2/1/2013
MYRTLE BEACH FIRST MISSION STUDY REPORT PRESBYTERIAN
CHURCH
Presented to Session (Feb. 4, 2013) | Mission Study Team 1
MISSION STUDY TEAM
John Gandy, Elder Michael Shelton, Elder Co-Chairpersons Stuart Butler Sherrie Gore Jackie Hendrix Al Marrer Claudia McCollough Susan Sparks Jim Ward, Deacon
Dr. Lewis Johnson Kathleen Wilder Staff Contact Staff Support
Dr. John Wilkerson Consultant/Trainer
The Mission Study Team (the ―MST‖) received excellent support from many others in the church who agreed to be interviewed, completed surveys, participated in Congregational Gatherings and encouraged and supported the team in completing its work. We are grateful for every contribution to this study.
Soli Deo Gloria
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Table of Contents PURPOSE OF THE MISSION STUDY ...... 4 SUMMARY OF CURRENT STRATEGIC PLAN ...... 6 EXECUTIVE SUMMARY ...... 8 Officer Surveys and Interviews ...... 8 Congregational Rating Survey ...... 8 Life Cycle Analysis Survey ...... 8 Interviews with Certain Individuals ...... 9 Congregational Gatherings ...... 9 Church Planning Inventory ...... 10 RECOMMENDED STATEMENTS OF PURPOSE, VISION AND MISSION ...... 12 FINDINGS AND RECOMMENDATIONS...... 13
DETAILED REPORT OF MBFPC MISSION STUDY LISTENING FOR THE VOICE OF GOD… ...... 21 …IN SCRIPTURE ...... 21 …IN THE BOOK OF ORDER...... 23 …IN PROPHETIC VOICES OF TODAY ...... 24 A Brief Statement of Faith of the Presbyterian Church (USA) ...... 24 …IN THE CONGREGATION ...... 27 Church History and Timeline ...... 27 Congregational Rating Inventory ...... 30 Life Cycle and Stages of Congregational Development ...... 30 CONGREGATIONAL GATHERINGS ...... 34 Thursday, October 4 and Sunday, October 7, 2012 ...... 34 Thursday, October 18 and Sunday, October 21, 2012 ...... 39 Youth Gathering...... 41 CHURCH PLANNING INVENTORY—SUMMARY ...... 43 APPENDIX A—Welcome Rating ...... 49 APPENDIX B—Myths, Norms and Meaning Statements ...... 51 APPENDIX C—Definitions of Life Cycle Terminology ...... 55 APPENDIX D—MBFPC Ministries ...... 58 APPENDIX E—Hartford Institute Report on the Church Planning Inventory ...... 59 APPENDIX F—Demographics of Myrtle Beach and Its Environs ...... 90
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PURPOSE OF THE MISSION STUDY According to a resource of the Evangelical Lutheran Church of America, there are three basic types of churches: 1) Those churches that focus only upon serving the needs of their current membership; 2) Those churches that express interest in reaching people outside their current membership but do little or nothing about it; and 3) Those churches that focus upon caring for one another while, at the same time, serving as a mission outpost to the larger community. The first two tend to become comfortable with themselves, to stagnate and to show little or no vitality. Over the course of time, their average age increases while their numerical size and average participation decrease. The third type of church, however, is the one in which its members have determined to apply their time and energies to discerning who they are, what their purpose is, and what God is calling them to do that will make a difference in both their congregational life and the community in which they live. These churches are visionary and, because of that, they tend to grow in variety and depth of ministry, financial support, and overall membership participation.1 The clear implication is that, planning, implementing and assessment procedures aside, the churches that really grow are the ones whose participants concentrate on their relationship with God, who allow God to define and redefine who they are and what directions they should take and who focus upon serving each other and the community. They grow because they take to heart Jesus words: ―seek first the kingdom of God and His righteousness, and all these things will be provided for you‖ (Matt. 6:13). This doesn’t mean we should dream without counting the cost. About that, Jesus says, ―don't begin until you count the cost. For who would begin construction of a tower without first calculating the cost to see if there is enough money to finish it? Otherwise, you might complete only the foundation before running out of money, and then everyone would laugh at you‖ (Luke 14:28-29). But it does mean that the way to grow is not just to devise a program for growth, but to concentrate on serving God and our fellow man in vital ways with whatever means He may put at our disposal. On April 16, 2012, the Session of MBFPC appointed the Mission Study Team (the ―MST‖) and charged it with conducting this study and reporting back to the Session. The whole study process was designed to engage the congregation in a visioning and discerning process that will help the Session determine who God is calling our congregation to be and what God is calling us to do over the next few years. It would require our congregation to recall and review when it has been at its best in order to discover and focus on values and behavior patterns that will help to shape a positive future. And the congregation responded to this effort, for which the Session and the MST are most grateful. The mission study was designed to provide: an opportunity for all members of our congregation to participate in the process, an overview of our congregation’s life and ministry from a historical perspective, and of enrichment ministry opportunities for the future,
1 This introductory section has been taken from Rev. John D. Wilkerson, D. Min., Director, Church Leadership and Coaching, A Mission Study Process, April, 2012. 4
an opportunity for members to interact with one another around important questions concerning the congregation’s present status, an opportunity for members to discern who God is calling them to be and what God is calling them to do in the future, so that they may be faithful in God’s mission and serve as witnesses to the claims of the Gospel upon our congregational life and ministry, a clarification of values that are most important to our congregation’s life and ministry, a valuable resource of information to church officers and committees, the pastor nominating committee, and serious pastoral candidates. MBFPC is fortunate to have an existing Strategic Plan, including statements of the Church’s Vision and Mission, which was developed in 2009-10 (the ―Strategic Plan‖). The purpose of this study report is not to supplant the existing plan but to re-examine the congregation’s needs, priorities and hopes for the future following the departure of its long-time Senior Minister in December 2011. Had the present study indicated a need to forsake the existing plan and make a significant change in direction, the present MST would have made such a recommendation. However, the MST’s consensus was that the data found here were generally consistent with the needs identified in the Strategic Planning Exercise in 2009 and that the Strategic Plan’s objectives are still relevant in view of our findings. For that reason, the recommendations of the 2009 plan have largely survived in this study and several others have been added. The Hartford Institute’s report has been reproduced in its entirety as Appendix E to this Report. It contains much information that may prove useful beyond the scope of this Report and we encourage the Session and Ministry Teams to make use of it. It may be that we determine that further research is warranted in certain areas. The MST is prepared to draft a letter to the Hartford Institute asking for certain statistical reports and tests to be run on the data we have collected or to ask that they share the data with us so that we can perform our own tests where such analysis might prove to be informative.
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SUMMARY OF CURRENT STRATEGIC PLAN In 2009, the MBFPC embarked upon a study leading to the adoption of a Strategic Plan for the next decade. The Strategic Planning Task Force noted in its report dated October 21, 2009, that ―[o]ver the past decade, FPC membership has grown modestly, not nearly as significantly as had been planned. The first phase of the new Grissom campus, which was a key goal of our last long range planning process, has been completed. Meanwhile, the surrounding community has significantly grown, bringing with it an even greater need for service and mission.‖ The report also pointed out several recurring themes that the Task Force had identified in its series of interviews with members. Among them was the acknowledgement of needs to: Develop the Grissom campus to better serve the growing/changing needs of the community and members; Reaffirm financial stewardship, both short term and long term; Engage members in leadership, study and service, especially the leadership and involvement of younger members; Improve communication and awareness; Commit to church growth; Prepare the next generation of leadership to serve. The community needs and the recurring themes identified in that report continue to be of great concern to MBFPC members today. Several others have surfaced during the course of our study, too, but these common elements in our circumstances of 2009 and 2012 were a major factor in our decision to frame our recommendations as updates to the Strategic Plan rather than to suggest an entirely new set of objectives. In its concluding pages, the Strategic Planning Task Force’s report spelled out the following statements, which we take as a starting point in developing our recommendations.
―VISION STATMENT We must trade the ordinary for the extraordinary to make and mold disciples for Jesus Christ.
MISSION STATEMENT We are committed to make and mold disciples for Jesus Christ.
Five Bold Steps – Our Major Goals for the Future
Reflecting on all of the input received by the committee during this process, we have focused our attention on the following major goals we must strive to accomplish in order to move forward boldly toward our Vision and Mission. After much consideration we agreed upon Five Bold Steps (or Major Goals) we must take for the future of FPC.
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GOALS 1. Initiate a feasibility study for a full-scale effort to undertake a major capital campaign for the complete development of the Grissom campus to meet our specific priorities, including the sale/disposition of the King’s campus. 2. Begin a comprehensive effort to enhance the stewardship education/development of the church, both short term annual stewardship and designated giving, and much needed long term stewardship through endowments and bequests. 3. Focus on the priority goal of growth, and attracting significant numbers of new and more active members in the life and faith of FPC and its mission and service to our community. 4. Revisit the organization, leadership, roles/responsibilities, strategies and actions of each ministry team and group to ensure they are all aligned and working together in full support of our vision, mission and goals. 5. Develop a plan for the next generation of leadership as we move toward our vision for st the 21 century.‖
The MST is indebted to the 2009 Strategic Planning Task Force for the effort that it put into its study and the coherent statement of goals for the congregation at that time. The present study has affirmed the needs identified in the 2009 study and points out some new ones that have come to light in view of the church’s present situation. The MST also affirms the goals outlined in that study and incorporates them into its Findings and Recommendations.
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EXECUTIVE SUMMARY Our purpose here is to provide a summary of the significant findings that emerged from the various events and activities of the Mission Study. Detailed information on each of the study activities and its associated findings appears in the appendices.
Officer Surveys and Interviews Congregational Rating Survey Myrtle Beach First Presbyterian Church (―MBFPC‖) officers and members of the MST were asked to rate ten characteristics of the congregation. The objective was to determine MBFPC’s readiness to move forward. With a total score of 69.7 out of a possible 100, the results show the church is ready to move forward on its spiritual journey with positive ratings on leadership (both pastoral and lay), programs, and passion for service. Areas of opportunity included evangelism, stewardship, improved engagement with the surrounding community, and congregational growth. Life Cycle Analysis Survey MBFPC officers and MST members were asked to judge where MBFPC stood on a life cycle curve of congregational life, ranging from birth to maturity to either redevelopment or death. The consensus is that MBFPC is in the ―redevelopment‖ or ―early aging‖ stage of the life cycle.2 During this stage, it is essential that a church begin to redevelop itself or risk decline. MBFPC’s leaders are aware of this phenomenon and are making significant progress in dealing with it. This study is a significant early step in that process. Discussion during this phase of study also highlighted the fact that the church has grown to the point that it is no longer a congregation whose pastoral responsibilities are entirely the responsibility of the Senior Minister or even a staff of ministers. Rather, the current congregation has grown into being a corporate church, where the Senior Minister must function much as a Chief Executive Officer would do. He or she must be responsible for communicating with the Session and directing the staff’s activities and, through staff, the Church’s lay ministries. The congregation appears to be well aware of this, though it may not have articulated it in quite the same way. This is evident in the survey responses to questions on Functions of the Senior Pastor. When asked to rank the importance of a series of possible responsibilities of a Senior Minister, respondents gave the top four ratings to several items that would be expected of a Senior Minister in a corporate church environment. Namely, Preaching inspiring sermons (99% rated this ―high‖ or ―very high‖) Planning and leading worship (93%) Emphasizing spiritual development of members (91%) Providing administrative leadership (75%) As one Elder stated at a recent Session meeting, ―We have become accustomed to looking to the Senior Minister for guidance, but we are now too big to expect that of a minister. Leadership in the church is going to have to come from the Session with the involvement of the congregation. We will be developing ideas together with the Senior Minister and working with him or her in
2 See pp. 37-38 for a chart on the life cycle analysis. 8 their implementation. But it really means that as members of Session and the Board of Deacons, we are going to have to step up our game.‖
Interviews with Certain Individuals MBFPC officers and MST members were asked to identify people that, in their opinion, had influence in the church. Over 70 people were identified and the MST interviewed 19 whom they determined would provide us with multiple and unique perspectives about our church. They described MBFPC as a loving, caring church that searches for ways to help those in need, strives to provide a rich spiritual education for its members and guests, and continues to be known for its fine music and strong inspiring sermons. There are concerns regarding the outstanding debt, dual campuses, an aging congregation that needs to bring in young families to grow, and the importance of selecting a strong, compassionate, and inspiring leader in our new ministerial search. A note of optimism for our future is expressed by many of those interviewed.
Congregational Gatherings “Celebrating Past and Present” was the theme of the first Congregational Gatherings held following the Thursday, October 4, evening service and at 10 a.m. and noon on October 7, 2012. Approximately 170 participants provided their input on the best experiences they could recall in being a member of the congregation, their views on personal and church values held by the respondents, and their best wishes for the congregation. A summary of the comments show the high value to members of being involved in and feeling connected to the church through fellowship and service. Expressions like ―being part of a family,‖ ―feeling at home,‖ and ―friendly greetings‖ were common. Of equally high importance were times when they were drawn closer to God through worship, sermons, music, prayer, and Bible studies. The main wishes that participants articulated for the congregation concerned strong children’s and youth programs; a missional orientation to the community; support for continuing education for ministers, ministerial staff and members; the new choice of a senior pastor; and for the involvement of younger adults and young families. “Celebrating the Future” was the theme of a second series of Congregational Gatherings held following the Thursday, October 18, service and again at 10 a.m. and noon on Sunday, October 21. Approximately 75 members attended these gatherings and offered their input. Additionally, two sessions were conducted with youth groups at Middle School and High School retreats. By observation, there was a good mix of younger and older adults, youth, young families and long- time members. When the participants were asked to give their overall opinion of how they view the church, they concluded that our church was always welcoming, supportive and friendly, known in our community as giving, having wonderful programs for our children and youth, outstanding worship services with wonderful music, and a place where we demonstrate that ―love makes a difference‖. Finding a new senior minister with strong leadership skills and completing the Grissom campus were goals that need to be accomplished in order for us to realize our vision as a great church. Also noted were the needs to encourage our members to become more active and use their God-given skills to help build a stronger church, and to focus on providing more opportunities for young adults and young families.
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Church Planning Inventory The Church Planning Inventory, a survey of the membership, was distributed at the first Congregational Gatherings, held on August 16 and 19, 2012. A total of 328 participants completed a 200+ question survey concerning the many aspects of MBFPC’s ministries, activities, organization, and facilities. The report from the Hartford Institute, a copy of which we have provided as an attachment to this document, contains a wealth of information, of which some highlights are: Respondents to the survey were relatively traditional in their theology and expressed an interest in a greater evangelical role in the community. A total of 89% of them agreed that the Bible is the inspired or the literal Word of God, 95% that Jesus’ resurrection was an actual event, and 92% that Jesus is the only way to salvation. We have purposefully avoided labeling the congregation as conservative or liberal in its theology. Those terms are bandied about so carelessly these days that they hardly have any value as descriptive terms. Furthermore, several questions in the area of theology arguably tended to push churchgoing people to the more ―conservative‖ end of the scale. For example, the first item in this section asked which statement best described the respondent’s point of view and gave the following choices: 1. The Bible is an ancient book of history, legends and cultural stories recorded by man. It has little value today except as classic literature. 2. The Bible is a valuable book because it was written by wise and good people, but I do not believe it is really God's Word, but it can teach us many moral precepts. 3. The Bible is the record of many different people's response to God and because of this, people and churches today must interpret for themselves the Bible’s basic moral and religious teachings. 4. The Bible is the inspired Word of God and its basic moral and religious teachings are clear and true, even if it reflects some human error. 5. The Bible is the actual Word of God and is to be taken literally. We might expect that the range of likely responses for church attendees would be between 3 and 5—not between 1 and 5. Thus, if we were labeling, we would probably have to label most congregations as being on the conservative end of the spectrum. But that label would mask the fact that, at MBFPC, the 89% that might have been labeled ―conservative‖ would consist of 46% of respondents who tended toward a literal view and 43% who thought the Bible was the inspired, not inerrant, word of God, the moral teachings of which were generally clear and true. That is more than an iota of difference and yet, in this church, people with divergent views frequently engage in the free exploration of their faith in civil—even loving—discussions. In fact, as some respondents pointed out, a great strength of this church is that it is Christ’s church—not ours. It is a sanctuary where people with divergent points of view can study together and freely explore their own faith and relationships with God and with others, secure in the knowledge that God’s grace is for all. Other highlights included: Respondents had a strong sense of identity with the church and were happy with the feeling of ―church family‖ at MBFPC. Respondents agreed that members really support each other in times of need.
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As highlighted above under ―Life Cycle Analysis‖, top functions of the senior pastor were identified as ―to preach inspiring sermons,‖ ―to plan and lead worship services to meet the needs of the congregation,‖ ―to emphasize spiritual development of members,‖ and ―to provide administrative leadership.‖ In most cases, it was the church’s style of worship that both attracted them and that keeps them coming back. Many reported feeling a need to increase and improve evangelistic and/or humanitarian outreach efforts. One potential source of tension comes to light as we review responses to the Congregational Rating Inventory. Respondents heartily supported evangelism and community outreach as well as efforts to bring new members into the congregation from the surrounding community— younger members in particular. But most of the older respondents indicated that they like the traditional worship services. Not only that, but the indicated that they are significantly opposed to altering the worship services in order to engage people interested in alternative formats. In other words, they support the idea of expanded evangelism efforts and realize that the future of the church depends upon engaging and involving younger members from the surrounding community. But they do not express a readiness to embrace new ways of worship in order to accommodate these newer members. This is a challenge that church leadership will have to work to resolve in the near future if the church is to redevelop itself.
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RECOMMENDED STATEMENTS OF PURPOSE, VISION AND MISSION This statement of purpose presented here appeared in one of the group exercises of the October 21, 2012, Congregational Gathering. It encapsulated so much of what came out of the group discussion that morning in such simple phraseology that it made a perfect statement of purpose. A slightly expanded version developed in the Youth section of the Congregational Gatherings brought the meaning of this statement of purpose into sharp relief. The youth statement characterizes the purpose in terms of action: (1) to spread the word about Jesus Christ, (2) to build stronger relationships with others and (3) to serve the Lord by serving others. These are the things we will be doing if we are Jesus’ heart and hands to each other and our neighbors. Similarly, we have tried to capture the essence of the congregation’s input in these statements of Purpose, Vision and Mission.
Purpose To be the heart and hands of Christ to the congregation and the community.
Vision Myrtle Beach First Presbyterian Church is a church where love makes a difference in people’s lives.
Mission
Through prayer we ask God to make His will our own; In hospitality we welcome all, knowing that God treasures each person; With compassion we minister to the Christ in each other, in the community and in the world; By being Christ’s Church, we grow both in spirit and in number because Christ grows within us and among us.
