The Discipline of The United Methodist Church clearly recognizes a conference-level position to direct conference efforts in new church development and congregational development. Paragraph 260.1 of the 2004 Book of Discipline reads, "A new local church or mission congregation shall be established only with the consent of the bishop in charge and the cabinet and with due consideration of the conference entity assigned the responsibility for congregational development."

To be effective, new church development or congregational development must be a full-time position in the annual conference. It is helpful for the position to be cabinet level or part of the extended cabinet because much of the long-range planning for new church development involves leadership development and clergy appointments.

The director of congregational development is the major conference advocate for new church development with the bishop and cabinet. The position may have additional responsibilities in revitalizing existing congregations. The dual portfolio gives the director of congregational development access to every church in the annual conference. Directly connecting the congregational development function with every church in the annual conference allows the director to establish widespread support for new church development. Furthermore, strong established churches often serve as the launching pads for new churches.

In addition to being the major conference advocate for new church development, the director of congregational development is the primary fund raiser for new church development. In this capacity, the director of congregational development may direct the efforts of a "New Church Builders Team" or perhaps a "Team 1000" composed of 100-200 members who each give at least $1000 per year to support new church development. The office of congregational development will mail one or two call letters per year to each member of the "New Church Builders Team" or "Team 1000" and will provide a newsletter to keep the team participants informed about conference issues that have an impact on new church development. The newsletter will also report on how the money is used. The director of congregational development must strive to have new church development become an apportionment priority in the annual conference. Apportioned giving is the most reliable source of continuing financial support for new church development in The United Methodist connectional system. If new church development is not a direct apportionment, it may be a conference special asking or — at a minimum — an advance special. New church development must become endowed as soon as possible, and the director of congregational development must raise endowment funds and manage the funds through a conference foundation or some other non-taxable entity. In the early stages of an endowment, the capital fund should be allowed to grow with only the interest available to support the office of congregational development. As the capital fund increases, low interest loans to new church plants may be made directly from the capital fund.

In some annual conferences, local church properties may, from time to time, be abandoned or discontinued. Directors of congregational development must work with the bishop and district superintendents to ensure that proceeds from the sale of the property of abandoned or discontinued churches are used to plant new churches, even when the new church is not in the same district as the abandoned or discontinued church. Directors of congregational development must encourage districts to enter into joint venture arrangements in which funds from two or more districts may be pooled to help finance new church plants.

New church development is clearly a conference-level activity. The director must have access to knowledge of the entire conference, including detailed demographic data on the conference. The congregational development office must establish relationships with public utilities and state, county, and municipal government agencies as well as local school systems. Such agencies are helpful in projecting residential and commercial growth. The information provided is essential in determining fertile areas for new church planting. Congregational development staff must have access to the latest demographic data regarding the annual conference. Demographic data may be obtained from the General Board of Global Ministries or from commercial providers such as Percept, Inc. Up-to-date demographic data and two- to five-year demographic projections are essential in new church planting, as well as in assisting established congregations to identify the indigenous populations in their service areas. Current data and projections are particularly helpful in geographic areas of significant cultural and economic transition.

Congregational development staff must establish and maintain relationships with banks, real estate agents and brokers, architects, construction companies, and lawyers. Parsonages must be acquired for new church pastors. Where housing allowances are the practice, new church pastors need assistance in finding affordable housing in the area of the new church plant. In situations where existing housing is not available, houses must be built. Many pastors have never bought or built a house, so they need assistance in home acquisition or construction. In some cases, rental houses may be appropriate. Renting should always be temporary and used only until adequate housing can be purchased or constructed. As the new congregation develops, space for worship and educational activities must be rented. Storefronts, schools, and shopping centers are alternatives worthy of consideration. Later, when the congregation is ready, large tracts of land for the new church must be acquired; and buildings must be planned, financed, and constructed.

Leadership in the area of congregational development is critical to the success of both new church development and renewal of existing congregations. Congregational development staff must provide training opportunities for new church pastors and lay leaders. Some opportunities may be provided by the conference, while others may be provided by general church agencies or other organizations. There are many "teaching churches" around the country that offer a variety of training opportunities in areas such as worship planning and discipleship processes, staff development, and mission and ministry outside the walls of the church. The General Board of Discipleship's School of Congregational Development is an excellent training event. Many conferences are offering Academies for Congregational Development that may be tailored to the specific needs of the particular conference and its personnel. Such academies demonstrate the conference's commitment to congregational development. Furthermore, there are many for-profit entities and professional trainers available to present training for an annual conference. In the area of new church planting, organizations such as the Church Multiplication Training Center, Easum, Bandy, and Associates, and Net Results offer quality training. It is the responsibility of the conference office of congregational development to stay abreast of training opportunities for those who are starting new churches, as well as those who desire to find the next steps for existing churches.

The position of director of congregational development requires a variety of skills and spiritual gifts. It requires a clear vision for reaching people for the Lord Jesus Christ. Anyone who aspires to fill the position must be willing to stay in the position long enough to establish a variety of networks. Through networking, the director of congregational development can greatly expand, not only the influence of the annual conference, but also the effectiveness of the office of congregational development. The greatness of the United Methodist connectional system resides in a willingness to make the connection work and produce positive results for the annual conference. Effective ministry in the Postmodern Age is relational and experiential. The effective director of congregational development must have a deep spiritual desire to reach postmodern generations. The future of United Methodism depends on our ability to reach those people who will lead the church in the twenty-first century.

Dick Freeman is the Director of Congregational Development for the North Alabama Conference of The United Methodist Church. For more information, e-mail him at DFreeman@UMCNA.BSC.EDU.