authentic: “God is spirit and his worshippers must worship in spirit and in truth.” (John 4:24) Jesus condemned hypocritical103 worshippers and those who set men’s traditions above God’s Word.104 iv) Passionate: “Suddenly Jesus met them. ‘Greetings,’ he said. They came to him, clasped his feet and worshipped him.” (Matthew 28:9) Jesus at the centre of worshippers at his feet; that is a picture of Biblical worship. A practical implication of this is that there must be a reality about every aspect of our worship. If the leader issues the invitation, “Let us worship God” that is exactly what members should be helped to do, as opposed to ‘just singing’ a hymn or song. If the leader challenges the congregation to confess sins then there must be a genuine act of repentance and confession and not a repetition of familiar words with no real engagement of the heart and mind. The observations of church leaders and members surveyed suggested that much work had to go into making services genuinely spiritual. They support the philosophy that honouring God means every service an event in itself. Rick Warren’s church “Purpose no. 1 is ‘Love the Lord with all your heart.’”105 Medford Jones shows how God speaks through genuine worship, inspiring his people to acts of obedience. “Worship in the dynamic church informs, convicts, motivates and commissions. Worship enhances mission effectiveness… it is sensed that true Christian worth is in service even as ‘the Son did not come to be served, but to serve (Mark10:45).’”106 Gibbs has found that, “Inspiring worship lies at the heart of local church renewal.”107 A church leader that wants his church to grow must be able to lead Biblical worship services that are God-directed, enable personal participation, are authentically spiritual and are passionately Jesuscentred.

100

op. cit. Gibbs “I believe in Church Growth” p386 op. cit. Gibbs “I believe in Church Growth” p363 102 Brierley. Peter Steps to the Future (London, Christian Research and Scripture Union, 2000) p83 103 Matthew 6:5 104 Matthew 15:6-9 105 op. cit. Warren. Rick p103 106 op. cit. Wagner p138 107 Gibbs. Eddie (editor) Ten Growing Churches (Bromley, MARC Europe, 1984) p21 101

17 Changes in worship Nineteen out of twenty churches surveyed made significant changes in worship. Mark Mittelberg highlights a problem. “Way back… God said he would ‘create a new thing on earth’ (Jeremiah31:22) and it seems like God’s people have been bent on keeping things the same ever since.”108 This was recognised by the 1988 Lambeth Conference. “Another traditional feature of Anglican rites is their fixedness and even rigidity. We seek now a far greater freedom, which has its own marks of the Spirit.”109 This precipitated: “Resolution 47 - Liturgical Freedom: This Conference resolves that each Province should be free, subject to essential universal Anglican norms of worship… to seek that expression of worship which is appropriate to its Christian people in their cultural context.”110 Growing Anglican churches have made use of this freedom. From a recent Diocesan survey Jackson reveals, “Parishes that had made changes to their service styles and patterns were keeping their people much better than those that had made no changes.”111 Changes have invariably led to much more contemporary worship in order to make worship meaningful, participative and understandable.

Biblical preaching and teaching Paul exhorts Timothy, “Preach the Word; be prepared in season and out of season; correct, rebuke and encourage with great patience and careful instruction” (2Timothy4:2). Biblical preaching of biblical truth is central to worship and the application of that truth central to church life in all its aspects. Medford Jones, commenting on dynamic churches of all sizes writes, “In dynamic congregations… the preaching is biblically centred and generally perceived as expository.”112 Stedman accurately states, “Preaching… establishes the parameters of truth within which a church will live and function.”113 For this to happen preaching must be relevant to the lives of its members. Brierley advises, “The preaching team is best confined to a few individuals with the gift of relevance.”114 He illustrates, “On one Council Estate the minister put outside the church, notices like: ‘11.00am Loneliness’; ‘11.00am Separation’; ‘11.00am Betrayal’. He had sufficient newcomers in a year to start a second congregation!”115 Australian evangelist John Smith agrees, “You don’t find truth in a theological library. You find it when you take your theological library out into the streets with you and interact.”116 Certainly Jesus took the Word onto the streets and applied it to the needs of people. Churches grow when the Bible is preached in such a way that God’s Word changes lives. Rick Warren knows that this can only happen in one way. “Preaching that changes lives, brings the truth of God’s Word and the real needs of people together through application.”117 The Bible is not just a study book but a work book.

108

Mittelberg. Mark Building a Contagious Church (Grand Rapids, Zondervan, 2000) pp374/375 Secretary General of the Anglican Consultative Council 1988 The Truth Shall Make You Free – The Lambeth Conference 1988 (London, Church House Publishing, 1988) pp68, 69 110 ibid. p232 111 op. cit. Jackson “Hope for the Church” p74 Between 1996-2002, 15 churches made no changes and lost 22%, 26 churches made changes and gained 1% 112 op. cit. Wagner p136 113 Neighbour. Ralph W, Jr (compiler) Future Church (Nashville, Broadman Press, 1980) p102 114 op. cit. Brierley “Leadership, Vision and Growing Churches” p8 115 op. cit. Brierley “Leadership, Vision and Growing Churches” p9 116 Chalke. Steve with Radford. Sue New Era, New Church (London, Harper Collins, 1999) p84 117 op. cit. Warren. Rick p296 109

18 PART FOUR: And Biblical Relationships It appears that it is impossible to overstate the vital importance of Biblical relationships if a church wants to grow. In the surveys conducted church leaders and members were in full agreement that relationships are crucial, 75% of members saying ‘friends’ are one of the main reasons I come to this church. Rick Warren’s church “Purpose no. 2 “Love your neighbour as yourself.”118 He states, “Love draws people in like a powerful magnet. A lack of love drives people away.”119 “Relationships are the glue that holds a church together. Friendships are the key to retaining members.”120 Ironically, in some churches one of the few things that all agree is that Christians should love one another. The New Testament makes it clear that, for a Christian, love that is manifested in action is essential. For “one another” Christians are to: wash feet121; love122; be devoted, honour123; live in harmony124; stop passing judgment125; accept126; instruct127; greet with a holy kiss128; agree, be perfectly united in mind and thought129; serve130; be humble, gentle, patient, bear with131; be kind, compassionate, forgiving132; submit to133; teach, admonish134; encourage, build up135; spur on towards love and good deeds136; do not slander137; love deeply, from the heart138; live in harmony, be sympathetic, compassionate139; offer hospitality without grumbling140; have fellowship141. Can there be any mistaking the point? It is not surprising that churches that put time, effort and energy into encouraging relationships to be built within the church and into the community reap the benefits of God’s blessing in spiritual and numerical growth. It is worth considering the positive practical consequences of emphasising building relationships. Gibbs states, “Intimacy is essential for establishing an atmosphere of mutual trust to the point where we are prepared to remove our masks.”142 Loyal friendships based on mutual Biblical values diminish fears and vulnerability removing the need for masks. Joel Edwards writes, “Identity, belonging and care. That is still what most people in our fragmented world are crying out for. People still want to know they are valued and belong. The Church as the family of God is supremely placed to offer that belonging.”143

118

op. cit. Warren. Rick p104 op. cit. Warren. Rick p210 120 op. cit. Warren. Rick p324 121 John 13:14 122 John 13:34 123 Romans 12:10 124 Romans 12:16 125 Romans 14:13 126 Romans 15:7 127 Romans 15:14 128 Romans 16:16 129 1 Corinthians 1:10 130 Galatians 5:13 131 Ephesians 4:2 132 Ephesians 4:32 133 Ephesians 5:21 134 Colossians 3:16 135 1 Thessalonians 5:11 136 Hebrews 10:24 137 James 4:11 138 1 Peter 1:22 139 1 Peter 3:8 140 1 Peter 4:9 141 1 Peter 5:14 142 op. cit. Gibbs “I believe in Church Growth” p241 143 op. cit. Chalke p31 119

19 Good Biblical relationships: are attractive Jackson: “Churches do not need sophisticated resources in order to grow. They need high-quality relationships.”144 reflect the gospel Graham: “My relationship with God will be demonstrated by my relationship with man.”145 Coffey/Gibbs: “The never-churched need to be enveloped by small groups of believers so they can see the gospel in their relationships.”146 Mission-shaped Church: “We must be with people how they are… connecting with people’s culture, values, lifestyle and networks.”147 “A missionary church is relational… a community of faith is being formed… characterised by welcome and hospitality.”148 nurture new Christians Arn: “Each new convert or new member should be able to identify at least seven friends in the church within the first six months.”149 help Christians to grow Coffey/Gibbs: “Develop contemporary models of discipleship through building authentic community.”150 grow a healthy church Singletary: “A loving, caring fellowship is thriving with healthy interaction among members. The membership has a high sense of belonging. People are ministering to each other and to the surrounding community. A strong emphasis is placed on people being mobilised in their areas of giftedness.”151 Clearly, if a church does not include specific strategies to promote DON’T JUST HAPPEN Biblical caring and relationship building into its plans then it does not happen. Every member should promote good relationships in every church activity. Jesus’ plan for the growth and establishment of his church was that through human relationships his Spirit would work. When his disciples asked if he was now going to establish his Kingdom Jesus answered, “You will receive power when the Holy Spirit comes upon you and you will be my witnesses” (Acts1:8). Since then faithful witnesses have passed on the message of the gospel. Still today, friendships are key to successful evangelistic strategies. Dave Halls from Community Church, Mark Tottenham, “Almost all our new Christians come to Christ through their friends.”152 153 Jackson supports process Mittelberg’s outreach strategy Step One is “Build Relationships.” evangelism that emphasises building relationships alongside proclaiming the gospel. “As people today tend to believe only after they have begun to belong, then helping them belong is the best route to helping them believe.”154 Brierley reports on its effectiveness. “24% of church people and 46% of non-church people made a faith commitment. 90% of non-church people making a commitment were in church six months later.”155 Mittelberg succinctly summarises this: “Friends listen to friends.”156 Bad relationships contribute heavily to decline. Jackson observes, “Large congregations have been in decline in recent years mainly because of relationship problems.”157 Rick Warren states, “There is no method, programme or technology that can make up for a lack of love.”158 144

op. cit. Jackson “Hope for the Church” p54 Graham. Jim The Giant Awakes (Basingstoke, Marshalls, 1982) p22 146 op. cit. Coffey/Gibbs p192 147 Church of England Mission and Public Affairs Council Report The Mission-shaped Church (London, Church House Publishing, 2004) p12 148 op. cit. “Mission-shaped Church” p82 149 op. cit. Wagner p97 150 op. cit. Coffey/Gibbs p223 151 op. cit. Wagner p116/117 152 op. cit. Gibbs “Ten Growing Churches” p118 153 op. cit. Mittelberg p68 154 op. cit. Jackson “Hope for the Church” p47 155 op. cit. Brierley “Leadership, Vision and Growing Churches” p18 Survey of 1125 churches in 2002. 156 op. cit. Mittelberg p70 157 op. cit. Jackson “Hope for the Church” p89 145

20 Family Richards rightly stresses, “Scripture clearly teaches that in every situation where the Word of God is taught, a family kind of relationship is to be developed. This principle is seen throughout the New Testament.”159 Graham adds, “Fellowship is an inescapable and intrinsic part of salvation.”160 Gibbs pointedly quotes Tom Houston: “It takes a community to communicate.”161 It is inescapable that if a church wants to grow it must provide ways for its membership to interact and develop intimacy such that it becomes family. This will only happen if a church priority is to create the right atmosphere, the right structures and the right opportunities for members to meet each other and build relationships. In two chapters of 1John the apostle repeats five times, “Love one another.”

Welcome Jackson says, “Most churches think they are a welcoming church, but many churches only successfully welcome ‘people like us.’”162 Rick Warren warns, “Long before the pastor preaches, the visitors are already deciding if they will come back.”163 Steve Chalke recommends: “Christian charity Fanfare for a New Generation’s…. 10 practical goals… we will: 1 make you welcome 2 be family friendly 3 make sure you can hear clearly 4 be practical and relevant 7 help you make sense of the Bible and Jesus 9 help you discover for yourself God’s love acceptance and forgiveness.”164 Bible scholars may question the order above but, in the context of a Biblical church, the first four proclaim the gospel just as much as 7 and 9.

Youth and children Jackson makes this rather telling point. “Evangelistic organisations working with children and young people are still able to elicit mass initial response when they present the love of God in Christ. Their problems begin when they bring youngsters into contact with local churches.”165 This is in a context of church decline where, “Without doubt the most important and most universal of these leaks is the younger people.”166 Jackson shows that employing professional youth and children’s workers halts decline.167 A church that wants to grow must remember Jesus’ words, “Let the little children come to me and do not hinder them” (Matthew19:14) and at least adopt professional attitudes to these areas investing some of its best people resources in relating to the younger generation. Jackson also observes, “Churches that offer specialist youth worship alongside their adult services are twice as likely to grow.”168

158

op. cit. Warren. Rick p218 op. cit. Neighbour p122 160 op. cit. Graham p84 161 op. cit. Gibbs “I believe in Church Growth” p20-4 162 op. cit. Jackson “Hope for the Church” p86 163 op. cit. Warren. Rick p211 164 op. cit Chalke. Steve ppxvi, xvii 165 op. cit. Jackson “Hope for the Church” p103 166 op. cit. Jackson “Hope for the Church” p105 167 op. cit. Jackson “Hope for the Church” p102 168 op. cit. Jackson “Hope for the Church” p88 159

21 Every member ministry In 1Corinthians12 Paul makes clear that every Christian is a vital part of the Body of Christ with a unique part to play empowered by the equipping gifts of the Holy Spirit. It is unsurprising therefore that the greatest natural strength of a church in relationship building and thereby building God’s Kingdom is its members. In this, church growth specialists are apparently unanimous. For example: Jones writes, “Priestly servant followers are the ultimate foundation of the dynamic church.”169 Andersen quotes Washburn: “All that stands in the way of victory is the enlistment of an abundance of workers. There are no limitations to the power of God, but… he has elected to bring about his will and way in the world through human instrumentality.”170 Robert Warren: “The emerging missionary church needs not only a missionary priesthood, but a missionary people… members who see themselves as called to participate in God’s mission in the whole of their living.”171 Rick Warren: “Every believer is a minister with a unique ministry according to his/her SHAPE – Spiritual giftsHeart-Abilities-Personality-Experiences.”172 Mittelberg: “We need 100% participation.”173 A growing church must seek to mobilise all its members.

Culturally relevant The recent Mission and Public Affairs Council report describes changing contexts for the Church of England listing: housing, employment, mobility, divorce/family life, free time/television and fragmentation of society.174 Coffey/Gibbs: “The transition from modernity to post-modernity represents a seismic shift that can result in churches becoming paralysed in the midst of the shock waves. The changes are deep-rooted, comprehensive, complex, unpredictable and global.”175 Mittelberg argues, “People need cultural relevance… Missionaries to a foreign land… must first do language and culture studies… Our friends and neighbours live in a culture that is growing more secular and less Christian.”176 The Church of England has failed in this area says Jackson. “Decline in the church is the result not of ineluctable historical processes but of the failure of the church to adapt to changing and more challenging times.”177 In short, many churches apparently pretend its not happening and continue to speak, act, dress, sing in ways that are alien to outsiders and about matters that do not interest them. Gibbs argues, “Scripture is ‘receptor-orientated.’… In both Old and New Testaments people are addressed through concepts which are already familiar to them.”178 Should we not do the same? Those who fear compromising the message need to recognise three things. Cultural relevance does not change what you say but how you say it. The gospel message itself will always be “inherently countercultural”179 but needs to be communicated in a way that our culture can clearly understand. Secondly, the message in an alien language is already ‘compromised’ as it is unintelligible. Thirdly, the Bible addresses head-on the issues that 21st century westernised culture is struggling with so the church can speak authoritatively, with wisdom, offering hope to this generation about its major concerns. There is a communication gap between church and culture and also massive attitudes, values, moral standards, behavioural and faith gaps. Good relationships go some way to plugging these but can only 169

op. cit. Wagner p139 op. cit. Towns p335 171 Warren. Robert Being Human, Being Church (London, Marshall Pickering, 1995) p180 172 op. cit. Warren. Rick pp368-370 173 op. cit. Mittelberg p169 174 op. cit. “Mission-shaped Church” pp2-4 175 op. cit. Coffey/Gibbs p24 176 op. cit. Mittelberg p48 177 op. cit. Jackson “Hope for the Church” p29 178 op. cit. Gibbs “I believe in Church Growth.” p101 179 op.cit. “Mission-shaped Church” pxii 170

22 be formed if the church relates with cultural relevance. The survey showed that churches that grow work extremely hard on relating the message in interesting ways that people can understand. They became more contemporary, addressed relevant issues and even updated their technology. Rick Warren’s comment should also be noted. “When God’s Word is taught in an uninteresting (or irrelevant) way people don’t just think the pastor is boring, they think God is boring (and irrelevant)!”180

