Frequently Asked Questions
Questions and answers are posted below (click on each question to view the response). Please note that the videos from the Sep 27-28, 2025 AGM Townhall presentations are all posted for ECCC members to view at this link (please use the email you used for membership declaration to access). Additionally, the elders team has prepared a Theological Vision for E3C 2035 document which articulates the biblical context and foundation of the vision to help you understand it from a theological perspective. If you have any further questions or comments, please submit them using this google form link (ECCC members access only).
問題與答案如下（請點擊每個問題以查看回覆）。請注意，2025 年 9 月 27–28 日舉行的 說明會簡報影片已全部上傳，ECCC 會員可透過此連結觀看（請使用您在會員登記時所填寫的電子郵件登入）。此外，長老團隊已經準備了一份《E3C 的神學願景 2035》文件，闡述了這個願景的聖經背景與基礎，幫助你從神學的角度理解這個願景。若您有任何進一步的問題或意見，請透過此 Google 表單連結提交（僅限 ECCC 會員存取）。
Q1: “What is the rationale of church plant vs more services? I understand a lot of it is around capacity, parking etc. What would be driving us to be having a church plant vs having more services, like an afternoon service? I know Eng has tried SEW. I know now that SC is combining with Cantonese which is almost the opposite of what we were trying to do in terms of expansion.”
A: First of all, God is a God of mission, and He sent His Son to become flesh and enter the world to share the Good News. Jesus’ incarnational approach to sharing the Gospel with the lost set an example for us. He also gave His followers the Great Commission — to make disciples of all nations and baptize them in the name of the Father, the Son, and the Holy Spirit. This means welcoming people into a faith community to grow in faith.
Church planting was what the early church did — the apostles and other Christians shared the Gospel and planted churches in different cities. So, the main purpose of the church is to proclaim the Good News and build faith communities.
Multiple studies have shown that new churches are far more effective at reaching the unchurched than older congregations. While most established churches grow through transfers, new churches attract 60–80 percent of their members from people previously unaffiliated with any congregation, bringing six to eight times more newcomers into the body of Christ.
Regarding the last part of the question about “going opposite” of what we were doing in terms of expansion, we would like to explain the original intent of starting Saturday Church. When we conducted Vision 2010 in 2001, we had already said we were preparing for a church plant. Under that vision, we started Saturday Church in 2004 with the intention that English and Mandarin services would also start later, reaching a certain critical mass so that the three language groups of brothers and sisters could go out together as a church plant. Unfortunately, for various reasons, the English and Mandarin second services eventually returned to the Sunday congregations.
If you look back at ECCC Vision 2010 and 2020, church planting is part of both Vision documents. The leadership teams believe it is time to complete what God has entrusted us to do. So, this is not opposite to the original intent but fulfillment of the visions that God gave us over the years.
Please also refer to the Answer to Question 2 for why we are not developing multiple services at the same site.
Q2: “Instead of planting a new church, why can’t you just create the same thing on Saturday (morning/afternoon/evening)? The church sits empty during the day on Saturdays. You can have all the services available at this time. If you plant a new church you would have the same issues; at least this way you aren’t paying rent for another building.”
A: Adding another service requires additional ministry support. For example, when we start a new service, the children’s ministry must also be there to reach out to young families. Over time, those children will become teenagers or adults, as we have seen with Saturday Church. In the long run, this results in multiple ministries in the same language operating on the same site, which can create internal conflicts and challenges.
Also, the incarnational approach to sharing the Gospel in a new location is more effective in reaching the community (please also refer to the answer to Question 1).
In addressing the question of cost, missions will always require financial and other resource investments. The current location is already being used up to 80–90% of its capacity over the weekends (Friday–Sunday). While this allows for some additional growth, we believe that pursuing a church plant is worth the investment, given the opportunity to reach new families beyond the Argyll location.
Q3: “The video says, 'In 2027, Cantonese and Saturday church will combine to have one deacon team. In 27/28, sending out the launching team of the second site. At the launch of the second site, the Cantonese and Saturday church will combine services to one Sunday morning service at the Argyll site.' Can you please clarify the 'why' behind these plans? In other words, can you explain what are the issues that these plans are trying to address?”
A: Please refer to the answer of Question 2.
Q4: “Is there a plan for a specific English pastor to provide spiritual guidance and shepherding for the English congregation at the new site? Will they still have ministry obligations at the Argyll location, or will they be able to focus on the new site?
