Planning Today for Faithful Ministry Tomorrow
For more than 20 years, God has allowed Autumn Ridge Church to do ministry from this campus. We have seen lives changed, families strengthened, neighbors served, and people welcomed in Jesus’ name.
We are deeply grateful for the founders, leaders, and families whose sacrifice made this campus possible. Because of their wise and faithful stewardship, Autumn Ridge owns our land and is positioned for a strong future.
Now, as our building and campus move into their third decade, we believe it is time to take another faithful step.
Why This Matters Now
Our building is over 20 years old. Like any home, school, or church facility, major systems eventually need repair or replacement. Roofs, HVAC, parking lots, and other large expenses are predictable, even if the timing is not always convenient.
For many years, the wise decision was to invest as much as possible into active ministry. Now, the wise next step is to create a dedicated savings account for major building and campus needs before they become urgent.
This is not about reacting to a crisis. It is about preparing well.
A Three-Part Plan
To build healthy long-term margin for ministry, Autumn Ridge is taking a three-part approach:
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Reducing operating costs
We are trimming approximately $150,000 from annual running costs so our ongoing budget stays lean and more resources can go directly toward ministry.
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Proposing the sale of 6 acres
We are proposing the sale of 6 of our 49 acres. The sale is projected to generate roughly $600,000, which would be used to jump-start a dedicated Capital Expenditures Reserve—a building savings account for major future repairs and replacements.
The land being considered is currently used as farmland and is not needed for core ministry functions. If approved, Autumn Ridge would still retain approximately 43 acres for current ministry and future growth.
Acreage under consideration is highlighted in white (bottom-left of photo).
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Launching a fall capital campaign
This fall, we plan to launch a capital campaign to build sustainable margin for the future. The goal is to help Autumn Ridge remain faithful, flexible, and generous for years to come.
Stewarding the Mission
Unused land is not our primary mission. People are. The gospel is. Our calling is to make disciples, serve our community, welcome guests, and create space where people can encounter the grace and truth of Jesus.
A healthy building reserve helps protect that mission. It allows us to care for the place where ministry happens without pulling resources away from ministry itself.
Caring for Our Neighbors
We understand that some people love the open land around our campus. We also know that any potential development can raise questions about traffic, appearance, and neighborhood impact.
Those concerns matter.
If the sale moves forward, we are committed to communicating respectfully, listening carefully, and working thoughtfully with the city and developer.
What Happens Next
Because our bylaws require congregational approval to sell land, Autumn Ridge members will vote on this proposal on August 15-16.
Between now and then, we will share details, answer questions, host opportunities for conversation, and listen to feedback from the church family.
We invite you to pray for wisdom, engage with the information, and imagine a future where our facilities are cared for, our budget is lean, and our church is positioned to serve with even greater freedom and generosity.
What You Can Do Today
Pray
Ask God for wisdom, unity, and clarity for our church family.
Engage
Read the information we send out, come to a town hall meeting for Q&A, and ask your questions.
Imagine
Picture a future where our facilities are funded, our operating costs are lean, and we are fully positioned to thrive.
Frequently Asked Questions
Our building is 21 years old and major systems are aging. Without a dedicated savings fund for large repairs, future maintenance will force us to cut ministry budgets. Selling these 6 acres provides approximately $600,000 to fund that building reserve instantly.
Building repairs don’t wait for a convenient timeline. If we wait until a major roof or AC system fails, we will be forced to react to an emergency and pull money from active ministries. Frankly, maintenance needs are mounting at rate that exceeds our current savings. Acting now is responsive to those needs and proactive.
It is important to begin by clarifying what it means to trust God. Trusting God certainly means depending on him and not looking to any other source for what only he can do. It also means obeying him. When we align our thinking and actions with what is revealed in Scripture, we are actively trusting him.
Saving wisely, living within our means, and engaging in responsible financial decisions are all ways we express our trust in God. Scripture commends this kind of stewardship, including the woman celebrated in Proverbs 31, who plans carefully and manages resources well. In that same spirit, we are seeking to be responsible stewards of the resources God has already placed in our hands.
The proposed land sale is only one part of a three‑part plan. We are also reducing annual operating costs by approximately $150,000, and we will be asking the congregation for additional funds through a capital campaign that begins this fall. In other words, we are trusting God to provide through wise stewardship, cost reductions, and the generous response of his people together.