PART FIVE: = Church Growth As already stated, many church growth practitioners and researchers agree with these conclusions. E.g. a) Robert Warren’s ‘Seven marks of a healthy church’ emphasise leadership/vision, spiritual worship, change/risk-taking, relationships, community, children/young people and lay ministry.181 b) Towns quotes Richard’s six principles of renewal: unified body, love life-style, servant leadership, ministering laity, growth emphasis (i.e. discipleship), response to the preaching of the Word of God.182 c) Schwarz’s eight quality characteristics required in growing churches are: empowering leadership, gift-orientated ministry, passionate spirituality, functional structures, inspiring worship, holistic small groups, need-orientated evangelism and loving relationships.183 d) Coffey/Gibbs’ list of features of growing churches184 include strong, quality leadership; lay involvement; community links; needs-centred evangelism; change; accessible worship; excellent youth/children’s work; small groups. All strongly suggest that if a church gets these areas right it is likely to experience growth. Jackson comes to the same “stupendously optimistic conclusion.”185 Qualifying his optimism he states, “It is (not) the natural condition for every church to be growing, simply that growth is the normative condition for the national church if it keeps the faith and keeps up with the culture.”186 Schwarz’s whole philosophy of “Natural Church Growth” is built around the fact that it is natural for a church to grow.187 Strong Scriptural support for this concept is contained in Jesus’ parables of the Kingdom of God.188

180

op. cit. Warren. Rick p231 Warren. Robert and Hodgson. Janet Growing Healthy Churches (Oxford, Springboard Resource Paper 2, 2001) pp6,7 cited in op. cit. Jackson “Hope for the Church” p182 182 op. cit. Towns p137 183 Schwarz. Christian A Natural Church Development Handbook (Bedfordshire, British Church Growth Association, 1998 - 3rd edition) pp22-37 184 op. cit. Coffey/Gibbs p57 See Appendix D: Common Features of Growing Churches – Coffey 1999 185 op.cit. Jackson p32 186 op. cit. Jackson “Hope for the Church” p31 187 op. cit. Schwarz pp12,13 188 Mark 4:26-32; Luke 13:20,21 181

23 WHY THE FORMULA FOR CHURCH GROWTH WORKS Biblical + Biblical Leadership Vision

into

Biblical Worship

and

Biblical Relationships

Church Growth

Some would say that this is too complex and that actually: Proclamation of the Gospel = Church Growth With this equation we must agree and the Biblical evidence is clear in Acts as the gospel was proclaimed and the church grew. Notice however that if both equations are true we have a new equation: Biblical + Biblical Leadership Vision

into

Biblical Worship

and

Biblical Relationships

Proclamation of the Gospel

This new equation reveals THE KEY explaining why the formula for church growth works. Proclamation of the gospel is not simply an explanation of God’s salvation plan for man, it is not simply good preaching, it is not even good preaching in the context of inspiring worship. Proclamation of the gospel is God’s Word faithfully preached and visibly lived out in the lives of the ones doing the proclaiming. People cannot separate the two. If John and Jane visit a church and hear about the love of God and Jesus’ sacrifice for them, but no-one talks to them and people appear generally unfriendly towards each other, then they will go home and a clear message will have been communicated that they will probably remember for a long time – and it will not be about the love of God or the gospel of Jesus. A church can only fully proclaim the gospel when the gospel is visible in the leadership, vision, worship and relationships of the church. In order to grow, a church must seek to communicate the life giving gospel of Jesus Christ and the real love of God in its welcome, by what it says, by how it worships, by the lifestyle of its members, by how it interacts with all the various groups it is in touch with, by how it treats visitors, children, young people, the elderly, in short, in all its relationships and in everything that it does. A common factor of the churches surveyed was that they were endeavouring to proclaim the gospel in all areas of their life and ministry. This was evidenced by the fact that relational factors were so important to leaders and members. Clearly: Biblical preaching + Biblical behaviour and worship = Bible communicated The report, Anglicans in Mission, accurately states, “The world will never hear a gospel that is apparently contradicted by the character of the community that proclaims it. A profoundly transformed church alone can be God’s agent for transformation.”189 John Taylor is quoted, “Only by being Christ himself can the Christian community remain the source of that living water which is also the wine of life….”190 The report continues, “The early church knew that chrestos (kindness) was only a vowel away from Christos.”191 Robert Warren quotes “John Finney…(who) established that most people come to faith through friendship with a church member.”192 That is, they understand the message of the Bible when they see it lived out in the life of their friend. Chalke quotes Nigel McCulloch, “The best instrument for spreading the news of God’s love is a congregation which shows it.”193 189

op. cit Clark p16 op. cit. Clark p17 191 op. cit. Clark p17 192 op. cit. Warren “Being human, being church” p184 193 op. cit. Chalke p16 190

24 Coffey/Gibbs tell of Joseph Healey’s ‘fifth gospels’ by which he meant the faith stories of Christians.194 They underline this by quoting Eugene Peterson’s paraphrase of 1Thessalonians1:6 “The news of your faith in God is out. We don’t even have to say anything anymore – you’re the message!”195 Christians need to understand that about 95% of what non-Christians learn about God they learn from who we are and how we treat them because, “You’re the message!” The other (nonetheless very important) 5% they learn from what we articulate from our pulpits, the 95% putting the 5% into context. There are clearly many Scriptures which show how important are the lifestyles, relationships and behaviour of God’s people. We will briefly consider three subjects from the New Testament. 1) Jesus’ actions: Of Jesus, of course we say “You’re the message!” He is the message of God’s love and forgiveness and our need to repent and turn back to God in faith. Jesus is the gospel. Can we imagine Jesus acting in ways that would give us reason to doubt that his message was genuine and true? If somehow he did we would know he was not God’s Son. But Jesus’ actions confirmed and complemented his message. He spoke of love and he washed the disciples’ feet, he spoke of mercy and forgave his persecutors, he spoke of giving and he sacrificed his life to save us. Jesus demonstrated that he is “the Way, the Truth, and the Life” (John14:6). In precisely the same way, the words and actions of Jesus’ followers will help people to believe his message or to doubt him. 2) Jesus’ teaching: The vast majority of Jesus’ teaching is about behaviour, morals, values and relationships. Teaching effectively what Jesus taught without endeavouring to live it is impossible. 3) 1Corinthians13 Love: New Testament scholar Thistelton points out, “Although the English translation renders the Greek as though it used adjectives to describe the nature of love timelessly, the nature of love is actually expressed by Paul in a series of verbs.”196 There is no greater value for the Christian than love and Paul is explicit, love is not an esoteric feeling but love can only mean love in selfless Christ-like action.

194

op. cit. Coffey/Gibbs p208 op. cit. Coffey/Gibbs p223 196 Thiselton Anthony C The First Epistle to the Corinthians – The New International Greek Testament Commentary (Carlisle, Paternoster Press, 2000) p1046 Thistelton’s translation of 1 Corinthians 13:4-7 “Love waits patiently; love shows kindness. Love does not burn with envy; does not brag – is not inflated with its own importance. It does not behave with ill-mannered impropriety; is not preoccupied with the interests of the self; does not become exasperated into pique; does not keep a reckoning up of evil. Love does not take pleasure at wrongdoing, but joyfully celebrates truth. It never tires of support, never loses faith, never exhausts hope, never gives up.” 195

25 WHY CHURCHES DO NOT GROW – THE ‘X FACTORS’ We return to the question: If the formula works what prevents it from being used or stops it from working? What are the ‘X factors’? The whole answer is probably different for each church situation. By way of illustration and comparison we will briefly consider seven churches197 which are not growing. A/ A comfortable, prosperous, suburban church that five years later looks exactly the same. The problem here is summed up by Tony Campolo: “We have made Christianity into a lifestyle of middleclass propriety instead of a call to have one’s heart broken by the things that break the heart of Jesus.”198 B/ The Vicar arrived with a vision 10 years ago but a small group led by a Church Warden refused to relinquish control. The vision is now long forgotten. Misplaced power is often the root of church decline. C/ On the face of it a thriving middle-class church, but it is dominated by cliques of friends and several small factions/dynasties that go back a long time. The church suffered a damaging split in recent years and the Vicar is fully absorbed in keeping all factions happy because they can ill afford another split. D/ Inspiring worship, strong Biblical preaching, strength in lay involvement, but the Vicar is a strong evangelist not a caring pastor, a strong, domineering leader weak on delegation. There is considerable frustration and many upset, hurt members in the congregation. Many newcomers join, but as many leave. E/ An elderly intransigent group dominate the small congregation. Change will come only as they die. Services are traditional BCP and the only instrument allowed is an organ. Totally family unfriendly. F/ Rick Warren says, “Vision is the ability to see the opportunities within your current circumstances.”199 The Vicar here, despite promptings from keen members, desires only to efficiently and routinely run the services by the book as he has always done. No creativity or innovation. For him, vision is what you go to the opticians to check! G/ The Vicar is responsible for six small rural churches. All his time is spent dashing from one to another keeping the plates spinning. Seven different situations, at least seven ‘X factors’. Churches that want to grow must analyse their situation and discover the ‘X factors’ preventing growth in their situation. The “We’re not there yet” factor Non-growth could simply be because becoming a growing church is a process. There will be churches that are on their way to growth but are not there yet. Note that honest self-appraisal will be required to prevent this becoming an excuse for non-growth.

197

These are real churches but will remain unidentified. op. cit. Chalke p88 199 op. cit Warren. Rick p28 198

26 FUTURE CHURCH Drane claims that if the church “is to address the needs of post-modern people it will require a more fundamental overhaul of our own current styles of church than most of us realise, or are ready for.”200 Similarly Moynagh advocates, “new expressions of church for a new era.”201 Mission-shaped Church lists “a variety of fresh expressions… café… cell… youth church… multiple/midweek congregations… network-focused churches… “202. But is this the only hope for the church as Drane and Moynagh suggest? According to the churches surveyed that is not the case. New expressions of church are to be welcomed but only as they are part of the church, living the gospel and reaching out in culturally relevant ways. Church as we know it has a future if we will learn and apply: Biblical + Biblical Leadership Vision

into Biblical and Biblical Worship Relationships

= Proclamation of the Gospel = Church Growth

Robert Warren elaborates, “‘The gospel’ as a series of truth statements was rarely on the lips of Jesus. Rather he approached everyone through the uniqueness of their particular situation.”203 Similarly, Paul’s teaching is dominated by the call to holy living in the community of faith and not by an emphasis on evangelism. Warren concludes, “The reason is simply that Paul saw that the primary way in which the gospel is preached is through the way that God’s people share a common life shaped by the truth revealed in Christ…. The church exists… as the supreme means by which God has established that the gospel should be demonstrated in human life and human community… the Body of Christ.” The way ahead is for church leaders to know and believe that God has that purpose for their church, to seek God’s vision and take on the full responsibility of leadership. Members must take on the responsibilities of being led and involved. There must be authentic spirituality and genuine worship with love in action in every detail of church life and relationships. And all must be governed by Scripture, the dynamic Word of God. As Eddie Gibbs advocates, “To be truly the church it must submit to the Lordship of Christ and live its daily life in dependence on the presence and resources of the Holy Spirit and it must be incarnated in the world… When such growing churches manifest the marks of the Kingdom of righteousness, peace and joy (Romans14:7) both in their lives and in engagement with the world then we will be able to pray less wistfully and more hopefully ‘thy kingdom come, thy will be done, on earth as it is in heaven.’”204

Melvyn Pereira May 2004

200

Drane. John The McDonaldisation of the Church (London, Darton, Longman and Todd, 2000) p7 op. cit. Moynagh p15 202 op. cit. “Mission-shaped Church” pp43,44 203 op. cit. Warren. Robert “Being Human, Being Church” p13 Quoting Peter Ward. 204 op. cit. Gibbs “I believe in Church Growth” p83 201

Bibliography Andersen. Leith A Church for the Twenty-First Century (Minneapolis, Bethany House, 1992) Brierley. Peter Leadership, Vision and Growing Churches (London, Christian Research, 2003) Brierley. Peter Steps to the Future (London, Christian Research and Scripture Union, 2000) Brierley. Peter The Tide is Running Out (London, Christian Research, 2000) Brierley. Peter Twelve Things to Wake Up to (London, Christian Research, 1999) Chalke. Steve with Radford. Sue New Era, New Church (London, Harper Collins, 1999) Church of England Mission and Public Affairs Council Report The Mission-shaped Church (London, Church House Publishing, 2004) Clark. John and Johnson. Eleanor (editors) Anglicans in Mission – A Transforming Journey Report of the Mission Commission of the Anglican Communion (London, SPCK, 2000) Coffey. Ian and Gibbs. Eddie Church Next (Leicester, IVP, 2001) Drane. John The McDonaldisation of the Church (London, Darton, Longman and Todd, 2000) Easum. William M The Church Growth Handbook (Nashville, Abingdon Press,1990) Gamble. Robin Small But Growing (Abingdon, Springboard, 2003) Gibbs. Eddie I Believe in Church Growth (London, Hodder and Stoughton, 1981) Gibbs. Eddie (editor) Ten Growing Churches (Bromley, MARC Europe, 1984) Graham. Jim The Giant Awakes (Basingstoke, Marshalls, 1982) Jackson. Bob A Capital Idea – Church Growth in the Diocese of London (Abingdon, Springboard, 2003) Jackson. Bob Hope for the Church (London, Church House Publishing, 2002) Malphurs. Aubrey Advanced Strategic Planning (Grand Rapids, Baker Books, 1999) McGavran. Donald Understanding Church Growth (Grand Rapids, Eerdmans Publishing Company, 1990 – 3rd edition) Mittelberg. Mark Building a Contagious Church (Grand Rapids, Zondervan, 2000) Moynagh. Michael Changing World, Changing Church (London, Monarch Books, 2001) Neighbour. Ralph W, Jr (compiler) Future Church (Nashville, Broadman Press, 1980) Pytches. David and Skinner. Brian New Wineskins (Guildford, Eagle, 1991) Schwarz. Christian A Natural Church Development Handbook (Bedfordshire, British Church Growth Association, 1998 - 3rd edition) Secretary General of the Anglican Consultative Council 1988 The Truth Shall Make You Free – The Lambeth Conference 1988 (London, Church House Publishing, 1988) Thiselton Anthony C The First Epistle to the Corinthians – The New International Greek Testament Commentary (Carlisle, Paternoster Press, 2000) Towns. Elmer L The Complete Book of Church Growth (Wheaton, Tyndale House, 1981) Wagner. C Peter (editor) Church Growth – State of the Art (Wheaton, Tyndale House, 1986) Warren. Rick The Purpose Driven Church (Grand Rapids, Zondervan, 1995) Warren. Robert Being Human, Being Church (London, Marshall Pickering, 1995) Warren. Robert In the Crucible (Crowborough, Highland Books, 1989) Thiselton Anthony C The First Epistle to the Corinthians – The New International Greek Testament Commentary (Carlisle, Paternoster Press, 2000)

Internet sites www.bcga.org.uk – Healthy Church UK www.christian-research.org.uk – Christian Research www.woodlandsproject.com/index.html - Woodlands Project - Missions research and resources

28 Appendix A: Church growth survey 1)

St Bartholomews, Blackburn

Rev Ken Howles

2003 attendance: 300 adults, 150 children. Over 90 in mid-week Bible Study groups. 1996 attendance: 40 adults (elderly), 8 children. Leadership Ken arrived with a vision for the church and a strong determination to do all he could to make it happen. The church members were all too ready to make whatever changes Ken wanted to make. This facilitated the many developments that happened in a short space of time. Ken was a strong and fairly directive leader running a tight ship. As the staff has grown Ken has put effort into team-building with staff meetings, reviews and evaluation, away-days, etc,. The crucial importance of the team has meant always trying to recruit staff who will fit in. The growth of the church has been costly at a personal level. Ken sees that for the church to grow the leader must make a massive personal commitment to growth. Staffing Ken spent hours raising funds to employ staff. Employed Marie Green as parish assistant. Marie did a great deal of work with the church school next door running various clubs, activities and got children and parents into church for various events. Matt Cook was employed as Youth worker in 1999 and the youth work flourished. Also employed were: 1998 – NSM Curate; 2001 – Part-time Musical Director, Part-time Administrator, Full-time Curate. Significant events When Ken arrived he was told by the Bishop that he was the churches last chance. With a decreasing small elderly attendance it was dying. Employing Marie and then Matt followed by other staff. Strategy At the first PCC Ken set before them two choices: 1) Stay as we are and close. 2) Change and look to grow. As a result, from the outset there was a willingness to change. Two statements were banned: “We’ve always done it that way.” – “We’ve tried it before and it doesn’t work.” Ken’s policy: Caring at every level, from ensuring the church was warm and people were personally welcomed, to reaching out to the community, to investing time and effort in the church school. “People don’t care how much you know until they know how much you care.” Excellence – “Whatever we did we did the best we possibly could. This meant many rehearsals, lots of meetings and aiming for excellence.” “Constantly looking for ways of making the never changing gospel relevant in our ever changing world.” Therefore, looked to do things differently and effectively: Excellent audio-visual presentations including drama. Majored on festivals like Christmas Carol Service, now attended by 650. Occasional Willow Creek Seeker style services. Getting known in the community – including advertising on the back of local buses, features on local and national radio Quality state of the art technology e.g. powerpoint, theatre lighting, smoke machine, sound system

29 Changes in worship Changes were based on the answer to the question: “Who are we trying to reach at each service?” Monthly 9.00am Holy Communion became weekly 9.00am BCP Holy Communion to facilitate changes in the 10.30am service. Those uncomfortable with the changes could move to the 9.00am service. 10.30am Service became much more contemporary, unchurched friendly and family friendly. 6.00pm Evening Service attended by 4 was closed. Later a new informal Evening Service started ‘Sunday@ 7’. Robes were no longer worn and contemporary music was introduced. Worship band formed. Organ broke down and was never repaired. Emphasis on Biblical preaching and application thereof. “So what” sermons are not allowed. Now St Bartholomews had something to offer. The church is now known for -

good worship good Bible teaching always warm good welcome trying to be different without being wacky/gimmicky

Children and Youth Marie and Sue, Ken’s wife, put resources into Sunday School and saw tremendous growth. They became the best evangelists in the church as more and more families were attracted. Youth work thrived under Matt, full time youth worker. Evangelism Major policy is encouraging members to share their faith with non-Christian friends. Used Willow Creek’s ‘Contagious Christian Course.’ Many evangelistic events including mid-week children’s activities, men’s events, women’s events, carol singing, visitation, open-air plus “3rd Steps” home grown evangelistic course.