A: No, there is no specific English or Chinese pastor assigned solely to the SW site. We will collaborate together to shepherd the people at the SW site. Each pastor currently oversees specific departmental ministries at our existing location, and we will continue to provide oversight in those areas while working alongside the Deacon and Elder Teams.
The entire pastoral team, under the leadership of Senior Pastor Rev. Doo, will work together with the Launch Leadership Team to train leaders, disciple believers, and minister to the needs of the people at the SW site. Specific ministry assignments will be identified as the new site becomes ready to launch.
Q5: “Are any of our English pastors called to this SW location?”
A: No. See the answer to Question 4 for details.
However, as the SW and/or Argyll site grows and new needs arise, in addition to our current staff, God may call a specific pastor or pastors to lead the SW site.
Q6: “What is the starting-out plan for SW's operations? How many services, how many congregations, in what languages? Will there be children's/youth ministry?
A: It depends on who, and how many people from different language groups respond to the call and commit to the ministry of the SW site. If there is a critical mass (e.g., 40–50 people from one language group, along with enough ministry volunteers), we will likely start one worship service for that language group. If God permits, we may begin with ministries in three languages at the SW site.
Regarding children’s and youth ministries, as we plan for what a new service (at a new site) will look like, we must also consider how our children and youth will participate in the worship of God. Therefore, the launch team will need to partner with the pastoral team to develop plans for the Next Gen during service time.
Q7: Accordingly, what are the leadership requirements for SW, both staff and lay leaders? What are the non-negotiables in the plan for fulfilling the leadership requirements for SW (i.e., SW will not launch UNLESS xyz leaders are in place).”
A: The ministry of the SW site will be led by a pastor-led Launch Leadership Team comprising one to two qualified leaders from each language ministry, along with the Senior Pastor representing the entire pastoral team. This leadership team will be responsible for overseeing the ministry at the SW site and will report to the Council.
The second level of leadership commitment at the SW site will include ministry volunteers who serve in areas such as worship, AV, and small group leadership.
The third level of commitment will include those who participate regularly at the SW site (a critical mass of about 40–50 people per language ministry).
The non-negotiables are that all three levels of leadership and participation must be in place before the SW site is launched.
Q8: “This question is about the Vision for SW. I am confused about the wording 'church plant.' I understand 'Church planting' to mean that the church that's planted makes its own independence an active, major priority goal. An independent church has its own governance, budget, and operations.
A: Traditionally, church planting involves sending out a certain number of brothers and sisters with a solo pastor to start a new church. Within three to five years, that new church is expected to become independent in terms of governance, finances, and manpower.
The way we are approaching church planting now is different. We will begin with a new site—supported by the entire pastoral team, under the pastoral-led Launch Leadership Team, together with brothers and sisters committed to the ministry of the SW site. Eventually, when the SW site becomes spiritually and financially mature, and ready to participate in church planting itself, it will become independent.
Q9: Is the Vision for SW: to become an independent church in the future (ie. with its own governance, budget, operations separate from ECCC), or to be an extension/secondary campus/another congregation of ECCC, sharing governance and/or budget?”
A: Please refer to the answer to question 8.
Q10: “Will the second site have the autonomy to operate as a church itself, or will it be seen as dependent upon the decision making of the Argyll location?”
A: Please refer to the answer to question 8.
Q11: “What is the plan for implementing the vision to church plant? What are the steps that are going to take place for that to happen?”
A: After sharing the Vision 2035, we will enter a consultation period lasting until December 2025. After that, we will fine-tune the framework and directions. The preliminary plan is as follows:
1. Form the pastoral-led Launch Team in 2026 and begin training the team while searching and planning for the SW site.
2. Recruit ministry volunteers who are called and committed to serve at the SW site’s ministry, and provide training to the team.
3. Once the site, manpower, and the time is right, we may launch the SW site.
4. The entire ministry of the SW site will be developed collaboratively through the Launch Leadership Team, which includes leaders from all language ministries to ensure coordination and unity, working together. This initiative also supports the vision of nurturing our NextGen across congregations and generations—embodying the dream of the E3C Village.
Q12: “Sat church is moving to combine with the Sunday morning. What about the English congregation? Will some move to the SW and some stay here?”