One important clarification is that it does not help our financial situation if people simply redirect part of their regular giving into the capital campaign. We still depend on regular giving to support ongoing ministry. If you would like to give to the campaign in addition to your normal giving, you can write “Legacy Campaign” on the memo line of your check or envelope. It will soon be available for stocks, donor‑advised funds (DAFs), qualified charitable distributions (QCDs), and online giving to be directed to the Legacy Campaign.
First, we want you to hear how much we appreciate the heart behind this question. We love the bravery and deep commitment to mission that says, “Let’s go where people are curious, skeptical, and hurting, and let’s do whatever it takes to reach them.” That desire is right at the center of who we are as a church.
Our current land sale is not about abandoning a mission field in order to chase a “better” one somewhere else. It’s about stewarding the mission field God has already given us and strengthening our ability to reach the whole city from here. Autumn Ridge sits on an expansive campus that has served a great purpose, and instead of being a pure financial drain, it’s a strategic asset that we’re trying to manage wisely through a three‑part plan: reducing operating costs, addressing aging facilities, and planning for future ministry.
We are inspired by Tim Keller and the way Redeemer Presbyterian flourished in the heart of Manhattan, but their story doesn’t simply translate into “every church should move downtown.” Keller’s model was less about geography and more about posture—deep gospel roots, cultural engagement, and servant-hearted presence in the city. We can and we do embody that same posture right here in Rochester: we desire to be a church of all cultures where curious, skeptical, and hurting people love to attend. We are continually asking how to remove barriers and move toward people in Jesus’ name.
Practically, attempting to sell everything and relocate downtown would create more problems than it solves. It would be enormously complex and expensive, would likely shrink our ministry capacity for years during the transition, and could fracture our church family at a time when God has just brought us through a season of significant change with remarkable health. Instead, we’re choosing a path that allows us to remain stable, generous, and outward-facing while shoring up our facilities and finances for the long haul.
So, we’re not saying “no” to mission by staying on this campus; we’re saying “yes” to mission in a way that fits who we are, where God has placed us, and what will best serve Rochester over the next several decades. The story we’re living is not one of retreat—it’s a story of God’s grace, normal and predictable facility needs, and a church that is courageously choosing wise stewardship so we can flourish in the mission he’s already given us.
Our mission has always been bigger than our buildings: to lead people to become fully devoted followers of Jesus—locally, regionally, and globally. The question you’re raising is important, because form should serve function; facilities should support ministry, not constrain it or consume an unhealthy share of our resources. We agree with that principle.
That’s exactly why we’re pursuing a land sale and a capital plan. We’re not simply “selling pieces” to patch things up; we’re adopting a financial plan that addresses current needs while also proactively preparing for future ones. The projected proceeds help launch a dedicated capital reserve, reduce financial pressure from an aging facility, and allow us to invest in spaces and strategies that match our mission.
In other words, we agree that the core issue is alignment between mission and facilities—and this plan is a first, intentional step toward that alignment, not a way of avoiding it.
We’re asking this question, too, and we’re grateful for a congregation that thinks this way. The short answer is: the land sale and the capital campaign are designed to work together, not in competition with each other.
Based on a careful assessment of our aging facilities and projected long-term costs, we already know that our current savings are not sufficient for the upcoming repairs and replacements. Selling 6 of our 49 acres provides roughly $600,000 to jump‑start a dedicated capital reserve right away, so we’re not caught unprepared when major systems fail. The fall capital campaign then builds on that foundation, inviting the congregation to add to the reserve and strengthen our financial margin for the future.
If the congregation’s giving capacity turns out to be greater than we anticipate, and we would celebrate that, the land sale still will not have been “unnecessary.” It will mean we have both a strong reserve funded from existing assets and generous new giving, which together protect active ministry from being disrupted by large, unplanned facility costs. In other words, we’re not proposing the land sale because we doubt the generosity of our church family; we’re proposing this because wise stewardship uses all of the resources God has already given us—land, budget, and future gifts to care for the mission in a responsible way.
This parcel is currently used as farmland and isn't needed for any core ministry functions. Even after the sale, we will retain 43 acres, which is more than enough for current ministries and future growth.
