I.M.P.A.C.T. Church Empowerment Program

A partnership with Pastor Lee Jenkins, the Stewardship Coach, and Allan Bell - CPA, CMA, MBA, Nsites founder and creator

M1 Mission · Lesson 3 of 4

Lesson 3 — Understanding the Community and Priority Audience

Use demographic, psychographic, relational and ministry information to understand the people the church is positioned to serve.

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Nine M curriculum version 1.0 · Nine M methodology, content, exercises and deliverables by Pastor Lee Jenkins.

Where this lesson sits

Curriculum version 1.0 · Pastor Lee Review

Module purpose: Define why the church exists, whom it is called to serve, what makes it distinctive, where it is going, and which priorities should govern decisions.

Official outcome: Mission and Strategic Identity Brief

This lesson produces: Alignment and Opportunity Analysis

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Learn

Participant study reading — approximately 75 minutes of learning and shared work.

Learning objective: Use demographic, psychographic, relational and ministry information to understand the people the church is positioned to serve.

Recommended participants: Senior pastor, ministry directors, outreach or missions leaders, at least one member active in community relationships

Estimated teaching time: 75 minutes

Success indicators

  • • Leadership documents at least three demographic facts about the surrounding community from a credible source.
  • • Leadership identifies psychographic and relational patterns beyond raw demographic data.
  • • The group names a specific priority audience the church's fingerprint positions it to serve well.
  • • The group produces an Alignment and Opportunity Analysis comparing community need to current ministry activity.

Materials and evidence you will use

  • • Local demographic data (census tract, school district or municipal reports)
  • • Prior Church Fingerprint Statement from Lesson 2
  • • Current ministry activity list
  • • Source citations for demographic data used
  • • Outreach team notes supporting psychographic and relational entries

What you should be able to produce

  • • Leadership documents at least three demographic facts about the surrounding community from a credible source.
  • • Leadership identifies psychographic and relational patterns beyond raw demographic data.
  • • The group names a specific priority audience the church's fingerprint positions it to serve well.
  • • The group produces an Alignment and Opportunity Analysis comparing community need to current ministry activity.

Foundational ministry principle

Acts 17:22-27

22 Then Paul stood in the midst of Mars’ hill, and said, Ye men of Athens, I perceive that in all things ye are too superstitious. 23 For as I passed by, and beheld your devotions, I found an altar with this inscription, TO THE UNKNOWN GOD. Whom therefore ye ignorantly worship, him declare I unto you. 24 God that made the world and all things therein, seeing that he is Lord of heaven and earth, dwelleth not in temples made with hands; 25 Neither is worshipped with men’s hands, as though he needed any thing, seeing he giveth to all life, and breath, and all things; 26 And hath made of one blood all nations of men for to dwell on all the face of the earth, and hath determined the times before appointed, and the bounds of their habitation; 27 That they should seek the Lord, if haply they might feel after him, and find him, though he be not far from every one of us:

King James Version (KJV) · Public domain

Paul's careful observation of Athens before he ever spoke is offered as a model for why leadership should study its community closely before assuming what it needs.

Suggest that Paul did not guess at what Athens needed to hear; he walked its streets and studied its objects of worship first, which parallels this lesson's insistence on gathering real community information before naming a priority audience.

Understand the community as it is today

Demographic information helps you see who actually lives around your church today. Review age distribution, household composition, income levels, and changes during the last five to ten years. Compare the evidence with the picture you previously held of the neighborhood and note what surprises you.

Psychographic and relational information adds what reports often cannot show: what neighbors worry about, where they gather, barriers to church participation, and existing relationships of trust. Draw on specific observations from people who know the community well, and distinguish evidence from general impressions.

If formal sources are dated or incomplete, gather current evidence through conversations with local schools and community organizations or through a careful walk of nearby streets. Current, imperfect evidence is usually more useful than polished information that no longer describes the neighborhood.

Connect evidence to mission

A priority audience identifies where your church's distinctive gifts and the community's documented needs overlap most clearly. It guides new energy and decisions without suggesting that anyone else is unwelcome or unimportant.

Compare each documented need with current ministry activity. Mark where the response is strong, partial, or absent, and resist softening a genuine gap simply because the conclusion is uncomfortable. This comparison becomes the Alignment and Opportunity Analysis used in the next lesson.