A: The Vision to plant a new site in the SW is given by God to E3C as a church. However, the calling for each brother and sister—whether to serve and worship at Argyll or the SW site—is unique and particular to them. Therefore, some may move to the SW site, while others will remain at Argyll. Both groups are equally responding to God’s call: those who stay will continue serving and strengthening the ministry at Argyll, reaching the lost in that community; those who move will commit to serving the SW community and sharing the Gospel there.
Q13: “What does this split mean for Children's Ministry on Fridays?”
A: Friday fellowships are a specific tool that enables the practice of Christian disciplines in community, such as Bible study, prayer, and service–which are all worshipful but distinct from a worship service. Therefore, there are no short-term goals to start local Friday fellowship ministries at the new site. The Argyll site will continue to be the location that serves the fellowship needs of ECCC’s children & youth. Nevertheless the option to start localized ministries will always be a possibility, and will depend on: 1) The unique Next Gen needs of the site; and 2) the ability for ECCC (and perhaps specifically, the site itself) to meet that need.
Q14: “Are we going to revamp the existing church? As you can see, half the gym is occupied. Is there a plan to extend it to make it more conducive to growing a bigger congregation?”
A: Yes, we will continue to upgrade and renovate our Argyll site as we grow and meet the various ministry needs. The Facility Steering Committee, with Council endorsement, has identified several projects in need of upgrading and/or improvement to our Argyll site. For example, we recently upgraded the carpet in the auditorium and painted the walls to create a more welcoming place of worship. We have also identified the gym as the overflow for the auditorium. Additionally, we are currently working on enhancing the acoustics with floor coverings, curtains, sound panels, etc. Other projects are currently in the works that we hope to complete in the next few years, as we have an aging facility in need of renovation.
One of the greatest needs and challenges we have in our current site is parking space on Sunday mornings for all our worship services. Due to City of Edmonton bylaws restrictions, we cannot expand our parking lot or building, so we are at maximum capacity. We encourage parking along the ravine at the Valedrome and take the shuttle to help free up parking space for newcomers.
Q15: On the map displayed during AGM, it looks like most of our existing church members are already from the southwest of Edmonton. If we are trying to reach more of Edmonton to bear fruit, shouldn't our future sites be located in our unreached areas such as in the northside and not the southwest?
A: The church community seeks to reach those in their immediate surroundings, and with many members residing in the SW, it is natural to consider focusing our outreach efforts on the SW community. While all four quadrants of our city—including the SW—remain largely unreached, the significant presence of our members in the SW provides a strategic advantage. Their proximity allows for meaningful engagement with local residents, fostering a visible Gospel presence through everyday interactions and extending invitations to church without the barrier of lengthy travel. Furthermore, 2021 Statistics Canada data shows that the SW area contains more than 50% of Edmonton’s total Chinese population, a demographic shift accompanied by a large influx of new Chinese families to the SW. These factors together suggest a strong opportunity for impactful ministry and outreach within this community.
Q16: “On the point in the video about ‘Prayer and devotional life going deeper through good theological reflection and experiential learning in daily life (e.g. weekly initiative of a short message),’ I really like the idea but I'm not certain about what it means practically.
A: Nowadays, we face many complex issues—ranging from social justice, the value of life, and MAiD, to significant political and cultural events. As Christians, we need a deeper understanding of the values and principles taught in Scripture, and how to live them out in our daily lives. To help brothers and sisters to grow in this area, we plan to have regular theological reflections that connect biblical values and principles with current life events.
Q17: What is experiential learning in daily life and how does that relate to devotion or prayer? Is this also something we will be taught how to do? Is there the short message?”
A: Yes. Beginning in 2026, each congregation will have a Prayer and Devotion Retreat to help brothers and sisters learn to read the Bible experientially. When you experience God’s Word personally, your responses naturally become prayers. We also plan to encourage brothers and sisters to form Sacred Companion Groups—groups of 2-3 people who practice Bible reading and prayer together. This helps brothers and sisters build the spiritual discipline of prayer and devotion, enabling believers to truly abide in Christ.
Q18: Is this like something we will be taught — like how to actually reflect over the things we read about?
A: Please refer to the answer to question 17.
Q19: If we want to deepen our spiritual life more effectively, Sunday school in the church is indispensable. Sunday school and Sunday worship are both essential. The Bible content introduced in Sunday school subtly influences and shapes us, so that we can gradually understand how to "abide in Christ" and "bear much fruit." Therefore, I would like to suggest that the pastoral and elder teams make greater efforts to remind us of the importance of participating in Sunday school.