Statements of goals and objectives designed to fulfill the mission and make the church’s vision reality should be developed as a next step in this process. Our highest priority goals and objectives would consist of a series of statements to address the recommendations that we have listed below under ―Findings and Recommendations.‖ We would be happy to work with the Session to develop and refine such a series of goals and objectives.
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FINDINGS AND RECOMMENDATIONS The MST has acted as the conduit for church member, church participant and community information regarding MBFPC’s past, present and future. It has been our pleasure to assist the church in this important work. However, this work will not be complete until action plans are created, expected dates of completion are established and goals are met. The PNC will soon begin to consider prayerfully and select a strong candidate to guide our congregation to the next step in our spiritual growth. What do we need to do to be ready for him/her to take the lead? Each of the following study findings and the committee’s corresponding recommendations should be viewed as an opportunity for improvement. Our recommendations do not require that we depart from the Strategic Plan that the Session adopted in the latter part of 2009 in any significant way, but that we make certain changes based upon the results of this Mission Study, and that we resolve to address the objectives of the Plan vigorously. We believe that it is the Session’s role to: Determine which group(s) or individual(s) should assume accountability for individual opportunity areas. Establish an aggressive time line for completion of each task. Review and approve action plans from each area that will allow us to achieve our goals. The Session should then monitor monthly progress reports presented at regular Session meetings until each objective is met. Our findings and corresponding recommendations appear below.
Finding No.1: We are doing a lot of things right at MBFPC and we have many members of our congregation who love this church, are happy with worship and music, with educational programs for children, youth and adults, and with the vast majority of the church’s ministries. While findings and recommendations tend to be critical by their nature, we want to note that we do not intend, in any way, to diminish the value of all of the wonderful things that MBFPC does. In the Congregational Gatherings, the things that people liked most about the church fell into the following categories: (1) Friendliness, (2) Bible study and spiritual nurture, (3) support for family and community relationships, (4) worship and music, (5) opportunities for active service, and (6) traditions of the church. The core values of the church most often identified in the first Congregational Gathering were (1) love, (2) faith, (3) acceptance of others, and (4) benevolence toward those in need. Recommendation: We recommend that the church celebrate all that is right with it. Recommendation: We further recommend that the church continue to be the prayerful, welcoming, supportive and benevolent family that the vast majority of its members find it to be and that its leadership and its congregants make special efforts to see that our visitors and those we encounter outside the church have the opportunity to feel that we extend our respect, our concern and our love to them as well.
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Finding No. 2: The church has a Strategic Plan adopted in 2009 with a mission of making and molding disciples for Jesus Christ and goals that focus upon five points: 1) Developing the Grissom Campus and disposing of the King’s campus; 2) Enhancing stewardship education to promote short-and long-term giving; 3) Attracting significant numbers of new and more active members in the life and faith of FPC and its mission and service to our community; 4) Ensuring they organizational structures are all aligned and working together in full support of our vision, mission and goals; 5) Developing a plan to recruit and equip the next generation of leadership. Recommendation: We affirm the mission of the 2009 Plan and have expanded it in our proposed Mission Statement. We also affirm the goals of the 2009 Plan based upon our analysis of the data in this study and we have incorporated them into many of our present recommendations.
Finding No. 3: A number of respondents cited little things that mattered a lot to them in making them feel welcomed and a part of the church. These included birthday calls from the ministers, visitation, personal card or note from a staff member, words of encouragement from other congregants. At the same time, the little things are often among those most likely to discourage. Recommendation: We recommend a continued emphasis on the details that mean so much to people and, in cases where we find that those cards are not going out or notes are not being sent, that we determine to improve our methods of attending to those matters.
Finding No. 4: The study shows considerable support for community outreach and a perception that the community depends upon MBFPC to help provide for those in need. Recommendation: We recommend that we research ways that we can redouble our efforts, in these trying times, to build a stronger community. A terrific suggestion from one of the interviewees stated that we might provide after school activities on the Grissom campus. These would include tutoring, and providing a meal for the homeless schoolchildren to ensure that they get supper each day. Certainly, this type of effort would require a funding source, a slate of volunteers and perhaps coordination with other agencies, such as Low Country Food Bank or others. There are other examples as well. Recommendation: We further recommend that Session consider establishment of a ministry team whose specific focus would be Community Outreach. Such a team might include elements of both the current Missions and Benevolences ministry teams to allow for better matching of resources with objectives.
Finding No. 5: Being made to feel welcomed and having opportunities to establish connections with others are among the most important factors in people’s decisions to participate in the life of a church. Both in Congregational Gatherings and in the surveys, respondents have said that their feeling of being welcomed and involved in the church is a major issue that keeps them coming back. Others have indicated they felt less connected and wished for greater communications in several areas of church activity. Recommendation: It is imperative that the church provide every opportunity that it reasonably can in order to keep the congregation involved in the daily functions of our church.
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Based upon our understanding of the study data, we would break this recommendation down into three areas: (1) Transparency refers to the openness with which the business of the church is conducted. We have noted the repeated comments regarding transparency and communication to all members. Conducting business openly is essential to the congregation’s feeling of involvement in both the mission and the financial affairs of the church. Obviously, there are many mission activities of a church in which we must respect people’s privacy. Otherwise, we would lose their trust and compromise our effectiveness in the very ministries we seek to perform. But where we are talking about corporate business or about decisions to make major changes in direction, it is important that members have the chance to learn what is going on, to understand that leadership has presented its case for the decision openly and, when appropriate in our system of church governance, has been allowed input in the decision process. Where the concerns for transparency were financial in nature, we believe that the Session has taken some positive steps already by constituting an Audit Committee to make sure that we are in compliance with the requirements adopted in the new Book of Order of the Presbyterian Church (USA) and generally to improve confidence in the Church’s financial management for the benefit of the membership and potential donors. Also with respect to financial accountability, some members seemed to be interested in more detailed budget information than that presented to them at the Congregational Meetings on the budget. We believe that there is some confusion as to the proper role of the congregation in these matters in the Presbyterian Church. The study reveals that many of our members have come to us from other denominations. Only 28% have been Presbyterian; the rest have come from other denominations or from outside the church. It may be that they have come from backgrounds where church budgets were approved by the congregation. Many may have become confused at times when they have been asked to vote on a change of call for one or more of the ministers, usually considered at the same time the budget is presented. They may have mistaken the vote on the call for a vote on budget adoption. Given that the Session—not the congregation—adopts the budget in the Presbyterian Church, this would be an important issue to clarify. It would be advisable to educate them in future Congregational Meetings when the budget is presented as to exactly why they are being presented budget information, i.e., for the sake of accountability but not for congregational approval. (2) Communication is also vital for engendering a feeling of connectedness among congregants. Information on all church activities must be conveyed to the membership in a timely manner in order to help them to feel informed and connected. The church bulletin, e-mail blasts, and our church website are all utilized to ―spread the word.‖ The Deacons’ ―Shepherd’s Flock‖ should also be used to convey information on a regular basis. We have noted that in some churches, Georgetown Presbyterian among others, inserts into the weekly Bulletin provide timely information on many important topics, including but not limited to, the financial status of the church vis-à-vis the annual budget, attendance at Sunday School and Worship services, and other items of interest. We believe that such a device could help to improve communications in certain critical areas.
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(3) Voluntarism gives our members a vehicle for becoming connected. There are no one- way streets in church work. If one wants to feel connected and involved, he or she must actively seek connection and involvement or even the greatest of the church’s efforts to communicate will be lost. Volunteers grow in connection with the church and those it serves in the course of their engagement in mission activity—whether that is teaching, making meals, being a Covenant Partner to a new confirmand, or any other work of the church. Voluntarism is also the key to providing great programming. It allows us to do more than we could ever do with paid staff. Some of our existing programs have made considerable strides in the use of members’ talents and have contributed to the deepening of both intra- and inter-generational relationships in the congregation by soliciting volunteers. Logos and the Confirmation Partners programs are good examples. The church also provides many outreach ministries with volunteer help. Our Stephen Ministers work tirelessly with many who need interaction with someone who can be a good listener and an objective but compassionate voice. Others provide meals to the homeless on a regular basis. The list goes on. If we are truly to become a missional church3 in this community as our vision statement implies, we need to call upon more of our members to share their talents. It takes many hands to achieve our vision. The MST believes that the Session should consider ways to increase voluntarism— including soliciting ideas from the congregation—and that, as volunteer programs and missions develop, a designated lay leader position may be necessary to ensure that each of our volunteer programs is successfully run and properly coordinated, and that new missions are encouraged where we can identify areas of need.
Finding No. 6: One of the most prominent topics of concern, other than finding a new Senior Minister, was that many members would like to come up with a way to consolidate under one roof again. Reasons varied from wishing for a greater sense of unity by being able to have a single service in a single location to being concerned about the church’s indebtedness and ability to continue to support the costs of operating two campuses. Recommendation: We recommend that the Session appoint an ad hoc committee of qualified persons to develop options for the specific purpose of addressing this challenge. It may be advisable to solicit from the congregation any ideas they may have, as well as nominations to the committee. The resolution of the question of operating on two campuses does need to be resolved but we realize that is much easier to say than to do. Recommendation: We further recommend that the Session provide for the congregation to be given an update on the status of current options to the extent that that information may be provided without disclosing anything that would jeopardize any ongoing negotiations. The committee’s work should have a suitable time frame, at the end of which time it should report to
3 The term ―missional‖ is discussed in detail at www.friendofmissional.org. It includes some of the following, for example: (a) The missional church is faith communities willing and ready to be Christ's people in their own situation and place. (b) The missional church is evangelistic and faithfully proclaims the gospel through word and deed. Words alone are not sufficient; how the gospel is embodied in our community and service is as important as what we say. (c) The missional church will align all its activities around the missio dei—the mission of God. (d) The missional church practices hospitality by welcoming the stranger into the midst of the community.
16 the congregation regarding all options it has explored and share its reasoning as to why each is feasible or not feasible. Such communication might help to allay the concerns rather than allow them to fester, especially if we must continue to operate dual campuses for much longer.
Finding No. 7: Many respondents voiced an interest in having greater participation of the youth in worship services, beyond the Youth Sunday that we observe once per year. They would like to see the youth involved with the rest of the congregation. Most have watched those young people grow up in the congregation. They have seen them leading worship in children’s choirs or serving as acolytes during their childhood years and through middle school. Then they miss them when they get into the high school years. Recommendation: While we recognize that a number of youth members do participate in Thursday evening worship and in Youth Choir when that group leads worship, we recommend that the youth ministry team devise other ways to get young people involved in corporate worship. The recent practice of ordaining student Deacons is a good start in this respect. We recognize this could be challenging, but we agree that it is important to begin to prepare our youth for leadership in these formative years.
Finding No. 8: The study revealed a need for services to young families and for developing the parents of young families and singles from their age cohort for positions of leadership in the church. Recommendation: Given the importance of this age group (generally, the 20-40 age cohort) to the redevelopment phase of the church’s life cycle, we recommend that the Session give consideration to constituting a special ministry team dedicated to the purpose of meeting the needs of young families and singles, including developing their potential to take on leadership roles in the church. We also recommend that the Session and the Worship Committee give consideration to the addition of a contemporary service for Sunday mornings. Several models exist for the dual service format. One, which some of our members have seen at a certain Charleston-area Presbyterian Church, has the contemporary service convene in the fellowship hall during the regular worship. Their music and other facets of worship, both prior to and following the sermon, are contemporary in nature. The sermon is delivered to the hall on large- screen TVs with appropriate sound equipment, so that they hear the same sermon as do those in the sanctuary.
Finding No. 9: Relative to the idea of ministry teams and whether they are aligned well with the purpose, vision and mission of the church, we would note that the current structure of ministry teams of the Session was developed some time ago—before the adoption of the Strategic Plan, before the conduct of this Mission Study and prior to the adoption of certain important changes in the Book of Order. It may well be that the structure we are currently working with is not the optimal structure for addressing these items or for serving the needs of the congregation and the community as they have evolved. Recommendation: We recommend that the Moderator and a subcommittee of the Session be formed and charged with considering whether any changes in the structure and function of the Session are in order. This recommendation is consistent the Strategic Plan’s objective to ―revisit the organization, leadership, roles/responsibilities, strategies and actions of each ministry team
17 and group to ensure they are all aligned and working together in full support of our vision, mission and goals.‖
Finding No. 10: Improvement in the area of stewardship was frequently mentioned as a concern. Financial stewardship is one matter and has been addressed in the Strategic Plan. Stewardship of one’s time and talents is another. Calling upon members to use their talents in Christ’s service is one way to improve connection, involvement and members’ senses of making useful contributions. And, as we discussed under the finding on voluntarism, this would also allow expanded programming and outreach. Recommendation: We recommend that the ministry teams of the Session be provided with information on members’ talents and areas in which they are willing to serve. This should occur at the beginning of each year as the ministry teams are beginning to think about objectives for the following year. Then the teams should actively invite and encourage potential participants to contribute their efforts. We believe that information from the Time and Talents‖ pledge form, stored in the church’s ACS database are underutilized and that they could be better used as a tool for matching needs with talents.
Finding No. 11: An area of considerable variation among respondents to the survey and the Congregational Gathering exercises was that of the role of the denomination, the Presbyterian Church (USA). In general, respondents viewed the relationship with the denomination as positive, citing several areas in which the denomination provides valuable support to the church: (1) Doctrine—teaches God’s sovereignty and scriptural authority, salvation is the work of God and not of man; (2) Spiritual Assurance and Growth—teaches God’s grace is for all, encourages acceptance, open-mindedness, inclusiveness and that we are ―reformed and always reforming;‖ (3) Curriculum and Outreach—provides organizational structure, Book of Order and Confessions, excellent curriculum resources, coordination of mission efforts. On the other hand, a small but significant number reported that they did not know what the denomination did for the church and would like to learn more about the relationship between them. Recommendation: We recommend that Session consider a return to the longstanding practice in the Presbyterian Church of teaching a class on Presbyterian beliefs to potential members so that they have an opportunity to understand the key areas we have in common with other denominations as well as the fine points on which we differ. The current class offering for new officers is excellent, as well as the recently started Sunday School class that is focused upon Presbyterian history, beliefs and polity. An occasional newsletter offering regarding denominational ties and support that we receive form the denomination might be helpful. And the Presbyterian beliefs class probably should be standard fare for those laypersons acting as teachers or facilitators of Sunday School and other educational offerings.
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DETAILED REPORT OF MBFPC MISSION STUDY
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DETAILED REPORT OF MBFPC MISSION STUDY This Study was commissioned by the Session of the Myrtle Beach First Presbyterian Church (―MBFPC‖) in order to help in discerning the direction the congregation must take at this critical juncture in its history. While the congregation has much to celebrate, it does so with the awareness that it is not the same congregation that it was a few short years ago. The church is home to a congregation that is made up of significant numbers of members in the age cohorts of 45-55, 50-65 and 65 and over. The congregation is also blessed, though in smaller proportions, with many in the 35-45 age cohort and the many children and young people who are that group’s offspring. But the cohort ranging from ages 18-35 is underrepresented in the congregation. At this time, MBFPC is in the midst of an expansion program that was undertaken prior to the recession of 2007-08 and that has stalled as effects of the recession have impacted the congregation’s financial situation. Furthermore, in the past year, the church has lost both its Associate Minister—to another church, and its Senior Minister—to retirement. As this study progressed, the awareness of these significant factors in the present life of the church appear to have been of concern to the respondents to the survey instrument and the participants in the various Congregational Gatherings. Respondents were generally very positive about the congregation’s potential. They voiced confidence in God’s leadership and the congregation’s willingness to follow it, along with faith in our ability to adjust to the changing needs of our members and to adapt our ministries and missions to the needs of the community and the world about us. Further, the research design of this mission study provided: an opportunity for all members of our congregation to participate in the process, an overview of our congregation’s life and ministry from a historical perspective, and of enrichment ministry opportunities for the future, an opportunity for members to interact with one another around important questions concerning the congregation’s present status, an opportunity for members to discern who God is calling them to be and to do in the future in order to be faithful in God’s mission and witnesses to the claims of the Gospel upon our congregational life and ministry, a clarification of values that are most important to our congregation’s life and ministry, a valuable resource of information to church officers and committees, the pastor nominating committee, and serious pastoral candidates.
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LISTENING FOR THE VOICE OF GOD…
…IN SCRIPTURE At the beginning of this process, the MST, under the guidance of Dr. John Wilkerson, considered a number of scriptural passages designed to help them understand the relationship between Christ and the Church. During the course of the study, a number of passages were also identified by MST members or alluded to in discussions with members of the congregation. These passages reflect what is important to those members about the Church’s relationship with Christ, the mission of the Church Universal and the mission of MBFPC in particular.
―He has told you, O mortal, what is good; and what does the Lord require of you but to do justice, and to love kindness, and to walk humbly with your God?‖ (Micah 6:7-9) ―For I desire mercy, not sacrifice, and acknowledgment of God rather than burnt offerings.‖ (Hosea 6:5-7) ―I am the vine; you are the branches. If a man remains in me and I in him, he will bear much fruit: apart from me you can do nothing.‖ … ―This to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples.‖ (John 15:5, 8) ―A new commandment I give to you, that you love one another; even as I have loved you, that you also love one another.‖ (John 13:33-35) ―He said to him the third time, ―Simon, son of John, do you love Me?‖ Peter was grieved because He said to him the third time, ―Do you love Me?‖ And he said to Him, ―Lord, You know all things; You know that I love You.‖ Jesus said to him, ―Tend My sheep.‖ (John 21:16-18) ―Just as we have been approved by God to be entrusted with the message of the gospel, even so we speak, not to please mortals but to please God, who tests our hearts.‖ (1 Thessalonians 2:4) ―Now you are the body of Christ, and each one of you is a part of it. And in the church, God has appointed first of all apostles, second prophets, third teachers, then workers of miracles, also those having gifts of healing, those able to help others, those with gifts of administration …‖ (I Cor 12:27-28) And the King will answer them, 'Truly, I say to you, as you did it to one of the least of these my brothers, you did it to me.' (Matt. 25:40) ―I urge you to live a life worthy of the calling you have received. Be completely humble and gentle; be patient, bearing with one another in love. Make every effort to keep the unity of the Spirit through the bond of peace. There is one body and one Spirit -- just as you were called to one hope when you were called – one Lord, one faith, one baptism; one God and Father of all, who is over all and through all and in all.‖ (Eph 4:1-6) ―Go and make disciples of all nations baptizing them in the name of the Father and of the Son and of the Holy Spirit and teaching them to obey everything I have commanded you.‖ (Matt 28:19-20)
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These passages, taken together, give us the sense of purpose that comes through pretty clearly in responses to the study and may be characterized in this way: The Church is here to do the work of Christ. That is, to seek to work God’s justice and kindness—not simple human justice and kindness. That divine work can be done only if the Church is alive with the Spirit of God. The Church must be ―the branches‖ that remain alive as long as they are attached to and derive their lives from Christ, ―the vine.‖ Christ’s commandment is that we love each other as He loved us. That love is a sacrificial love. When we love others in the Church, the community or the world, it is Christ’s love we are commanded to share. As we go and make disciples, our task is to teach them, by demonstration as well as speech, to obey this commandment He has given us. Our task, then, is not to re-make others in our image, but to be the ―heart and hands of Christ,‖ as one participant responded in a Congregational Gathering. Being a welcoming church in a diverse community, with members actively involved in community outreach is a prevalent theme that also came through in the Congregational Gathering exercises and in survey responses and that is consistent with the teachings of these passages and with Biblical principles in general.