From the beginning, our church planned to build homes on the property.
The original vision was to build homes for missionaries returning from the field.
While that original vision was beautiful, it is not a current need for missionaries. In addition, we do not have the resources to construct housing on those acres, especially homes that would match the look and feel of the surrounding neighborhood. In short, homes on our land were always part of the plan.
Selling these six acres now allows that original intent to be fulfilled by others.
Additionally, it removes an ongoing property tax expense that we have carried for over 20 years on the acreage we propose to sell.
(A previous version stated that the six acres we propose to sell were originally intended to be used as missionary housing.
That’s incorrect.
The southwest corner of the property is where missionary housing was originally imagined.)
The Elizabeth Lodge, located on 40 acres near Zumbro Falls, was generously donated to Autumn Ridge as a place for retreat and ministry. We are committed to stewarding this gift faithfully and are currently evaluating its long-term use. At this time, no offers have been made to purchase the lodge, and it is not part of the current transaction.
We understand why this can sound like “a great deal for a developer” and raise the question of whether we’re giving up an irreplaceable asset too cheaply. If this is a good deal, it should be good for both parties, and we believe it is.
Candidly, yes—we do need those funds. Our buildings are aging without a substantial capital reserve. Responsible stewardship means we must prepare now rather than wait for emergencies.
We don’t see this as simply “a developer’s bargain” at the expense of the church, but as a mutual agreement that turns underused land into long‑term protection for the ministry spaces we rely on every week. That is how we keep the rest of the campus from becoming the kind of unmanageable, underfunded liability that truly would harm our mission.
Our current property taxes are approximately $8,000 annually. We receive $2,000 for leasing part of the land for farming.
We are grateful for what previous generations did when they gave sacrificially to buy this land and build this campus. Those gifts, given under the name First Baptist and now carried forward as Autumn Ridge, are part of why we have a ministry home that has served thousands of people over decades. The language about buying “for the generations to come” was not empty rhetoric; it expressed a sincere desire that this land and these buildings would serve as a platform for long-term ministry, not a short-term convenience.
Selling 6 acres of our 49-acre campus does not mean that vision is gone; it does mean we are stewarding that original vision considering the realities and responsibilities we face today. The western acres were always understood as “future phases,” and now, decades in, we can see that our most immediate generational need is to care for the facilities we already use week in and week out so they remain safe, functional, and welcoming. Converting a portion of underused farmland into a capital reserve for roofs, mechanical systems, and major repairs is one way of saying to future generations, “We don’t want to hand you crumbling buildings and unfunded liabilities; we want to hand you a campus that can keep serving the mission.”
Trust is rebuilt not by pretending nothing has changed, but by being honest about what has changed and why. That means we name the original hopes for those western acres, we acknowledge the affection and memories tied to them, and we clearly explain why the elders and pastors believe this proposal is a faithful extension of the same heart: using land and resources to serve long-term ministry rather than short-term comfort.
It also means we invite the congregation into the decision through a vote, open forums, and honest financial communication so that the people who gave in the past and who give now can see that this is not a casual sale, but a carefully considered step to protect the church’s future.
Yes, that is theoretically possible. To do that, the church would need a detailed business and development plan, outside investors, and significant oversight from start to finish.
At this time, Autumn Ridge is not structured or resourced to launch and manage a project of that complexity.
Our elders believe it is wiser to focus our energy on ministry, discipleship, and outreach rather than becoming a commercial developer.
Autumn Ridge did not go looking for a buyer; we were approached by a developer who brought us a concept that fits within current zoning requirements.
The design, pricing, and specific type of housing are ultimately determined by the developer, in conversation with the city and within zoning limits.
While we can share our values and hopes, we do not have the authority to dictate sale prices or require a particular affordability model as a condition of the project.
No. This opportunity was not initiated by us; we were approached by a development group. In response, we formed an exploratory team to carefully assess the proposal and its potential impact. After several months of thoughtful evaluation, prayer, and discussion, we believe moving forward represents a wise and fiscally responsible decision for our church.
There is no financial penalty if we choose not to move forward with the sale at this point.
