The Spring 2013 edition of Leadership Journal focuses on money, emphasizing how congregations can fund ministries in ways that are consistent with their DNA. While many articles within this edition’s pages offer considerable practical insight two that consider the longer term are of particular note.
In “Why I Won’t Give to Your Church,” Robert Jewe explains why as a 23-year-old he may hesitate to fund congregational ministry and mission (p.37). His honest appeal requests that churches honor his unique identity by recognizing each younger adult as an individual rather than considering them as a group to be a single target demographic. Additionally, church finances should be transparent with an emphasis on building God’s reign/kingdom rather than that of the church (or merely expanding the church campus or staffing). While younger adults may be global citizens they also care deeply about those in their local communities and expect their local congregation to seek to meet many of those needs.
In contrast, a slighter older author writes about the longer term reality that current and predicted future giving trends suggest most congregations will need to learn to do more with less. In “Hybrid Ministry,” John Dickerson confronts readers with a staggering statistic: “many ministries could see revenue decrease by as much as 50 to 70 percent in the next 10 to 30 years” (p.48). This reality necessitates “hybrid ministry” or a new/emerging form that will go just as far (or ideally even farther) using less fuel/funds. To achieve this outcome, he proposes a heavier reliance on unpaid and well-qualified part-time staff.
So What?
While I don’t assume that many ministries will encounter revenue declines exceeding 50%, I do recognize that some ministries will become economic improbabilities without radical reform. Whether congregations are thriving, struggling to survive, or in the midst of steady decline that will some day lead to financial hardship it is important that budgets align with mission. Just because congregations can afford to have elaborate campuses does not mean that such is appropriate. It is also key to note that sprawling campuses that are alive with activities not only of the church but also the wider community may be worthwhile investments consistent with the care, concern and social justice focus central to the DNA of many congregations. Financial planning for the next year or next few years is almost a given regardless of the size or current economic state of any congregation. How can we ensure similar attention is given to longer term financial planning?