Key terms

Demographic information
Measurable population characteristics such as age, income and household composition.
Psychographic information
Attitudes, concerns, values and lifestyle patterns of people in the community, typically gathered through observation and relationship.
Priority audience
The specific group of people the church's fingerprint and the community's need most clearly position it to serve well.
Alignment and Opportunity Analysis
A comparison of community need against current ministry activity that reveals matches, partial matches and unmet gaps.

What this means for a church

  • • Ministry decisions made on outdated assumptions about the neighborhood often miss the people actually living there now.
  • • Naming a specific priority audience makes it easier to evaluate whether a new ministry proposal deserves resources.
  • • Some current ministries may need to be redirected or retired once compared honestly against real community need.

Common failure patterns

  • • Relying only on formal demographic data and skipping the relational and psychographic conversation that reveals real barriers to participation.
  • • Naming a priority audience so broad it fails to guide any actual decision.
  • • Conducting the alignment analysis but avoiding the honest conclusion that a beloved ministry does not serve the named audience.

Ministry case

Cedar Valley Chapel's Changing Neighborhood

Cedar Valley Chapel (illustrative example — not actual church data) had run a strong youth ministry for over a decade, built around the assumption that its neighborhood was full of families with school-age children, as it had been twenty years earlier. When leadership pulled current school district enrollment data during this exercise, they discovered the neighborhood's school-age population had declined by nearly a third, while the population of adults over sixty-five within a two-mile radius had grown substantially.

Rather than abandoning the youth ministry immediately, leadership used the Alignment and Opportunity Analysis to name a second, growing priority audience alongside it: isolated older adults, many of whom had no family living nearby. This led to a modest but well-targeted new visitation and transportation ministry, launched using volunteers who were already gifted for exactly that kind of relational work, identified in the previous session's fingerprint exercise.

Lesson takeaway

A mission is only as useful as the specific people it is aimed at; today's work replaces assumptions about the neighborhood with real information and a named priority audience.

Discuss

Guided discussion for the leadership table.

With a named priority audience and a documented set of alignment gaps, leadership now has the raw material to translate mission into concrete direction, which is the work of the final lesson.

  1. What surprised you most about the demographic data compared to your prior assumptions about the neighborhood?
  2. What relational or psychographic barrier did we name today that a spreadsheet alone would never reveal?
  3. Which current ministry showed the weakest alignment with our named priority audience?
  4. What would it take to responsibly redirect resources toward the strongest opportunity gap we identified?

Practice

Applied exercise — produces the Alignment and Opportunity Analysis.

Community Profile and Alignment and Opportunity Analysis

To document current community demographic, psychographic and relational information and compare it honestly against current ministry activity to reveal alignment and gaps.

Estimated time: 45 minutes

Participants: Full leadership group, with outreach and missions leaders taking a lead role

Artifact produced: Alignment and Opportunity Analysis

Required inputs

  • • Local demographic data
  • • Notes from community relational observation
  • • Church Fingerprint Statement from Lesson 2
  • • Current ministry activity list

Instructions

  1. Record at least four demographic facts about the surrounding community from a credible source.
  2. Record at least three psychographic or relational observations from outreach leaders or community-connected members.
  3. Referencing the Church Fingerprint Statement, draft one specific priority audience description.
  4. List the priority audience's most pressing needs, drawn from the demographic and relational information gathered.
  5. For each need, identify whether a current ministry fully addresses it, partially addresses it, or does not address it.
  6. Mark each row as a strong alignment, a partial alignment, or an opportunity gap.
  7. Select the top two opportunity gaps to carry into the next lesson's priority-setting work.
Complete it online

Alignment and Opportunity Analysis

  • Church name: ______________________
  • Date: ______________________
  • Priority audience description: ______________________
Priority audience needSupporting community dataCurrent ministry responseAlignment status (strong / partial / gap)
    
    
    
    
    
    
    
    

Worked example

A fully completed sample using a fictional church. This is illustrative teaching material, not any church's actual data.

Cedar Valley Chapel (illustrative example — not actual church data)

Cedar Valley's leadership pulled current school district enrollment figures and county aging-population data, combined with two months of informal conversations logged by the outreach team.