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…IN THE BOOK OF ORDER
The mission of the Church is given form by God’s activity in the world as told in the Bible and understood by faith.
The Church is called to be a sign in and for the world of the new reality which God has made available in Jesus Christ:
the new reality revealed in Jesus Christ is the new humanity, a new creation, a new beginning for human life in the world; the Church is the body of Christ, both in its corporate life and in the lives of its individual members, and is called to give shape and substance to this truth.
The Church is called to tell the good news of salvation by the grace of God through faith in Jesus Christ as the only Savior and Lord, proclaiming in Word and Sacrament that:
the new age has dawned; God, who creates life, frees those in bondage, forgives sin, reconciles brokenness, makes all things new, is still at work in the world.
The Church is called to be Christ’s faithful evangelist and to present the claims of Jesus Christ, leading persons to repentance, acceptance of him as Savior and Lord, and new life as his disciples.
The Church is called to a new openness to the presence of God in the Church and in the world, to more fundamental obedience, to a more joyous celebration in worship and work and to:
a new openness in its own membership a new openness to the possibilities and perils of its institutional forms to ensure the faithfulness and usefulness of these forms to God’s activity in the world a new openness to God’s continuing reformation of the Church ecumenical, that it might be a more effective instrument of mission in the world.
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…IN PROPHETIC VOICES OF TODAY A Brief Statement of Faith of the Presbyterian Church (USA)
Many voices, all claiming either explicitly or implicitly to be prophetic voices, clamor for our attention today. Many have valuable things to say for the Church and its mission in the world. Perhaps none provides a more coherent statement the faith that we observe as the Brief Statement of Faith of the Presbyterian Church (USA). For that reason, we have reproduced it here.
In 1983 the two largest Presbyterian churches in the United States reunited after having been separate for more than a century. The ―Plan for Reunion‖ called for the preparation of a brief statement of the Reformed faith for possible inclusion in The Book of Confessions. This statement is therefore not intended to stand alone, apart from the other confessions of our church. It does not pretend to be a complete list of all our beliefs, nor does it explain any of them in detail. It is designed to be confessed by the whole congregation in the setting of public worship, and it may also serve pastors and teachers as an aid to Christian instruction. It celebrates our rediscovery that for all our undoubted diversity, we are bound together by a common faith and a common task. (Emphasis added.)
The Statement
In life and in death we belong to God. Through the grace of our Lord Jesus Christ, the love of God, and the communion of the Holy Spirit, we trust in the one triune God, the Holy One of Israel, whom alone we worship and serve.
We trust in Jesus Christ, Fully human, fully God. Jesus proclaimed the reign of God: preaching good news to the poor and release to the captives, teaching by word and deed and blessing the children, healing the sick and binding up the brokenhearted, eating with outcasts, forgiving sinners, and calling all to repent and believe the gospel. Unjustly condemned for blasphemy and sedition, Jesus was crucified, suffering the depths of human pain and giving his life for the sins of the world. God raised Jesus from the dead, vindicating his sinless life,
24 breaking the power of sin and evil, delivering us from death to life eternal.
We trust in God, whom Jesus called Abba, Father. In sovereign love God created the world good and makes everyone equally in God’s image male and female, of every race and people, to live as one community. But we rebel against God; we hide from our Creator. Ignoring God’s commandments, we violate the image of God in others and ourselves, accept lies as truth, exploit neighbor and nature, and threaten death to the planet entrusted to our care. We deserve God’s condemnation. Yet God acts with justice and mercy to redeem creation. In everlasting love, the God of Abraham and Sarah chose a covenant people to bless all families of the earth. Hearing their cry, God delivered the children of Israel from the house of bondage. Loving us still, God makes us heirs with Christ of the covenant. Like a mother who will not forsake her nursing child, like a father who runs to welcome the prodigal home, God is faithful still.
We trust in God the Holy Spirit, everywhere the giver and renewer of life. The Spirit justifies us by grace through faith, sets us free to accept ourselves and to love God and neighbor, and binds us together with all believers in the one body of Christ, the Church. The same Spirit who inspired the prophets and apostles rules our faith and life in Christ through Scripture, engages us through the Word proclaimed, claims us in the waters of baptism, feeds us with the bread of life and the cup of salvation, and calls women and men to all ministries of the church. In a broken and fearful world the Spirit gives us courage to pray without ceasing, to witness among all peoples to Christ as Lord and Savior,
25 to unmask idolatries in Church and culture, to hear the voices of peoples long silenced, and to work with others for justice, freedom, and peace. In gratitude to God, empowered by the Spirit, we strive to serve Christ in our daily tasks and to live holy and joyful lives, even as we watch for God's new heaven and new earth, praying, ―Come, Lord Jesus!‖
With believers in every time and place, we rejoice that nothing in life or in death can separate us from the love of God in Christ Jesus our Lord.
Glory be to the Father, and to the Son, and to the Holy Spirit. Amen.
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…IN THE CONGREGATION The bulk of this study was devoted to listening for the voice of God in the Congregation. To that end, the MST began with a study of the history of the church and then proceeded to conduct a survey and several Congregational Gatherings in order to discern what is important to this congregation, which areas it identifies as needing improvement and how it envisions MBFPC, both at present and in the future, in relationship to God and to the community.
Church History and Timeline February 18, 1928, the Dr. Cecil D. Brearley of Conway presided over the first Presbyterian worship service held in the city of Myrtle Beach. By July of that same year, the members had erected a new chapel on the present site of "Mammy's Kitchen" restaurant. Aided by seminary students, Dr. Brearley continued to supply the pulpit on the first and third Sunday evenings until 1940. During the Depression, membership dwindled but began to grow again in 1936. In 1939, a congregation of 70 called the first full-time minister, the Rev. F.M. Kincaid, who served until 1942 and then returned as supply pastor and then accepted the call as full time minister from 1945 until 1961. When the sanctuary was constructed at its present location between 13th and 14th Avenues North in 1948, the original frame church was relocated to the new site. By an act of the Session in 1953, the original church building was named Brearley Hall in honor of Dr. Brearley's years of service. After the Rev. Dr. Neighbors served as an interim minister, the Rev. R. Murphy Williams became our third full-time minister, serving from 1962 until 1972. During these years, four Directors of Christian Education and several interim ministers contributed to the spiritual and educational needs of the church. The Witness Committee organized the first Ministry Campground Ministry in Myrtle Beach. It is now an ecumenical project of several area churches. In 1966, the "Lovefeast" was introduced and has become a traditional part of our Christmas celebration. In 1972, the church added an educational/administrative wing. Early in 1973, the Rev. Dr. Joe E. Stowe became the fourth full-time minister. He served the church and its members faithfully until February 1983. During this period the Rev. Dr. John Goodman and the Rev. Dan Robinson served as Associate Pastors. The church celebrated its 50th Anniversary in 1978. In May 1980, this church, the Myrtle Beach community and the Pee Dee Presbytery had the honor of hosting the 120th General Assembly of the Presbyterian Church (USA). In October 1983, The Rev. Robert C. Wilkes, Jr. became the fifth full-time minister replacing the Rev. William Millar who had served as interim minister. In July of 1989, the Rev. Merrill O. "Bo" Stalcup joined the staff as Associate Minister. In 1994, the Rev. David D'Alessio and the Rev. Mary D. D’Alessio joined the staff as Associate ministers and served several years before moving on to other churches. Dr. Howard Hansen joined the staff as a part-time Associate Pastor in 1998. Since 1928, the church has grown from a membership of 19 to over 1600. The church continues its outreach to the community and the world with over one-third of its budget going to benevolences, with a goal of extending this figure to one-half. It sponsors missionaries on each continent. The church also is actively involved in the support of many local community service organizations such as Associated Charities, Habitat for Humanity, Helping Hand, Horry County Shelter Home, Mobile Meals, Myrtle Beach Haven, Street Reach, and SOS Health Care. In 1988, a capital fund campaign entitled "Into the 21st Century" was begun in order to enable
27 the church to build a much-needed Fellowship Hall and to enlarge the Sanctuary to a seating capacity of over 500 persons. A groundbreaking ceremony was held in November of 1988. By an act of Session, Brearley Hall was donated to the Disabled American Veterans Association and was relocated to the site of The First Assembly Pentecostal Holiness Church, the building to be shared equally between them. In the first phase of construction, the new Fellowship Hall was completed in August 1989. On November 18, 1990, with a great deal of excitement and ceremony, the newly renovated Sanctuary was dedicated, thereby realizing that the first step into the 21st Century had been taken. The second and third phases of the renovation of the pre-school rooms, nursery and administrative offices were completed in 1993 and 1994. In 2001, the church purchased 18 acres of land on Robert Grissom Parkway between 38th and 44th Avenues North, which was dedicated on Sunday, April 8, 2001. First Presbyterian Church’s goal of "Strong Today, Stronger Tomorrow" continues with the addition of our Grissom Campus in November 2008. Our goal is that one day soon the church will move all worship, music and activities from our Kings Campus to our Grissom location to offer even more opportunities in worship, study, and fellowship. On December 31, 2011, Dr. Robert C. Wilkes, Jr. retired after 28 years of dedicated love, service, and care to the FPC family and our community. Dr. Wilkes and his wife Pat were honored at a reception in the Great Hall of the Grissom Campus and Dr. Wilkes was honored with a resolution of the Session to rename the Great Hall as "Wilkes Hall." On January 1, 2012, Dr. J. Lewis Johnson began serving as Interim Minister. Dr. Johnson will guide the First Presbyterian Church through the undertaking of a Mission Study, the development of a Church Information Form (CIF), and the Search Process for calling the next minister to serve First Presbyterian Church. In November 2012, the Church Nominating Committee presented and the congregation approved a slate of nominees to the Pastor Nominating Committee (PNC).
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MYRTLE BEACH FIRST PRESBYTERIAN CHURCH TIMELINE
Start Date Event 2/18/1928 First Presbyterian service in Myrtle Beach. Presided over by Dr. Cecil D. Brearley of Conway 5/1/1928 19 members 1/7/1928 The first Chapel was built on the current site of Mammy's Kitchen restaurant 1/1/1939 70 Members 1/31/1939 First full-time minister appointed, Rev. F.M. Kincaid 1/1/1945 returned as full-time minister 1/1/1948 Church relocated to 14th Avenue N. location. 1/1/1953 Original building named Brearley Hall 1/1/1961 Interim Minister Rev. Dr. Neighbors appointed 1/1/1962 Rev. R. Murphy William appointed as full-time minister 1/1/1972 New educational/administrative wing added to the church facilities 1/1/1973 Rev. Dr. Joe E. Stowe appointed as full-time minister 1/1/1973 Rev. Dr. John Goodman and the Rev. Dan Robinson served as Associate Pastors. 1/1/1978 Church celebrated its 50th anniversary 5/1/1980 Hosted the 120th General Assembly of the Presbyterian Church (USA) 2/1/1983 Rev. William Millar appointed interim minister 10/1/1983 The Rev. Robert C. Wilkes, Jr appointed full-time minister 1/1/1988 Capital fun, "Into the 21st Century" created 1/11/1988 Ground Breaking for new Fellowship Hall and larger sanctuary 7/1/1989 Rev. Merrill O. "Bo" Stalcup appointed Associate minister 8/1/1989 New Fellowship Hall completed 11/18/1990 Renovated Sanctuary dedicated 1/1/1993 Pre-school and nursery completed 1/1/1994 Administrative offices completed 4/1/2001 Purchased and dedicated new 18 acres land on Robert Grissom Parkway 11/1/2008 Grissom Campus completed 1/1/2011 1600 members 12/31/2011 Great Hall at Grissom campus named "Wilkes Hall" 1/1/2012 Dr. J. Lewis Johnson appointed interim minister
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Both the Congregational Rating Inventory and the Life Cycle and Stages of Congregational Development are surveys designed to provide insight into the status of a congregation and its readiness to move forward in a strategic spiritual journey. Congregational Rating Inventory Officers of the church and members of the study team were asked to respond to a ten question survey which described the characteristics of our congregation. Each question described a characteristic of the congregation and was rated from 1 to 10, with a score of 1 indicating that the characteristic did not describe our congregation and a score of 10 indicating that the characteristic was very descriptive of the congregation. The survey questions are included herein. The questions and the average scores are as follows:
1. Visionary leadership (strong, clear mission and purpose) 7.09 2. Relationship experiences (evangelistic and strong relationships) 6.36 3. Programmatic Emphases (outstanding programs and ministries) 7.73 4. Accountable Management (excellent management systems) 6.73 5. Contextual relevance (demographics mirror the community) 6.09 6. People of passion (positive and passionate people to lead) 7.45 7. Pastoral leadership (committed to change and lead) 8.45 8. People of position (lay people committed to change and lead) 7.91 9. Congregational growth (growing congregation and attendance) 4.55 10. Level of conflict (healthy resolution of congregational issues) 7.36 Total Score 69.72 A total score between 41 and 80 indicates a readiness for change and transition. It also indicates that more work may be needed in individual areas to insure success. A score of 7 or more on an individual question indicates strength and something to build on. Questions 6, 7, and 8 (people of passion, pastoral leadership, and people of position) indicate confidence that the congregation is sufficiently equipped with capable leadership, in the eyes of the respondents, to move the church forward. Question 9 (congregational growth) rated below 5. This indicates that an emphasis must be placed on church growth and retention. Several factors (Questions 2, 4 and 5 on evangelism, contextual relevance and management accountability, respectively) were rated in the mid-range, between 5 and 7. These areas may also need some attention going forward. It is interesting to note that greater emphasis on evangelism, wider community outreach and improved transparency in the Church’s business were themes that also surfaced in the Congregational Gatherings, consistent with the mid-range ratings on this Inventory.
Life Cycle and Stages of Congregational Development The MST members were also asked to judge where MBFP was on the life cycle curve of congregations out of 10 stages ranging from birth (1) to adulthood (5) to death (10).
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The life cycle curve appears below and definitions of the various stages are included as Exhibit A.
There was general consensus among the Team that MBFP is currently somewhere between the Prime and the Redevelopment or ―early aging‖ stage of the life cycle. It has reached maturity and now Vision may be taking a back seat to Relationships, maintaining the quantity and quality of Programs, and a concern for Management and accountability of systems and resources. Maturity tends to occur at intervals of about 22-27 years in the history of a congregation. At that point, it is critical that the congregation engage in redevelopment. Otherwise, it risks gradually aging and dying out. Characteristics of this stage may include the following: Vision is no longer dominant (congregation may no longer living out the vision that God has given them) Relationships and management are dominant Quality and quantity of programs and ministries are beginning to disintegrate Nostalgia and a hope that tomorrow will bring the return of yesterday. The MST believes that both the church’s leadership and members are making significant progress in dealing with this, and there is a sense of optimism about the future. Responses to the
31 survey instrument and data from the Congregational Gatherings indicated a high degree of satisfaction with the quality of programs and ministries, while several suggestions surfaced regarding new ministries that members would like to see the church perform. But there also appears to be some confusion, and perhaps potential for conflict, about how to proceed. Perhaps the clearest example of this emerged when we reviewed the survey instrument. The MST noted there the potential for some intergenerational tension with regards to the Church’s vision. The aged 55+ demographic, which made up 75% of the 328 respondents to the Member Survey, overwhelmingly indicated that the traditional style of worship at this church is the most important factor in bringing them to this church and keeping them there. In other research activities, respondents indicated either an interest in more contemporary forms of worship or indicated they thought such a style of worship would be important in the church’s efforts to reach out to the community and to grow the membership. They support the idea of expanded evangelism efforts and realize that the future of the church depends upon engaging and involving younger members from the surrounding community. But they do not express a readiness to embrace new ways of worship in order to accommodate these newer members. Fortunately, many younger members did participate in the Congregational Gatherings and engaged in productive dialogue with some of the longer-term members on issues of concern to them and their families. This was an encouraging sign. At the very least, we may say that one important challenge facing this congregation is to continue to serve the needs of its many more established members while meeting the needs of newer and younger members and those that it seeks to bring into the membership from the surrounding community. We do believe that MBFPC has a foundation in place that will enable it to deal with this potential conflict in creative ways given the degree of participation in intergenerational programs, such as Confirmation Partners and Logos. By attending to the concerns and the needs of its diverse membership, the church will be able to refine its Mission. And a refined focus for the church can help to create a positive direction for the future. As for the Church’s Vision, the current statement of Vision in the Strategic Plan is: ―We must trade the ordinary for the extraordinary to make and mold disciples for Jesus Christ.‖ This is certainly a worthy exhortation to action but it may not be a statement that creates a clear image of the vision that God has given the congregation in terms of what our congregation and its activities would look like if it were to give up the ordinary and seek the extraordinary in its mission to its own members and the surrounding community. At this stage in the congregation’s life, it might do well to consider the words of Jesus to the Church at Ephesus in the Revelation of St. John the Divine (Rev. 2:1-4, 5b). While commending them for their perseverance and for working without growing weary, he tells them that they have forsaken their first love and should turn back and do the things they did at first. This is generally believed to mean that they should remember how they loved the Lord in the first days of their acquaintance with Him. They sought to know Him and to know His will for them and were not too busy for relationship with Him. For some of us hard-working Presbyterians, it is easy to become so devoted to our work that we forget to make as much time for our God—to press on in doing his work without consulting him as to whether his vision is adapting and changing. It may be that at this juncture in our history, we as a body need to ask the One we love most to inspire our vision again and to help us to discern what He would have our congregation and its activities
32 look like in the coming years.