However, we have given our word to the developers and to our own congregation that we will walk through this process in good faith and follow it wherever it leads. Backing out without a compelling reason would damage trust, and that kind of relational cost matters deeply to us as a church family. The proposed sale is also not final; it is explicitly contingent on an affirmative vote of the members of Autumn Ridge.
No. We are working with a specific buyer, and at this stage other buyers cannot join or compete for the same piece of land.
The agreement we’ve entered into is a mutual commitment: they are trusting us to honor the terms we’ve negotiated, and we are trusting them to move forward in good faith as well. Opening the door to additional buyers now would mean breaking that commitment, which would not reflect the kind of integrity and trustworthiness we want to model as a church family.
A single developer approached us with a proposal, and after careful evaluation, our elders chose to present their offer to the congregation.
We believe this is a wise way to convert unused acreage into a capital reserve that will protect active ministry from future facility costs.
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We are also aware that some of our remaining acreage includes wetlands and protected areas that cannot be built upon, and we have taken those limits into account.
Even with those boundaries, our current campus has ample capacity. Our facilities can comfortably support significant growth.
We have room for around 3,500 in weekly attendance, and we do not intend to expand the buildings.
We do want to expand impact.
Rather than investing millions of dollars into larger buildings on this site, we believe we will make a greater Kingdom impact by planting new churches or launching new campuses.
Church planting and multiplication are typically more effective and less expensive than major building expansions, and they allow us to reach more people with the gospel across our region.
Our land‑sale and capital plan are designed to support that kind of multiplication, not to limit ministry or lock us into a smaller vision.
The developer is Realty Growth, Inc. (RGI). Their website is: https://www.rgi-group.com/. We do have a proposed plat map. This is not final, and it’s likely that there would be some changes.
First, it’s important to remember that we weren’t exploring a land sale. We were approached by Realty Group Incorporated (RGI). We fully evaluated this proposed land sale without opening it up to other bidders, because once we entered serious negotiations, we believed it was important to act in a way that protects the reputation of Autumn Ridge as a trustworthy people and organization. Rather than creating a bidding war or shopping the deal around, we focused on careful due diligence: examining the price, the terms, the impact on our campus, and how the sale of 6 of our 49 acres would help us meet a very real, immediate need to fund a dedicated capital reserve for our aging facilities. After that work, we believe this is a good and fair agreement. Instead of trying to leverage it for more offers, we chose to bring this specific, vetted proposal to the congregation so that our church family can see it clearly, ask questions, and decide together whether to move forward.
One of the members of RGI is also an active part of our church, and he wants the best for Autumn Ridge. And yet, it’s understandable that words like “insider” or “conflict of interest” come to mind. We want to be clear about how we’ve handled that.
We have treated that as a potential conflict of interest, not as a shortcut to get a deal done. That has meant three things for us:
- Disclosure: The relationship has been openly acknowledged to elders and leadership rather than kept quiet.
- Guardrails: Decision-making authority rests with the elder board and, ultimately, the congregation, not with RGI or with any single individual connected to Autumn Ridge.
- Due diligence: We have evaluated the proposal on its merits: price, protections, effect on ministry, and alignment with our long-term plan to fund a capital expenditures reserve, rather than on personal connections.
In other words, the RGI connection has made us more careful, not less. We have approached this as a stewardship decision about 6 of our 49 acres of farmland that are not needed for core ministry, with the goal of creating a dedicated reserve to care for the buildings and spaces we use every week. The congregational vote required by our bylaws is a key safeguard, giving our church family the opportunity to affirm or reject the proposal after a season of open communication and Q&A.
That’s a thoughtful question, and we’re glad people are taking the time to look up RGI and ask how their business model fits with our land sale. RGI is a professional commercial real estate company with nearly 40 years of experience in buying, selling, leasing, and developing property, not a traditional construction company that swings the hammers itself. In other words, their role is to acquire land and buildings, shape viable projects, and then work with others, builders, investors, and tenants to bring those projects to life.
In our case, RGI would purchase the 6 acres from Autumn Ridge and then move the project forward. That is normal in commercial real estate: a company like RGI specializes in putting together the deal, planning the use, and managing or marketing the finished property, while other entities may handle the physical construction. What matters for us is that we are selling underused farmland to a reputable, local firm whose core business is real estate, and that the terms of our agreement are designed to protect the church and align with city zoning and development processes.