Main factors influencing growth 1/ Ken came with a vision, purpose and strategy. 2/ Ken was able to implement his strategy and ideas with little opposition as there was a greater acceptance of change due to the dire situation of the church. 3/ All the changes made to the services and worship styles made the church far more accessible. 4/ Marie’s work attracted children and their parents to the church. 5/ A policy of excellence meant that people came back and then joined and became Christians. 6/ Strong biblical preaching with emphasis on applying the Word has led to spiritual growth as well as numerical growth. 7/ The ability to recruit staff meant the increasing workload was resourced. 8/ Time, effort and energy put into demonstrating care at every level has been fruitful.

30 9/ All was possible because of a very supportive Bishop Alan Chesters who allowed Ken to do what he wanted. Ken observes: “You can’t fight the hierarchy and grow.” Church growth survey 2)

St Michael and All Angels, Cosby 1990 attendance am 30 pm 50 2000 attendance am 100+ pm 30

Rev Steve Heygate

Leadership I came with no pre-conceived ideas apart from wanting to open up the leadership of the church to the church (I was the 4th vicar within 10 years). I listened and learnt a lot during the first year or so and then had an envisioning day that led to a 5 year action plan ‘From Vision to Action’. This started as a parish away day and led to the establishment of sub committees of the PCC who were responsible for developing the various areas of the church. I felt the vision document was a church led enterprise and my task was to facilitate their thinking, to encourage them in their vision and prayer. Inevitably there was some initial scepticism but the church lay leadership ‘owned’ the vision and ensured it happened. The five year plan was completed in 4!

Significant events Cosby has changed from a rural village to a commuter village. Many ‘outsiders’ coming in have impacted the community. Annual Emmaus course. Annual Summer Fete.

Staffing Vicar, retired vicar, 5 readers including 3 licensed from 1992-2000.

Strategy A reliance on the Holy Spirit – the church changed from being finance driven to that of serving God within the context of the community of Cosby. Change in mind set from worrying about buildings to kingdom building. Vision for the kingdom of God to be built. Empowerment of laity – ‘my role… like a football coach, I was on the side lines cheering on the team and bringing out the sponge when there were casualties (as inevitably there were) but the membership of the church were the goal scorers, they were the ones who brought people to Christ not me, it was my task to empower them.’ Strategic 5-year action Plan Shared and widely owned vision. Involvement in the community – school, coffee mornings, Summer Fete, socialising locally. Care and relationship building as priorities. Pastoral link scheme where every person had a contact point in addition to the vicar so that the church took a responsibility for the caring of its membership. Development of housegroups resourced by the Emmaus course.

31 Fellowship and fun – the church enjoyed being church. Changes in worship style Introduced variety encompassing the full scope of alternatives from BCP to ASB to family services, praise services and informal services. Also introduced more contemporary music with music and singing groups. There was a greater involvement of people within worship, using house groups (3 Readers came up through this process) it was an attempt at all member ministry. The youth and Sunday school were given greater prominence but the four week pattern was still one All age worship and three communions although music and singing groups would be used for most of the morning services with the traditional choir concentrating on BCP evening prayer. (Attendance at this service has declined.)

Children and Youth Strong relationship was formed with the local primary school. Several church members became governors, the vicar acting as Chair and Vice-Chair over 5 years. Established regular school assemblies, after-school club and holiday schemes. Sunday School thrived with a committed core of leaders plus liaison and services with the school and uniformed organisations. Established a series of age related youth fellowships – involved in music and drama groups.

Evangelism Mostly achieved by motivating church members to befriend others in the community. The laity responded well to the vicar’s encouragements that they could do it. School links and occasional offices.

Main factors influencing growth 1/ Development of the leadership of the church 2/ Strategic action plan strategically implemented by developing vision together which was widely shared and owned. 3/ Reliance on the Holy Spirit – Kingdom building became the priority. 4/ Empowerment of the laity – church members accepted responsibility for the church, its outlook and growth. 5/ The occasional offices and after-care used to show the love of God in action. 6/ Relationship building. Growth of housegroups and pastoral care link scheme. Emphasis on fellowship and fun. 7/ Emphasis on children – resourced by the work with the school. 8/ In worship, providing for the full range of needs / preferences of the congregation with an emphasis on spiritual growth.

32 9/ Introduction of more contemporary music with music and singing groups. Church growth survey 3)

Reformed Church, Paris 1992 attendance: 40 2002 attendance: 400 St Aldates, Oxford Sept 2002 – Dec 2003 growth of 60

Rev Charlie Cleverly

Leadership The single most important factor in church growth is to have a leader who is a ‘break-through’ person with a vision from God. Acts 13:1-4 - Clear call, clear commission, clear course of action, clear collision with opposition, clear conversions. How to lead: Experience God personally. Otherwise you cannot lead others to do the same. Know how to hear God speak. Know what it is to say “The Spirit told me…” Gather a leadership team of Christians who have given their life and church to God. Help them to be convinced of the need to grow and make a commitment to change. Lead the people in a philosophical decision for growth and impacting the community which will involve change. A leader willing to lead and a team willing to be led. Take the lead, don’t ask for permission, make the decision and show them it was the right decision. Look after the team. Train, pastor, care for, disciple team members. Expect trouble, niggles, problems as consequences of being willing to lead. A clear vision for the church that needs to be clear to all. Publish it like a flag. As leader, Get On With It! Staffing First job as a Vicar is to find yourself a full-time secretary so you can pray and preach the Word. Recruit and develop leaders as defined above. Strategy Dynamic worship and praise resulting in intimacy with God. Dynamic fellowship, passionate community, masks down, people loving each other. Dynamic mission. These three things in place lead to renewal as God does what he wants to do. Structures based on New Testament principles of recruiting, discipling, training and teaching how to use spiritual gifts in ministry. Encourage a prayer life based on the passionate prayers of Acts. “We have little idea of the power of prayer.” – Charlie Cleverly. “To graduate in the school of prayer is to master the whole course of the religious life.” – Anon. John Wimber’s four categories – Radicals, progressives, conservatives and traditionalists. Radicals don’t really care for the Body of Christ and want only ‘my way’ / massive change now. Traditionalists won’t budge. Within these two extremes are the progressives and conservatives who we can work with. Handle change carefully and wisely. Identify and lead the people who are stakeholders in the church. In Oxford - Gathered PCC together to teach on “The redemptive purpose of the church.” All leaders in the church day away together to envision. Together set measurable goals to be evaluated and reviewed regularly.

33 Emphasis on relationship building especially through network of small groups and ethos of socialising. Significant events In Paris, a YWAM team of committed and enthusiastic Christians sold out for the gospel were a great resource. St Aldates £3m. re-ordering project including new entrance providing vital new access from the main thoroughfare and flexible space inside with movable seating and modern audio-visual facilities. This facilitates a number of styles and types of events aimed at different ages and groups. Changes in worship style Preaching plan – very important in leading a church in renewal. Preach through Scripture. Also address current issues. Commitment to help people to respond to God’s Word. The pedagogy is not in the liturgy. People encouraged to respond and a prayer team to talk / pray, prayer ministry. Eventful worship – every service an event in itself. Where the presence of God is clearly there to bless his church in visible ways. People healed, converted, turned inside out, meeting God. Create the context where people are not dying/sleeping in the services. Children and Youth “Children represent our future hope.” Resourced by a large team led by two full-time staff. Evangelism Process evangelism - Alpha

Main factors influencing growth 1/ The leader - break-through person with vision from God who has experienced God personally and knows what it is to hear God speak. 2/ Change handled carefully and managed well. 3/ Eventful worship in contemporary style encouraging intimacy with God and including opportunity to respond to God’s Word and prayer ministry. 4/ Planned preaching of the Word of God with relevant application. 5/ Biblical structures. 6/ Passionate prayer. 7/ Build real community, a network of extended families where people love and serve one another. 8/ Equip the saints in the power of the Holy Spirit for the work of ministry in the pursuit of maturity. “To be a ‘culturally relevant church with a Christ-centred supernaturalism’ (Bishop Graham Cray).”

34 Church growth survey 4)

St Pauls, Ealing 1993 attendance: 150 2004 attendance: 700

Rev Mark Melluish since 1993

Leadership Godly leadership under Our Lord. Strong but not heavy handed leadership. At the beginning Mark took all the major decisions, even now takes quite a few. Tends to go to the PCC with vision so that ultimately the PCC owns the decisions. Major leadership is through the staff team led by Mark. The church is not a democracy. Mark arrived with a vision from God. He then took responsibility for making it happen...the leader led.

Staffing Priority is investing in individuals to develop gifts, especially leadership. Let them do ministry, even though it involves risk. Staff includes: Vicar, PA to the Vicar, Curate, 3 Assistant Pastors, Youth Worker, Assistant Youth Worker (part-time), Prison Worker, Adminstrator. Every member of staff has a monthly day of prayer and fasting for which he/she is accountable. Staff day away once a term for planning, prayer, reflection. All the staff work in one open plan office.

Significant events At quite an early stage the church moved from the idea of ‘maintain the church’ to saying ‘we can be a church that serves the community’. People want to belong to something like that. They then caught the vision. Got into healing ministry and expectation of God working through 1 person who died of cancer after the church prayed and fasted. They then did the same for a desperately ill baby who was healed after 16 weeks prayer and fasting. Every season in the church has been an opportunity.

Strategy Mark’s principles: Make the church accessible to all, particularly the outsider. Strong Bible preaching – the reputation of the church, not the preacher, draws people. Worship that enables intimacy with God. Relationship building is key. Numerous friendship / activity groups including football, netball, jazz dance, etc. “Out2lunch” social every Sunday. Significant small group structures – key to spiritual and numerical growth. Make people welcome – big emphasis with an active and trained Welcome Team. New people are visited at home within 7 days. ‘The church is always giving things away’. An atmosphere of welcome and warmth with a buzz of activity created. Not church maintenance but Kingdom building. Community involvement and outreach. Care about those who suffer. “The story of the Good Samaritan happens daily with Christians walking past, walking past, walking past. Various courses offered, e.g. Parenting, Marriage. Emphasis on strategy and planning – saves a fortune and much time.

35 Fasting and prayer. Worship Strong emphasis on Bible exposition which is applied to lives in relevant ways. “Sermonettes make Christianettes.” “Relevant preaching draws people.” Preaching through Bible books. Don’t use a lot of preachers. The congregation want to hear the leader preach. Continuity and change. 8.00am BCP Holy Communion for older in the community. 10.30am Morning Worship changed considerably to make worship intimate, accessible, thinking outsider all the time, contemporary without losing the richness of the old hymns. Stopped using liturgy except own user friendly liturgy. Robed choir stopped. Following growth the morning service became 9.15am repeated at 11.00am. 6.30pm service developed as a more free celebration style event with longer time of worship, preaching and ministry time.

Children and Youth Very important areas. Much manpower invested including 2 full-time and 1 part-time workers.

Evangelism Culture of outreach and evangelism established which pervades everything. Several Alpha Courses including in Wormwood Scrubs, in 2 Young Offenders prisons, in Glaxo Smith Kline offices, in a secondary school. Other outreach to men and women.

Main factors influencing growth 1/ Mark arrived with a clear vision and determination to see it through as a strong leader. 2/ Changes, particularly in styles of worship, making the church much more accessible. Emphasis on participation in meaningful worship and praise developing intimacy with God. 3/ Continuity so that older members were not alienated. 4/ Emphasis on strong, relevant Bible preaching. 5/ Expectation of God to work in people’s lives, facilitated by encouraging individuals to respond to God’s Word, prayer ministry, lives changed, healing, growth of intimacy with God. 6/ Priority of relationships. 7/ Priority of youth and children’s work. 8/ Emphasis on reaching out into the community in many ways. Kingdom building - not maintenance.

36 Church growth survey 5)

St Barnabas, Woodside Park, London 1982 attendance: 60 2003 attendance: 550 adults 150 youth/children

Rev John Coles

Leadership Strong leadership that takes the responsibility of leading. Commitment to the long haul. In 1986 John told the AGM “I’m staying for another 5 years.” Old guard unhappy, new people very pleased – “The church needs to know you are thoroughly committed to it, otherwise why should anyone else be?” 1988 AGM asked “Why can’t John choose his own PCC?” A recognition that the leader needs to lead and an expression of trust in the leader. John then formed a Strategic Leadership Team. Management of change was critical. At first John was fairly directive outlining vision and direction. As more people joined who shared the vision leadership was enabled to become more collaborative. At this stage important decisions arrived at through prayer and consultation. Staff very involved in major decision making. Can produce tensions in the PCC. However the staff executive are responsible and accountable to the PCC. Key is shared vision and good relationships which enable the leader to lead accountably. Staffing Key helper was John’s wife Anne involved in worship, children’s work and leading a housegroup from the start. Anne has been John’s most significant other leader. As the church grew the staff team also grew, so as the scope of the activities of the church increased these were resourced. Also significant has been encouraging every member to participate and empowering members to minister. Taking the risk of allowing members to do things, start groups, etc,. The level the staff has grown to now is: 3 fulltime ordained; 1 NSM; 7 fulltime, 4 parttime lay. Significant events Immediate concerns were to reach young families with the gospel and to reach the community. Therefore needed to develop a style of church life which was accessible to all ages and to the unchurched. Initially went from bad to worse as John found that the cerebral style he was used to was not well received as most locals were not university educated. John cried to the Lord and experienced a new encounter with the power of God’s Spirit. John began to preach the same gospel but with a new conviction and a new relevance to his congregation. Signs and wonders began to follow the preaching as opportunities were given for individuals to respond to God’s Word and to receive prayer for needs, healing, etc,. John started a home group in the vicarage. The group sought to offer wholeness in Christ to its members. In reality a new church was planted in John’s home. Under John’s leadership the vision and values of this group gradually took hold of the church as a whole. A key event was the visit of a Vineyard team and healing conference in 1984. This was complemented by John’s visit in 1986 to the Vineyard church in Anaheim, California where he gained a new vision of what church could be, particularly in the area of worship where John saw a worship band lead powerfully and effectively. Finding himself in his own preferred spiritual home John was convinced that he should create this in St Barnabas and like minded others would be attracted. Strategy Clear concept of leadership. John’s advice to leaders is: “Learn to be a leader. You are ordained to lead. Part of your role is preaching but being a good leader is the most important.” Therefore John started with the premise that he was going to take the church where God wanted him to. This obviously involved a commitment to make all the necessary changes. Preach the gospel and apply God’s Word in relevant ways. John inherited two honorary curates but found it necessary to stop one from preaching as he did not preach the evangelical gospel of Jesus.