Analysis of Interviews with Church Leaders The members of Session and the MST were asked to anonymously identify individuals at MBFPC whom they considered leaders by reputation (persons who have the reputation of ―getting things done‖), by church structure (persons who hold office or other leadership positions in the church and who are strongly influential in the formal decision-making process of the church), or by communication (persons who always seem to be ―in the know‖). Over 70 members of the church were identified as leaders. The MST selected 19 individuals whose names appeared most frequently to be interviewed. The group ranged in age from approximately 40 to over 75. Their years at MBFPC ranged from 5 years to over 65 years. Of those interviewed, almost all are either current or past elders or deacons of the church. The personal interviews were most helpful to our MST. Taking respondents’ answers as a whole, several overall themes emerged: 1. Our most important asset is its friendly, caring, loving people. 2. Although there are many programs, ministries, and activities at MBFPC many members are not aware of what is available; improved communication is needed. 3. MBFPC has an outstanding mission outreach to the local community and is considered a leader in the efforts to provide for the less fortunate who live here. 4. There is a need to provide our younger generations with a more compelling contemporary worship service. 5. Our aging congregation must continue to stay involved in the many activities that are available for worship, study and growth. 6. MBFPC is committed to outreach and growth, but there needs to be a strong action plan to achieve positive results. 7. MBFPC needs a new senior pastor with strong leadership abilities, long-range vision, outstanding preaching skills, and fundamental beliefs. He must also be a people person with compassion and one-on-one communication skills. 8. Our worship services are outstanding. The sermons are Biblically- based, the music is fantastic, and the fellowship remains a very important aspect of the overall worship experience. 9. A major issue that concerns the membership is our outstanding debt. 10. Sunday school attendance is way down. An emphasis on getting young people involved in coming regularly on Sundays is needed. 11. With all of the programs that are available to members (and new programs that are being added continually) a lay leader position needs to be considered for our staff. 12. Our church must focus on bringing in more young families, as we are growing older as a congregation.
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CONGREGATIONAL GATHERINGS Thursday, October 4 and Sunday, October 7, 2012
Discussion of OUR BEST EXPERIENCES The first Congregational Gatherings convened following the Thursday, October 4, evening service and at 10 a.m. and noon on October 7, 2012. More than 140 participants provided their input on their best experiences as a part of the MBFPC community, their views regarding what they valued most about the congregation, what the denomination and this specific congregation have contributed to their lives and their best wishes for the future of the congregation.The participants’ input is summarized below
1. Best Experience. Reflect on your entire experience with your congregation. Recall a time when you felt most alive, most involved, spiritually touched, most excited about your involvement.
Responses can be grouped into six (6) main categories: Friendliness and fellowship—under this category, the most frequent responses had to do with fellowship opportunities and the general friendly, welcoming spirit the respondents encountered at MBFPC Bible study and spiritual nurture—respondents noted Bible study, Sunday School and experiences working with children in Logos. Support for family and community relationships—Growing as a couple, raising children in the church, youth ministries and women’s circles were mentioned frequently Worship and music—participants noted pastoral messages, meaningful services relating to current life, singing in the choir, FPC players, special music, concert series, internet services Being a part of a church that offers opportunities to serve the membership as well as the community—A number of respondents mentioned mission and service opportunities, home communion, community outreach and being asked to serve One group identified traditions of the church as a part of its best experiences
It is clear that respondents felt best about their church when they were connected to others in the church through their involvement in service and fellowship and through worship and bible study. As we look to the future, based upon our experience, it is imperative that the importance of being involved and connected be stressed. This holds true for those that are already members and especially for those when joining the church. Based on these best experiences, session and various committees and other church functions should actively seek to assure that current and expanded opportunities are provided.
Many respondents clearly value opportunities to share spiritual growth experiences, and there seems to be a particular interest in intergenerational ministries, such as Logos.
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Furthermore, it appears that asking people to use their talents rather than expecting them to respond to calls for volunteers is likely to meet with more positive results.
Encouraging participation in worship, small group Bible studies and other special interest studies are all central to the future growth and well-being of the congregation and are excellent venues for current members to meet, connect with and encourage newer and younger members to employ their talents. When activities such as small group bible studies are offered, those members already involved and connected would do well to consider it part of their personal ministry to act as mentors and facilitators to others to aid their spiritual growth and to make them part of the church family.
2. Values
2. a What do you value most about yourself?
We would note that this question was open to a couple of different interpretations. Some respondents seemed to have answered the question, ―What do you value most about yourself (personally)?‖ Other responses addressed the question ―What do you value most about yourself (collectively as a congregation)?‖ Responses to this question fell into eight rough categories: Being able to help others and filling needs in the community Characteristics such as compassion, tolerance, empathy, willingness to serve Sincere faith, being one of God’s children, knowing that a spiritual being is part of us, Honesty and integrity Opportunities for spiritual growth Adherence to Christian principles Ability to listen Traditional service, contemporary service, participation of children and youth in worship
2. b What do you value about being a member of your congregation?
Responses to this question closely followed the main themes of the previous question on personal values. Education and spiritual nurture—responses focused upon growing spiritually in community, having a safe, loving environment in which to explore our faith Being part of a caring family Welcoming to all Programs that the church is able to offer—specific programs that were noted included Logos, children’s programs, the Growing Tree, music programs Church’s leadership role in the community, sharing the congregation’s gifts with the community Meaningful worship experiences Association of like-minded people, working together
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2. c What do you value about your church? What has it contributed to you? Friendliness, church family, sense of community of children of God in Christ, fellowship, loving community of believers (5), Phone call on birthday, Relationship with fellow mission workers, mission in and out of country (2), Feeling of belonging to a caring community, Fun fellowship opportunities (2), Flower ministry, Visitation; Contributions of congregation to individual lives Generosity, benevolence (3), Love & support in working together, compassion of members in difficult times, Stephen ministry (4), Meeting needs in the community (3) Religious education, Education for young and old, youth programs; inclusive of children (4); Safe place to explore your faith, Bible study, meaningful worship experiences Discovering our purpose; discovering our gifts and talents (2) Strong leadership opportunities, Giving us leaders who inspire us to grow, Support from staff, Continuity, Guest speakers, Heritage Sunday Joy of music A place to pray
2. d. What is it about belonging to the Presbyterian Church (USA) that you value? What is the single most important thing that your denomination has contributed to your life? Most respondents were knowledgeable about the denominational affiliation with the Presbyterian Church (USA) and were able to name specific ways in which the affiliation benefitted them. Most of the responses could be grouped into three areas, with respondents reporting that they saw the denomination as a source of unifying church doctrine, of resources for spiritual assurance and growth, and of high quality curriculum materials. Three respondents remarked that they did not know how the denomination contributed to their lives and would like to learn more. The responses are summarized below: Doctrine—Teaches and proclaims the truth, understanding of church tenets (2), Constancy in worship and faith; preaching from the Bible (2), Progressive doctrine and teachings (1), Making all equal; we are individuals of different opinions but there is room for all of us in the Kingdom of God(3), Foundational values; heart of the church Spiritual Assurance and Growth—Certainty that God loves and cares for us, ―trust‖ (3), Providing opportunities for spiritual growth (2), Acceptance, open-mindedness inclusiveness (2), Proud that the GA voted to include all sexual preferences in our church leaders (1) Curriculum and outreach—Organization, Book of Order & confessions, Collecting for worldwide disaster relief (2), Circle materials are excellent; materials for leadership and guidance; curriculum (3), Helping channel missions and resources to proper places (1), Process, structure, accountability, Direction from ministers and lay ministers Most of us don’t know; most need to learn more about (3) Presbyterian women; Disturbing that churches are becoming weaker Available for needy people
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Encourages use of talents in God’s service Acceptance of those in minorities, whether by race, color, creed, sexual orientation or other
3. What do you think are the core values of the church? Love makes the difference; Loving, caring giving; Acceptance; Love, faith and trust in service (6) Helping those in need; Benevolence, mission to serve, ability to share (5) One in Christ; recognize the worth of all people (2) Faith, belief, studying the Word of God (2) Spiritual growth from cradle to grave; raising new Christians (2) Community involvement (2) Emphasis on strong youth and adult programs Willingness to work, grow, enjoy our lives Evangelism (Bringing new souls to Christ) Consistency in worship Salvation by Grace Fellowship Dedication Vibrant, active youth program Belief in strong lay leadership Healers Organizers Honesty, Trust, Openness (2)
4. If God gave you three wishes for your congregation, what would they be? Good children’s programs; each child come to know Jesus Christ personally and become active servants; strong children’s ministries; prepare the youth to ―carry the torch‖ (3) Share all the things we wish for with the community; Help the community (3) Continuing Education; ministers and members with a vast knowledge of the Bible (3) A pastor strong in prayer, preaching and problem solving; pastor who truly love the Lord and preaches the Good News; Wisdom in choosing a new pastor; Pastor who shares our values (2) Attract members of 20-40 age group; to become more inviting for young families; address needs of younger members (2) Sunday contemporary service (2) Grow membership (2) One campus; Keep both campuses open and open King’s campus to charities (2) Unity (2) Better defined Mission Statement; clear sense of purpose (2) Full attendance; more commitment to attend worship (2) Continued open-mindedness Helping young couples with marriage
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Parental guidance program Building a congregation for caring mission work of Jesus Experience the joy of helping others Annual mission trips Study retreats Welcome visitors better; better telling of our story in the community Pray to follow God’s will for us as a church Loving God and each other Pastoral care Transparency Ability to accept change Session-driven church Emphasize lay participation; no pay choirs
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Thursday, October 18 and Sunday, October 21, 2012
Discussion of OUR VISION FOR THE FUTURE Everyone that attended was asked to complete a form that described areas of interest, wishes for the future, accomplishments they would like to see in the next year, and the one thing that would excite them the most about MBFPC. Each table or group was assigned a facilitator who summarized the comments and suggestions from the group, recorded them on consensus forms and spoke on behalf of the group during a feedback session. We collected 137 individual forms and 25 group forms.
1. What is it about our church that you think makes it unique? Welcoming and Friendly (10) Giving (9) Diverse programs for children and youth (6) Diverse population (5) Loving and supportive (4) Outreach (4) Our music (3) Scriptural studies (3) Scripture based sermons (3) Caring for the future (2) Qualified staff that empowers others (2) Solid Rock Foundation Openness
2. In our church we always: Worship and serve God (7) Demonstrate that ―Love makes a difference‖ (6) Care for others (5) Welcome people (5) Include children and youth (4) Love all children of God (3) Respect other’s opinions (3) Care about the community (2) Pray for one another (2) Follow the Book of Order Have openness of Leadership Have volunteers Educate Look to the same leadership to get things done Should be asking-Am I living with Christ beside me?
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3. What metaphor (image) would you use to describe our church at it’s best? Beacon of Christ’s Love and Light Loving Heart Sanctuary Casting a net of God’s love over everyone Rock of stability in a sea of trouble Light that illuminates and leads Powerful magnet Heart of the community Amusement park Community Well One grain of sand to make a beach Home-cooked meal for those coming home Place where the Shepherd tends the sheep A blanket Home away from home Moral Compass Blessed to be a blessing
4. What do you believe God is calling our congregation to be and do at this particular time in our history? Grow in numbers, faith, and ministries; empowering all members for service (4) Being servants of Christ and doing his will in all aspects of our lives (2) Provide cradle to grave ministry to everyone Focus on families Represent God in a non-judgmental way to the community Return to our basic belief of God’s purpose for our lives
5. What do you believe are the most exciting possibilities for our congregation over the next one to five years? How do you envision our church five years from now? Touch the lives of young people to continue growth Become more diverse Bring more souls to Jesus Christ Become more socially active in the community Become more ―Bible-centered‖ Support orthodox worship practices To be God’s hands and heart in the community and the world
6. What specific goals does our church need to accomplish in order to realize that vision? Provide more fellowship opportunities/fellowship committee (3)
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Sell King’s campus and complete new campus (3 combined) Finding a minister with strong leadership skills (2) Encourage congregation to become more active and use their talents (2) Provide more opportunities for young professionals/25-35 year olds. (2) Support each person’s faith journey Willingness to make personal sacrifices Focus on Sunday school More open budget Research other like-sized churches to see other programs that work Provide more opportunities for working women
Youth Gathering
The MST asked MBFPC’s youth groups to discuss and answer in questions that would reflect their thoughts about our church. The “Youth Questionnaire” was intended to elicit ideas, concerns, and suggestions from them about their church experiences at MBFPC. Eighty-nine respondents and their group-leaders met and had a healthy discussion. We learned that 56, or 63% of the youth are members of MBFPC. 48 regularly attend Sunday morning worship services. Answers to the following questions showed just how devoted and excited the youth were in being asked to participate in the Mission Study.
1. What words or phrases best describe our church? Great, loving active, accepting, welcoming, involved, full of joy, and ―one big family‖ were the most prevalent responses. 2. What is the best experience that you have had at this Church? 41 responded that the retreats were #1, 29 best enjoyed the youth mission trips, and another 21 felt that the ―Big Meeting‖ was best. 3. What do you enjoy/value most about the Church? 26 answered that the other young people was what they valued most, while 19 stated that it was all the people in the Church, 11 felt that learning about God was best, and 9 stated that being accepted was what they valued most. 4. What changes would you like to see made to: A. Church services- More contemporary style, different music, relate more to youth and have the youth more involved, shorter services, more youth attendance, and more relating the Bible and real life situations. B. Sunday School- More interaction with friends, better/more videos, a strong young adult class, more exciting, better subjects for our age groups, and food provided. C. Youth Group-
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More retreats, last longer and occur more often, sing more songs (others wanted less music), more games, more outside activities. Others said that they wanted it to be more serious and provide more Bible study. 5. What do you think is the purpose of our Church? Answers included spreading the word of Jesus Christ, to build stronger relationships with God, and to serve the Lord by serving others. 6. What are the most exciting possibilities for our Church over the 1-5 years? - 21 responded moving to the Grissom campus, 18 felt that mission trips was the most exciting, 11 expressed getting a new minister, 6 want more growth, while 3 felt focusing on the 25-40 age group was most important. 7. What would you like to see our Church accomplish in the next 3 years? -Move to the Grissom campus (20), get our new Pastor (11), and bring in more people (17), have more people understand the Bible (9), and expand our youth groups (5). 8. In what ways would you like the youth to be more involved in our Church? -One more youth Sunday per year (17), more attending worship services (11), participate in regular Sunday services; be involved in more mission work (4), more youth activities (4), and ushering (3).
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CHURCH PLANNING INVENTORY—SUMMARY
The Church Planning Inventory (CPI) included approximately 200 multiple choice questions on a wide variety of church activities and operations. All members of MBFPC were given the opportunity to complete the form following the August 16 and 19 church services. Surveys had to be returned by the end of September to be submitted for processing.
A total of 328 surveys were submitted to the Hartford Institute for Religious Research for tabulation.
The report is 25 pages in length and contains a wealth of valuable information about how the congregation views MBFPC’s activities and operations. We recommend that all church officers, staff and those responsible for the various areas of activity read the report in its entirety and we have included it in this appendix for that reason.
After reviewing the report, the MST would summarize the highlights as follows:
Religious Beliefs & Personal Practices Prior to their ordination, officers in the Presbyterian Church undergo certain education and training in which they learn a bit about Presbyterian theology and polity and how our methods of governance are based upon our theological understanding. At some risk of oversimplification, Presbyterians generally approach theological issues from the perspective that God is sovereign, the Bible is authoritative, and our understanding of God’s will is best informed by the agreement of Biblical scholarship, faith and relationships between believing people. A subset of the questions from the ―Church Planning Inventory‖ comprising 13 questions under the heading ―Religious Beliefs and Personal Practices‖ is a Theological Survey designed to elicit information about the type of Christology to which members subscribe and about their views on the authority of the Bible, the content of its teaching and certain keys to Biblical interpretation. The survey results indicated that for 46% of respondents, the statement that best expresses their views of the Bible were that it is ―the actual Word of God and is to be taken literally.‖ Another 43% said that for them ―the Bible is the inspired Word of God and its basic moral and religious teachings are clear and true, even if it reflects some human error.‖ The remaining 11% agreed with statements expressing confidence in the Bible as a source of good moral teaching and differing upon the extent to which it must be open to interpretation. 95 % agree that Jesus’ resurrection from the dead was an actual event, 3% are unsure and 2% disagree. 92% of respondents agree or strongly agree that belief in Jesus Christ is the only way to salvation while 4% are unsure and another 4% disagree. 91% agree that the Bible has answers for all of the basic questions of life. Another 4% disagreed and 4% were unsure.
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68% disagree that all religions are equally good ways to find ultimate truth while 17% agree with that statement and 15% are uncertain. 62% disagree that human beings have developed from less advanced forms of life while 23% disagree and 15% are uncertain. 55% agreed that it was difficult to live their faith daily, 39% disagreed, and 7% were neutral. Responses to the statement: ―Social justice is at the heart of the gospel‖ varied considerably, with 54% agreeing, 26% disagreeing, and 21% neutral. Note: In some cases, percentages do not total 100 due to rounding.
Tasks of the Church When asked to choose the task that the congregation does best, 92% reported being ―generally satisfied‖ or ―very satisfied‖ with the church’s ―offering worship that provides a meaningful experience of God and Christian tradition,‖ 89% chose Providing worship that expresses the Gospel in contemporary language and forms,‖ 89% were satisfied with ―providing a caring ministry for the sick, shut-ins and the bereaved,‖ In fact, a significant majority of the respondents expressed that they were either ―generally satisfied‖ or ―very satisfied‖ with each of the tasks in the list. Still, 20% or more of the respondents felt that more attention was needed in the following areas (the numbers in parentheses are the percentages responding ―needs more‖ in each case): Share the Word (evangelism) with the unchurched (34%) Participation in activities with other religious groups (35%) Christian education for children and youth (25%) Help members discover their spiritual gifts (32%) Fellowship opportunities (25%) Helping members deepen their relationships with God (24%) Encouraging members to act on the relationship of Christian faith to social, political and economic issues (24%) Helping members understand their use of time, talents and money as expressions of Christian stewardship (24%)
When asked about MBFPC’s identity and mission, a significant majority was ―comfortable‖ here and felt a strong sense of ―belonging.‖ However, 28% did not feel an effective effort was made to instruct them in MBFPC’s mission.
Organizational Characteristics There was one area of very strong agreement – members help each other in times of trouble (98% agreed in some measure). Twenty-one per cent of respondents indicated they did not agree that ―disagreements and conflicts are dealt with openly rather than being hushed up or hidden behind closed doors.‖ An area needing improvement is communication - both within MBFPC and in the community – over % of respondents feel these areas are lacking.
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Congregational Identity Ratings on the various dimensions of the congregation’s identity indicate a pretty well-balanced distribution overall. The more out of balance items were ―our church is known as a prestigious one in the area‖ which respondents rated at an average of 2.4 on a scale of 1 to 7, where 1 is most like the characteristic and 7 is least like it. On the dimension ―members are similar to the people who live immediately around the church,‖ respondents gave an average rating of 4.4, indicating the members are somewhat unlike those in the surrounding community.