A: Christian education is one of the core functions of the church. In Vision 2026-2035, we are reinforcing discipleship training through the members’ growth pathway (i.e., Sunday School program). This would strengthen the biblical and Christian foundations of brothers and sisters. Moreover, we aim to help brothers and sisters go deeper in prayer and devotional life through good theological reflection and experiential learning in daily life—so that the knowledge of God’s Word is internalized and lived out naturally, like breathing.
Q1：植堂與增加崇拜場次的考量依據是什麼？ 我理解很大程度上這與場地容載量、停車位數量等因素有關。是什麼因素會促使我們選擇植堂，而不是增加崇拜場次，如：下午崇拜？據我所知，英語堂曾嘗試過Sunday Evening Worship。而現在，週六教會將與粵語堂合併，這似乎與我們的拓展方向背道而馳。
A: 首先，上帝是宣教的上帝，祂差遣獨生子道成肉身，進入世界傳揚福音。耶穌以道成肉身的方式向失喪者傳福音，為我們立下了榜樣。祂還將大使命賜予祂的跟隨者——使萬民作門徒，奉父、子、聖靈的名為他們施洗，這意味著歡迎他們進入信仰群體，共同成長。
建立教會是早期教會的實踐——使徒和其他基督徒傳揚福音，並在各城建立教會。因此，教會存在的主要目的是宣揚福音並建造信仰群體。
多項研究顯示，新建立的教會在福音外展接觸未信者方面的成效遠超過歷史較久的教會。大部份成熟教會的增長主要來自會友轉會，而新教會有60-80%的成員來自從未加入任何教會的人群，為基督身體帶來的初信者數量高出六至八倍。
最後的問題提及「與我們的拓展方向背道而馳」。我們需要說明開設週六教會的初衷。當我們在2001年推行《2010異象》時，已明確表示正在為植堂做準備。在此異象下，我們於2004年啟動週六教會，原計劃後續將開設英語和國語第二堂崇拜，待各語言群體的弟兄姊妹達到關鍵規模後，便共同開展植堂事工。但由於各種因素，英語和國語的第二堂崇拜最終回歸主日崇拜體系。
回溯愛福《2010異象》與《2020異象》文件，植堂事工皆被列為核心目標。領導團隊認為現在正是完成上帝託付的關鍵時刻。因此，當前安排不但沒有偏離初衷，反而實現上帝一直以來交付給我們的異象。
關於為何不選擇在同一地點發展多場崇拜，請參閱問題二的回覆。
Q2：「與其開拓新教會，為何不直接在週六（上午/下午/晚上）安排相同模式的聚會？教堂在週六白天是閒置的，完全可以在此時段安排所有崇拜。若建立新教會同樣會面臨現有問題，至少這樣無需負擔另一處場地的租金。」
A：增設另一場崇拜需要其他事工的支援。例如：當我們開設新一場崇拜，我們必須開設同步的兒童事工，服務年輕家庭。隨著時間推移，這些孩子將成為青少年或成人，正如我們在週六教會所見證的。長期而言，這將導致同一語言的多個事工在同一地點運作，可能產生內部衝突與挑戰。
此外，以道成肉身的方式在新區域傳揚福音，能更有效地接觸當地社群（請參閱問題一的回覆）。
關於費用考量，宣教事工始終需要財務及其他資源的投入。目前Argyll的週末使用率（週五至週日）已達80-90%。雖然尚有少量增長空間，但我們相信植堂計劃值得投資，因這能使我們有機會接觸Argyll以外的新家庭。
