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Most, if not all, of the interest in the Boston methodology stems
from their great numerical growth. Few are particularly impressed by
their works righteousness theology, rigidly authoritarian structure,
or arrogant attitudes. The only merit and attractiveness in the
system is the numerical growth. It is appropriate, therefore, to look
objectively at some statistics concerning that growth.
Staff Numbers
One key indicator used by church growth statisticians is the
staff-to-member ratio. As of October 1987 the Boston Church of Christ
had approximately 3000 in Sunday morning attendance. The total
membership numbered about 2500. The Boston full-time payroll includes
the following people: 2 full-time elders, 5 evangelists, 42
missionaries (not in Boston), 54 interns or other leaders, and 6
office personnel. Not counting the office staff and missionaries,
Boston's effective ministerial staff numbers 61. The ratio of staff
to members then is 1 to 40. Most of these staff members are engaged
in full-time evangelism. A church of 400 with an equivalent ratio
would have 10 full-time evangelists.
The staff-to-baptism ratio at Boston is I to 16. This
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means that on average each evangelist or intern converts one person
every 3 weeks.
These ratios are much the same throughout the Boston daughter
churches. In Chicago there are 23 evangelists and interns on payroll.
With an estimated membership of 850, the staff-to-member ratio is 1
to 37. The staff-to-baptism ratio is 1 to 17.
The growth of the Boston Movement churches is no great mystery. It is
a direct result of the large number of evangelists and interns who
are evangelizing full-time. That manpower is made possible largely
because the Boston Movement churches do not own facilities. The money
which most churches spend on purchasing a church building is spent on
supporting evangelists.
Attrition Ratio
A few years ago, Boston boasted that they retained 95% of their
converts. After 8 years in existence, however, the facts do not
support those claims. Between June of 1979 and October of 1987 the
Boston church baptized approximately 4200 persons. The most reliable
indicator of Boston's membership is the Wednesday attendance. In the
fall of 1987 the Wednesday attendance was at about 2700. This leaves
a difference of 1500 or 35% of the baptisms that are not current
members.
Of course an allowance should be made for those who left on mission
teams or moved to different cities. We were not able to obtain that
number from Boston. However, the number of those who left should be
balanced by those who moved to Boston and placed
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membership. For example, the Boston bulletins indicate that in 1986
over 120 individuals placed membership at the Boston church.
Therefore, the 65% retention estimate is probably accurate.
Even a 65% retention rate is better than most churches are able to
achieve. A hidden factor must also be considered. Boston makes new
converts so quickly that the dropouts of yesterday are overshadowed
by the converts of today. As the Boston growth rate slows, the true
dropout rate will become clear.
END OF CHAPTER 14.