Functions of the Senior Pastor The most important functions to the congregation are: Preaching inspiring sermons (99% rated the item ―high‖ or ―very high‖) Planning & leading worship (93%) Emphasizing spiritual development of members (91%) Providing administrative leadership (75%)
Christian Education for Children and Youth Members were generally satisfied with qualitative aspects of the programs for children and youth, with 74% or more of respondents indicating they were generally satisfied. Fully 84% indicated satisfaction with the church’s ―giving children the feeling that they are loved by God and the church‖ and 80% with ―teaching children about the Bible and the church. On the other hand, 36% wished to improve on the inclusion of children worship services, 24% wanted to see more enjoyable fellowship activities for children and youth, 22% wanted to do a better job of developing in children a sense that Christian love includes respect for and service to others, and 20%
In the area of Christian Education for youth, satisfaction is also generally high, especially with ―providing fellowship opportunities for youth,‖ and ―educational programming that is Biblically centered.‖ Twenty-five per cent (25%) or more of respondents said that they wished to see ―more or better‖ Inclusion of youth in the worship service (49%) youth choirs or other kinds of musical groups (34%) programming that involves youth in serving others (35%) educational programming that helps youth clarify values and beliefs (25%) When asked what should be the primary focus of these programs, respondents said: For children - ― Bible teaching ‖ and ― being loved ‖ For youth - ― Bible teaching ‖ and ― values ‖
Adult Education and Small Group Programming The respondents expressed a strong desire to improve certain facets of this area of MBFPC’s ministry. When asked whether they would attend these types of events, though, far fewer respondents answered in the affirmative. The one exception to this rule was for more Bible and theology study groups—48% indicated they would attend if more such events were offered.
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Specific concerns, along with the percentages who responded that they would attend such programs if they were offered, include: Need classes on marriage, family and parenting (47% need more, 16% would attend) Need recreation activities (40, 10%) Need evangelistic and visitation groups (39%, 13%) Need contemporary issues study groups (39%, 25%) Need fellowship or hobby groups (33%, 23%) Need more prayer, meditation and spirituality groups (27%, 16%) Need more Bible and theology study groups (25%, 48%) Worship In general, respondents are satisfied with the worship services. Areas needing attention include: having parts of the worship especially for children (29%), providing worship services at times other than Sunday mornings (23%). In addition, 65% of the respondents expressed a preference for starting Sunday worship service between 9:00 and 10:30 AM.
Qualities of a Good Sermon Essential or important qualities include: Biblically based and illustrated (98%) Sets forth clear faith position for living a faithful life (98%) Spiritually moving and inspirational (98%) Challenging and thought provoking (97%) Touches directly on everyday life (95%) Community and Social Involvement The highest priority for community involvement was given to ―providing or supporting social services for persons in need‖ (71%).
Stewardship Development Members were asked to prioritize efforts to encourage stewardship. Highest ratings were given to: Tithing or proportionate giving (78% combined high and moderate rating) Encourage pledging (73%) Adult education programs on Christian stewardship (60%) Mailings to members setting out reasons for stewardship (51%) Strong Appeals from the pulpit (51%) Evangelism When asked to prioritize ways to share the Gospel and recruit new members, respondents said: Pulpit emphasis on importance of inviting others to visit MBFPC (71%) Use of church web site (68%) Develop programs targeted at unchurched people (67%); interestingly, though, when asked whether they would be willing to change the style of worship to make
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it more appealing to unchurched people, only 21% viewed that as being of ―highest‖ or ―high‖ priority Develop home Bible studies to which non-members can be invited (58%) Appeal to members to make personal witness to others (57%) Pastoral or lay visits to invite newcomers to the community (54%) Mailing church literature to newcomers in the community (54%) Additionally, 81% of respondents said the congregation needs to improve its evangelism efforts and 86% indicated that they were willing to get more involved in this effort, at least to some extent.
Overall 96% are satisfied with the music program 93% are satisfied with the worship services 91% are satisfied with the way their spiritual needs are being met In response to the questions ―What originally brought you to MBFPC,‖ respondents answered: Worship style (69%) Minister (55%) Music program (45%) And when asked, ―What keeps you here,‖ they said: Worship style (64%) Music program (54%) Friends are here (47%) Adult education (43%) The minister (40%) Our Church Family Selected demographic information about respondents to this survey: Female members - 61%; Male members - 39% White - 98% Married - 77% Household with couple, no children - 57%, Two or more adults with children – 22% Household with single adult - 15% College or graduate degree - 56% Retired - 55% Occupation – professional – 47% Religious heritage Baptist – 29% Presbyterian – 28 Methodist – 18% Roman Catholic, Episcopal, Lutheran – 5% each Disciples of Christ, United Church of Christ—1% each
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Other Protestant—3% Other—3% None—2%
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APPENDIX A—Welcome Rating This survey was conducted by the MST in conjunction with First Presbyterian Church’s preparation to commence the search for a new minister. This survey is a one of many exercises conducted in the entire study. The survey represents a very small sampling of the congregation of First Presbyterian Church. However, the MST felt the sampling was a reliable portrait of how the lay leadership viewed the degree to which the congregation welcomes participation of various groups of people. The Team found that the survey gives a perception of the congregation as quite welcoming to most groups but not totally open to those of diverse cultures, life-styles and mental capabilities. There was also some concern of a lack of understanding and, thus, acceptance of those who practiced and professed different types of religious beliefs.
A WELCOME RATING SURVEY MYRTLE BEACH, SC FALL, 2012
RATING Top Middle Bottom Elderly single male 9 2 -- Elderly single female 10 1 -- Unmarried couple living together 5 6 1 Interracial couple 5 5 2 Divorced male 7 5 -- Divorced female 7 5 -- Non-English speaking male 2 6 4 Non-English speaking female 2 6 4 Extremely overweight male 3 8 1 Extremely overweight female 3 9 -- Couple with crying/screaming baby 5 7 -- they refuse to leave in the nursery Person with noticeable hygiene needs 1 2 9 Person who sings in a loud monotone 3 5 4 Person who sings operatically 7 5 -- Someone especially talkative 5 6 1 Someone especially quiet 4 8 Anglo-Saxon, articulate, well educated, wealthy male 11 1 -- Anglo-Saxon, articulate, well educated, wealthy female 11 1 -- Inarticulate, poorly dressed male 2 8 2 Inarticulate, poorly dressed female 2 9 1 Caucasian, low income male 5 7 -- Caucasian, low income female 5 7 -- Couple more than 70 years old 10 2 -- Single male under 30 8 3 1 Single female under 30 9 3 -- Unemployed male 4 5 1
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Unemployed female 4 5 1 Person on welfare 4 5 1 African-American male 5 7 -- African-American female 5 7 -- Hispanic male 4 7 1 Hispanic female 4 7 1 Asian male 7 4 1 Asian female 7 4 1 Arabic male 3 4 5 Arabic female 3 4 5 Physically disabled male 7 5 -- Physically disabled female 7 5 -- Mentally disabled male 5 6 3 Mentally disabled female 5 6 3 Homosexual male 4 7 1 Homosexual female 4 6 2 An alcoholic male 5 6 1 An alcoholic female 5 6 1 Emotionally disturbed male 3 6 3 Emotionally disturbed female 3 6 3 Smoker 6 6 -- Political conservative 7 5 -- Political liberal 5 7 -- Agnostic 2 4 6 Religious fundamentalist 2 7 3 Religious charismatic 2 7 3 Cancer victim 10 2 -- Unmarried pregnant teenager 6 5 1 Male wearing an earring 5 7 -- Female with tight, short and spiked hairdo 10 2 -- Person who is HIV positive 1 10 1 Person with AIDS 1 10 1 Ex-convict 2 7 3 Recovering sex offender 1 3 8 Person implicated in a sex scandal 1 3 8
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APPENDIX B—Myths, Norms and Meaning Statements In the life of any organization, churches included, a popular reputation is likely to develop. That reputation includes statements, whether based in fact or simple perception, that come to represent the organization in the minds of its members and those who view it from the outside. One of the initial exercises in which the MST engaged was one of trying to discern what the image of this church is based upon popular conception, its behavioral norms and the characteristics that give meaning to life in this church. The results are presented here. With respect to the term ―myth,‖ the meaning observed here is the true meaning of the word— generally accepted statements that convey traditions or characteristics of a people, a group, or other topic. It is not used here in the more popular, pejorative sense of a story that is perhaps quaint but fanciful and not true.
Myths 1. We are a friendly, warm and welcoming church. 2. Our church is full of wealthy parishioners. 3. We have an outstanding youth program. 4. We have an outstanding music program. 5. We have an outstanding church pre-school program. 6. We do a great job helping in the community. (We contribute to many community help programs, i.e. Helping Hand, Habitat, etc. 7. We are blessed with great preaching and worship services. 8. We are known as the ―white church‖ (no indication was given as to whether this was a reference to the color of the building or the color of the congregation).
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A PARISH NORMS EXERCISE
Children: Be quiet and respectful during church services; laugh, run and play at the appropriate times. (8) They should use the Logos code for behavior expectations. They are welcome everywhere. (9) They are expected to behave like children, full of joy. (2) They are welcome in worship, children’s church, Sunday school and the nursery. Men and Women: Lead by example- respect reverence, etc. (7) Always give more than you receive. Be more intellectual than emotional in their approaches to worship and study. Be involved in sharing time and talents, to build the church spiritually. (2) Equal ground rules for men and women. (2) Dress appropriately. Both are expected to worship and participate in church activities and service. Don’t think we have a ―grand rule‖. Money: If there is a need, the money seems to be available. Each member is expected to give; however, congregation is not fully aware of how the money is spent. We support those in need and provide activities as the budget allows. Give what you feel you can; spending has to be approved by the session. We are taught to strive to be a tithing or proportionate giving church. (2) Be responsible with both. We strive to spend our money according to our budget and if surpluses exist they are carried over to the next year or spent on a worthwhile program. I am not particularly aware, except that we are encouraged to give generously. We are willing to go the extra mile in giving. We expect a very clear understanding of all expenditures. Our giving is Biblically based, subject to personal interpretation. (2) A minimum of 30% of our budget will go to benevolences. Clergy: We expect our clergy to lead by example, be a guiding force for our congregation, and have excellent administrative skills, show love and respect. (3) Clergy should be a mediator on all issues. They should ask for assistance when needed. Be our spiritual leader. They should engage and challenge the congregation to build new ministries and strength the ministries we now have. They should be human, but exercise good judgment and have love in their heart. Our congregation has treated our clergy with love and respect that they have earned. (3) We expect that clergy delivers the message of the Bible and the teachings of our Lord. (3) 52
Be a friend in one’s time of need. They should be inspiring, kind and caring. (3) They should preach good sermons, delivering inspirational messages.(2) Conflict: I am not sure. (2) They are settled quietly. We talk it out. They are talked out with respect for other’s opinions and brought to the session for approval or disapproval. We need improvement in this area. We deal with most issues at the committee level and move to the session if required, while having the senior minister fully engaged. Sometimes we just set the issue aside, while other times we address them frankly and develop compromises that are constructive. We listen to both sides and assure the facts are supportive. We then weigh the options and make recommendations to bring about acceptable compromises. We deal with issues directly and with transparency and respect for all. (2) Visitors: We welcome all who enter our doors. (4) People here often go out of their way to welcome those who may look or dress differently or have obviously different lifestyles from our church family. We welcome all except those that insist on having things one way- their way. Anyone who wants to teach against our Lord and Savior is not welcome. We have a slight problem with people from the streets. We don’t ignore them or throw them out, however we are a bit cautious around them. (2) It appears that we definitely welcome middle to upper class white males and females. Sometimes, we are not so welcome to the homeless. Other Norms: Our church is all inclusive. We have great traditions: Heritage Sunday, Love Feast, Jazz Sunday, Christmas Eve service, and many others. (2)
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Meaning Statements
1. Members generally do not volunteer, they wait to be asked. 2. The same members do most of the work. 3. Members take great pride in our church. 4. Our church participates in the lifeblood of the community. 5. Our congregation prefers long pastorates. 6. Our congregation has numerous opportunities to learn and grow in our faith. 7. We have a lovely church in which to raise children. 8. Our congregation has many talented people as members. 9. Our congregation is committed to 30% of our annual budget being set aside for benevolences. 10. Our church membership needs more young people in order to continue in the future.
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APPENDIX C—Definitions of Life Cycle Terminology
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APPENDIX D—MBFPC Ministries
Adult Enrichment Series Bible Studies Beach Castles Chancel Choir, Handbells Children’s Ministry Children’s and Youth Choirs Coastal Samaritan Counseling Divorce Care Grace Ministries (Medical Transportation, Respite Care, Light Housekeeping and Yard Work, etc.) Haiti Mission Team Logos Meals for the Bereaved Men’s Prayer Breakfast Mexico Mission Team Nursing Home Mission Praise and Worship Team Prayer Chain Ministry Prayer Shawl Ministry Pre-School and Kindergarten Shepherd Deacon’s Ministry Small Group Studies Stephen Ministry Street Reach Meal Preparation & Serving Summer Book Club Vacation Bible School Women’s Circles Youth Ministry
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APPENDIX E—Hartford Institute Report on the Church Planning Inventory
Myrtle Beach First Presbyterian Church Member Survey 328 Total Respondents
TASKS OF THE CHURCH The survey listed a number of tasks that a local church is likely to perform. The congregational members were asked to evaluate these tasks as to whether they were generally satisfied with the congregation’s current performance on the task, or whether they felt the tasks should receive more emphasis, or whether the task currently receives too much emphasis. The following percentages show how your congregation responded to these task questions. These percentages (read across) may not equal 100% due to rounding. Needs Very Generally Too More Satisfied Satisfied Much 1. Offering worship that provides a meaningful experience of God and 5% 70% 22% 2% the Christian tradition.
2. Providing worship that expresses the Gospel in contemporary 8 62 27 3 language and forms. 3. Providing Christian education for children and youth. 25 49 25 .3 4. Providing Christian education programs for adults. 19 53 28 0 5. Helping members deepen their personal and spiritual relationship 24 48 28 0 with God.
6. Sharing the Word with the unchurched. 34 30 36 .3 7. Engaging in acts of charity and service for persons in need. 9 67 25 0 8. Encouraging members to act on the relationship of the Christian 24 33 41 2 faith to social, political, and economic issues.
9. Providing a caring ministry for the sick, shut-ins and the bereaved. 10 64 25 1 10. Providing pastoral counseling to help members deal with personal 14 45 41 0 problems.
11. Providing fellowship opportunities for members. 25 44 32 0
12. Helping members understand their use of time, talents, and money 24 37 39 .3 as expressions of Christian stewardship.
13. Supporting the global mission of the church. 12 45 41 2
14. Helping members discover their own gifts for ministry and service. 32 31 37 .3
15. Participating in activities and programs with other religious 35 26 39 .30 groups.
16. Expressing our denominational heritage/tradition. 15 36 44 5
59
Congregational respondents rates of agreement or disagreement with the following identity statements from the perspective of individual members looking at the congregation’s overall identity and vision. Strongly Strongly Agree Agree Disagree Disagree
1. Our church’s identity, as it is, is one with which I feel 38% 54% 8% 1% comfortable.
2. It is easy for me to tell my friends what is unique about our 33 56 11 .3 church.
3. I have a clear understanding of what our church stands for. 32 57 9 3
4. An effective effort was made to instruct me in our church’s 21 51 25 3 mission.
5. I have a strong sense of belonging to this congregation. 51 40 7 1
6. Being at this church has made a difference in my spiritual life. 62 34 4 0
ORGANIZATIONAL CHARACTERISTICS: Members were asked to rate their agreement or disagreement with a series of statements related to certain organizational issues, such as making decisions, sharing information, and developing resources. The percentage (read across) may not equal 100% due to rounding. Strongly Moderately Slightly Don’t Agree Agree Agree Disagree Know
1. Members are well informed about what the various 20% 39% 24% 15% 1% committees and groups in the congregation are doing.
2. The activities taking place in the congregation are well 13 38 33 12 4 publicized to the surrounding community.
3. Study of the needs of the congregation and the community is regularly undertaken as the basis for church 13 32 27 16 12 planning.
4. Members and groups get a lot of support and encouragement for trying something new in the 17 37 29 11 6 congregation.
5. Members are encouraged to discover their particular 24 42 26 6 1 gifts for ministry and service.
6. Lay leaders are provided the training they need for their 25 39 16 6 14 committee and task assignments.
7. Every member who is capable and interested has an 34 40 13 8 5 equal opportunity to hold key leadership positions.
8. The theological and biblical implications of important 22 42 16 11 10 60 decisions are regularly discussed.
9. Important decisions about the life of the church are rarely made without open discussion by church leaders 24 35 24 12 5 and members.
10. Disagreements and conflicts are dealt with openly 12 25 30 21 13 rather than hushed up or hidden behind closed doors.
11. It is easy to summarize for visitors and non-members how our congregation differs from other congregations in 17 45 24 8 7 the area.
12. Members help each other out in times of trouble. 67 26 5 1 2
13. Cooperative programs with other churches of other 17 32 30 14 8 denominations are highly valued in our church.
14. The current morale of our church members is high. 19 43 21 15 3
15. There is a sense of excitement among members 24 45 17 12 2 about our congregation's future.
61 CONGREGATIONAL IDENTITY: Listed below are several alternatives that touch upon important dimensions of a church's identity. Using the seven point scale between each set of alternatives, members were asked to circle the number that best describes where the congregation falls, "1" meaning most like the characteristic on the left, "7" meaning most like the characteristic on the right, "4" meaning an equal mix of both. The number below indicates the average of all these responses.
1. Our church is more 1------3.6------7 Our church is more influenced by history and influenced by tradition contemporary ideas and trends
2. Members are similar to the 1------4.4------7 Members are very different from people who live immediately people who live immediately around the church around the church.
3. Our church is very 1------3.5------7 Our church is not at all involved with the community involved with the community around the church around the church
4. Our church is primarily 1------3.6------7 Our church is primarily oriented to serving our members oriented to serving the world beyond our membership
5. Our congregation feels like 1 ------3.8------7 Our congregation feels like one large family a loosely knit association of individuals and groups
6. Our church is known as a 1 ------2.4------7 Our church is not considered one prestigious one in the area. of the status churches in the area.
7. Our church’s approach to 1 ------3.4------7 Our church’s approach to social social issues is basically educational is decidedly “activist.”
8. The congregation’s approach 1 ------3.0------7 The congregation’s approach to to individual salvation emphasizes individual salvation stresses education, nurture and gradual conversion and a born-again growth in the faith experience
9. Our church gives strong 1 ------3.1------7 It would be difficult for a expression to its denomin- visitor to know to which ational identity and heritage denomination the congregation belongs. 10. Our congregation strives to 1 ------4.1------7 Our congregation prefers to work by create partnerships with other ourselves or through our local churches. Denominational channels
62
FUNCTIONS OF THE SENIOR MINISTER:
Members were asked to rate how high or low a priority should each of the following tasks be for the Senior Minister of the church. The following percentages show how your congregation responded to these task questions. The percentages (read across) may not equal 100% due to rounding.