37 Handle change courageously but carefully. A three way tension developed between the old guard, new Christians and nomadic Christians who joined from other churches. This required strong and careful management and a coping with a lot of unavoidable grief. Develop worship style that is contemporary, accessible and deeply spiritual in which people can participate and engage with God. “If they meet God here they will come back.” Encourage, grow and build on faith and expectation of God working in and through the lives of individuals. At every main service prayer ministry was offered and many received from God through this ministry. “Not a great 5-year planner, roughly know where I’m going through seeing and learning from other churches, notably Vineyard, Anaheim and St Andrews, Chorleywood.” Changes in worship style John arrived to a typical middle of the road liberal parish church of 60 elderly people, robed choir, choral communion, choral evensong and only 1 couple who were committed evangelical Christians. Gradually wholesale changes were made implementing informal services with contemporary music led by a guitar/worship band. The choirmaster resigned, there were many tensions, not least on the PCC. The long process of getting the PCC to be made up 100% of committed Christians changed that. “Music and worship is a language. Music in traditional styles is an alien language to the unchurched. We must speak the language of those who come.” Children and Youth John’s first appointment was a children’s worker. Great emphasis on good children’s work. Look after the children and the parents will be happy. Many families were attracted and kept coming through effective children’s work. Evangelism Early on John started a Christian Basics course and has used process evangelism continuously since including ‘Saints Alive’ and Alpha. Strategy is to meet people at their felt point of need. A lot of community work. E.g. Elderly weekly club, Japanese conversation class, mums and toddlers. These groups are the first contact point through which participants are invited to something else. “Mission should be holistic.” All the time trying to empower members to minister to non-Christians. Main factors influencing growth 1/ Strong leadership of a teachable and courageous leader close to God and with vision from God. 2/ The leader able to make changes and do as he feels led to by God. 3/ Wholesale changes to worship making it contemporary, relevant, accessible and deeply spiritual. 4/ Biblical preaching applied in relevant ways to the lives of individuals. 5/ The relationships factor. Small groups an absolutely critical part. “If I don’t enjoy being a member here why should anyone else become a member here.” 6/ Good welcome that integrates people into good groups that keep people. 7/ Time, effort and energy given to develop excellent children’s work. 8/ Holistic mission and ministry with faith and expectation of God making himself known in the lives of individuals achieved particularly as God works in services and through personal prayer ministry. 9/ Development of staff and involvement of members in numerous ministries. 10/ Influence of other church leaders and churches, notably John Wimber, Bishop David Pytches.

38 Church growth survey 6)

St Wilfreds, Kibworth

Rev Steven Lee

1995 attendance: 75 adults 10 children 2002 attendance: 105 adults 25 children

Leadership Change of vicar was very significant as Steven’s predecessor alienated a lot of people. The church was not seen as friendly. Most decisions made by Steven with some support from church wardens and PCC.

Strategy Steven established a simple vision statement for the church from Jesus’ summary of the commandments broken down into a number of areas. Evangelical preaching of the Word of God. In 1995 membership was mostly liberal some catholic and some evangelical. Steven’s preaching has led the membership to become more evangelical. He tends to do sermon series rather than follow the lectionary. Steven left externals as they were so alienation of existing membership did not occur whilst evangelical influence did. Therefore there are still bell-ringers, candles, robed choir, coloured vestments, the trappings of traditional and catholic forms. Emphasis on relationships with much effort put into welcome, families and friendliness of church in all services and events. Social side of church life developed. Organised welcome procedure established to integrate people including Welcome Suppers, Welcome Packs, new members officially welcomed to the church during services, literature that backs up the welcome, e.g. ‘77 ways you can help the church.’ “The strategy is to spot who is new and respond soon without overwhelming people.” Specifically targeted 11-40 age group previously almost missing from the church. Emphasis on children’s work.

Changes in worship style Worship has become less formal, less liberal, less liturgical, more contemporary, more friendly, more accessible to children and families. “There is often laughter in our services.” “We have tried to keep the best of the old whilst introducing some new ideas.” It was very Eucharistic based. Communion still happens every Sunday at 8.00am and 3 Sundays monthly at 10.00am but the services are no longer one long Eucharist. First Sundays are Family Services. They were made more accessible to children and therefore to function better as all-age services. Music is a major area of change. New contemporary songs have been introduced. However the old and the new is a guiding principle. Twice a month a music group plays instead of an organist. On other Sundays a robed choir participates often singing anthems. On all Sundays there is a mixture of very new and very old hymns.

39 Staffing Only help has been from NSM curates. Other than that the church membership are encouraged to be active and are increasingly so.

Children and Youth Much effort put into children with clubs, family friendliness and better all-age services. New Sunday clubs introduced for ages 3-7, 7-11 and 11-14. Family services made shorter, more informal, livelier and not to include Communion. Baptisms done in Family Services to give people in the community a taste of a lively, friendly church that welcomes families.

Evangelism Key has been the use of the Alpha Course annually. This has been the main point of growth as Alpha has brought in quite a large number of new faces changing the whole complexion of the church. These new, largely unchurched members have been open to any innovation in services. Leaflet detailing festivals and important events in the church are distributed to every local household three times annually. Welcome Pack goes to every newcomer to the village. These factors have helped to raise the profile and image of the church locally.

Main factors influencing growth 1/ Steven arrived with an evangelical faith, a belief in church growth and a desire to lead a church which was accessible to all the family and an asset to individuals in the local community. 2/ Stephen was able to lead from the front and make tough decisions. Stevenâ&#x20AC;&#x2122;s ability to make changes and attract people was actually enhanced by the previous vicarâ&#x20AC;&#x2122;s poor performance. 3/ The friendliness of the church and its image locally was addressed on several levels. The church became much more an active part of the local community. 4/ Changes made to worship to make it more contemporary and accessible particularly to children/young families. 5/ Evangelical Biblical preaching. 6/ Organised and strategic welcome procedure. 7/ Much attention given to structuring childrenâ&#x20AC;&#x2122;s work. 8/ Alpha Courses.

40 Church growth survey 7)

Holy Trinity Church, Jesmond, Newcastle upon Tyne 1999 attendance: 80 2004 attendance: 300 adults 60 children

Rev Rick Simpson since 1999

Leadership Rick came into a situation where the previous incumbent had been unwell for a period of years. A loose team of church members had held the church together for 2-3 years. Rick disbanded this team and put together a team of five to work with him as a Leadership Team. This has developed in its role and now is made up of the Vicar who leads the team, Curate, NSM and five church members. The PCC approves appointments to the Leadership Team which reports to the PCC. Rick is a strong leader who is constantly looking at what the church is doing and addressing matters that need to be addressed.

Staffing Vicar, Curate, NSM, two Readers. Also a local hospital chaplain who takes an active part in the church.

Significant events Rick inherited a good base of 80 committed members who were used to being involved and were already a friendly church.

Strategy Establishment of the Leadership Team. At an early stage Rick took the Leadership Team away for a weekend with an external consultant to plan for the future. Out of this came HT2005, a five-year plan which aimed at building the church up numerically and spiritually developing and growing faith. Development of the Worship Team and total reworking of worship and liturgy. Emphasis on and development of homegroups. Currently 12 groups with 130 members. Strong emphasis on friendliness, good welcome. The congregation is a â&#x20AC;&#x2DC;happy familyâ&#x20AC;&#x2122;. Social events are well attended as is the annual Parish Weekend which has run since 2002.

Evangelism Alpha Courses have run since 2000 which have been very fruitful. Beta homegroups have been formed to nurture the new Christians. Occasional social events to bring in friends.

41 Changes in worship style Development of worship has been considerable and very effective. Rick’s wife, Rachel, worked on developing the music giving worship a much more contemporary feel. The already ailing choir was disbanded and the worship group was established. There is now a fairly large and active pool of musicians and singers who lead worship. There is a variety of services which are different in structure and formality - all age, traditional Communion, informal worship, praise and prayer. The Worship Team, led by Rick, plans services and sermon series. Biblical preaching is taken very seriously. The Worship Team decide on sermon series and themes. A team of seven preachers work interdependently viewing drafts and offering advice on each others sermons. Preachers actively seek and attend training courses. Professional standard sound equipment was brought in to enhance presentation and worship.

Children and Youth Appropriate attention has been given to children’s groups which are flourishing. Staffing these groups is a constant problem. The church struggles to keep its older teens.

Main factors influencing growth 1/ Development of worship, particularly the move to more contemporary music and developing a variety of services. 2/ Rick’s leadership and establishment of a strong Leadership Team to support Rick. 3/ Good level of involvement of members of the congregation in various aspects of the ministry of the church. 4/ Friendliness of the church, relationship building. 5/ “HT 2005” – the five year plan that established the vision of the church and the commitment of the whole church to the plan. 6/ Effective use of the Alpha Course. 7/ Development of homegroups.

42 Church growth survey 8)

St John the Evangelist, Carterton Rev Roger Billings 1995 attendance: 75 (all services) 2003 attendance: 8.00am 15, 10.30am 90-150 plus 30-40 children, 6.00pm 20-40

Leadership Roger arrived in 1995 and has since made most major decisions - supported by a small group of Elders and the PCC. The Natural Church Development programme identified ‘decisions rest with the clergy’ as the main weakness of the church. However this more clergy led policy has enabled initial church building to be done Staffing First Curate joined in 1998. There is good involvement of lay people though disrupted often as the town is an RAF town which results in much movement of people and subsequent loss of keen members. Significant events ‘Natural Church Development’ programme which monitors a churches readiness for growth identifying areas of weakness/strength. Annual visit of a church group to Spring Harvest. Often has led to fringe families getting fired up. The church was rebuilt in 1993 improving facilities. Strategy Positive leadership which facilitates development and direction. Plan to grow and plan for church growth. Natural Church Development programme to monitor progress and facilitate church growth. Preach the Word of God. A very clear Biblical Theology preached and preach for conversion. Evangelical services and worship. Carterton is a town of few old people and many young people and families. Therefore aimed to: Make children a valued part of the church community. Develop a Baptism policy designed to attract families into the church. Develop family services to be family friendly events. Make the services more attractive and relevant to all ages. Changes in worship style Music group started. Contemporary songs introduced. Old hymns also used. Family Services were developed to make them more child friendly. Overall the services became less traditional. Children and Youth Heavy investment of time and resources into children, in schools, in children’s Sunday groups, in Holiday Clubs, in Family Services, in Mums and Toddlers and in Baptism policy which is geared to attracting families to join the church. Main factors influencing growth 1/ Roger has been free to lead and bring in the changes he wanted to bring in. 2/ Heavy investment in children in church and in schools. 3/ In various ways the church has become attractive for young families. Also Baptism policy has brought people through the doors. They have stayed when they liked what they saw. 4/ Worship has become more contemporary, less traditional, new without losing all of the old. 5/ Roger has been strategic about church growth and has used the Natural Church Development programme as a useful resource to review and evaluate progress.

43 6/ Evangelical worship and biblical preaching. Church growth survey 9)

St Marks, Harrogate 1995 attendance: 150 2003 attendance: 600

Rev Paul Hooper

Leadership Staff team of Vicar, Curate, Youth Worker and Administrator meet weekly. Clergy and readers meet monthly. Plus PCC and Standing Committee. Paul is a strong leader “soft on the outside, steel in the centre,” and vision and direction usually starts with him. His style of leadership is collaborative so main decisions are arrived at through a process of discerning involving discussion and prayer. The Vision Group meets occasionally, particularly when Paul is considering a major step forward. Paul selects the members of this group of about 12 including a cross-section of church members. The Vision Group passes recommendations on to the PCC. Paul is responsive to church members ideas, opinions, feedback, etc,. Paul believes in and advocates church growth. Staffing Full time staff added: 1996 Curate, 1997 Administrator, 2001 Youth worker. Others are part-time steward and verger. Significant events Church refurbishment completed in Feb 1998 which changed the image of the church. This was being talked about when Paul arrived. Paul took it up and shared the vision for the refurbishment so that it was widely owned and therefore supported by the church members. The old Victorian building was transformed on the inside with new heating and lighting systems, a new first floor put in at the rear, small hall added, new rooms added, pews replaced by contemporary bench seating padded at seat and back, a flexible seating layout and new furniture at the front. Introduction of a new Sunday morning service. Introduction of a new 5.00pm Sunday service. Strategy When Paul arrived leadership of the church was the traditional Vicar working with his Church Wardens and PCC. Paul established a strategic leadership structure and team - more developed as staff added. Develop a staff team. Part of the culture and ethos is to plan for growth. Shared and owned vision. Paul with Vision Group/Staff to PCC to congregation. New and contemporary worship without abandoning old providing for variety of spiritual tastes/needs. Strong Biblical preaching. Develop pastoral support structures to sustain growth. Emphasis on well resourced children’s and youth work. Well organised Welcome procedure to be aware of and integrate newcomers at every service. Maximise the benefits of the refurbished building. New groups, special events, etc,. Prayer and listening to God. “Main vision arises out of the Vision Group’s willingness to be still and listen to the Holy Spirit.” Changes in worship When Paul arrived the service pattern was 8.00am Holy Communion; 11.00am Morning Service, traditional, liturgical, children met at another location; 6.30pm Evening Service. Paul introduced 9.30am Morning Worship – a different style of service and worship not led by organ and robed choir but using contemporary music and a worship band. It was a more informal Service of the Word and included a first 15 minutes which was all-age, prior to the children going to their groups

44 now located in the new hall and rooms in the refurbished building. This became the most popular service at St Marks. The 11.00am remained fairly traditional using Common Worship. Services are enriched by making use of hymns in the informal service and modern songs in the traditional service. Following growth of the 9.30am service a new 5.00pm service was introduced in a similar style. About 50 people were planted in the new congregation from the morning service which has grown to 100. The 6.30pm service has been developed as the most informal service and is really emerging now with an attendance that varies between 50-100. It is an innovative and creative service making use of drama, dance and contemporary music. There is also more corporate involvement in leading worship. In its worship the church is not overtly charismatic but is exploring that. Prayer ministry has been introduced and regularly people are encouraged to respond to God’s Word by going for prayer. Current attendance: 8.00am 25-30; 9.30am 250-300; 11.00am 100-110; 5.00pm 85-105; 6.30pm 50100 Children and Youth Strong youth and children’s work of 300+. Children’s groups are run during the 9.30am, 11.00am and 5.00pm services as families are encouraged to come to any including the traditional service. Young people are encouraged to be involved and several are in the growing choir. Church staff are involved in local schools. Evangelism Á key area. Alpha runs twice a year and is followed up by an Emmaus Course. Occasional evangelistic Sunday series. Systematic visitation of the whole parish has taken four years to complete. Baptisms, marriages and funerals are opportunities to serve and reach those outside the church. The church produces a flyer three times a year to publicise what’s going on. Parents come to the church in order to get their children into a very good local secondary school. This provides a good evangelistic opportunity. The church provides a strong pastoral sense of welcome. There are lowish hurdles for people to get over, e.g. an easy Baptism policy of attend for a few weeks, a visit from the clergy and strong encouragement to attend a thanksgiving service. Thereby people can easily get in and the church relies on its effective services and welcome to encourage people to come back.

Main factors influencing growth 1/ Paul’s arrival as a strong though collaborative leader, putting together a leadership structure to formulate and implement vision efficiently and effectively. 2/ Developing worship – new services, new styles of worship, more contemporary, more family friendly with broad appeal. Maintaining high standards of worship and Biblical preaching. 3/ Refurbished building with much improved facilities, particularly the provision for children now in the same building. 4/ Increases to staff levels. 5/ Planning and organising for growth – increasing services, developing pastoral care structures, adding to staff, vision for growth. 6/ Well resourced children’s work. 7/ Evangelism and emphasis on bringing outsiders in through various contacts and publicity.

45 8/ Well organised Welcome procedure.

Church growth survey 10)

Trinity, Cheltenham

Rev Mark Bailey

1994 attendance: 150 adults 30 children 2003 attendance: 1500 adults 300+ children Trinity is the fastest growing Anglican Church in the UK. Leadership Mark Bailey came to lead Trinity in 1994, and has continued to serve in that role to this day, during which time the church has seen a real move of the Spirit of God, resulting in extended growth. In addition to being the primary teacher at the main services, Mark oversees the Trinity Staff, Leadership team, Cluster Leaders, trains up ministry leaders and helps set the vision and direction for the church. Mark Bailey on Biblical Leadership (Jesus as the model) Leadership is key to a growing church and the most important factor. Must have leadership which is called. “Lots of churches are led by pastors/teachers but not leaders.” “Theological College did not prepare me for leading a church.” The leader is anointed by God for leadership. The leader must carry the mantle of leadership – the leader must lead. The leader is not someone who only rehashes the opinions of others. He will learn from others but will hear God for himself and tell others. Something of the prophetic about the leader. A clear calling on Mark’s life to lead and grow a church. Evidenced by the hand of God on Mark’s life as seen in his testimony, including experiencing God powerfully in a healing miracle; also by Mark’s circumstances preparing him for leadership right from being a rugby captain in his teens to experience of management in the business and finance world before a clear call into the ministry. “It never entered my head that the church I was pastor of would not grow.” “Hitch yourself to a rising star”, that is, hang out with people who have done it or are doing it. In clergy chapter by and large there is a ‘can’t do’ culture. Mark learnt much from his experience as Curate to Michael Green at St Aldates, Oxford. He saw a very different church to his conservative upbringing which included daily chapel in his public school. His vision of church changed as he saw what it could be like. Mark also benefited from meeting with John Wimber and David Pytches. He concluded, “If we say it, e.g. ‘the Gospel is good news’, ‘Jesus can heal hurts, sickness’, then let’s make sure it is.” The result is a massive emphasis on encounter with God as a real experience for Christians based on the Word and worship. Strength of the influence of the leader – “My DNA is the DNA of Trinity.” Two most dangerous things in a leader are insecurity and immaturity. Mark has had to work incredibly hard. Leaders must if the church is going to grow. Absolutely crucial is the realisation that you cannot do it on your own. Leadership does not mean it is a one man show. “Lead a team and be part of a team.” Trinity Leadership Team, made up of 2 Wardens and a few of the senior staff led by Mark, is responsible for the major decisions. The PCC functions effectively but its role is reduced. Church leadership is not democratic, the leaders must lead as they are called to do.