Priority audience needSupporting community dataCurrent ministry responseAlignment status (strong / partial / gap)
Transportation to medical appointments for isolated seniorsCounty data: 31 percent of adults 65+ in the area live aloneNo current ministry addresses thisOpportunity gap
Regular relational contact for isolated seniorsOutreach team logged 14 separate mentions of loneliness in home visitsOccasional informal visits by two deaconsPartial alignment
After-school academic support for remaining school-age familiesSchool enrollment down 31 percent over ten years, but still presentTutoring ministry running weekly with steady attendanceStrong alignment
Affordable meals for fixed-income seniorsCounty data: median senior income below area cost-of-living thresholdMonthly community meal, seniors underrepresented in attendancePartial alignment
Digital literacy support for seniors managing online accountsOutreach conversations noted repeated frustration with online banking and telehealthNo current ministry addresses thisOpportunity gap
Youth mentorship for the smaller remaining youth populationSchool data shows steady, if smaller, youth populationActive youth ministry with strong volunteer baseStrong alignment

How this leadership team reasoned

  • • Leadership recognized that the youth ministry, while well-aligned to its smaller audience, was consuming a volunteer share disproportionate to the now-larger senior population's unmet needs.
  • • The team weighed which opportunity gaps matched existing fingerprint gifts, favoring transportation and digital literacy over starting an entirely new competency.

Decisions recorded

  • • Leadership approved developing a senior transportation and visitation ministry as the top opportunity gap to address in the next twelve months.
  • • Leadership tabled the digital literacy gap for future consideration, noting it would require volunteer training not currently available.

Completed artifact extract — Alignment and Opportunity Analysis

Alignment and Opportunity Analysis, Cedar Valley Chapel: of six priority-audience needs assessed, two show strong alignment (youth mentorship, after-school tutoring), two show partial alignment (senior relational contact, affordable meals), and two represent clear opportunity gaps (senior transportation, digital literacy support). Top priority for the next twelve months: senior transportation and visitation, aligned to existing relational gifts identified in the church fingerprint.

Illustrative exercise score: 17 of 20. The analysis is grounded in specific data sources and produces a clear, evidenced priority decision, though the digital literacy gap was named but not fully explored for feasibility.

Score

Transparent 20-point exercise rubric: four criteria rated 0 to 5 with observable anchors.

Criterion0 — not evident3 — acceptable5 — exemplarySample
Completeness (0–5)Fewer than three community needs were documented or compared to current ministry.At least five needs were documented, but some rows lack a clear alignment status.At least six needs were documented with a clear alignment status assigned to each.5
Use of evidence (0–5)Needs are asserted with no supporting demographic or relational data.Some needs cite data, but several rely on assumption alone.Every need is supported by specific demographic data or documented relational observation.5
Alignment to the module purpose (0–5)The analysis does not connect back to the church fingerprint or mission work from earlier lessons.The analysis references the fingerprint loosely without clearly connecting priorities to it.The analysis directly ties the top opportunity gap to a specific gift named in the church fingerprint.4
Actionability and ownership (0–5)No decision was reached about which gap to prioritize.A priority gap was named but without a decision to act or table it.A specific gap was approved for action and another was explicitly tabled with a stated reason.4
Worked sample total18 / 20
  • Completeness: Six distinct needs were documented, each with a clearly assigned alignment status.
  • Use of evidence: Each row cites specific county, school district, or outreach-log data supporting the claim.
  • Alignment to the module purpose: The transportation and visitation priority is explicitly tied to relational gifts from the fingerprint exercise, though the connection is stated briefly.
  • Actionability and ownership: Leadership approved one gap for action and explicitly tabled a second with a clear reason, though no owner was yet named for the approved ministry.

Lesson-exercise scores (20 points each) demonstrate learning and artifact quality. They do not automatically overwrite the official Nine M module assessment, which remains a separate 100-point rating of five module dimensions.

Submit evidence

What must be submitted for this lesson to count as complete.

Submit

  • • Completed Alignment and Opportunity Analysis worksheet with priority audience description

Attach this evidence

  • Source citations for demographic data used
  • Outreach team notes supporting psychographic and relational entries

File upload is not implemented in this prototype. Ticking a box records that the church can produce the document; it does not store a file.

Contribute to official outcome

How this lesson builds the Mission and Strategic Identity Brief.

Artifact produced: Alignment and Opportunity Analysis

Feeds directly into the Community and Priority-Audience Profile section of the Mission and Strategic Identity Brief.

Open the module deliverable assembly

Participant reflection and notes

Before the next session, spend fifteen minutes in the neighborhood immediately around the church building and note one observation that either confirms or challenges today's priority audience description.