As with any buyer, we cannot control every future transaction they may make, but we can be responsible about whom we sell to and under what conditions. Our elders and exploratory team have considered RGI’s long-standing presence in Rochester, their track record in commercial real estate, and their capacity to shepherd a project that fits our neighborhood and the city’s guidelines. After that due diligence, we believe this proposal allows us to convert 6 of our 49 acres that we are not using for ministry into funds for an immediate and important need: a dedicated capital reserve to care for the buildings and spaces our church relies on every week.
We are aware that RGI has explored other properties and options in the area as part of their broader development work, but we don’t know the internal factors they weighed before approaching us about our land. When they approached us, they were only interested in the acreage in the current proposal. So, there is no “before and after” price comparison for east versus west on our campus.
If RGI considered other configurations or sites along the way, those were part of their own due diligence as a commercial real estate firm, not a back-and-forth negotiation where we first priced one side of the campus and then raised the price when the focus moved. For Autumn Ridge, the key stewardship decision has always been this: does selling 6 acres of underused farmland on the west side, at the price currently proposed, wisely convert an idle asset into funds for a needed capital reserve that protects the facilities we rely on for ministry every week?
We achieved these savings through a combination of natural staff attrition, thoughtful restructuring of existing roles, and the strategic use of outside vendors whose services reduce the need to add new staff positions. At the same time, we have maintained our commitment to strong ministry support and healthy workloads for our current team.
We also want to be candid and clear: Pastor Otis Hall’s position was not eliminated to achieve these savings. We will be hiring a Pastor of Community Engagement, and we are still able to retain the full $150,000 in operational savings.
This plan follows the same common-sense financial principles we teach in our Financial Peace classes and stewardship ministries:
Cutting $150,000 in costs is like trimming the household budget to live well below our means.
The land sale is like liquidating an underutilized asset to instantly fund a major "sinking fund" (a dedicated savings account) for home repairs.
The fall capital campaign is about building long-term margin so we can be outrageously generous to the community around us.
We want to model the same financial peace as a church that we desire for your own homes.
Not at all. In fact, it's the exact opposite. Because of the incredible stewardship and sacrifice of those who came before us, we own our campus and are in a highly secure financial position. In the early years of a church, it is right and normal to pour every dollar into active ministry rather than letting large sums of cash sit in a building reserve. Now that our facility is 21 years old, establishing a dedicated major-repairs fund is simply the natural, responsible next step of a maturing church.
We were blessed to pay off our mortgage in 2021. The timing could not have been better. It coincided with rising facilities costs, which have continued to increase. Those costs have come from a combination of delayed maintenance, inflation, and the mounting needs of an aging building.
Some large‑ticket maintenance needs were previously covered by designated donations. For more than a decade, all Elizabeth Lodge maintenance costs were covered by the family who donated it. Based on an agreement that was more than ten years old, those Elizabeth Lodge costs shifted onto the Autumn Ridge budget in the past few years.
Since 2020, we have reduced our total spending on staff salaries and wages by about $400,000, while also ensuring that every employee receives a living wage. At the same time, we have experienced a dramatic increase in staff healthcare costs over the past two years. All of this has happened while ministry momentum has continued to grow.
Inflation puts pressure on everyone, especially non‑profits and churches. Giving at Autumn Ridge is healthy and slightly above the national average. Even so, our giving would need to reach approximately $4.3 million simply to keep pace with inflation and the diverse needs of ministry and facilities.
Around 2015, Autumn Ridge began setting aside funds for a dedicated operations reserve account. That decision positioned our church well for the transition of a retiring lead pastor and the unforeseen disruptions of Covid. The purpose of that reserve is to provide margin for normal ups and downs in cash flow and to fund operations through emergencies. It was never intended to carry the additional weight of major capital expenditures.
Our church has not had a dedicated capital expenditure reserve since moving into this building in 2005. It is understandable to think, “I wish this savings plan had started earlier.” We do not know all of the factors that shaped financial decisions prior to 2020. What we do know is that our responsibility now is to build the necessary reserves so that ministry can continue without interruption and so that the next generation is set up for long‑term health and gospel impact.
No, selling a portion of our land before the fall capital campaign is not a signal that Autumn Ridge is in crisis or that our operating budget is unstable. In fact, the land sale is one part of a thoughtful, long‑range plan to keep our ministry healthy and sustainable.