46 People need to know that the leader is committed long term so he must make this clear, otherwise they won’t expect him to be. Once they know he is they will buy into the vision. Leaders and a church that grows are optimistic, there is a ‘can do’ culture. Staffing From the outset Mark asked the Lord, “Show me the pillars you are going to build this church with.” Invested in staff heavily. Identified potential leaders, trained them and got them leading. Really big priority in the last few years. Do it by emphasising getting people mature in Christ. Tried to get people to work in their areas of strength, not get people trained in their areas of weakness. Now there are 24 fulltime paid staff supplemented by 8 unpaid staff. Every staff member has been recruited from within the church which runs over 50 ministries headed up by many different staff and members of the church. Strategy The underlying assumption is that the church is not an organisation but an organism, a living thing. Living things grow naturally. Then the question is not ‘how do I make the church grow’ but I have assumed that it will grow and ask ‘what is stopping the church from growing?’ and plan accordingly. Prayer. Right from an early stage regular nights and half-nights of prayer. In the crucial first years all major decisions came out of these. Currently a full time staff member is responsible for the prayer life of the church. Trinity holds monthly nights of prayer and termly weeks of prayer – a genuine commitment to seeking God’s will for the church. Vision that is clearly communicated and owned by all. Articulated regularly. Vision is a picture of a preferred future and is essential for unity. Vision gives clear direction. Vision is essential in raising money. Vision prevents us from not being what we’ve been called to be. Vision clearly communicated and widely owned helps the church to have a corporate identity so that everybody knows who we are and what we are about. Biblical preaching that is applied, relevant and real. Emphasis on personal encounter with God. Highest value is biblical worship creating intimacy with God. Culture of change – Requires willingness and courage to change, no sacred cows. Identify leaders God has given and then give them opportunities to lead. Constantly recruiting leaders. Preparedness to take risks, individually and corporately, to be taken out of comfort zones. Emphasis on relationships. Intentionally make relationships happen through: Ethos and atmosphere of the church of informality and friendliness. Strong welcome. Small groups a priority, 100+ around Cheltenham. Facilitate pastoral care and spiritual growth. Small groups grouped into 18 Clusters. Clusters are all different, reflecting the diversity of the community in an increasingly fragmented society. Some ministry based, some gender based, some geographical, some age related, etc,. Clusters run themselves, form their own identities, major on social activities and relationship building. Many different events, activities in the life of the church including times away together. These values of friendship and fellowship are replicated in children’s and youth groups. Changes in worship style Key understanding was that Sundays was the shop window of the church. In the first two years worship changed dramatically. Removed Eucharistic emphasis. The style in all three Sunday services at 10.30am, 5.30pm, 7.30pm is: little or no liturgy; informal; contemporary music played by worship bands; sermons tend to be 40mins+; accessible to unchurched and newcomers; encouraging and

47 facilitating intimacy with God; response to God’s Word encouraged and prayer ministry provided. Emphasis on Word and Celebration. Aim for vibrant worship and powerful Biblical preaching Asked ‘what should the 21st Century church look like?’ The answer was just like the 1st century church. We recaptured a Biblical view of what a church should be. Significant events Since 1994 the church has had undergone a major refurbishment where pews have been replaced with chairs, a new carpet laid and the décor changed to enable greater flexibility in the building's use. In 2001 the church purchased a 3 storey building immediately behind the church premises, Trinity House, which has increased opportunities for ministry enormously. It is used for Kidz Church on Sundays, a variety of mid-week activities for all ages, and Trinity's administrative facilities. Following growth a second evening service was introduced in 2001. Children and Youth Put major effort and resources into developing a vibrant and very active youth and children’s work. A tremendous amount going on for the children and young people on Sundays and mid-week. Evangelism Regular Alpha Courses, very well attended. Follow up is Trinity Values Course from which the group becomes a small group and joins a cluster. There are many other groups covering various interests and all age groups which serve to draw people into Trinity.

Main factors influencing growth 1/ The grace of God – the starting and finishing answer. Listening to God and going with the moves of the Spirit. “He’s drawn a line in the sand and asked us to step over it.” Priority of prayer – Jesus at the centre. 2/ Mark’s role as leader of the church and his application of Biblical leadership principles, Jesus as the model. 3/ Clearly defined vision. 4/ Preaching that is biblical, relevant and applied. 5/ Changes to worship style. 6/ Emphasis on encounter with God as a real experience for Christians based on the Word and worship. Encouragement and opportunities for individuals to experience God at work in their lives. 7/ Emphasis on development of gifts, encouraging members into ministry, recruitment of leaders/staff. Getting people actively involved in the life and ministry of the church. 8/ Priority of children’s and youth work. 9/ Emphasis on relationships. 10/ Emphasis on mission and reaching out / being involved in the community 11/ Practical factors: Enormous car park opposite the church; The church is central to Cheltenham; Refurbishment of the church gave much needed flexibility; The procurement of Trinity House.

Church growth survey Holy Trinity, Margate Rev Arthur Houston 1999 attendance: 250 and in decline, losing 10-15% per year. 2003 attendance: 350-400 Leadership Arthur arrived with a clear vision of what church should be - a long way from where Holy Trinity was at that time. The church had been through recent years of major change and trauma, with one planned church plant, one experimental cell church run by a previous incumbent and not with the full support of the congregation and an incumbent who only stayed for 6 months

11)

Arthur’s style is collaborative, leading as a Team Leader. “Leadership is key. It is crucial to have an enthusiastic leader to inspire, bring people together, get them working together.” He got together his staff team and the PCC and led them to share the vision, building the team along the way through much time spent together in prayer, discussion and planning. Staffing Vicar, Curate, Youth worker, 3 Youth workers part-time, Centre Manager and Administrator part-time. Also - Community Resource Centre attached to the church with 17 staff most of whom are Christians. Significant events The church was refurbished in 2003, members having raised the required £250,000. Pews were replaced by chairs, new lighting, flooring, tapestry, frontals, AV equipment - re-styled for 21st Century. The church participated in the Natural Church Development programme which assesses growth potential. Small groups was identified as a weakness and the church therefore worked on this area. Strategy Churchmanship is broad, open evangelical with pinches of charismatic. Arthur is very much a people person and came with a vision for a very different congregation to the one he inherited; a family of members who enjoyed meeting together, in which everyone was encouraged to play a part and which reached out into the community to serve and to attract new members. Consultations to create vision, plan and strategise enabled ownership of the vision. Very important was a PCC day away together re: vision. The PCC are open, forward thinking, prepared to move/ change. Arthur aimed to get people meeting together, to create a sense of family, encouraging friendships and fellowship. Relationship building was a key objective. Housegroups which already existed were promoted and the profile of small groups was raised which encouraged more meeting together. Social events, days away, fun days – to build a sense of community. Much membership participation as Arthur encouraged people to develop and use their gifts by setting an atmosphere of “If you want to do that, that’s fine” rather than heavy handed control. Prayer is key. Prayer encouraged in all sorts of forms: gift days; praying for specific needs – building project, money; interactive; half-days of prayer; etc,. Arthur puts effort into making prayer times come alive, focussing on key things, pro-actively getting people praying. Arthur’s personal skills, friendliness and sense of humour enabled him to identify with and relate to members in the congregation and community and vice versa dispelling the sense of ‘them and us’ and propagating a common ownership of the vision and ministry – ‘we’re in this together’, all participating. Arthur’s philosophy of church growth is: “Pray and then watch what God is doing.”

49 “Get the ingredients and atmosphere right and growth happens naturally.” “If God wants to incubate new life he finds a warm place to do it. Create the incubator and the eggs will hatch.” Worship style No drastic change. Broad spectrum caters for 0-90years. Inclusive. Some hymns, some contemporary songs led by singing group. Family life emphasised. Pattern is: 8.30am HC – said, no hymns, 5 min sermon, BCP and Common Worship alternately. Att. 20 10.00am Main Service – Comm. alternate weeks, 15-20 min sermon, monthly scouts/guides. Att. 300 6.30pm Evening Service – Informal, contemporary music group, creative, innovative, sometimes lay led, occasional youth service, testimonies, 20-30 min sermon, growing congregation. Att. 70 Preaching is always Biblical using a variety of lectionary, theme or Bible book. The emphases are practical relevance to today and basic Bible teaching for new Christians. Preaching builds on everything else and enhances everything that happens - it is not intellectual but applicable. Children and Youth Very active children’s groups supplemented by Scouts and Guides that attend once a month. This provides another useful bridge into the community. Teens is a growth area due to the commitment of leaders and staff involved. Having three youth workers sets an atmosphere of young people being taken seriously. Evangelism Christian Basics Courses and particularly Alpha Courses have been a key part of people coming to faith. The church has done streetwork, door to door visitation, ‘Jesus’ video distribution. The most effective source of bringing new people has been through personal relationships and nurtured friendship through the Community Resource Centre where up to 1500 come through the doors each week to participate in a large variety of classes run for various groups encompassing all ages. Careforce worker was brought in to do youth work some of which is community based. Arthur’s wife did numeracy and literacy in the local school and also started an after-schools club. “Most churches are desperate to be involved with the community. People long for that and desire it. Going out with a Bible in their hand to evangelise scares them but the idea of going out to do something for people is very appealing.” Main factors influencing growth 1/ Arthur’s leadership, vision and style. 2/ Emphasis on prayer. 3/ Relationship building emphasis and resultant sense of harmony, peace, caring, sharing, fellowship. People glad to be together. Good feel factor. 4/ Vision shared and widely understood and owned. “People know where we are going and why.” 5/ Worship accessible to a broad spectrum. 6/ Biblical preaching that is relevant, practical, applied and non-intellectual. 7/ Alpha Course. 8/ Outreach to the community enhanced by the Community Resources Centre. 9/ Involvement and participation of members at various levels. “A very ordinary church of ordinary people but with a willingness to go with things and to respond. To be servants of the gospel, not just recipients.”

50 10/ Refurbishment of the church. 11/ Natural Church Development programme. Church growth survey 12)

St Mary, Funtington 1998 attendance: 40 2003 attendance: 100 adults 30 children

Rev John Holliman – since 1999

Leadership Try to let the PCC make decisions. Got past the stage of ‘You’re the Vicar. We’ll do what you say.’ People are now prepared to take responsibility. Staffing John and his wife, Evis, do all the work. Traditional one-man and his wife parish team. Some support from Church Wardens, part-time verger and a local retired priest’s wife. Significant events/factors Rural parish. Middle of the road, slightly catholic, not evangelical. Elderly congregation with only 30% under 50 years. High percentage of retired people. Predecessor was here for 20 years. He used BCP 100% and would not speak to you if you were divorced so alienated himself and the church from the community and some church members. This made John’s approach, taking trouble to identify with and relate to the local community, a very refreshing and welcome change. The change is perhaps epitomised by John’s “Churchyard Clearance Party” well attended by the congregation who had great fun working well together and then enjoying a shared lunch. Strategy Prayer. Practice of daily office in the church. Church bells are rung so that people know that it is happening. Pray for ten households every day. Very important part of church life that proclaims the churches faith in the power of prayer. Revamped worship. The Word of God is at the centre and Scripture is the launch pad for sermons. Open house policy. John’s home is open for many church meetings including PCC, Mothers Union. Also Evis is very involved e.g. running Mums and Toddlers. This makes them accessible and approachable and enhances relationships in the church. Priority of relationships and relationship building. Recently a Bible Study group was started attended by 15 members. Changes in worship style Moved away from BCP except for monthly Matins. Music changed to Hymns Old and New thus introducing some contemporary songs. Began to use piano as well as the organ. Increased Communion from once to twice a month. Overall remained fairly traditional but much moved on from what it was previously. Changes limited by the make-up of the congregation. Family Service made family and child friendly. Shorter service using ante-Communion, simplified creed, children’s chat, more appropriate music. Sometimes the local prep school choir sings. Church Children’s Choir encouraged and has grown from 3 to 18 members. This brings parents into church. Evangelism Mums and Toddlers, attracts many and is often their first contact with the church - pre-evangelistic. John gets involved in the local community supporting any local events, groups, anything that is going on. Visiting local residents. The churches growing reputation for its welcome and friendliness. Main factors influencing growth 1/ Arrival of John and his interpersonal skills and friendly, open style. 2/ Prayer – the daily office. 3/ Revamping of worship – The Word of God at the centre.

51 4/ Becoming more family and child friendly. 5/ Relationship building in the community. Church growth survey 13)

Emmanuel, Loughborough 2003 attendance: 350 adults, 60-70 children

Rev David Newman - since April1997

Leadership A District Church Council handles the main day to day running of the church. The PCC is the legal authority of both Emmanuel and St Mary-in-Charnwood, Nanpantan, as they form a joint parish, and has to ratify main decisions like budget. David’s leadership style is collaborative, working with people. He established the following leadership structure in June 2002 looking after the three main areas of leadership: Vision

- Vision Group of clergy, Church Wardens and 4 parish representatives. Nominations for these positions are given to David and he chooses from the nominees. Pastoral Care - Pastoral Team of clergy, pastoral assistants 4/5 lay people. Management - DCC David is a visionary and enjoys this aspect of leading the church, seeing where the church needs to be going and developing ideas. He has just re-visited this whole area and led the Vision Group in relaunching the vision with a fresh statement of purpose and five core values. The next stage is to set goals. David is fully involved in the Pastoral Care Team but prefers to leave non-ministry management issues to others.

Staffing David made the part-time job of youth worker a full-time post and added to the administrative staff.

Significant events When David first arrived there had been a significant development of the buildings costing £900,000. This has given excellent facilities for the Sunday and midweek activities with an attractive and flexible worship space and rooms for children’s and young people’s work as well as congregational fellowship. The whole project had been a big challenge to the church. It gave the church a sense of commitment and achievement which has been key in the discipleship of church members. It has given the church a big impetus. Considerable growth occurred in the periods soon after the re-opening of the newly refurbished church and facilities. Since then this level of attendance has been maintained. In recent years Emmanuel has participated in the Natural Church Development programme evaluating the churches potential for growth. The clearly strongest factor that emerged was ‘inspiring worship’.

Strategy Much of what happens was in place when David arrived. Set a clear vision and worked towards it. Develop the leadership structure of the church. Develop staffing to fully resource the churches growing ministry. Put time and resources to maintain high standards of welcome, worship and teaching with broad appeal.

52 Establish prayer ministry in the two main services. David and his wife trained members in prayer ministry who now operate in 4 teams available to pray for individuals in the main services. Philosophy of taking risks, new ideas and development. Changes to worship No drastic changes but high standards maintained. The services are: 8.00am Holy Communion – traditional, Common Worship 10.00am Parish Communion (with prayer ministry) or Family Service (1st Sun) 11.30am Holy Communion – BCP (1st Sun only) 4.30pm Choral Evensong – traditional BCP 6.30pm Evening Praise or Evening Communion (1st Sun) – informal, relaxed, contemporary Churchmanship could be described as open evangelical but incorporating a diversity of traditions. Broad style with a good musical tradition resourced by a three-quarter time Musical Director. There is an effective preaching team and sermons are Biblical and of a good quality. Overall the services are relaxed with thoughtful teaching and warm-hearted worship. David is willing to take risks, more in the informal services, being creative, involving people, using interaction and encouraging participation.

Children and Youth Emmanuel is known for the quality of its youth and children’s work. As well as the full-time worker, many members are involved and a lot of resources are invested in this area.

Evangelism The church runs Alpha Courses though these have not resulted in large numbers of conversions. The main evangelistic tool is doing Sunday services well which attracts people. Particularly effective in bringing in those new to church is the more informal evening service which attracts a good number of students and young people. Effective also is the friendliness of the church and welcome to newcomers.

Main factors that have influenced growth 1/ The building project. 2/ Inspiring worship with good Biblical preaching. 3/ Friendliness and welcome – Emmanuel is accessible and welcoming to a wide range of people. 4/ Leadership structure and good staff levels. 5/ Youth and children’s work. 6/ Good levels of giving. 7/ Clear vision clearly stated – shared and owned by the members of the church.

Church growth survey 14)

St Thomas, Crookes, Sheffield Rev Mike Breen since 1994 Joint Anglican / Baptist church 1994 attendance: 800 2004 attendance: 2000-2500 About 80% are under 40 yrs old.

