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Growing the church, running the church, being people-led, participating in mission projects and fixing can all, at certain times, serve a congregation and contribute to health. However, when they become the primary focus, the congregation is in serious trouble. Congregation renewal efforts should addresses the foundational issues of health rather than simply attempting to develop and strengthen the institution. We value a developed and strong institution—but that needs to be a fruit of a faithful congregation, not its primary aim.
To help you assess if your congregation is in need of renewal, let’s take a closer look at these five hallmarks of declining congregations:

People focus on growing the church rather than witnessing to their faith
Conversations about the nuts and bolts of running the church replace faith talk. Members are out of touch with their own faith stories and how their lives have been changed through their own spiritual formation. They don’t know how to talk with others about God and faith issues. Rather than reaching out in personal ways to other people, the congregation waits for people to “reach out” to them.

A declining congregation views people outside the church more in terms of what the people can bring to the church rather than the life-changing difference the church can make for them. Visitors who look like they would fit in and have something to offer are warmly welcomed. Those who seem different or needy may be noticed, but receive very different treatment. The marginalized and hurting people in the community are not viewed as potential pew-mates or fellow disciples, but as recipients of the church's benevolence.

Efforts focus on running the church rather forming disciples

The congregation is attached to certain programs and ministries and particular ways of carrying them out. They see their work as offering activities rather than the spiritual and faith development of people. Tiring, yet needing these activities staffed, the congregation sees newcomers as resources to be mined. Faithfulness is defined by a person’s willingness to do the church’s work.

In a declining church, the congregation serves the institution of church. People attend meetings because the calendar says to. What the church needs to keep it running takes precedence over what the participants need in order to grow as disciples of Christ. Leaders spends time and energy enticing and motivating people to serve on committees and take on tasks, rather than creating opportunities and venues for their development as followers of Christ.

The congregation is people-led rather than Spirit-led

People are confident in their ability to run the church and do not turn to God, or even think of turning to God, for guidance in running the church. They direct the church like a business, adopting the best practices of the business world, without under girding those practices with a radical dependence on God.

The declining church depends on the pastor, church members, or other human experts for guidance and direction. Meetings are business meetings. They may include a token reading of scripture or an opening prayer, but rarely if ever does a group think of bringing faith into the discussion at hand. People think of and refer to the church as "our church" not "God's church."

The congregation participates in mission projects, but doesn’t have a mission

The declining church likely has a missions committee that plans several mission projects across a year's time. These projects flow out of and reinforce the congregation's self-image of being "mission minded." Projects generally do not reflect a shared missional aim of the congregation, but the mission interests of individuals or groups. Success is measured by the amount of support generated for the project and the amount of satisfaction the congregation derives from the work.

While there may well be a mission statement written at the top of the worship bulletin or posted on the narthex wall, the mission is not used to align human and financial resources. Leaders may be able to recite it, but it does not drive planning. There’s no shared and compelling sense of purpose that undergirds congregational life and ministry.

People focus on fixing rather than creating

The declining congregation's strongest desire is for the church to feel comfortable. When challenges or new situations arise, people view them as problems to be solved so that church can get back to normal, rather than as opportunities to move in a new direction. They feel most comfortable replicating what’s been done before. Though this saves a great deal of time and effort, it takes away the energy that comes with creating something new.

When faced with new challenges, the congregation looks to others for their answers. They seek out experts who will tell them what to do – a new pastor, a consultant, denominational help, etc. At the same time, the congregation balks at engaging in activities that feel new or different.

Renewal is not just for overtly "sick" churches, but for any congregation whose life together and decision making exhibits a growing preference for these tendencies. Destructive attitudes and values are already infiltrating the decision making process. The ideal time to address renewal is when everything is going well. Done early, before these shifts have become ingrained, it's a matter of slight realignments. But, most churches don't address renewal then. "Things are fine. Why give energy to something that isn't causing us any problems?"
Most pastors and congregations don't think about renewal until the church has reached, or is nearing, a state of crisis and confusion. When leaders finally do respond, they typically move into a fix-it mode. Seminars and books offer a myriad of solutions to a congregation's stall or decline - learn how to better welcome visitors, move to a growing suburb, prepare your nursery, upgrade your marketing, add video screens in the worship space, change the music and the preaching style, start a small group ministry. When such "fixes" prove ineffective, the congregation then turns to the personnel committee demanding they figure out what's wrong with the pastor and fix him or her. A new pastor may provide a shot of energy and hope, but most typically the congregation returns to where it was in short order. If not during the tenure of that pastor, then following his or her departure.

The congregation seeking renewal must look beyond simply improving its programs and its building and work to shift their preferences and focus. Without this change in attitude and behavior, nothing really changes.