Our church walked through three major transitions at the same time: the retirement of John Steer after 30 years of faithful ministry, Covid, and the arrival of a new lead pastor. From 2018 to 2021, more than 900 households stopped giving financially and left Autumn Ridge. Those numbers are staggering, and it can feel like the end of a church story—but that is not what is happening here. Today, we are healthy.
Our giving is strong and slightly above the national average. Churches that transitioned to a new lead pastor at the start of Covid are, in many cases, only 50%–80% of what they were prior to the pandemic; Autumn Ridge is above 90%. Our church is healthy. The story is good. And we should be deeply grateful. This is not a story of decline. This is a story of God’s grace and steady provision.
What we are experiencing with this land sale and capital plan is normal and predictable. Our facilities are aging. In the past, there wasn’t a savings plan built to meet these long‑term capital needs. Now we have an opportunity to respond wisely to current needs and prepare our church well for the future. Selling a portion of the land, alongside reducing operating costs and planning a capital campaign, is how we practice good stewardship. It’s not a panic move—it’s a proactive one.
So in terms of “optics,” we understand why this can feel unsettling, especially if you’ve seen other churches sell land in moments of decline. But for Autumn Ridge, the deeper story is one of resilience and grace: we’ve come through a very disruptive season, our people are giving faithfully, and we’re taking responsible steps to care for our buildings and position our church for decades of ministry to come.
Yes. An assessment, including remaining life expectancy and current replacement cost of major building components like the HVAC system, roof, and parking lot, will be available to the congregation by the time the town hall meetings are held on August 1-2 (after Saturday night and Sunday 10:30 am services).
The reduction is coming from how we fund and structure our operations behind the scenes—staffing patterns, contracts, and non‑essential overhead, not from cutting or shrinking ministry.
No ministries, programs, or initiatives are being impacted.
Nothing is being canceled or scaled back.
The savings come from doing the same ministry work more efficiently and more wisely, not from doing less ministry.
Practically, this looks like consolidating roles where it makes sense, tightening service contracts and subscriptions, renegotiating or eliminating underused services, and sharpening our budgeting.
All of this is being done with the clear guardrail that ministry impact must be preserved or strengthened, not diminished.
It’s good and healthy to ask if we are receiving fair market value. Right now, our evaluation is based on what we know about comparable land sales in our area, the current use and zoning of our 6 acres of farmland, and RGI’s experience as a long-time commercial real estate firm in Rochester. Those factors gave our elders and exploratory team enough confidence to bring this proposal to the congregation, but they are not the final word on value.
To strengthen that process, RGI has agreed to pay for a formal, independent appraisal of the land. We will be able to select or approve the appraiser, someone qualified to evaluate commercial land in our region. That appraisal would be completed after the congregational vote and before the deal becomes final. We are not asking our church family to vote blind; we’re asking you to affirm moving forward with a proposal that will then be tested by a third-party professional before closing.
A proper appraisal looks at far more than one or two opinions. It weighs recent sales of comparable properties, access and utilities, zoning and likely uses, topography, and other local market conditions to arrive at an evidence-based estimate of value. If that appraisal were to reveal that the agreed-upon price is significantly out of line, either too low or too high, we would treat that as important information and be prepared to revisit the terms rather than press ahead regardless. Our goal is not to rush a “cheap” sale, but to convert underused land into a fair, market-based resource that helps us meet a real and immediate need: funding a capital reserve to care for the buildings and ministry spaces we use every week.
Yes. We have leased the land for farming for years, but the income it generated was less than the tax liability. After considering that history, we believe selling the land is the wiser stewardship choice because it provides immediate support for facility needs and a stronger long-term financial position.
The six acres we propose to sale have provided much‑needed parking for Ridgefest.
Beginning in 2027, that specific area will no longer be available for parking, but the sale itself will not keep Ridgefest from happening.
The more significant factors shaping Ridgefest’s future are ministry capacity, volunteer health, and new opportunities to serve Rochester.
Even before we were approached about the land sale, and before we knew Pastor Otis would be transitioning to Texas, we had already begun reimagining Ridgefest.
It has been a wildly successful event.