Much detail about the developments at St Thomas is included in the attached vision statement and story of St Thomas taken from the website.

Leadership Mike takes a strong lead assisted by a very able team of ordained and lay full and part time staff of over 40 leaders. Strong and visionary leadership was crucial for the church to develop in the pioneering style that it did. This also required much trust to be put into Mike by the congregation, leaders and staff at St Thomas.

Staffing Team Rector – Mike Breen; Baptist Minister / Director of Mission – Paddy Fallon; Vicar of Crookes – Mick Woodlands Overall Cell Leader – Paul Maconochie Treasurer – John Lovell Director of Training – Bob and Mary Hopkins Plus Celebration Leaders; Youth workers; Children’s workers; Administration and secretarial staff

Strategy Mike arrived with a vision for a much different church. Mike shared with the existing leadership that he believed God was telling them that St Thomas should be an “Ephesus” church following a dispersed church model, that is, a church of several congregations meeting in different parts of the city of Sheffield. Cell groups formed Clusters. Clusters grouped to form Celebrations. Each Celebration meets as a separate congregation. There are now eight Celebrations established. Lifeskills training/induction programme established teaching the UP, IN and OUT of Christian life. Lifeskills vocabulary has become the language of St Thomas’ values and theology with which members become very familiar. Emphases of strong Biblical preaching, passionate worship and Holy Spirit ministry continued. Worship is in a very contemporary style. Strong support form the Diocese which was important in the face of criticism from parishes who felt under threat from the establishment of Celebrations in their areas. St Thomas avoided directly setting up groups in other parishes but set up groups in areas from which existing members were coming. Strong emphasis on relationships and relationship building.

54 Emphasis on every member ministry. Members encouraged to think creatively and given opportunities to develop in ministry and to put their own ideas into action.

Significant events See the story of St Thomas.

Worship style Contemporary, limited liturgy, ‘charismatic’, strong Biblical preaching. Emphases are: 1) This is a good place to belong to 2) Worship that is authentic and spiritual 3) God works in this place – that is, a clear expectation that God will change people’s lives as they respond to his Word.

Children and Youth Great emphasis on all the age groups which are fully staffed and resourced. Children too learn Lifeskills and are encouraged to learn how to minister at a level that is appropriate to their age.

Evangelism The keys are i) relationship building, ii) evangelism as a process, iii) many evangelistic events, courses, etc., to support the process, iv) growth through cells growing and dividing.

Main factors influencing growth 1) Mike’s leadership and vision from God. 2) Support of a strong staff. 3) Development and implementation of Lifeskills. 4) Worship emphasis. 5) Biblical preaching emphasis. 6) Emphasis on cells which facilitate relationship building, care and evangelism. 7) Expectation and reality of God working in the life of the church and changing people’s lives. 8) All factors involved in process evangelism. 9) Strong children’s and youth work – the youth have their own Celebration. 10) Strong student work – students have their own Celebration.

St Thomas' Church - Our Vision Our Vision Our Mission is to fulfill God's Purpose for us in the world, by living God's Values in a growing community of shared lives and communicating the Truth we hold in a Language derived from God's Word .. the Bible. Our Purpose is to live under God's Rule, or Kingdom. This involves embracing God's order as opposed to the chaos and strife in the world. We pursue reconciliation with God, with one another and wherever there is brokenness in family or society â&#x20AC;Ś based on the reconciliation that Jesus brings through his cross and resurrection and the power that his Holy Spirit gives. Our Values flow from God's generosity, or Grace. This involves receiving all God's gifts and blessings and freely sharing them with all. So, as we build community together we celebrate the wonder of God's loving relationship and the goodness of God's creation with thankful, praising hearts. Our Common Language expresses our goal to be followers, disciples of Jesus. This discipleship which we work out together and in the world, is about being life-long learners and growing leaders. All the core biblical principles are communicated through training processes called LifeSkills in practical everyday language. Up: In: Out Up: In: Out are the three dimensions of our life together, guiding everything we are and do. We are committed to pursuing our Upward relationship with God; our Inward relationship to one another and our Outward relationship in evangelism and mission to all and all creation. Our Structure to support our Mission and Calling as Church is worked out through three circles of relationship and social community .. Cells or small groups, Clusters and Celebrations. These different levels / sizes of gathering provide identity and belonging enabling us to fully develop and express our restored humanity in Jesus. The growth and multiplication of these communities of faith involves both planting in new groups and planting out church. The Scope of our Mission and Calling spreads out through four enlarging spheres of influence. Our local Community or historic parish, our City of Sheffield, our Country and the Continents of the

56 world. Aspects and activities of our church engage with all four through relationships that God opens up to us.

Local church and Missionary Order. To fully work out this ever expanding vision, we see the emergence of two overlapping entities ... engaged local church and mobile trans-local missionary order. What are Celebrations? As a large church - around 2,000 members in all - St Thomas' operates at four levels: Small Groups (or cells) gather together to form Clusters, that group together in Celebrations, that combine to make up the Whole Church. At present there are eight Celebrations, each with a particular focus: Connect: a young adult celebration with a focus on creativity. Crookes: the Parish church. Devoted: a youth celebration, for 11-17 year olds. Encompass: a citywide celebration with a focus on geographic neighbourhoods within the city. Encounter: a citywide celebration with a focus on the workplace. Expression: a student celebration. The Glasshouse: an inner-city celebration. radiate: a young adult celebration with a focus on the workplace. The story of St Thomas', Crookes St Thomas' has always had a tradition and spirituality that is evangelical, with a Biblical basis and heart for mission. In 1978, St Thomas' parish church buildings needed extensive renovation, and so the congregation started to meet in a local Baptist church whilst the re-ordering of premises was taking place (about two years in total). This relationship with the Baptists developed and actually led to the setting up of a Local Ecumenical Project (LEP) in 1982, with both an Anglican, and a Baptist Roll of Members. Practical outworking of issues such as baptism and confirmation were clarified at the outset and settled in an official legal agreement. Normally, an LEP comes about when different denominations agree to share buildings and resources which are not

57 sustainable on their own. In the case of St Thomas' and the Baptist church, both were already self-sustaining, both were moving in renewal, and both had similar values and vision for mission. As a result, their seamless fusion in an LEP type agreement was merely a recognition that they had more in common that which divided them, and that their combined strengths could lead to a strong evangelistic presence in the local community of Crookes. Sixteen years after the marriage of the two congregations, and the setting up of the LEP, the church had outgrown the parish building. A desire to be even more effective in mission within the city (Crookes where the parish church building is located is a suburb of Sheffield), coupled with this 'problem' of numerical growth, led in 1998 to a decision being taken to rent a city centre venue in which a Sunday morning service could be held. This service would run simultaneously and in parallel to the one in the parish church. Those who had a vision and a heart for the city, and who lived and worked there, were encouraged to think and pray about being part of the congregation which met in this new city centre venue - a local leisure centre called Ponds Forge. At the same time, an ingenious advertising campaign, 'We're going back to church' with imagery modelled on the extremely popular TV sitcom 'Friends', caught the attention of many people in the city, especially young adults and students, and many more were added to the number of worshippers at St Thomas'. The initial monthly morning service at the leisure centre soon became a weekly morning service, and it was not long before attendances meant that services were being held there in the evenings as well. Issues of availability, finance and practicality, however, along with vision and increasing opportunities for expanding in mission, began to force St Thomas' to look at other solutions - the ideal being a venue available to the church alone, and this throughout the week, as well as every Sunday. Nothing suitable, or large enough was available on the property market. In the end, a nightclub right in the city centre closed due to bankruptcy. Though an unconventional venue for a church, it was investigated as a serious possibility. Inside it was filthy and painted matt black - it was in every way a symbol of the gates of hell itself ! It represented everything unseemly in society - it was notorious for fighting, drugs, drunken parties and sex. Everyone in Sheffield knew about the Roxy night club. Could this be the way God would work - transforming darkness into light, redeeming even the very building for Himself and His Kingdom work ? In January 2000, on a one year lease, the Roxy became the new city centre venue for St Thomas' church, and an army of volunteer parishioners, equipped with pots of white paint and scrubbing brushes, went to work to clean it up. The press was fascinated when they got hold of the story. National and international TV crews came in to film the services and to gather testimonies first hand from members of the congregation. The story of St Thomas church and its mission to the community / city filled primetime TV slots and radio programmes. As a result of such publicity, more people came to the church. Those who came initially out of curiosity, found themselves

58 encountering God and staying. The church grew even more. Many young people, who formerly attended the Roxy as partygoers to the nightclub, were among the new converts. A plethora of outreach ministries continue to operate from St Thomas', and full use is made of the parish church and hall premises, and those of the Roxy. Office, and meeting space is at a premium. New and creative initiatives are developed regularly. The vision of St Thomas' as far as mission is concerned, is to further the kingdom of God through relevant evangelism and radical discipleship. This is pursued in all programmes and activities and with all groups - right through from under 5's and children's work, to schools, youth and students work, to ministry to the homeless, drug and alcohol addicted, to prostitutes, prisoners, the deaf, those with learning difficulties, young families, and the elderly. Pastoral care is offered primarily through 'small (fellowship) groups' and 'clusters' Individual growth and holistic development is encouraged through Biblical preaching and teaching, applied to every day life; through opportunities for prayer and healing ministries; through engagement in accountability and mentoring / discipling relationships, as well as through engagement in small groups and clusters; through social and relational activities and the experience of living as part of a faith community; and through specific training programmes aimed at imparting a vocabulary, values, principles and skills - 'a Rule' - for everyday life and Christian living. Lifeskills, as this programme 'Rule of Life' has been called, has been found to be extremely successful. Many clergy, bishops, and church leaders from around the UK, and the world, who visit St Thomas'- at their own initiative and expense - to learn more of what God is doing, find themselves returning home armed with as many resource materials as they can carry and desiring to implement Lifeskills in their own parishes, lives and ministries. Many who share the vision, vocabulary (Rule) and values of St Thomas' have joined together over the years to form a network association, based on relationship. Being part of this network enables churches and leaders to draw on the resources of the 'St Thomas' Minster' at whatever level is appropriate for them. This network is growing and it is global. Partners in mission now exist all over the globe and mission, ministry and teaching teams regularly go out from, and are received by St Thomas'. Another outworking of this relational networking can be seen in the form of a formal Christian leadership training programme for young adults ('Tribal Training') developed seven years ago in St Thomas'. In this academic year it involves ninety young adults and is operating in five centres in England and Ireland. Further national and international training centres will be developed next year. Of the 110 young people who have completed the Sheffield based course to date, many are now involved as full, or part time members of staff, or leaders of clusters in the church. Tribal Generation is the name given to the national development of St Thomas' work amongst Generation X, including this training programme. It is a strategic response to 'equip a generation to reach a generation'

59 St Thomas' is also presently actively engaging in a cluster planting strategy. Each of the eighteen or so clusters within St Thomas' are about the size of an average parish congregation and the vision for mission embraced encourages each of these to plant out into some part of the community in due course. For some years already, one Sunday a quarter had been designated Cluster Sunday, and instead of meeting as a whole church for worship that particular Sunday morning, the church met as Clusters in various locations around the city, 'doing church and worship' in whatever way was appropriate to that people group. The current strategy is for Cluster Sunday to become the norm ie to develop a local network of mission cluster plants, settled in various locations around Sheffield. In the last four months, three such 'new congregations' have been spawned, with meeting venues as diverse as schools, cafes, university lecture theatres and pubs. More are planned for the not too distant future. We moved in, painted the black walls magnolia, and worshipped there for two years before Health & Safety and the Fire Brigade condemned the building and we had to move out... One year into The Roxy, Mike Breen returned from a sabbatical with a clear question from God: "What would you do if I took away The Roxy?" As Mike and the staff team engaged with this word, we realised that God was calling us to move increasingly towards being a network church, made up of clusters scattered across the city in order to reach it. Clusters had already existed for several years; now God was calling them into a new thing. On the last Sunday in January 2002 we commissioned and sent out seventeen clusters - all led by lay-members of the church, and meeting in a wide variety of venues. These were not, however, church plants: they remained expressions of St Thomas', and as such we needed to establish a rhythm of gathering together as well as scattering. And so throughout 2002 we all met together once a month, on the Second Sunday, at Sheffield University's Octagon. In the meantime, we kept our eyes open for the premises we knew that God would eventually give to us to become a permanant base of our own. During this time, Ian Walker, a member of the church and owner of Rotary Electrical Engineering, approached Mike Breen. Ian was looking to move into new premises, and wondered whether the Rotary site at Philadelphia might be the one God had been preparing for us? In time this idea was brought to the church for prayer, and a Gift Day set for the autumn of 2002. If God released the funds to put down the deposit on the site through us, we would take that as the right step to take. On the day, giving exceded the required amount. God had provided us with our new home. Philadelphia - the story so far Contracts were exchanged at Christmas-time 2002; builders moved in in January; the staff team moved into the admin building and camped out there; and in February 2003 we held our first service. Sunday morning Celebrations began in March, with each Celebration gathering once a

60 month. The Sunday evening Teaching Service re-located from Crookes. By June, the temporary chapel was opened; and another building was ready, temporarily being occupied by the Youth & Children. By the autumn, the electrical engineering groups - who had temporarily rented-back parts of the site from us while preparing to move to new premises - had vacated the site. and the time had come for the next big phase in occupying the Campus...

Church growth survey 15)

St Marys, Woodkirk Currently in interregnum, Vicar was Rev Gareth Green 1996 attendance: 57 2001 attendance: 114 2004 attendance: 200 at Family Service, 70 on other Sundays, 20 at Midweek Eucharist. Early Communion and Even song are now suspended due to interregnum.

Leadership Without doubt, the inspirational leadership of Rev Gareth Green and the support of his energetic wife, Pamela, despite her having a high powered job with the world’s second largest company, was the single biggest factor in the growth of interest, numbers, dedication and commitment at St Marys. Gareth avoided any sense of clergy being ‘spiritually superior’ and sought to indentify with and thus relate to members of his congregation. E.g. Changed the words of the Absolution from ‘forgive you’ to ‘forgive us’. “He always counted himself amongst the sinners and people responded to that idea.” Gareth led by example and his gospel of generosity and forgiveness was played out in real life. “In time others in the congregation have followed his example.”

Staffing Gareth was able to bring together the nucleus of a good staff including two hard working church wardens, two willing readers and other individuals who could carry forward ideas.

Significant events The church family worked together to raise £14,000 to provide special facilities for a local disabled girl. This has given the church motivation and desire to do more, especially as the girl and her family have since joined the church. This also raised the profile of the church and reputation of its members in the local community. Subsequently, regulars of the local pub recently heard that £900 damages were caused to the church by burglars and paid the bill in full. Losing Gareth was a tragedy and very sad but it has motivated church members to commitment and action. Members got involved and a team has been built to run the parish and even to plan outreach projects and special events. Another project to clean up the overgrown 10-acre churchyard won the support of the community after its appearance prompted numerous complaints to the Bishop. The hard work as church members worked together with others in the community resulted in approbation from the community, Woodkirk becoming joint winners of the Yorkshire Wildlife Trust’s Living Churchyard Award and more people interested in and attending the church.

Strategy Pull the staff team together and help them to work as a team. Work with the people, closely identifying with them and relating to them. Lead by example. As a church become much more family friendly. Change worship to become more contemporary, interesting, exciting, fun, varied, friendly. Keep many aspects of the old. Promote prayer through special services, e.g. midweek contemplative service; by introducing variety and interest into ways of praying in services; by example. Get involved in the community and get the community involved in the church. Changes in worship style The introduction of a greater variety of worship appealed to an increasing number of people. Said Eucharist and BCP were maintained for early morning and Evensong but a new style was developed for the main services. A monthly Family Service was introduced in which Baptisms were included. With up to 4 baptismal parties at one service the church was often very full of newcomers/visitors giving great opportunities to reach new people. With innovation and creativity, Gareth made these services very family friendly and welcoming. Midweek Eucharist was introduced. This was a more contemplative service but also varied and innovative from BCP to Iona to Healing and often featured testimonies of individuals.

Children and Youth The launch of a Playgroup and developing Mums and Tots has enabled the church to make contact with several families in the fast developing housing areas. Regular First Steps service targeting these are very well attended. Numerous over-subscribed uniformed organisations are actively involved in church and at the monthly Church Parade service. Strong contacts with local schools that hold special services in church, do projects in church, use church as a recording studio and participate in normal church services.

Evangelism Every opportunity is examined to see if it can be used to strengthen links with the community and introduce more people to Christ. E.g. Remembrance Service is followed up by a Memorial Service for those who have died recently inviting families who have attended funerals in church that year. This has a strong pastoral function as well as bringing outsiders into fresh contact with the church. Another project is to invite all Baptism families from the last five years to a special service. Special events aimed to bring in outsiders. E.g. Churchyard project climaxed with a Monumental Celebration, a weekend long party with many events for all ages and a final Thanksgiving Service attended by Mayor and Bishop. The whole weekend was purposefully geared as an outreach event. Various school events and involvement bring many unchurched into church. The church strongly believes in publicity inviting local reporters to all events. Also, a thoughtful and interesting monthly magazine is produced â&#x20AC;&#x153;packed with newspaper style storiesâ&#x20AC;?, delivered to libraries, dentists, doctors, pubs and 300 local homes.