Very High High Moderate Low 1. Providing administrative leadership for the 41% 34% 21% 3% congregation's ministry. 2. Actively and visibly supporting the church’s 21 49 28 2 stewardship program. 3. Directly involving laity in planning and leadership 25 47 23 5 of church programs and events. 4. Planning and leading a program of new member 14 39 39 9 recruitment. 5. Participating in local community activities, issues 12 22 54 13 and problems. 6. Holding social justice issues before members. 5 22 41 32 7. Planning and leading worship sensitive to the 63 30 6 1 needs of the congregation. 8. Emphasizing the spiritual development of 53 39 8 0 members. 9. Visiting the sick, shut-ins, and bereaved. 18 40 32 11 10. Visiting members at their homes. 4 21 44 31 11. Pastoral counseling of members having personal, family, and/or work related 23 40 30 6 problems. 12. Developing and supporting religious education 23 44 26 7 program for children and youth. 13. Developing and leading adult education 14 41 38 8 programs. 14. Supporting the world mission of the church. 13 42 39 7 15. Participating in denominational activities beyond the local church, that is, at the 4 23 44 29 regional or national level. 16. Preparing and preaching inspiring sermons. 82 17 1 0
63
SIZE AND CONDITION OF FACILITIES:
A. Congregational members were asked to assess the following spaces in terms of size.
Excellent Adequate Needs Attention Needs Immediate But Not Immediate Attention
Worship Space 56% 38% 5% 1%
Educational Space 51 40 6 4
Fellowship Space 60 33 6 1
Office Space 50 43 6 1
Parking Space 14 31 36 19
B. Congregational members were asked to assess the following spaces in terms of general condition and aesthetic appeal.
Excellent Adequate Needs Attention Needs Immediate But Not Immediate Attention
Worship Space 71% 26% 2% 1%
Educational Space 48 43 6 4
Fellowship Space 49 44 6 1
Office Space 47 46 6 1
Parking 20 42 24 15
Exterior & Grounds 47 44 9 1
64
Christian Education for Children A. How satisfied are you with each of the following aspects of your congregation's Christian Education program for children? A "Don't Know" (DK) response is provided, but please use it only if absolutely necessary. Very Generally Somewhat Not Very Satisfied Satisfied Satisfied Satisfied DK 1. The total number of children that attend. 11% 19% 17% 25% 28% 2. The time and day at which classes for children are held 24 37 11 2 26 3. The training provided teachers 13 26 16 10 36
B. Members were asked how satisfied they were with each of the following aspects of the congregation's church school program for children?
Need More Generally Too Much Doesn’t Have Or better Satisfied Already No Need 1. Teaching children about the Bible and the 16% 80% 0% 4% church 2. Giving children the feeling that they are loved 12 84 0 4 by God and the church 3. Developing in children a sense that Christian love includes respect for and service to others 22 74 0 5 4. Providing examples of what it means to be a 20 74 0 6 Christian in today's world 5. Offering enjoyable fellowship activities 24 69 1 5 6. Including the children in the worship service 36 58 1 5
C. Which one of the above 6 types of activities for children did members believe should be the primary focus of the congregation’s children’s program?
40
30
20 Percent 10
0
Biblical Loved Service Examples Fellowship Worship
65
Christian Education for Youth Members were asked how satisfied they were with each of the following aspects of the congregation's church school program for youth and teens?
Need More Generally Too Much Doesn’t Have Or better Satisfied Already No Need
1. Educational programming that is biblically 20% 75% 2% 4% centered
2. Educational programming that helps youth 25 71 0 4 clarify values and beliefs
3. Programming that involves youth in serving 35 61 .4 4 others
4. Providing fellowship opportunities for youth to 12 81 4 3 have fun in Christian setting
5. Youth choirs or other kinds of musical groups 34 59 1 7
6. Including the youth in the worship service 49 46 1 4
Which one of the above 6 types of activities for youth did members believe should be the primary focus of the congregation’s youth and teen program?
40
30
20 Percent 10
0
Biblical Values Service Fellowship Choir/Music Worship
66 Adult Education and Small Group Programming For each of the kinds of programs or groups listed below, members were asked to indicate: A: Whether they think their congregation needs more or better programs of this kind; is doing about right; is already over- emphasizing or doing too much in the area; or, if the congregation currently doesn't have such a program and they see no need for beginning it? B. Whether it is likely that they would Attend if the congregation offered more or better programs of this kind.
Need More About Too much Doesn’t Have or Better Right Already No Need Attend
1. Study groups dealing with the Bible and 25% 74% 0% 1% 48% theology
2. Study and discussion groups dealing with 39 53 3 6 25 contemporary issues, topics and problems
3. Prayer, meditation and spirituality groups 27 69 1 4 16
4. Support groups in which members share with each other at the level of feelings and personal 24 72 0 4 13 experience
5. Fellowship events or hobby groups 33 62 1 4 23
6. Evangelistic outreach and visitation groups 39 52 .4 8 13
7. Social concern groups for planning and working on projects directed at community or social 30 62 2 7 8 issues/problems
8. Recreation/Athletic activities 40 43 0 17 10
9. Literary/culture groups 22 52 0 26 6
10. Groups and classes that explore marriage, 47 48 .4 4 16 the family, and parenting issues
67
Which three of the following are the best times Which three of the following are the worst times for you to attend adult programs? for you to attend adult programs? Sunday morning 59 % Saturday morning 48% Weekday evening 53 Weekday afternoon 40 Weekday morning 38 Weekday morning 40 Sunday evening 35 Sunday evening 39 Weekend retreat 31 Weekend retreat 33 Saturday morning 29 Weekday evening 24 Weekday afternoon 24 Sunday morning 21
WORSHIP A. Members were asked how satisfied are were with each of the following aspects of the congregation's Sunday worship? Need More Very Generally Receives too Emphasis Satisfied Satisfied Much Attention
1. Providing time for members to greet one another 10% 61% 27% 3%
2. Providing worship that is emotionally moving 11 66 22 1
3. Providing worship that is intellectually challenging 8 64 25 2
4. Attention given to sacraments 9 68 22 1
5. Lay participation in leading worship 18 44 36 2
6. Use of inclusive, non-sexist language 2 59 32 8
7. Use of creeds or statements of faith 14 59 22 6
8. Silent prayer/meditation 10 59 31 .3
9. Having parts of the worship especially for children 29 35 34 1
10. Use of new or unfamiliar hymns 11 37 41 12
11. Corporate prayer in which the entire church participates 11 50 37 2
12. Providing worship at times other than Sunday morning 23 44 31 2
13. Use of contemporary worship styles, music and 11 53 23 13 language
68 QUALITIES OF A GOOD SERMON Members were asked, personally, how important for them is each of the following in the mix of qualities that make a good sermon? Not Very Downright Essential Important Important Distracting
1. Sets forth a clear faith position as a guide for making 69% 29% 2% 0% decisions and living a faithful life.
2. Based on a clear, unambiguous religious authority. 44 44 11 1
3.Touches directly on my everyday life. 50 47 4 0
4. Contains scholarly or literary illustrations. 13 48 38 2
5. Is Biblically based and illustrated. 73 25 2 0
6. Makes me reflect on issues and events that go beyond 39 53 7 0 my personal life and local community.
7. Is challenging and thought-provoking. 45 52 3 0
8. Obviously flows from the depth of the preacher’s own 40 49 11 1 personal faith and spiritual convictions.
9. Is comforting and reassuring. 27 50 21 1
10. Is carefully composed and skillfully delivered. 36 54 10 1
11. Is spiritually moving and inspirational. 54 44 2 .3
12. Sets forth various sides of an issue without advocating 15 39 29 18 one position as the only Christian position.
69 COMMUNITY AND SOCIAL INVOLVEMENT
Members were asked what priority they would give each of the following many possible ways the congregation could be involved with community and social issues?
Highest High Moderate Low No Priority Priority Priority Priority Priority
1. Providing or supporting social services for 16% 55% 27% 2% .3% persons in need
2. Providing meeting rooms in the church for community groups working on various issues and 5 32 45 17 2 problems
3. Encouraging the minister to use a portion of his/her time working with community and social 3 17 49 28 3 action groups
4. Calling attention to social, community and world 5 31 47 14 3 issues from the pulpit and in study groups
5. Organizing social issue advocacy or action 2 11 37 37 13 groups
6. Linking interested lay members to denominational, ecumenical or non-church social 4 21 41 29 5 service or advocacy programs
7. Giving money to denominational programs 3 24 43 24 7
8. Giving money to ecumenical or non- 4 11 45 31 9 denominational programs
9. Helping organize or support disadvantaged 4 18 35 31 12 groups to pursue their own causes
10. Lobbying and petitioning corporate and 5 10 26 34 25 government officials on peace and justice issues
70 STEWARDSHIP DEVELOPMENT
A. Members were asked what priority they would give to each of the following efforts to encourage the congregation’s stewardship program? Highest High Moderate Low None 1. Strong appeals from the pulpit 12% 39% 40% 9% 0.3% 2. Adult education programs on the meaning of 19 41 35 4 2 Christian stewardship 3. Mailings to members clearly setting out the 15 36 36 11 2 reasons for Christian stewardship 4. Encourage membership pledging 23 50 23 4 1 5. Every member canvass or visitation 4 15 41 30 10 6. Tithing or proportionate giving 36 42 17 5 1 7. Hiring a professional fund raising consultant or 2 2 13 37 46 group 8. Fund-raisers such as fairs, bazaars, tag sales, etc. 3 6 35 40 16 9. Encourage giving to a church endowment 8 20 40 25 7 through wills and bequests 10. Special giving appeals for a charitable cause or 10 32 47 9 2 mission effort
B. Members were asked to imagine that the congregation were able to raise significantly more money than currently budgeted and rate how high a priority they would put on each of the following uses of that money?
Highest High Moderate Low None 1. Increased support to our denomination 4% 24% 43% 23% 6% 2. Increased support for community social service programs 9 37 40 11 2 3. Increased support for world missions 16 36 34 13 1 4. Increase current staff salaries 6 20 50 17 8 5. Hire additional staff 3 13 31 36 18 6. Renovate, enlarge or add to current facilities 11 15 24 27 23 7. Increase budget for educational and program materials and resources 13 37 41 8 1 8. Begin an endowment or add to an existing one 5 18 39 28 10 9. Increase evangelistic efforts and advertising 12 32 34 17 6
71 EVANGELISM
A. In thinking about the many possible ways that the church could use to share the ―good news‖ of the Gospel and to recruit new members for the church, members were asked to rate the priority of each of the following efforts.
Highest High Moderate Low No Priority Priority Priority Priority Priority
1. Stressing from the pulpit the importance of 27% 44% 23% 4% 1% members inviting others to visit our church
2. Appeals to members to make a personal 20 37 31 10 3 witness about their faith to others
3. The use of newspaper advertisements 4 14 43 33 6
4. The use of radio or television 5 16 43 29 8
5. Mailing church literature to newcomers in your 14 40 32 12 3 community
6. Pastoral or lay visits to newcomers in your 15 38 30 15 2 community
7. Using a group of lay volunteers to canvass 3 10 32 36 19 (knock on doors in) the neighborhood
8. The use of a church web site 25 43 27 4 2
9. Developing church programs especially targeted 23 44 27 6 .3 at unchurched persons in your community
10. Changing the style of your worship to make it 6 15 31 30 19 more appealing to the unchurched
11. Developing home Bible, prayer and study groups to which friends who are not members are 19 39 33 8 2 invited
B. Overall, to what extent did members think the congregation needs to increase or improve its efforts at evangelism? [ 24% ] To a great extent [ 18% ] We are doing fine as is [ 57% ] To some extent [ 2% ] We're doing too much now
C. To what extent would individual members personally be willing to get more involved in the evangelistic efforts of the congregation? [ 16% ] To a great extent [ 48% ] To some extent [ 22% ] To a moderate extent [ 14% ] Not at all
72 OVERALL A. Overall, how satisfied or dissatisfied is the membership with the music (choir, anthems and instrumentals) during Sunday worship? [ 81% ] Very Satisfied [ 4% ] Somewhat Dissatisfied [ 15% ] Generally Satisfied [ 0% ] Very Dissatisfied
B. Overall, how satisfied or dissatisfied is the membership with the congregation's Sunday worship, other than the music? [ 55%] Very Satisfied [ 5% ] Somewhat Dissatisfied [ 38% ] Generally Satisfied [ 2% ] Very Dissatisfied
C. Overall, how satisfied or dissatisfied is the membership with the way your spiritual needs are being met in the worship service? [ 54% ] Very Satisfied [ 6%] Somewhat Dissatisfied [ 37% ] Generally Satisfied [ 3%] Very Dissatisfied D. If they could choose any time on Sunday morning, what time would members prefer for worship to start? [ 1% ] before 8:00 a.m. [ 18%] 9:00 a.m. [ 4% ] 10:30 a.m [ 5% ]8:00 a.m. [ 24%] 9:30 a.m. [ 24% ] 11:00 a.m. [ 9% ] 8:30 a.m. [ 14%] 10:00 a.m. [ .3% ] 11:30 or later
E. In thinking about what originally brought you to this congregation, What originally attracted you to attend this congregation? Will not equal 100% since it was possible to pick more than one.
55% The minister 45% The music program 18% My friends are here 10% The social outreach 25% The church’s reputation 60% The worship style 21% Adult Education program 3% The self-help groups 16% Child & Youth program 25% The denominational ties
F. In thinking about what originally brought you to this congregation, What is the foremost reason you remain a part of this congregation? Will not equal 100% since it was possible to pick more than one.
40% The minister 54% The music program 47% My friends are here 18% The social outreach 25% The church’s reputation 64% The worship style 43% Adult Education program 10% The self-help groups 19% Child & Youth program 27% The denominational ties
73 RELIGIOUS BELIEFS & PERSONAL PRACTICES: 1. Members were asked which one of the following best expresses their view of the Bible? Percent .3 (1) The Bible is an ancient book of history, legends and cultural stories recorded by man. It has little value today except as classic literature. 2 (2) The Bible is a valuable book because it was written by wise and good people, but I do not believe it is really God's Word, but it can teach us many moral precepts. 9 (3) The Bible is the record of many different people's response to God and because of this, people and churches today must interpret for themselves the Bible’s basic moral and religious teachings. 43 (4) The Bible is the inspired Word of God and its basic moral and religious teachings are clear and true, even if it reflects some human error. 46 (5) The Bible is the actual Word of God and is to be taken literally. 2. Rate your agreement or disagreement with the following belief statements. Strongly Neutral or Strongly Agree Agree Unsure Disagree Disagree
1. There is no other way to salvation but through 80% 12% 4% 3% 1% belief in Jesus Christ.
2. Human beings have developed over millions of 11 12 15 14 48 years from less advanced forms of life.
3. Jesus’ resurrection form the dead was an actual 83 12 3 1 1 event.
4. All religions are equally good ways of helping a 4 13 15 25 43 person find ultimate truth.
5. The Bible has answers for all of the basic 69 22 5 3 1 questions of life.
6. Social justice is at the heart of the Gospel. 24 30 21 13 13
7. It is often difficult to live out my faith in daily 12 43 7 29 10 work, leisure and community life.
3. Indicate how often you engage in the following practices. Few times Once Few times Seldom Daily a week a week a month or Never
1. Spend time in private devotional activity such as prayer, meditation, reading the Bible or other 61% 28% 4% 5% 3% spiritual books?
2. Use the web at home or at the office? 58 20 6 2 15
3. Use email? 63 16 7 3 11
4. Look at religious Internet sites? 8 14 10 19 49
5. Volunteer time in social service? 3 17 15 36 30 74
OUR CHURCH PARTICIPATION:
How long have you been a member?
Not member 20 or more years 4% 1 year or less 15% 7%
2-4 years 14%
10-19 years 5-9 years 39% 21%
How long does it usually take you to travel from home to church?
28 28 30 25 25
20
15 12
10 6 percent 5 1 0
75
On the average, about how many times have you attended church services during the past year?
76 80 70
60
50 40 percent 30 21 20 10 0 0.3 1 2 0
In how many church committees and groups do you hold membership (not counting congregational membership itself?)
25 25 21 19 20 20 15 15
10 percent
5
0
76 Has your involvement in the congregation increased, decreased, or remained about the same in the last few years?
Decreased 9%
Increased 42% Stayed same 49%
If a member’s participation has increased or decreased, which of the following are the reasons for the change. [Percentages will not equal 100% because it was possible to select more than one answer or none at all.]
If involvement has increased (n=134), why: More time available 38 persons Better health 78 Stronger faith 61 More positive attitude 11 Because of children 12 Accepted office/responsibility 81
If involvement has decreased (n=29), why: Decreased faith 11 people Less time available 19 Health problems 1 Given up office/responsibility 8 More negative attitude 18 Because of children 4
77
Approximately how much did your family household contribute to the church per year?
Contribution Percent of Category Respondents Under $200 4% $200 - 599 2% $600 – 999 6% $1,000 – 1,499 14% $1,500 – 2,499 12% $2,500 – 3,499 17% $3,500 – 4,999 14% $5,000 – 7,499 14% $7,500 or more 17%
How many persons or families have members invited to visit or join the church in the past year?
24 24 25 22
20 17
15 13
percent 10
5
0
78 OUR CHURCH FAMILY:
Age Grouping of Survey Respondents
30 28 24 25 23
20 14 15 percent 10 6 3 5 2 0 0
Gender Male -- 39% Female -- 61%
Ethnic Background White – 98 % Hispanic – 1 % Mixed – 1 % Native American - .3%
79 Marital Status
77 80 70
60
50 40 percent 30 20 12 6 5 10 0 0
Of those who have children, Number of children in age range: # of Children Birth - 5 years old 79 Six - 12 years old 25 Thirteen - 18 years old 31 Nineteen and over at home 20
Which best describes your current household?
Percent One person living alone 15 A couple without children 57 One adult with child/children 3 Two or more adults with 22 child/children Several adults living in same 3 household
80 Level of Education
33 35 29
30
23
25 percent 20
15 11
10
3 5
0
81 Household Income Range (273 respondents to this question)
Under $25,000 8%
$25,000 - $49,999 28%
$50,000 - $74,999 29%
$75,000 - $99,999 13%
$100,000 - $149,999 13%
$150,000 or more 10%
Employment Status
60 55
50
40
30 26 percent
20 12
10 4 3
0
82
Occupation
50 47 45 40
35 30 25 percent 20 17 14 13 15 8 10 5 1 0 0.3 0.3 0
Are you self-employed? 19 percent said yes
If you are married, is your spouse employed?
Yes, full time 31%
Yes, part time 17%
83 Religious Heritage
Members were involved in the following denominations when they were growing up:
Denomination Percent
Baptist 29
Disciples of Christ 1
Episcopal 5
Lutheran 5
Methodist 18
Presbyterian 28
United Church of Christ 1
Unitarian Universalist 0
Other Protestant 4
Roman Catholic 5
Other 3
None 2
84
How many years have members lived in this general area?