For some of you, Ridgefest is the reason you first came to Autumn Ridge, and it is one of the reasons our community’s trust in our church has grown.
With that success have come the “good kind” of problems.
The pressure in our fall ministry season has been building, and if that pressure is not released, something important will eventually break.
> Ridgefest now serves between 7,000 and 10,000 visitors each year.
> Big Boxes continues to grow.
> Hope Tree (formerly Angel Tree) has expanded and now includes a partnership with another church.
These are signs of God’s grace among us, but they also stretch our people and systems to their limits.
The generosity of our church family has been astounding. Through Ridgefest, Big Boxes, Hope Tree, and related efforts, you give thousands of volunteer hours and many thousands of dollars flow out of your pockests to bless Rochester.
We are deeply grateful.
At the same time, the October–December pace and workload are not sustainable.
If we want this kind of ministry to continue and grow, we have to wisely care for the people who make it possible.
Your love for our community keeps opening new doors.
Because of your service, local schools have invited us to partner more intentionally through mentoring, tutoring, and even joining students during lunch.
These invitations are answers to prayer, but they also require time, energy, and focus.
Our capacity may be above average, but it is still limited.
We cannot do everything, at least not all at once.
That is why we have started asking questions like these:
> How do we create enough margin to respond to the invitations from local schools in deeper and more meaningful ways?
> How can we keep serving Rochester in tangible ways while spreading the workload over a longer season so we do not burn out our congregation?
> What if Ridgefest became more focused, moved indoors as a permanent solution to unpredictable weather, and built a stronger bridge to Family Ministries at Autumn Ridge?
> What if Ridgefest shifted to a back‑to‑school event that we host in partnership with local schools?
We do not have all those answers yet, but we are convinced that changes must be made—not to reduce our impact, but to allow it to grow.
If we refuse to adjust, our impact will eventually be stunted, and the momentum we are experiencing will stall.
Our aim is to steward Ridgefest, and all our fall ministries, in a way that honors God, loves our congregation well, and serves Rochester for the long haul.
The land sale and capital plan do not mean we’re shrinking our mission; they help our facilities and finances stay aligned with the mission God has given us locally, regionally, and globally. Choosing a wise financial strategy is how we remain faithful to that mission. Failing to adopt a financial strategy would be the irresponsible choice.
We value our relationship with our neighbors. We will communicate openly, listen to their concerns, and work closely with the city and developer on things like traffic, parking, and visual impact.
Any homes built on this site must comply with the city’s existing zoning requirements for that parcel. Within those guidelines, the developer's current proposal is for high‑end, two‑story twin homes. These would be owner‑occupied residences, not apartments or large multifamily buildings.
We take seriously the importance of preserving the character of the surrounding neighborhood. Our goal is for the development to be a good fit for both Autumn Ridge and our neighbors.
We understand the concern, and also want to name the opportunity. If more housing is built near our parking lot, we are grateful to have more people living closer to our church—more neighbors we can love, serve, and welcome. That’s a gift, not a threat.
At the same time, we’re not naïve about the practical challenges. Any change that brings more people and traffic nearby will require us to work carefully with the city, the developers, and our neighbors on issues like safety, parking, and noise—especially for outdoor events like Ridgefest. We already plan events with clear parameters and coordination, and we will continue to do so if the surroundings change.
Our posture will be to be good neighbors: to listen well, address legitimate concerns, and build trust rather than lose it. Instead of assuming new housing will alienate a “previously tolerant community,” we want to see it as an opportunity to extend hospitality, deepen relationships, and make our campus a blessing to those who live next door.
Right now, all of the land we are proposing to sell naturally drains toward the wetlands on our campus. Any future development on that land cannot simply continue “business as usual” with stormwater. The developer, RGI, will be required to design a stormwater management plan, which must be reviewed and approved by the city before construction can proceed.
Timeline
June 20-21: Announcement to the congregation
August 1-2 (after 5:30p and 10:30a services): Town Hall meetings to answer questions and provide further details
September 12-13: Time of prayer during the services and congregational vote
September 15: Vote results communicated to congregation
Want to Submit a Question?
We want to hear from you and answer your questions. We’ll compile questions and answer them via email, at the town hall meetings, and add them to the FAQs on this page.
Send your questions to the elder board at elders@autumnridge.church.