The Benchmark Project Perspective

The Benchmark Strategy is based upon statistical analyses of over 1 million local church end-of-year reports—about 32,000 churches over 28 years.  Noting that there are churches that successfully sustained growth, churches that remained stable, and churches that declined and ultimately closed, these church records tell important stories from which a strategy can be built.  Using panel-based regression analysis, six major drivers of growth were identified:
  • Pastoral changes 
  • Demographic changes in neighborhoods surrounding the church
  • Facility improvements (through borrowing)
  • Facility improvements (through capital campaigns)
  • Spending on programs
  • Spending on non-clergy staff

In the short run, local church leaders cannot directly influence two of these drivers:  pastoral and demographic changes.  Facility improvements typically require several years of planning, construction, and furnishing before church growth is affected.  This leaves two drivers that a church can influence in a matter of months:  programs and non-clergy staff.

The Benchmark Project was designed for local churches to grow.  Participation requires an assessment of possible spending deficiencies by comparing a church’s funding for programs and non-clergy staff with that of growing churches of similar size and ethnic/racial composition of the congregation.  The spending deficiencies (if any) must be repaired from new funds raised from generous member donors and spent for the sole purpose church growth.  The result is predictable growth—quantified using regression results.  The participating church should experience increases in worship attendance and giving to the operating budget.  Donors provide new funds for two years, and the increased giving raises the budget so that the spending deficiencies are permanently repaired.  The church is left with a permanent portion of the budget dedicated to growth.  The Benchmark Project operates as a stimulus, funded by generous members, designed by church leaders, approved by the church council, and monitored by the finance committee.  

From experiences with pilot churches participating in the Benchmark Project, the growth in worship attendance and giving exceeds predictions when church leaders are unified in an understanding of the purpose and the identity of the local church.  Taking time to discern God’s will for each participating local church before spending plans are developed was found to significantly enhance growth in response to the new spending for programs and non-clergy staff.

Read about the National Perspective