37 40 33 35
30 22 25 20 percent 15 10 6 2 5 0
How likely is it that the membership might move out of this general area within the next few years?
55 60
50
40 26
30 percent 20 14 10 3 2 0
85 How many of your closest friends attend this church?
70 65 60
50 40
percent 30
20 12 12 6 10 5 0
Additional Member comments made on back of the Church Planning Inventories: -Pray that the church will attract new members, sustain and help them grow spiritually, assist those in need, and make a difference in the direction of the community, state, country and world in a way that is pleasing to God. -Take the time to find the best new minister available and arrive at a solution to the ―split campus‖ issue that focuses on the actual needs of the church and not just the physical beauty of the facility. -Trade the Grissom facility to the city in return for Chapin Park and buy the old SCN Bank property. It appears that the church is run by a select few with very little input from the entire congregation. Early Sabbath is great for those who cannot attend on Sundays. However, we need to begin a contemporary service that is planned by and for the younger generation. - More accessibility in future planning efforts for the elderly and disabled. We also must focus on recruiting more young people to join our church. We love going to Early Sabbath. We also love Lewis Johnson! -Ever since my first attendance, I have loved everything about this church. My hope is that it will remain a welcoming, hospitable, friendly and loving church. There were no questions on the diversity of racial or sexual orientation. I wish there was more inclusion of these groups in our church. Our church should reflect the advances made in our society. -Hopefully, we can move to one church, recruit young people, maintain our great music and find a new minister that relates to our congregation. I thought the survey could have been shorter.
86 -My wish is that the new church would be built. -My desire is that First Pres. Continue its mission and we find someone committed to leading us in the 21st century. - If things continue with the Presbyterian Church with regards to gay marriage and ordination requirements, the church will split and we will lose members. The church leadership has never discussed this issue with the congregation. Are the leaders too cowardly to stand before the congregation after supporting what the General Assembly has done? When the General Assembly passes a change in the definition of marriage, I will leave. Many others will too. The Bible matters. -I am very content with our church as it is. I would like for a minister to keep his sermons to 15 minutes or less. Also, the church should be set at a comfortable temperature. - Our church will call a minister who will attract young families, that we utilize both campuses to their maximum potential, and that we pay of four loan and create an endowment for community and world missions, that Beach Castles could be a year round program and the Kings campus could house community and youth missions. Also, thanks to the Mission Study committee for including the entire congregation in the search for our mission and leadership. -Seek a pastor who loves God and teaches His word. BE a part of a congregation that is active in growing spiritually. Church transcends every current fad, trend, political or social issue. -Obtain the funds to finish the new campus and sell the old one. -First Pres. is one of the major factors of my joy and happiness. -Provide and plan for as far into the future as possible. Provide for as many family services as possible. - To continue to be known as a place where ―Love makes a difference‖. - We need a contemporary service for young people. - Every effort of our church must focus on the Christian faith of every member. - I hope that our new minister will spend time with the staff to make sure that they are ―being fed‖. We need a Sunday morning contemporary service. - I pray that our church maintains its strong charitable presence. We must explore alternative worship styles, however, we should not move away from our Presbyterian traditions and rituals. - Embrace change, involve more people on committees/ officers, improve volunteer scheduling, attract the 20-30 age groups, and utilize small groups to foster stronger relationships among members. I have found it hard and discouraging to get involved. New people have new ideas for committees - The Grissom campus has no cozy, parlor type room for meetings. The current meeting rooms are ―clinical‖ in nature and do not allow for comfort and relaxation. -I would like to see out church become more involved with other churches in working with people in need. -I hope for continued growth in the church and the construction of the new facility. The selection of our new minister is the key to both goals. Our interim pastor is doing a terrific job.
87 -I hope our new minister will be strong in teaching and preaching biblical principles. I want him to be able to delegate responsibility so that many of his duties can be taken care of by lay members. -There are many things that I enjoy about our church. However I do have several concerns: The church should immediately make final plans to sell the Kings campus and complete the new sanctuary and add a decent kitchen. We cannot afford to support both locations. For all session meetings, accessible open minutes should be kept for easy review for each member. Financial information should be broken down into much finer categories so that the congregation can understand them. Ample time for review before approval voting should occur. Thursday night music is too repetitive and long. The bongo drum should be much quieter. The Sunday organ volume is so loud that it has driven many to non-attendance at Sunday services. -We need more youthful leaders, and we need our new minister to be young. - Offer more secular activities to help us get to know one another. Have covered dish gatherings, share talents, have travel groups, etc. Sanctuary is too cold! -I fear that we are moving in the wrong direction at the national level by changing the age-old scripture based definition of marriage. If this happens, we may leave the church. -Building at Grissom facility is the number one priority. -Less contemporary music and more traditional music at Early Sabbath are needed. -I think our charity work should be done in the USA, not Mexico. -To prepare our members for our journey into the next life. We need to bring back our coffee hour. It helps us interact. -I believe that one reason attendance is down is the services are too long, especially Early Sabbath. - I would like to see our church continue to follow its present path. - I hope that we can reach young people and future generations with God’s message. -We need a clear vision for what the church needs to be for its congregation- meetings a diversity of spiritual needs and reaching out to the community. -We need better educational program participation among our adult members. A director of lay ministry needs to be added to the staff. -We would be a church where everyone is interested in learning more about God’s word and the way to salvation. - Consider a blessing of pets program. - We need to develop a ―singles‖ group again and target the young adults. -Expand the Growing Tree and youth ministry. Develop social programs for elderly members who are living alone.
88 - I would like to see the attendance numbers for worship and Sunday school in the weekly newsletter. Also include where we stand financially. We want to know our tithes are being spent wisely. - Keep the King’s campus for use as a school or residence for homeless high school students. -We need to provide parenting classes, self- esteem classes for parent and adolescents along with social activities for those that are lonely. -We need more trips and retreats for our youth and young adults. But most of all, they need to know that they are loved and appreciated by the congregation. -The church staff needs help. Maybe we should restructure their jobs. - If a person has a one hour bladder (even after surgery to correct), that person will be concerned if the service protracts much beyond one hour. The sermons and prayers are too long. - I feel our church is on the right path and hope to see it grow. -Session needs to be more visible in church. Ministers should not have input in the selection of deacons and elders. - My prayer is that we become more progressive in teaching the Bible as the living word of God. -My hope is to keep our young adults and college students involved by offering areas for them to attend and serve. - If the church builds the amphitheater that it is considering, a coalition of churches need to be involved in promoting functions there. Our vision has become stagnant. We need leaders to step up. [Note from MST: The church has no plans for an amphitheatre.] -Our staff needs to be under one roof, working as a team. Also, with worship at the Grissom campus, parking problems are eliminated. -We need to get more members involved with their talents. Every member should be assigned to a committee or feel needed for something other than their money. - To study and teach in an open minded search to become more inclusive to all people, and recognize that we have gained more knowledge to understand the scriptures today than the writers of the Bible had in those times. -Everyone loves to go to Early Sabbath because of the music. We need to focus on our adult education, providing resources that help people handle their day to day struggles. We used to have a series on ―Growing Kids God’s Way‖. It was wonderful! We need men’s groups that study how to be better husbands and fathers. Too many families are struggling in our church without resources do deal with their issues. The majority of the 76 comments mention two items: 1. We need our church to be ―under one roof‖, 2. We need a dynamic senior minister who can inspire and lead our congregation over the next several years.
Many comments also mentioned the need for a contemporary service to attract young people.
89 APPENDIX F—Demographics of Myrtle Beach and Its Environs
DESCRIPTION OF THE AREA
Myrtle Beach, South Carolina, named for wax myrtle trees growing wild along the shore of the Atlantic Ocean, was incorporated as a town in 1937 and as a city in 1957. It is the largest city in the County by area and population and is located on the coast of the State approximately 23 miles south of the North Carolina boundary and 90 miles north of Charleston, South Carolina. The City encompasses approximately 23.3 square miles with a permanent population of 27,109 according to the 2010 census, and an estimated average population, including tourists, of about 140,000, peaking at over 250,000 at the height of the summer tourist season. The City is in the center of a 60-mile long coastal beach known as the ―Grand Strand‖ which extends from the southeastern border of North Carolina southward to Georgetown, South Carolina. The Grand Strand has some of the world's widest beaches, reaching nearly a quarter of a mile wide during low tide. There are many more trees and wooded regions in the Grand Strand than are usually found in beach areas. The beaches are of white sand, and the coastal water is clear and unpolluted, as there are no harbors, shipping traffic, or major industries in the area. No rivers or streams drain into the Atlantic Ocean for a distance of nearly 30 miles.
ECONOMIC CHARACTERISTICS AND DATA
Wherever possible below, information for the City and the County has been provided. In cases where such information is unavailable with respect to the City, figures for only the County have been shown. The City's Fiscal Year begins July 1 and ends June 30 of the succeeding year. Where reference is made to a Fiscal Year preceded or followed by a year designation, it means the Fiscal Year ending or ended June 30 of the year so designated.
Area Churches and Places of Worship The following list of more than 100 churches and places of worship reflects the diversity of houses of worship in the area. It is not necessarily an exhaustive listing.
Myrtle Beach AME Forestbrook Baptist Alliance Bible Fellowship Mount Olive AME Grand Strand Baptist Christian Mission Inc. Ocean View Baptist APOSTOLIC Sandy Grove Baptist CHURCH OF CHRIST First Apostolic Seniors Church of the Grand Strand Church of Christ
ASSEMBLY OF GOD CATHOLIC CHURCH OF GOD Myrtle Beach Assembly of God St. Andrew's Catholic First Church of God Son Celebration Assembly of God CHRISTIAN SCIENCE DISCIPLES OF CHRIST BAPTIST Christian Science Church Sun Coast Christian Church Bible Baptist Central Baptist CHRISTIAN & MISSIONARY EPISCOPAL First Baptist ALLIANCE Trinity Episcopal First Freewill Baptist
90 EVANGELICAL LATTER DAY SAINTS PENTECOSTAL HOLINESS Pine Lakes Bible The Church of Jesus Christ of Latter Kingsway Pentecostal Holiness Day Saints Northside Pentecostal Holiness FULL GOSPEL Church of New Beginnings LUTHERAN PRESBYTERIAN Cathedral Baptist Church of the St. Philip's Lutheran Faith Presbyterian (PCA) Grand Strand Holy Lamb Lutheran First Presbyterian (USA) Life Outreach Church Lutheran Church of the Risen Christ Celebration Presbyterian (USA) Living Faith World Outreach Church METHODIST SEVENTH DAY ADVENTIST Myrtle Beach Community Church First United Methodist Seventh Day Adventist
GREEK ORTHODOX NAZARENE SYNAGOGUES St. John the Baptist Church of the Nazarene Chabad Lubavitch Jewish Center Temple Emanu-el JEHOVAH'S WITNESSES NON-DENOMINATIONAL Kingdom Hall of Jehovah's Household of Faith Witnesses Myrtle Beach Bible Chapel
CATHOLIC NON-DENOMINATIONAL Garden City St. Michael's Catholic Garden City Chapel & Beach BAPTIST Retreat Garden City Baptist LUTHERAN Sheperd of the Sea
Little River BAPTIST FULL GOSPEL First Baptist Church of Little River Open Door Full Gospel METHODIST Anchor Baptist Church Little River United Methodist
CHARISMATIC LUTHERAN North Myrtle Beach Coastal Christian Center King of Glory
ASSEMBLY OF GOD CHURCH OF GOD METHODIST Assembly of God Covenant of Life Trinity United Methodist
BAPTIST EPISCOPAL PRESBYTERIAN Chapel By The Sea St. Stephen's Episcopal Ocean Drive Presbyterian (USA) First Baptist Lakeside Baptist FULL GOSPEL Coastal Christian Center CATHOLIC Our Lady Star of the Sea
CHURCH OF GOD PRESBYTERIAN Murrells Inlet Church of God Pawleys Island Presbyterian (USA) APOSTOLIC Murrells Inlet Presbyterian (USA) Faith Assembly of Disciples METHODIST Belin Memorial United Methodist ASSEMBLY OF GOD South Strand Assembly of God PENTECOSTAL HOLINESS Murrells Inlet Pentecostal Holiness BAPTIST Collins Creek First Baptist
91 Pawleys Island CATHOLIC LUTHERAN Precious Blood of Christ Catholic St. Peter's Lutheran BAPTIST Pawleys Island Baptist EPISCOPAL METHODIST All Saints Parish Waccamaw St. Paul's Waccamaw United Episcopal Methodist Church
CHURCH OF GOD NON-DENOMINATIONAL Socastee Socastee Church of God Calvary Bible Church The Christian Church BAPTIST METHODIST Beacon Baptist Socastee United Methodist PENTECOSTAL Socastee Baptist Lakewood Pentecostal Holiness Socastee Pentecostal Holiness
CHURCH OF CHRIST METHODIST Surfside Beach Grand Strand Church of Christ Surfside United Methodist
BAPTIST EPISCOPAL PRESBYTERIAN First Baptist Church of the Resurrection Surfside Presbyterian (PCA) Glenn's Bay Baptist Trinity Presbyterian (USA) Harbor Baptist Temple JEHOVAH'S WITNESSES Redeemer Presbyterian Jehovah's Witnesses Kingdom Hall CHRISTIAN UNITY Surfside Christian 238-4779 Grand Strand Unity
Commerce and Industry Tourist Industry Sixty miles of beaches stretching from Little River at the North Carolina border south to Pawley's Island, South Carolina make up South Carolina’s Grand Strand. The coastline is oriented northwest-southwest, with surrounding areas that have no elevations exceeding 50 feet above sea level. The Grand Strand is a major U.S. tourist center. According to a Tourism Economic Impact report produced by the Travel Industry Association of America, 2008 domestic visitor expenditures in the County exceeded $3.1 billion, accounting for approximately 31.0% of the $9.9 billion of domestic visitor expenditures in the State of South Carolina. The County leads all counties of the State in visitor spending, lodging rentals, employment and tax revenues resulting from travel and tourism. The natural assets of the Grand Strand are the Atlantic Ocean and the mild climate. Average temperature for both air and sea water range from 80 degrees during the summer to about 50 degrees during the winter. Over the past several years, the City and the Grand Strand area have received numerous accolades from regional and national publications. Myrtle Beach ranked as one of the US News & World Report ―Best Vacations‖ honoring the City in multiple categories, including #6 Best Family Beach Vacations, #6 Best Family Vacations in the U.S.A., #7 Best Affordable U.S. Vacations, and #9 Best Beaches U.S.A. Myrtle Beach was described as ―one of the best East
92 Coast family vacation destinations‖ and notes that ―Southern hospitality is alive and well at Myrtle Beach.‖ Most recently, Myrtle Beach was listed on away.com ―Cheat Sheet of Best Beaches for 2012;‖ Trip Advisor ―2011 Travelers' Choice Awards;‖ Better Homes & Gardens Real Estate ―America's Most Fun, Affordable Cities;‖ Travel Channel ―Top 10 Vacation Spots‖ and Travel Ticker ―Top 5 Summer Travel Destinations of 2011.‖ Golf Digest magazine named four Myrtle Beach area golf courses to its 2009-2010 list of ―America's Top 100 Great Public Golf Courses.‖ Golf Digest also named Myrtle Beach as a ―Best Value for the Money Destination‖ in its 2008 Travel and Destination Survey. According to the Myrtle Beach Area Chamber of Commerce (the ―Chamber‖), the Grand Strand currently has 102 eighteen-hole championship golf courses hosting more than 3.4 million paid rounds in 2010. A number of specific golf courses, hotels and attractions have been cited for superlative ratings by magazines and agencies including Travel and Leisure magazine, Travelocity, Restaurant Business Magazine and EscapeHomes.com. In 2010, Myrtle Beach opened the 1.2 mile Oceanfront Boardwalk, which was recognized as the nation’s number three boardwalk by National Geographic magazine and one of the best U.S. boardwalks by Travel & Leisure magazine. In its 50th Anniversary year (2004), Sports Illustrated named Myrtle Beach a ―Sportstown USA‖ noting that ―its leaders recognize that sports are a tremendous force for good in the community.‖ Based upon an estimate of annual visitors to the Myrtle Beach area conducted for the Myrtle Beach Area Chamber of Commerce by D. K. Shifflet & Associates, Ltd., approximately 14.0 million people visited the area in 2010. Based upon the Chamber’s 2010 conversion study, 16% of the area's visitors came from North Carolina, and 35% from New York, Pennsylvania, Ohio and Virginia. South Carolina, Georgia, Tennessee, Kentucky and Michigan round out the top ten states whose residents visit the area. In 2010, the Chamber received nearly 15,000 inquiries from foreign countries. About 98% of those came from Canada, with most of the remaining 2% coming from England, Germany, France and the United Kingdom. According to the Chamber's 2010 In-Market Visitor Profile Study, the destination continues to attract adults traveling with children in an average party size of five members. Of all travel party types, 64% are families, 29% are couples, 3% are groups of three or more adults, 3% are single adults and 1% are single adults with children. The average length of stay in 2010 was five days for leisure travelers and three days for business travelers. Grand Strand leisure travelers spent an average of $121 per person per day and group business travelers an average of $190 per person per day. Most Grand Strand visitors (88%) used their own cars as their primary means of transportation. Most visitors (49%) stayed in hotels, while 29% stayed in condominiums or villas. The average hotel and motel occupancy rate on the Grand Strand were 50.1% in 2010 and the average daily rate was $85.55, according to Chamber of Commerce data. Gross retail sales in the City and the County totaled $8.28 billion in fiscal year 2011. The following table sets forth the Myrtle Beach-Conway-North Myrtle Beach Metropolitan Statistical Area (the ―MSA‖) occupancy statistics for the last five years according to the S.C. Department of Parks, Recreation and Tourism and may differ from figures in the preceding paragraph due to differences in methodology:
93
2007 2008 2009 2010 2011 Percentage of Units Occupied N/A 50.7% 48.0% 50.3% 49.3% Average Daily Rate $96.43 $99.21 $91.16 $95.50 $99.26
Source: S.C. Parks, Recreation and Tourism.