Main factors influencing growth

62 1/ Rev Gareth Green, his inspirational leadership, supported by his wife, Pamela. 2/ Gareth’s ability to get people working together with a shared vision. 3/ Considerable investment in involvement in the community from Mums and Tots, to Scouts and Guides, to schools, to special projects, to special events, to being newcomer and visitor friendly. 4/ Changes in worship to become more contemporary and more family friendly. 5/ Maintaining spiritual emphases. Encouraging prayer. 6/ Good publicity. Church growth survey St Peter and St. Paul’s, Ashington Rev Lionel Whatley since Jan 1999 1998 attendance: 16 2004 attendance: 95 Leadership Team leadership with emphasis on the Biblical principle that leadership exists to train and equip others to play an active role in the church and society. Lionel’s first priority was to gather together a leadership team of committed and spiritually mature Christians. Lionel is supported by joint PCC meetings each quarter of the 3 parishes in the Benefice and PCC meetings in the various parishes each month. All church wardens meet with Lionel six-weekly to deal with policy, maintain communication.

16)

Staffing When Lionel arrived, the church was poorly attended, with minimal people resources. People have subsequently moved into the area or joined the parish and there is now one lay reader and others who have assumed responsibilities under the Rector’s oversight. Several lay people are involved in music and worship, monthly family services, marriage preparation, baptism preparation, visiting, pastoral care, counselling, prayer ministry, leading home groups. Also Parish Administrator (part-time). Significant events / factors Alpha, Discipleship and Leadership Training courses; seminars on prayer, spiritual gifts, stewardship, prayer ministry, church growth, marriage, family life, parenting, restoring hope in the Church. More than sixty people enjoyed the New Wine conference last year. Church involved in the community through Face Values programme, phone in help line, monthly luncheon for elderly folk in the villages. Church buildings constantly in need of repair and renovation. No hall, toilets or office. Plans for these in pipeline; also awaiting faculties to provide new audio-visual equipment. In process of re-ordering and removing pews despite local opposition from non-attenders. Congregation fully supportive. Finances: 1997 income £4538, 2002 income £68560. Lionel advocates tithing, teaching by example. Participation in several evangelistic missions in the Diocese, in the UK and abroad. Lionel takes a parish team to share in the ministry believing in sharing the Lord’s blessings with other churches. Strategy Development of leadership structures. Developing leaders. Major developments to worship to become more contemporary, participative, family friendly, spiritual. Biblical preaching. Emphasis on every member ministry – providing opportunities and encouragement. Emphasis on prayer: Weekly prayer bulletins, prayer meetings, occasional all night prayer vigils, prayer ministry training, prayer before, during and after services, in home groups. Development of small groups: Lionel initiated 1, now grown to 4 groups, including Alpha follow-up with vital role in teaching, pastoral care, spiritual growth into maturity. Monthly leaders meetings. Development of youth and children’s work. Evangelism – Alpha Course and emphasis on community involvement.

63 Stewardship month of teaching on stewardship, tithing, mission, church needs, future plans. Increase financial giving. Vastly improve the building and facilities. Children and Youth As with all aspects of church growth, a team of leaders has been a key factor. God provided team of 5. Making space for teens within services and in a weekly group of their own has been very important. Plus friend-friendly monthly socials with a wide variety of activities. New initiative is Youth Alpha at the Community Centre to encourage other youngsters to come. No Sunday School when Lionel arrived so one was started. Vital for young families considering joining. Most attenders are children of Church members; not successfully drawn in outsiders. Three October half term holiday clubs in the local school hall has built some bridges. Annual involvement of local Beaver, Cub and Scout groups at church. Changes in worship Biblical preaching and teaching made a priority. Short term themes complemented in home groups. Established a worship team resulting in marked enhancement of standards and quality of music. The use of a variety of instruments including keyboard, drums, guitars, trumpet, saxophone, flute and percussion has given the music a more contemporary flavour and the choice of music has become more contemporary. The teenagers play an important role, helping to lead singing and in playing instruments. Children are also encouraged to take an active part (eg. with percussion instruments). Broadening participation in the services. Lay teams reading the Bible, leading prayers. Flexible use of liturgy. No liturgy at Family Services. Tea/coffee introduced after services has encouraged people to stay and chat to one another. Response to God’s word facilitated by Prayer Ministry team, trained and authorised by the leadership to pray with people after the Communion or the service each week. Evangelism Most effective has been the Alpha course. Lionel ran several on arrival targeting existing parishioners and fringe members. A good number of current leaders attribute their coming to faith or growth in faith to these. Current Alpha run by lay people has drawn in unchurched people. Ongoing challenge is Alpha follow-up. Some into home groups, others individual discipleship. On-going distribution of Jesus Videos to every house in the village with follow-up visits on request. Church involved in mission projects in:- Tanzania; Sierra Leone; evangelistic missions to Egypt, Sudan, Europe and South Africa; supporting street children in South America through Toybox Charity; supporting missionaries such as Children’s Society, Crosslinks, African Enterprise, Leprosy Mission; plans this year to take a group of young people to Togo to visit the churches Crosslinks missionaries. Involvement in Face Values campaign reaching out into the community to serve those outside the church and subsequent setting up of “Community Support Scheme” through which members of the community are able to request help from the church in a number of areas.

Main factors influencing growth 1/ Lionel established leadership structures and team. Training and development of leaders by Lionel. 2/ Biblical teaching and preaching. Much emphasis on life and practical issues in specific courses, sermon series. Supplemented by home groups. 3/ Principle of every member ministry, lay people encouraged and motivated to take on various responsibilities and given opportunities. God providing the right people to take on the right roles. 4/ Changes to worship making services much more contemporary, participative, family friendly, spiritual. Development of Prayer Ministry. 5/ Development of youth and children’s work.

64 6/ Alpha Courses and emphasis on mission. 7/ Development of small groups. 8/ Emphasis on prayer. 9/ Increase in financial giving. 10/ Reaching out to serve the community has enhanced the reputation of the church locally and has given rise to many more contacts with local people.

Church growth survey 17)

St John the Baptist, Burscough Attendance: 1995 1996 1997 147 213 220

1998 227

1999 237

2000 219

Rev Neil Short, since 1996 2001 2002 2003 219 233 239

Leadership Neil is a strong leader and leads from the front, with a clear vision developed by listening to key church members. When Neil arrived he felt the need to take hold of the church and give a strong lead. This hands-on, teaching/training lay leaders by demonstration/working with them was popular and effective. The Parish Advisory Team, the main executive leadership body comprising Leadership Team and Standing Committee, is: Vicar, Curate, 2 Church Wardens, Treasurer, 2 elected members. PAT is a vital part of the church, setting vision and anticipating problems. PAT was a key vehicle for unity and change in the first two years, sharing vision, agreeing strategy and diffusing possible difficulties. Staffing Vicar; Curate; Youth Worker part-time; Secretary part-time; OLM early retired, expenses only. A trust has been set up to finance additional staff. Significant events The church had reached a plateau when Neil arrived so the congregation were enthusiastic for change. A groundswell of people were very keen to move on. This helped Neil to bring in the necessary changes. As the leader he was able to lead with little opposition. On arrival Neil found no children as Sunday School had closed down for the summer. The congregation responded positively when he asked if they would like the children in church the following week. Neil implemented an all-age service every week until Sunday School re-opened. This established children as a priority; it set a precedent of Neil flagging up a problem and the congregation getting right behind the solution which became an often repeated process; also, it emphasised the sense of the church as a family. Main numerical church growth occurred in Neil’s first two years. This has continued to progress gradually, with a blip in 2000/01, giving a 63% increase from 1995 to 2003. From 1998-2004 the church has grown spiritually and in ‘quality’ with good teaching, the addition of a Curate, emphasis on cell principles in housegroups and application of the Purpose Driven Church model. Planning for growth using the PDC model, resources and values, the church has implemented a plan to emphasise in 2002: Membership and Maturity; 2003: Ministry; 2004: Mission; 2005: Magnification. Following this they plan to evaluate in 2005 using Schwarz’s Natural Church Development programme. During 1998-2001 the building underwent a major refurbishment. Strategy Have a clear vision and planned strategy for numerical and spiritual growth, agreed by the PAT. Strong leadership, the leader taking the church with him.

65 Emphasis on services being family, child (when present) and visitor friendly. Worship that is spiritual, engaging, not too charismatic, not too traditional. Preaching that is strongly Biblical, relevant and applied to daily life. Children and young people a priority. Increase staffing levels to resource growth. Application of “Purpose Driven Church” model. Develop housegroups along cell principles. 15 groups with 150 attending currently. Monthly housegroup leaders training sessions. Establish an ethos of inviting friends, neighbours and family, Neil leading by example. Emphasis on warm welcome. Vicar specifically investing time and energy on new members. Get involved in the community. Become better known locally. Establish a culture of the church as a family and a sense of unity. Changes in worship style Neil went wholesale through all the worship to make services engaging, more informal, contemporary, visitor friendly, family and child friendly, shorter, more varied, less liturgical, fulfilling and enjoyable. Previously worship had not been properly led from the front. “Sometimes you have got to get your hands around the back pew and say, ‘We’re in this together.’” Creed and Gloria were omitted, including the choirmaster’s own sung Gloria but as only the choir were singing it. Greater emphasis was placed on the music group. Neil cut out the more complicated modern songs which people were struggling to sing and re-introduced simpler songs. “We went back ten years.” A lot of variety was introduced in worship. People joined in and got involved in worship together which meant also that a culture of the church as family was being established. Preaching is strongly Biblical, varied in style, following themes or a Bible book with emphasis on relevance and application. Children and Youth Services were made more child friendly. The needs of children and youth were not made a priority in the first two years as it would have been easy to absorb all the most able people in this area. Since employing a youth worker in 2001 the church has developed a puppet ministry, drama group, youth band and 24/7 a bi-monthly magazine format worship event for 4-11 year olds. Up to 60 attend with 20 leaders involved. In any month 60-70 adults are involved in the children’s and youth work. Evangelism Christian Basics Course run 2/3 times annually. After 6 weekly meetings in church the group moves to a home then becoming a new housegroup. Also local mission, special evangelistic events and services. Most effective has been Neil personally inviting new contacts made through Baptisms, Weddings, Funerals, special events, local pub, etc., to participate in the Christian Basics course. Many community events and involvement, e.g. cricket, barn dances, walks, special events, etc,. Publicity in local press. Involvement in mission to the world is given emphasis through church groups participating in short trips abroad: 2000 – 24 went to Chile to help build a church and took a gift of £17,000; 2004 - 6 going to Paraguay to help build a church; 2005 – planning a trip to Belarus. Main factors influencing growth (for first 5 years – already beginning to change for next 5 years) 1/ Neil’s strong leadership and clear vision. 2/ Careful planning and strategy for growth and communicating the vision. 3/ Establishing culture of church as family and sense of unity.

66 4/ Acceptance of and keenness for change by the majority of the congregation. 5/ Wholesale changes to worship making services spiritually engaging and visitor and family friendly. 6/ Christian Basics Course 7/ Clergy led ethos of following up new contacts leading to invitation to Christian Basics Course. 8/ Warm Welcome. 9/ Strong Biblical preaching, relevant and applied to daily life. 10/ Priority of children. 11/ Increase in staff levels to resource growth. 12/ Refurbishment of the building.

St John's Vision for 2003 "Each one should use whatever gift they have received to serve others, faithfully ministering God's grace in its various forms" 1 Peter 4 v10

Neil's Vision for St John's "I have a dream for St. John's. It's a dream which is painted deep within my soul. It's a dream I hope and pray and work for. I have a dream that we will grow in prayer. That we will pray big prayers and that when God answers these prayers our faith will grow. I have a dream that St John's itself will grow. That on a regular basis we will see people commit themselves to following Jesus. I have a dream that our worship will become richer and deeper. That people will bring hurts and despairs, together with their joys, into our worship and will go out built-up to live and serve during the following week. I have a dream that we are able to strengthen and expand our children's and young people's work. That more and more we are able to nurture and satisfy the needs of our own children and begin to reach out to new teenagers. I have a dream that increasingly we will be a giving church; generous not only with our money but in giving our best people away to full-time ministry in other churches. I have a dream that the ministry of this church will grow dramatically with almost every member involved in some area of ministry. It could be children's work, visiting the elderly, helping out at our village schools, being a counsellor, serving tea or whatever.

67 I dream that in order to run all these areas of ministry we will attract more and more members of staff, many from our own congregation. I have a dream for this parish; it's a dream which is painted deep within my soul. It's a dream I hope and pray and work for . . . I want to encourage you to dream the dream and become a part of the reality." Neil

(Church Meeting, 23/5/2000)

Church growth survey 18)

St Marks, Haydock

Rev Phil Potter since 1988

1988 attendance: 250 adults 80 children 2004 attendance: 500 adults 200 children Leadership Phil is a strong leader and a teacher / encourager. He has invested in identifying and developing leaders and what was previously the Vicar aided by a few helpers is now a structure of genuinely shared leadership. Much of the leadership of the church is through the cell structures Phil has now firmly established. Four Area Pastors oversee 13 Cell Pastors who oversee the Cell Leaders. Phil is seen as a prayerful, anointed visionary who introduces ideas to leaders, which are taken to the PCC then to the rest of the church and made the subject of prayer. Having passed through this process involving serious consultation and prayer the ideas can then become realities. The Leadership Team is the main focus of leadership of the church led by Phil and comprising Curate, Phil’s PA, Receptionist, four Area Pastors and the Children’s / Youth Pastor. Staffing Full-time - Vicar; Curate; Vicar’s PA; Church Administrator; Receptionist Part-time – Children’s / Youth Pastor; Pastoral Care Co-ordinator; Resources Manager; Catering Coordinator Voluntary – Four Area Pastors Significant events In 1993-94 the church underwent a major refurbishment. The pews were replaced by chairs, a new carpet was laid, an extension was added providing room for the King’s Table restaurant, space upstairs was turned into offices and the main church was enhanced with up to date audio-visual equipment including the facility for powerpoint presentations. In 1997 St Marks started to form cell groups. Phil made this a major emphasis of the church and St Mark’s is now a Cell Church. The evening service attendance declined so it was stopped. Subsequently Phil introduced a Prayer Book Communion to the existing Ladies Bible Class at 2.00pm which then became a worship service. This is a more traditional service and is attended by 60-70. Strategy Everything is built around cell values and structures. There are 34 adult cells and 12 children / youth cells.

68 St Mark’s Cell Values are:

All Involved Becoming Disciples Creating Community Doing Evangelism Encountering God

Every member ministry, giving opportunities to develop roles involving real responsibility and encouraging others have been key emphases which have helped to identify leaders and potential leaders. The principle of mentoring is practised at many levels. All of the lay staff have been recruited from within. Prayer is an important part of the life of the church and is encouraged at every level. Involvement in the community in various projects. Changes in worship style Phil is himself a gifted worship leader who had that role in David Watson’s team leading worship at large international events. After his arrival services changed considerably. The music became much more contemporary and worship bands replaced the organ in the main morning service. Phil personally mentored worship band leaders and members. Worship at St Marks became much enriched. The church, previously very liturgical, now uses some but only a small amount of liturgy. Similarly, robes are no longer worn by the clergy. As worship is developed in cell groups in various forms, e.g. worshipping to a music CD; meditation; creative worship, this spills over and enhances Sunday worship. Preaching is strongly Biblical. All sermons/teaching on a Sunday is discussed and examined in cell groups during the week. An opportunity to respond to God’s Word and to receive prayer ministry is offered at the end of every morning service other than the monthly Family Services. Children and Youth Cell groups with cell values taught throughout. The children's work particularly has seen growth through cells. Children’s ministry is seen as key and particularly significant in church growth as many parents are drawn in through the children’s work. Evangelism Based around the cell value, doing evangelism. Every member is to take responsibility in some way. The church runs courses such as Alpha, CPAS Start Course, Breakthru’ Course in freedom and wholeness in Christ. Various projects enable the church to build relationships within the community. “Going” into community and making a difference. TANGO project aimed at people in the community struggling financially. Clothes, household items and furniture sold at nominal cost. Free lunches served. Various “Clusters” – ‘a coming together of God’s people, outside of the normal church structures, with the sole purpose of being the church in mission, doing church in new ways for a new generation.’ These include Famlegh First with parents and young children; Walkout for walking enthusiasts; Photography; Keep Fit; Men’s; New Creations making cards, toys, etc,. King’s Table Restaurant is open daily in the church extension from 11.00am – 2.00pm. Main factors influencing growth 1/ Visionary leadership of Phil.

