You asked,
We answered!

As we step into this season of The Next Corner, we know there are many important questions. We recently gathered with all six elders for a video discussion where we addressed many of the questions that were asked from the Congregational Survey in depth. You can click above to watch the conversation or click the link to listen to the podcast version.

Additionally, we have created this page to give read written responses to the most common Next Corner questions from the survey. For clarity, we have organized the FAQ into four sections:

  1. Building and Location

  2. Acts 29 Partnership

  3. Two Services and Structure

  4. Financial Stewardship and Governance.

Building, Facility, and Location Questions

  • At this time we do not have a specific timeline. We are intentionally moving prayerfully and thoughtfully rather than reactively. As soon as we have clarity, we will communicate it clearly and promptly to the church. Our desire is not speed but faithfulness.

  • At this stage nothing is off the table. We are exploring multiple paths including purchasing an existing building, leasing commercial space, purchasing land and building, or remaining portable longer if that proves wise. We are looking forward to learning from Ministry Solutions Group as they help us evaluate sustainable and realistic paths forward.

  • Yes. While not every decision will require a congregational vote, we are committed to meaningful congregational input. We will not move forward without significant buy in from the body. We want everyone to feel heard and informed as we walk through this process together.

  • We have not finalized the internal structure yet. We are currently working with a consultant called Ministry Solutions Group to help guide the process. As clarity develops, we will communicate how additional members may be involved.

  • We are taking this concern seriously. We are seeking to walk in prayer, accountability, and openness with one another as elders and staff. We also ask for your continued prayer for wisdom, energy, and sustainability in this season. We want to move forward in a way that strengthens the church rather than strains it.

  • Possibly. We are evaluating what positions may be needed and how to structure staffing wisely and sustainably. Any additions would be made carefully, with clear financial planning and alignment to long term health.

  • We have guardrails built into our budgeting philosophy, including commitments such as maintaining strong missions giving. Specific financial numbers and projections will be shared at our annual business meeting in May. Our goal is to pursue a facility in a way that strengthens ministry rather than compromises it.

  • Our desire is the opposite. We want any future facility to accelerate and expand ministry, not hinder it. We will not pursue a path that forces us to shrink the mission God has already entrusted to us.

  • Nothing is being ruled out. We are simply committed to gathering the right information and pursuing the wisest path at the right time. We want to move forward with conviction and clarity, not pressure.

  • That is part of what this season of discernment is helping us answer. We are encouraged by the unity, engagement, and maturity we see in the church. At the same time, we want to ensure that any step forward is spiritually and structurally sustainable.

  • We always want to be creative when needed. That said, certain spaces such as the stadium present accessibility challenges and operate under different rental processes than the high school. We remain open to creative solutions, but we must weigh practicality and inclusivity carefully.

  • We do not yet know the final answer. There are currently no plans to remove it from our strategy. It continues to serve important ministry purposes, and we will evaluate its role as part of the broader picture moving forward.

Acts 29 Questions

  • Acts 29 is a global network of church planting churches committed to theological clarity, gospel centrality, and church multiplication. We are exploring partnership because we believe it could provide meaningful support, accountability, shared resources, and long term alignment as we continue to grow. Our desire is not to lose autonomy, but to gain wise partnership.

  • No. We are in an exploration phase. While the elders are leaning thoughtfully into this opportunity, no final decision has been made. We are committed to communicating clearly as the process unfolds.

  • At this time we have not determined whether there will be a formal vote. Partnership with Acts 29 would not change our elder led, congregational governance structure. Even if a formal vote is not required, we are committed to ensuring significant congregational buy in before moving forward.

  • These conversations are connected but not dependent on one another. As we think about long term health, sustainability, and mission, it makes sense to consider both structural alignment and facility needs at the same time. We want to build wisely both spiritually and practically.

  • We deeply value local church partnerships and will continue pursuing them. Acts 29 offers a broader network of theological alignment, church planting focus, leadership development, and shared experience that is different in scope. We are evaluating whether that broader partnership would strengthen what we are already doing locally.