Recreational and Cultural Opportunities In addition to over nine miles of recreational beachfront area, the City has 25 neighborhood parks and three recreation centers offering organized recreational activities as well as memberships for individual use of its facilities. Myrtle Beach State Park, a 312-acre oceanfront park, was the first state park open to the public in South Carolina. Owned and operated by the City, Chapin Memorial Library is a 25,000 square foot facility which owns over 147,241 volumes and is the only municipal public library in South Carolina. Commercial theatres abound and include the Palace Theatre, which brings Broadway touring shows to town several times each year. The Dixie Stampede, which seats 1,000 people and features a music-rodeo and four-course meal, closed in 2010 and reopened in 2011 as Pirates’ Voyage. Carolina Opry and the Alabama Theater, which feature country music entertainment, have enjoyed many successful seasons in locations in or adjacent to the City. Broadway-at-the Beach, a 300-plus acre theater, restaurant, and retail complex, opened in the City’s Center-City Redevelopment Area in 1995. The Myrtle Beach area also offers a wide variety of cultural entertainment sponsored by the presenting arts and cultural organizations. In addition to the Coastal Concert Association and Long Bay Symphony, there is a visual arts center nearby at Springmaid Villa. Several local production companies, including the Theater of the Republic, present a series of dramatic productions each year, and Coastal Concert Association sponsors local performances of such noted groups as the North Carolina Dance Theater, the Atlanta Symphony, and the Furman Singers. Horry County Schools provide quality educational programs in the performing arts and, in cooperation with Coastal Carolina University, sponsor summer camps for regional students in vocal, band and orchestral music, each concluding with performances that are open to the public. Many of the participants in these programs and the all-County music programs go on to perform with groups such as all-region and all-state programs and the Long Bay Junior Symphony. The First Presbyterian Church Concert Series hosts a number of concerts and promenades each year with the 2009 concert series featuring virtuoso pianist Joyce Yang and world-renowned violinist Joshua Bell. The Series completed its twenty-second season in 2012. The area is also the site of a number of festivals featuring local folk entertainment and specialized cuisine. Agriculture The County ranked 12th among 46 South Carolina counties in cash receipts from the marketing of crops, livestock and livestock products in 2010. Estimated cash receipts for crop and livestock production in 2010, the latest year for which information is available, amounted to
94 $75,927,000 according to figures from the United States Department of Agriculture, National Agricultural Statistics Service, South Carolina Field Office.
Other Industry Other industry in the County consists of the production and manufacturing of amorphous metal, printed textiles, soft drinks, signs, frozen lemonade, small plastic parts and injection molding tool design, furniture, charcoal briquettes, rotary cutters, farm implement trailers and fresh fish and shrimp.
Population Growth The population of the County, which was 196,629 in 2000 according to the U.S. Bureau of the Census, increased to 269,291 in 2010, reflecting a 36.9% increase in population over the ten-year period. The following table shows population information for the City and the County for 1970, 1980, 1990, 2000 and 2010.
Year City Horry County 2010 27,109 269,291 2000(1) 22,759 196,629 1990 24,848 144,053 1980 19,702 101,419 1970 9,035 69,992 ______Source: U.S. Census Bureau, Population Division. (1) According to the City's Planning Department, the drop in population inside the corporate limits resulted from the closure of the Myrtle Beach Air Force Base in 1992-93. Over 4,000 residents were housed at the former military installation in 1990. Following the closure, the barracks were demolished, but approximately 800 multi-family housing units were renovated and reoccupied.
The County has been recognized by the Census Bureau as a Metropolitan Statistical Area (an ―MSA‖), meaning an area having at least one urbanized area of 50,000 or more population, plus adjacent territory that has a high degree of social and economic integration with the core as measured by community ties, and as such is eligible for a number of federal programs that provide funds primarily to metropolitan statistical areas.
Public School Enrollment in the County The City is part of the Horry County School District (the ―School District‖) which is the third largest of 85 school districts in the State, serving more than 37,000 students. The School District's 52 schools consist of 26 primary/elementary schools, ten middle schools, ten high schools, two career centers/academies, one alternative school and three charter schools. Three of the School District's nine attendance areas are located along the Grand Strand in North Myrtle Beach, Myrtle Beach and Socastee. Fourteen private schools are located within the County. Of the School District's 2,631 classroom teachers, 74% have earned advanced degrees.
95 Public school enrollment in the County for the last three school years for which information is available is shown in the following tables:
Year Pre-K Grades K-2 Grades 3-5 Grades 6-8 Grades 9-12 Total 2011-2012 1,217 8,721 8,848 8,335 10,806 37,927 2010-2011 1,217 8,753 8,871 8,354 11,011 38,206 2009-2010 1,247 8,593 8,684 8,142 10,755 37,421 2008-2009 1,429 8,776 7,992 8,123 10,459 36,779 2006-2007 1,462 8,514 7,802 8,023 10,267 36,068
Source: Horry County Board of Education.
Per Capita Income The County ranked 23rd among the 46 counties in the State in per capita personal income for 2010 (which was 88 percent of the State average and 72 percent of the national average). The per capita income in the County, the State and the United States for each of the last five years for which information is available is shown below:
Year County State United States 2011 N/A $33,673 $41,663 2010 $28,613 32,462 39,937 2009 28,141 31,653 38,846 2008 29,994 32,971 40,947 2007 29,888 31,990 39,506
Source: U.S. Department of Commerce, Bureau of Economic Analysis, U.S. Census Bureau.
Median Family Income Listed below are the median family income statistics for the past five years for the County, the State and the United States.
Year County State United States 2010 $41,568 $42,018 $50,046 2009 41,321 42,442 50,221 2008 42,327 44,625 52,029 2007 43,184 43,329 50,740 2006 40,816 41,100 48,451 ______Source: U.S. Census Bureau, American Community Survey.
Median Age and Education Levels According to the U.S. Census Bureau, the median age of the population of the County was 42 years in 2010. According to the 2008 S.C. Statistical Abstract and the School District, in 2000 5.6% of the County population of 25 years and older had less than a ninth grade education, down from 9.4% in 1990. The proportion that held a high school diploma was up from 74.3% to 75.7%, and the proportion with four or more years of college was up from 16.0% to 18.7%.
96 According to the School District, of the 2,186 2011 high school graduates, 78% planned to attend two- or four-year colleges and received scholarships aggregating $48.2 million.
Construction The following table sets forth the number of new residential, commercial and industrial building permits issued in the City, and the aggregate values thereof, for the Fiscal Years ended June 30, 2007 through 2011.
Fiscal Year 2008 2009 2010 2011 2012 No. Permits: Residential 901 686 886 1,047 1,188 Commercial 630 597 475 467 553 Total 1,531 1,283 1,361 1,514 1,741
Permit Values: Residential $ 55,845,336 $ 20,429,075 $28,223,212 $51,555,685 $69,761,024 Commercial 191,558,618 187,980,399 67,513,302 46,048,936 27,993,037 Total $247,403,954 $208,409,474 $95,736,514 $97,604,621 $97,754,061 ______Source: City records.
Retail Sales The State imposes a five percent sales tax on certain retail sales. The following table shows the level of gross retail sales for businesses located in the City and the County for the five fiscal years shown:
Year Myrtle Beach Sales Horry County Sales(1) 2011 $1,969,934,291 $8,291,304,481 2010 1,803,196,918 7,858,031,821 2009 2,314,317,388 8,212,831,863 2008 2,434,022,599 9,064,308,659 2007 2,371,139,890 9,428,701,423
Source: South Carolina Department of Revenue, Administrative Division. (1)Includes retail sales not subject to sales tax.
97 Capital Investment The following table sets forth the total capital investment for new and expanded industry within the County for the five calendar years shown. Year Total Investment Total Jobs Created 2011 $12,850,000 328 2010 0 0 2009 18,500,000 115 2008 36,600,000 202 2007 16,900,000 145
Source: South Carolina Department of Commerce, Research and Communications. Note: The above table reflects only new and expanded industry reported to the South Carolina Department of Commerce.
Major Employers The following table shows the ten largest employers located within the County, the type of business and their approximate number of employees.
Number of Name Type of Business Employees Horry County School District Education 5,400 Wal-Mart Retail Sales 2,276 Horry County, South Carolina County Government 2,076 Coastal Carolina University Education 1,382 Conway Hospital Hospital 1,325 Grand Strand Regional Medical Center Hospital 1,134 Food Lion Retail Sales 929 Blue Cross/Blue Shield Health Insurer 900 Loris Health Care System Hospital 900 Myrtle Beach National Golf Courses/Hotels 829
Source: Myrtle Beach Area Chamber of Commerce Statistical Abstract (21st Edition).
The following table shows the five largest manufacturing employers located within the County, the type of business and their approximate number of employees. Number of Name Type of Business Employees
Conbraco Industries, Inc. Investment cast steel castings, Teflon seals 320 CHF Industries, Inc. Curtains and bedding 185 Wolverine Brass Brass plumbing fittings 150 Precision Southeast, Inc. Custom injection molding 120 New South Lumber Companies, Inc. Pine lumber 105 ______Source: Myrtle Beach Area Chamber of Commerce Statistical Abstract (21st Edition).
Labor Force The labor force participation rates of residents of the County (regardless of place of employment) for the five calendar years shown are as follows:
98 2008 2009 2010 2011 2012(1) Civilian Labor Force 130,818 131,642 131,995 129,085 132,167 Employment 121,585 116,129 116,231 114,186 119,031 Unemployment 9,233 15,513 15,764 14,899 13,136 Percent of Labor Force 7.1% 11.8% 11.9% 11.5% 9.9% ______Source: Bureau of Labor Statistics, South Carolina Department of Employment & Workforce. Note: Figures are not seasonally adjusted. (1)Preliminary for May, 2012.
Unemployment The unemployment rates for the County for the 12-month period ending June 2012 are shown below: Month/Year Unemployment Rate July 2011 10.1% August 2011 10.1 September 2011 10.7 October 2011 10.9 November 2011 11.1 December 2011 12.0 January 2012 13.1 February 2012 12.3 March 2012 10.3 April 2012 9.5 May 2012 9.9 June 2012 10.1
Source: Bureau of Labor Statistics, South Carolina Department of Employment & Workforce. Note: Rates are not seasonally adjusted.
The average unemployment rate in the MSA, the County, the State and the United States for each of the five calendar years shown is as follows: Year MSA County State* United States 2011 11.5% 11.5% 10.3% 8.9% 2010 11.9 11.9 11.2 9.6 2009 11.8 11.8 11.3 9.3 2008 7.1 7.1 6.8 5.8 2007 5.0 5.0 5.6 4.6
Source: U.S. Department of Labor, Bureau of Labor and Statistics. *Rates are seasonally adjusted.
Other Facilities Located Within or Serving the City
Ground Transportation U.S. Highways 17 and 501 serve the City as do several State roads and highways. Waccamaw Coastline and the Mid-Atlantic Railroads provide rail service. Greyhound Bus provides intercity bus service.
99 Coast RTA, the regional mass public transportation authority for Horry and Georgetown counties, provides fixed bus route service (including complementary ADA transportation), door- to-door paratransit service (including transportation for Medicaid clients), and door-to-door transportation for senior citizens. Coast RTA also operates a fully coordinated human service transportation system under the Title XIX Medicaid Program, which includes demand response and subscription services. Additionally, under Coast RTA's approved ADA Complementary Paratransit Plan, a complementary paratransit service is also provided for individuals who cannot access the regular fixed route service. Coast RTA operates DAS (Dash About for Seniors) service, a demand response, door-to-door service designed to provide transportation to destinations within our service delivery area for senior citizens in Horry and Georgetown Counties. The agency also provides Horry County with wheelchair accessible buses for emergency evacuation in the event of a natural disaster or emergency, such as a hurricane. Coast RTA's regularly scheduled bus system, consisting of more than 35 vehicles, offers service seven days a week, 365 days a year. The Coast RTA buses travel on 13 routes servicing the Coastal Carolina region, including Myrtle Beach, North Myrtle Beach, Surfside Beach, Conway, Loris, and Aynor. Freight services are also available through eight domestic and international companies. An extension of Harrelson Boulevard opened in January 2012. The extension connects the Myrtle Beach International Airport directly with U.S. Highway 17 Business, Ocean Boulevard and the hotel district, providing immediate access from the airport to these commercial areas. The City has more than 35 miles of paved bicycle paths and bike lanes running alongside major traffic arteries. In the Air Base Redevelopment District (including the Market Common) and along Ocean Boulevard, multi-purpose paths and bicycle lanes provide for alternative modes of transportation. The East Coast Greenway runs through Myrtle Beach, mainly along Grissom Parkway, Harrelson Boulevard and Highway 17 South. The Grissom Parkway segment is complete. The Harrelson Boulevard segment opened in January 2012. A new segment connecting Harrelson Boulevard and the Market Common with the Myrtle Beach State Park opened in the summer of 2012.
Air Transportation The Myrtle Beach International Airport (the ―Airport‖), located one mile from the Atlantic Ocean, serves as the scheduled commercial service airport for the County and the Grand Strand region. The Airport is owned and operated by the County. The Airport is equipped to handle aircraft of all sizes, including wide-body type aircraft. Enplanements and deplanements were consistent with the general increases in tourism in the area for 2011 over 2010. In 2010, the Airport reported 867,106 enplanements and 869,032 deplanements. In 2011, the Airport reported enplanements totaling 900,286 and deplanements totaling 901,080, representing increases of 3.83% and 3.69%, respectively. The Airport is served by Spirit, Delta, US Airways, United, Allegiant, Porter and Vision Airlines, offering daily, nonstop flights to and from over 29 destinations and connections through hubs in Atlanta, Charlotte, Chicago, New York and Newark, among others. The Airport, as directed by Horry County Council, is currently in the midst of a $117 million, 210,000 square-foot expansion project that will expand the current commercial terminal from
100 seven gates to thirteen and will include new parking facilities, a new, separate car rental building, and updates to the current passenger terminal. The Airport, working in conjunction with the City of Myrtle Beach and others, recently completed the extension of Harrelson Boulevard, the major traffic artery to and from the Airport, to span the distance between US Highway 17 on the west side of the City and Highway 17 Business running parallel to the coast on the City’s east side. In addition to the commercial airline facilities, complete services are available at the Airport for all size general aviation, corporate and charter aircraft, including helicopters. Several air cargo companies, including Fed Ex and Mountain Air also have flight operations from the Airport. The Airport's General Aviation Terminal (―GAT‖) annually accommodates over 49,000 passengers arriving in private aircraft. The Airport recently completed and opened for business a new $4 million GAT facility with 11,000 square feet of space on a single level. The new facility incorporates many state-of-the-art systems to ensure a sustainable ―green‖ design. The County also owns and operates general aviation airports in North Myrtle Beach, Conway and Loris. Both the Grand Strand Airport located in North Myrtle Beach and the Conway-Horry County Airport located in Conway serve private and corporate aircraft with parking, refueling and maintenance. Currently, there are no services available on the Loris Airport.
Medical and Health Services Grand Strand Regional Medical Center, in Myrtle Beach, is a 259-bed full service acute care hospital offering comprehensive cardiac, emergency and diagnostic services, with over 270 physicians, over 1,200 staff members and 200 hospital volunteers. It is also a designated Level III trauma center. The Center offers a comprehensive cardiac program including cardiac catheterization, cardiac surgery and angioplasty, and cardiac rehabilitation. The Center provides a broad spectrum of clinical services. Diagnostic services include a fixed MRI, nuclear medicine, cardiology, gastroenterology, EKG, EEG, respiratory care, cardiac catheterization and laboratory services. Conway Medical Center, a private, non-profit institution which opened on its current campus in 1982, is a 210-bed, private, nonprofit institution equipped with a trauma center and a minor emergency treatment center, as well as other services providing maternity and pediatric care, and mammography, cardiac rehabilitation, chemotherapy, ultrasound and respiratory therapy. Conway Hospital is located approximately ten miles west of the City. Also on the medical center's campus is Kingston Nursing Center, an 88-bed nursing center owned and operated by the hospital and a 39,000 square foot Wellness & Fitness Center, including a modern cardiac rehabilitation area and outpatient physical therapy which boasts the area's only aquatic therapy pool. The hospital is certified as a Level III trauma center and Level II perinatal center. A medical office complex is also conveniently located nearby.
Financial Institutions According to the Federal Deposit Insurance Corporation, as of June 30, 2011, there were 132 branches of major and local commercial banks in the County, with total deposits of $5,353,000 as well as 21 branches of savings institutions with total deposits of $396,000. The continuing reorganization of the banking system in the United States, with its attendant mergers and consolidations, is likely to affect the total number of branch offices in the County.
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Utilities The City's supplier of electricity for industrial, residential and commercial consumption is the South Carolina Public Service Authority. Natural gas is provided by Carolina Pipeline, Inc., a subsidiary of Carolina Energies, Inc. GSWSA provides water service to unincorporated areas of the County and provides treated water to several municipalities, which in turn act as the retailers inside their service areas. GSWSA provides wastewater service to over 90% of the County, including the City as a wholesale customer. GSWSA presently operates seven wastewater treatment plants that are designed to serve the ten-year capacity needs of its service areas, including several municipal wholesale customers. The City and the City of North Myrtle Beach also provide wastewater services within their service boundaries. The South Carolina Public Service Authority has electric generating facilities located within the City and makes payments to the City in lieu of taxes. For Fiscal Year 2011, the City's portion of these payments amounted to $2,331,175.
Institutions of Higher Learning Coastal Carolina University (―Coastal Carolina‖), located ten miles west of the City, offers baccalaureate degrees in 55 major fields of study, as well as seven master's degree programs. More than 9,000 students from across the county and the world are enrolled at Coastal Carolina. Coastal Carolina is fully accredited by the Southern Association of Colleges and Schools and its various schools and programs carry additional accreditation from the National Council for Accreditation of Teacher Education (NCATE), the Association for the Advancement of Collegiate Schools of Business (AACSB), the National Association of Schools of Art and Design (NASAD) and the Accreditation Board for Engineering and Technology (ABET). Horry-Georgetown Technical College (the ―College‖) is a comprehensive two-year commuter college with three campus locations that serve more than 7,750 students. The College offers 70 degrees, diplomas and certificates in the areas of Arts and Science, as well as a varied technical and business curriculum whose credits are transferable to baccalaureate degree programs at many major colleges and universities. The continuing education curriculum at the College enrolls more than 8,000 people each year and maintains an intensive on-site industrial training program. The College is one of 16 technical colleges and technical education centers making up the South Carolina Technical College System. It is fully accredited by the Commission on Colleges of the Southern Association of Colleges and Schools and by a number of agencies representing the various trades that comprise the College's curriculum. At its Myrtle Beach extension campus, Webster University of St. Louis, Missouri (the ―University‖), offers programs of study leading to the Master of Arts degree with areas of emphasis in Business Administration, Counseling, Human Resource Development, and Management, as well as a Master of Business Administration degree program. Currently, Webster University carries system wide enrollment of approximately 22,000 students at more than 100 campus locations throughout the world. The University’s metropolitan campuses in Myrtle Beach, Charleston and Greenville are licensed by the South Carolina Higher Education Commission. The University is accredited at the undergraduate and graduate levels by the North
102 Central Association of Colleges and Schools and its school of Business and Technology is accredited by the Accreditation Council for Business Schools and Programs (ACBSP).
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