69 2/ Becoming a Cell Church and emphasis on Cell Values. 3/ Complete transformation of worship to become contemporary, with a spiritual emphasis of encountering God and with an expectation that lives would be changed. 4/ Development of leaders and establishment of the leadership structure. 5/ Involvement in the community. 6/ Church refurbishment providing a very usable facility. 7/ Development of youth and children’s work. 8/ Strong emphasis on relationships and relationship building particularly through cells. Church growth survey

19)

St John the Baptist – Burford Rev Richard Coombs Dec 2004 attendance: 70-90 adults 25-35 children Dec 1999 attendance: 30 adults (elderly) 0 children

Leadership Richard inherited 4 parishes with 4 PCC’s and 4 sets of Church Wardens. He developed a Staff Team of Vicar, Curate, house for duty priest (retired vicar), lay reader, secretary (part-time), music director (part-time), verger/assistant. They met monthly and made the important decisions. Existing structures sometimes felt by-passed, particularly in the early years. Now Richard is trying to establish fully functioning PCC’s, especially in Burford. A key factor was that Richard was able to do what he wanted to do, fulfil the vision. Richard’s leadership is fairly directive. At the current stage he is trying to be more collaborative but he is very much the leader. There is now a large lay involvement as most things are at least partially lay led. Also now that the foundations have been laid and the vision established, not much changes unless it comes from below. The members have considerable ownership of and involvement in what is going on.

Significant events Three months in the NSM left for personal reasons and the retired vicar had a stroke. This cleared the way to appoint more gospel staff. From day 1 Richard prayed for one convert. On the 1st anniversary no-one had been converted. That day gained 1st convert. Getting a Curate.

Strategy Idea seeping through that this church and this vicar are founded on the Word of God.

70 Changes in worship style – Burford is a splendid mini-Cathedral and some want medieval worship. But many locals are unchurched. All the time I am telling people that traditional worship might attract 10-15, but what about the other 2000 in the villages? Keep banging the same drum. Hard work over 5 years. Many are 100% behind Richard but some aren’t. The opposition is finally feeling beleaguered as Richard and his curate are still going strong and have not changed their message.

Changes in worship Richard made the radical decision early on to make changes straight away. Everything had changed after one month. Centred the work of the four churches in the benefice on Burford. Made the main service 11.00am at Burford with other churches at 9.30am. 11.00am Burford – took out BCP; reduced the number of eucharists; put Bibles into pews; introduced contemporary styles of worship, contemporary music; much more family and children orientated. 6.00pm Started a new informal service called ‘Burford@6’. Endured two rocky years but now the service is well established. Expository Bible preaching central.

Children and Youth Nicola Coombs set up Sunday Club, an immediate success with a current attendance of 25-35.

Evangelism Introducing Christianity Course, Alpha, Christianity Explored have all been effective. Alpha particularly has been a very useful tool. A good number have become Christians.

Main factors influencing growth 1/ Richard came with vision, purpose and a strategy. “The Kingdom of God grows one life at a time.” (Bill Hybels) Richard was determined and equipped to lead. 2/ Richard was able to do what he wanted to. The opposition was not enough to discourage or deflect him. 3/ Prayer. 1 hour per week spent praying with 1 / 2 others specifically for revival. Now there is a monthly prayer meeting.

71 4/ Changes in worship styles. Services became far more accessible particularly to the unchurched and to families. 5/ From the start the Word was faithfully preached. 6/ Children’s work developed. 7/ Evangelistic programmes. 8/ Increase in staffing levels.

Church growth survey 20)

St Paul’s, Dorking 2001 attendance 330 2004 attendance 370

Rev Paul Bryer since 2001

Leadership Key to all developments was the leadership of the church. Paul introduced a new model of leadership, enabled by the PCC. Paul and the two church wardens were at the heart of this group and were given the remit to select four others with appropriate gifts to lead the church forward in vision. The new Leadership Team were then approved by the PCC with the mandate to deal with the key issues of church life.

Staffing Shortage of staff is a particular weakness of St Pauls. Vicar, part-time Administrator plus Community Worker who works in schools and the community so actually creates more work for Paul rather than easing his workload. The church is now in the process of employing an Associate Minister and Youth and Children’s Worker.

Significant events Paul was specifically and dramatically called to St Pauls. Prior to Paul’s arrival the church had become stuck in a number of key areas. The buildings were in bad need of refurbishment and plans that had been made over fifteen years previously had never been actioned. There was a lack of involvement in the community. The church had lost its sense of vision and purpose. Paul came with a strong vision of what church should be, based on a cell church model. 180 members were in the old housegroup set up. Through a process of teaching and envisioning on cell and a training course for 50 leaders there are now 230 in cell groups.

Strategy

72 Develop cell groups, including implementing cell values and leadership training. Change services, develop worship. Attend to the buildings issue. Paul had a vision for the church buildings. Having brought in a new architect Paul presented plans to the PCC and the refurbishment is now in process with £1.2m of the total cost of £2.5m pledged by church members. Emphasis on prayer. Prayer undergirds everything. Establish a church office with a paid administrator.

Changes in worship style Services had become stale. The Leadership Team and PCC developed a new vision for services and major changes were implemented within twelve months. A 9.00am more traditional, low church, liturgical, hymn-based service was introduced. The existing 10.30am service was made more family based, less formal, more contemporary, more newcomer friendly. The existing 6.30pm service which was in decline was changed drastically with a strong emphasis on creativity with a multi-media approach. Attendance at this grew from 50 to 150 in 18 months. Overall worship style is now ‘gently charismatic’. There is a variety of music led by several music/worship groups. Strong Biblical preaching is key. Multi-media audio-visual facilities were brought in to enhance presentation. Some hated it so 9.00am is a ‘screen-free’ service.

Children and Youth A strength of the church in the past, these areas are suffering from the lack of a full-time youth and children’s worker.

Evangelism Evangelism is the natural outworking of the life of the church, particularly through cells. Alpha Courses are run regularly to good effect. The Community Worker, Debbie, has been very effective running church based projects, working in the local church primary school, running community events and has launched a nursery. All these are ways for the church into the community.

Main factors influencing growth

73 1/ Paul’s arrival with a powerful sense of call from God to St Pauls and strong vision for the church. 2/ The move to cell church principles and values. 3/ Change and developments in worship. 4/ Establishment of the Leadership Team and subsequent vision formulation and major decision making. 5/ Strong Biblical preaching and emphasis on prayer. 6/ Community contacts made through Debbie, the Community Worker. 7/ Addition of administrative resources including Administrator. 8/ Addition of audio-visual equipment. Appendix B: Church Growth Survey – Church Members The purpose of this anonymous survey is to gain an impression of why people attend a specific church and what causes them to move on. The results will contribute to a dissertation entitled “Factors that have influenced church growth in the Anglican Church in England since 1995.” Thank you for your participation. Church: Please circle as appropriate: Male / Female

Age:

Under 19

19-29

30-49

50-64

65+

Please describe briefly your involvement at this church:

What first attracted you to this church? (E.g. proximity, friend, reputation, denomination, etc.)

What factors are the most important in keeping you coming to this church? Please list four to eight in order of importance to you. (Factors may be practical – good car parking; spiritual – biblical preaching; relational; friendships in church; or other.)

74 If you moved from another church please state why you left your previous church.

Are there changes that could realistically occur in the life of this church which would make you consider moving elsewhere? If so, please give brief details.

January 2004 Appendix C: CHURCH MEMBERS SURVEY RESULTS ANALYSIS

Numbers in sample ATTRACTION 1/Proximity 37% 2/Friends 27% 3/Denomination 18.5% 4/Welcome 17% 5/Reputation 15% 6/Family 13.5% 7/Leadership 11.5% 8/Worship 9.5% 9/Biblical Preaching 7.5% 10/Youth and Children 6% 11/Spiritual 5.5% 12/Godâ&#x20AC;&#x2122;s call 3% 12/Congregation 3% 14/Active/Lively 2.5% 15/Basics course/Alpha 2% 16/Baptism 1.5%

Numbers in sample IMPORTANT 1/Friends 74.5% 2/Biblical Preaching 70% (Biblical not stipulated) (10%)

3/Spiritual 51.5% 4/Welcome / Fellowship 49%

TOTALS M F 82 118 200 100% 74 41 33 54 26 28 37 14 23 34 14 20 30 12 18 27 9 18 23 9 14 19 9 10 15 8 7 12 2 10 11 3 8 6 2 4 6 2 4 5 0 5 4 3 1 3 1 2

Under 19 M F 1 10 11 5.5% 0 0 0 2 0 2 0 0 0 2 0 2 0 0 0 9 1 8 0 0 0 0 0 0 1 0 1 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

19-29 M F 6 8 14 7% 2 0 2 5 3 2 1 0 1 5 3 2 2 1 1 2 0 2 0 0 0 2 1 1 2 1 1 0 0 0 1 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0

30-49 M F 23 49 72 36% 24 8 16 20 6 14 10 4 6 16 5 11 14 6 8 11 4 7 2 1 1 11 5 6 4 3 1 7 0 7 4 0 4 2 1 1 1 0 1 0 0 3 0 1 1 0 1 2

50-64 M F 33 33 66 33% 26 15 11 24 14 10 15 5 10 5 3 2 6 1 5 4 3 1 10 2 8 6 3 3 4 3 1 3 1 2 4 2 2 3 1 2 5 2 3 0 0 1 0 2 0 0 0 0

TOTALS M F 82 118 200 100% 149 54 95 140 (20) 56 84 (9) (11)

Under 19 M F 1 10 11 5.5% 10 1 9 9 (2) 0 9 (0) (2)

19-29 M F 6 8 14 7% 11 3 8 11 (0) 5 6 (0) (0)

30-49 M F 23 49 72 36% 57 21 36 53 (8) 20 33 (3) (5)

50-64 M F 33 33 66 33% 46 19 27 42 (7) 19 23 (4) (3)

37 18.5% 25 10 15 25 (3) 12 13 (2) (1)

103

98 38

2 57

7 2

29 2

65+ M 19

37 18.5% 22 10 12 3 3 0 11 5 6 6 3 3 8 4 4 1 1 0 11 6 5 0 0 0 4 1 3 0 0 0 2 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 65+ M 19

F 18

38 26

F 18

10 22

76 5/Worship 48% 6/Youth and Children 22.5% 7/Involvement 20.5% 8/Leadership 14.5% 9/Outreach 17% 10/Homegroups 15% 11/Support 13.5% 12/Proximity 12% 13/Events / Activities 9.5% 14/Vision 8.5% 15/Prayer 6% 16/Church building 4.5%

Numbers in sample WOULD MAKE ME LEAVE 1/Worship Too traditional Not spiritual Too high Not traditional 2/Leadership

96 40

TOTALS M F 82 118 200 100% 63 27 36 22 9 13 18 6 12 10 7 3 13 5 8 59

1 11 8 3 1 3 1 2 1 4

30-49 M F 23 49 72 36% 19 5 14 6 3 3 10 2 8 1 0 1 2 0 2 22

4 3

4 11

2 9

2 5

19-29 M F 6 8 14 7% 4 0 4 2 0 2 2 0 2 0 0 0 0 0 0 4

6 2

14 13

Under 19 M F 1 10 11 5.5% 1 0 1 1 0 1 0 0 0 0 0 0 0 0 0 1

27 25

9 2

12 5

17 3

19 7

24 9

27 8

30 15

41 5

34 17

39 18

2 1

41 21

45 13

7 7

2 3

50-64 M F 33 33 66 33% 25 11 14 10 3 7 6 4 2 4 3 1 6 1 5 26

65+ M 19

F 18

37 18.5% 13 11 2 3 3 0 0 0 0 5 4 1 5 4 1 6

33 3/Non-Biblical Preaching 4/Unspiritual

26 23

16 3

1 5

7 10

0 3

3 1

2/Leadership

5/God’s call

A strong, high quality leadership.

A clear missiological shape to their ministry.

A high level of involvement from skilled lay-workers.

The existence of effective links with their surrounding community.

An approach to evangelism centred on people and their needs.

A willingness to embrace change and manage it skilfully.

Well-planned worship services that are attractive and accessible to people.

3 1 0 2 0 3 2 0 0 0 0 3

Appendix D: Common Features of Growing Churches – Coffey 1999

9 6

0 0

1 0

1 1

5 1

4 1

4 0

5 1

6 0

4 0

7 1

8 6

14 7

0 1

1 0

5 6

28 11

0 5

0 0

0 5

7 2

7/God’s call

7/ Worship too traditional 6/Youth and children’s 8/Worship too contemporary 8/Badly treated

8 1 2

3/Unspiritual / unbiblical 4/Relationships

3 0

1 4

16 6

9/ Youth and children’s DID MAKE ME LEAVE 1/Re-location

5/Losing vision

1 3

33 10 11

6/Loss of fellowship/friends 7/Inward looking

77 3

3 0 0

78 Good deployment of small groups within the life of the church.

An excellent standard of work among children and young people.

10.

A lack of complacency among a large proportion of members.

11.

They are churches their members enjoy attending.

12.

A conviction that their growth is a direct consequence of divine activity.

79 Appendix E -CHURCHES SURVEYED 1)

St Bartholomews, Blackburn Rev Ken Howles 1996-2003 1996 attendance: 40 adults (elderly) 8 children 2003 attendance: 300 adults 150 children Conservative evangelical

St Michael and All Angels, Cosby, Leics 1990 attendance am 30 pm 50 2000 attendance am 100+ pm 30 Evangelical

Rev Steve Heygate 1990-2000

St Aldates, Oxford Sept 2002 â&#x20AC;&#x201C; Dec 2003 growth of 60 Evangelical charismatic

Rev Charlie Cleverly since 2002

Also

Reformed Church, Paris 1992 attendance: 40 2002 attendance: 400 Evangelical charismatic

Rev Charlie Cleverly 1992-2002

St Pauls, Ealing 1993 attendance: 150 2004 attendance: 700 Evangelical charismatic

Rev Mark Melluish since 1993

St Barnabas, Woodside Park, London 1982 attendance: 60 2003 attendance: 550 adults 150 youth/children Evangelical charismatic

Rev John Coles 1982-2003

St Wilfreds, Kibworth , Leics 1995 attendance: 75 adults 10 children 2002 attendance: 105 adults 25 children Evangelical

Rev Steven Lee1995-2002

Holy Trinity Church, Jesmond, Tyneside 1999 attendance: 80 2004 attendance: 300 adults 60 children Evangelical

Rev Rick Simpson since 1999

St John the Evangelist, Carterton, Oxon Rev Roger Billings since 1995 1995 attendance: 75 (all services) 2003 attendance: 8.00am 15; 10.30am 90-150 plus 30-40 children; 6.00pm 20-40 Conservative Evangelical

St Marks, Harrogate, Yorkshire 1995 attendance: 150 2003 attendance: 600 Evangelical

Rev Paul Hooper since 1995

80 10)

Trinity, Cheltenham, Gloucs Rev Mark Bailey since 1994 1994 attendance: 150 adults 30 children 2003 attendance: 1500 adults 300+ children Evangelical charismatic. Trinity is currently the fastest growing Anglican Church in the UK.

11)

Holy Trinity, Margate, Kent Rev Arthur Houston since 1999 1999 attendance: 250 and in decline, losing 10-15% per year. 2003 attendance: 350-400 Evangelical

12)

St Mary, Funtington, Hampshire 1998 attendance: 40 2003 attendance: 100 adults 30 children Open, slightly catholic

13)

Emmanuel, Loughborough, Leics Rev David Newman since April1997 2003 attendance: 350 adults, 60-70 children Open evangelical, incorporating diversity of traditions

14)

St Thomas, Crookes, Sheffield Rev Mike Breen since 1994 Joint Anglican / Baptist church 1994 attendance: 800 2004 attendance: 2000-2500 About 80% are under 40 yrs old. Evangelical charismatic

15)

St Marys, Woodkirk, Yorkshire 1996 attendance: 57 2001 attendance: 114 Open, not evangelical

Rev Gareth Green 1996-2002

16)

St Peter and St. Paulâ&#x20AC;&#x2122;s, Ashington, Hampshire 1998 attendance: 16 2004 attendance: 95 Evangelical

Rev Lionel Whatley since Jan 1999

17)

St John the Baptist, Burscough, Lancs 1995 attendance: 147 2003 attendance: 239 Evangelical

Rev Neil Short since 1996

18)

St Marks, Haydock, Lancs 1988 attendance: 250 adults 80 children 2004 attendance: 500 adults 200 children Evangelical

Canon Phil Potter since 1988

19)

St John the Baptist, Burford, Oxon Rev Richard Coombs since 1999 1999 attendance: 30 adults (elderly) 0 children 2004 attendance: 70-90 adults 25-35 children Conservative evangelical

20)

St Pauls, Dorking, Surrey 2001 attendance 330 2004 attendance 370 Evangelical

The Ven John Holliman since 1999

Rev Paul Bryer since 2001