  • First, it’s important to note that Acts 29 is not a denomination. It is a church planting network. That distinction matters. Partnering with Acts 29 would not place us under denominational authority or alter our congregational governance structure. We are exploring this as a voluntary partnership for theological alignment, accountability, and shared mission, not as a denominational shift.

    Second, ee have not approached this casually. We are evaluating alignment carefully and thoughtfully. Our aim is not affiliation for its own sake, but theological and missional partnership that strengthens the church for decades to come.

  • For most members, weekly church life would look very similar. Acts 29 does not control local church decisions, staffing, finances, or preaching. The partnership would primarily affect leadership development, accountability structures, church planting strategy, and external support systems.

  • Our doctrinal foundation would not change. Acts 29 requires theological alignment with historic orthodox Christian doctrine and a Reformed understanding of the gospel. We are committed to teaching Scripture faithfully and pastorally. We also recognize that members come from diverse theological backgrounds, and there is room within our church for faithful believers who wrestle through areas of tension.

  • Acts 29 can offer best practices, coaching, and wisdom from churches that have walked through similar seasons. They do not fund buildings directly, but the network experience and leadership support can be beneficial as we navigate major decisions.

  • Yes. But, the question is not whether we can survive without it, but whether partnership would strengthen and accelerate what God is already doing. We are weighing that carefully, with humility and prayer.

Two Services and Structural Questions

  • There is a practical need for two services this summer as we transition from the auditorium into the cafeteria, which has reduced seating capacity. That shift requires us to make space in a responsible way. Beyond the summer, we will evaluate strategically what makes the most sense long term. Any continued move toward two services would be based on sustainability, growth, and the overall health of the church.

  • In the short term, yes. The move to the cafeteria this summer creates a clear capacity constraint that requires two services. However, what happens after the summer will be evaluated carefully. We will not default to permanent structural changes without thoughtful discussion and discernment about what best serves the church moving forward.

  • That is a valid concern and one we take seriously. If we moved in that direction, we would work intentionally to maintain unity across services through shared teaching, rhythms, and church wide gatherings. Community does not depend on one time slot, but on shared life and mission.

  • We are open to creative models, including expanded teaching environments. However, Sunday school and service capacity address slightly different issues. One focuses on discipleship space, the other on corporate worship capacity. We will continue evaluating how both can serve the church well.

  • Our desire would not be to pressure, but to create opportunity. If we move to two services, we would clearly communicate expectations and rhythms in a way that is sustainable and realistic. The heart would be shared ownership, not obligation.

  • We want flexibility built into any structural change. Any move toward two services would be evaluated carefully and adjusted as needed. We are not interested in permanent changes that cannot be sustained.

  • A two service model can actually reduce burnout when structured well, because it broadens the base of participation. We would continue emphasizing healthy rotations, clear roles, and a culture where rest and sustainability are valued.

Financial Stewardship and Governance Questions

  • We are financially stable and operating within the guardrails we have established as elders. We are committed to transparency and will share specific budget numbers and updates at our annual business meeting in May. Our goal is steady, sustainable stewardship rather than reactive spending.

  • We are committed to maintaining healthy budget priorities, including strong missions giving and ministry investment. Any facility decision will be evaluated through the lens of long term sustainability. We will not pursue a path that undermines the ministries God has already entrusted to us.

  • Our desire is the opposite. We want any future facility to strengthen and expand ministry, not shrink it. A building should accelerate the mission, not compete with it.

  • We regularly evaluate elder structure and leadership capacity, especially as the church grows. Leadership development and succession planning are ongoing priorities. As we move forward into seasons of transition, we are committed to ensuring that the church is well shepherded and not overextended.

  • We are approaching this carefully and prayerfully. Leadership transitions and facility discussions are significant moments, and we want to steward both wisely. We are committed to clear communication and thoughtful pacing so that growth in one area does not create instability in another.