Q3：影片中提到：「2027年，粵語堂與週六教會將整合為一個執事團隊。 2027/28年差出第二堂點啟動團隊。第二堂點啟動時，粵語堂和週六教會 將把兩個崇拜合併為在Argyll堂址舉行的一個主日早上崇拜。」能否請說明這些規劃背後的「原因」？換言之，這些計劃旨在解決哪些問題？
A：請參閱問題二的回覆。
Q4：「是否有計劃為新堂點的英語會眾安排專職英語牧者，提供屬靈引導與牧養？該牧者是否仍需承擔Argyll堂點的事工職責，抑或能專注於新堂點的發展？」
A：目前並未設定專屬SW堂點的英語或華語牧者。我們將以團隊協作模式共同牧養SW堂點的會眾。現任牧者們在原堂點仍負責既定的部門事工，未來將在維持原有監督職責的同時，與執事會及長老團隊協力服事Argyll 堂點。
全體牧者團隊將在杜牧師的帶領下，與拓植領導團隊共同培訓領袖、門訓信徒，並關顧SW堂點會眾的需要。具體事工分派將隨新堂點啟用進程而逐步明確。
Q5：「我們是否有英語牧師受呼召前往SW堂點事奉？」
A：目前沒有。詳情請參閱前述第四題的回應。
然而，隨著SW堂點和/或Argyll堂點的發展及新事工需求的出現，若主許可，除了現有的同工團隊外，上帝或許會呼召特定牧者前往領導SW堂點。
Q6：「關於SW堂點的初始運作規劃？預計開展多少場崇拜、有多少個會眾群體、使用哪些語言？是否設有兒童/青少年事工？」
A：這將取決於來自不同語言群體的會眾如何回應呼召，以及有多少人願意委身參與SW堂點的事工。若任何一個語言群體達到關鍵人數（例如40-50人，且有足夠弟兄姊妹去服事）, 我們便可能為該群體開設一堂崇拜。若上帝許可，SW堂點或將以三語事工作為起點。
關於兒童與青少年事工，在規劃新堂點的崇拜模式時，必須同時考量下一代如何參與敬拜。因此，拓植團隊需與牧者團隊共同研究和擬定適合Next Gen在崇拜時段的牧養方案。
Q7：「據此，SW堂點對教牧同工與平信徒領袖的要求為何？在組織 SW堂點的領袖團隊方面，有哪些不可妥協的條件？（例如：若未具備xyz的領袖，否則SW堂點將不會啟動）？」
A：SW堂點的事工將由「牧者主導的拓植領導團隊」負責帶領，該團隊由各語言群體一至兩位符合資格的領袖，以及代表全體牧者團隊的主任牧師共同組成。此領導團隊將監督SW堂點的各項事工，並向教會理事會匯報。
SW堂點的第二層領導委身將包含在崇拜、影音、小組領導等領域服事的同工。
第三層委身則由定期參與SW堂點聚會的會眾組成（各語言群體需達約40-50人的關鍵人數）。
不可妥協的原則是：必須確保以上三個層級的領導結構與參與規模全部到位，SW堂點方能正式啟動。
Q8：「本問題涉及SW堂點的異象。我對『植堂』一詞感到困惑。據我理解，『植堂』意味著被建立的教會應將實現自治作為她的首要目標。獨立教會需擁有自主的治理權、預算和運作。
A：傳統的植堂模式，是差派一位牧者與若干會友共同開拓新教會，並預期該教會在三至五年內實現治理、財務與人力的完全獨立。
然而，我們現行的植堂模式有所不同——我們將以「新堂點」作為起點，在全體牧者團隊的支持下，由「牧者主導的拓植領導團隊」偕同委身SW堂點事工的弟兄姊妹齊心耕耘。待SW堂點在屬靈生命與財務運作成熟，且具備植堂的能力時，方會獨立。
Q9：關於SW堂點的異象規劃：其目標是未來成為獨立教會（即擁有獨立於ECCC的治理權、預算及運作），還是作為ECCC的延伸／第二堂址／附屬會眾，共享治理權和／或預算？
A：請參閱第八題之回覆。
Q10：「第二堂點是否具備自主運作之權限，抑或仍需附屬於Argyll堂點 的決策體系？」
A：請參閱第八題之回覆。
Q11：「關於實現植堂異象，有什麼具體規劃？為實現此異象，將採取哪些具體步驟？」
A：分享《2035異象》後，我們將展開為期至2025年12月的諮詢期。此後將進一步完善方向和框架。初步規劃如下：
1. 2026年組成「牧者主導的拓植領導團隊」，在籌劃SW堂點期間同步開展團隊培訓
2. 招募蒙召委身於SW堂點事工的服事同工，並為團隊提供系統訓練
3. 待場地、人力與時機成熟時，正式啟動SW堂點
4. SW堂點所有事工將透過「牧者主導的拓植領導團隊」協作發展，該團隊涵蓋各語言群體領袖以確保事工協調與合一，共同實踐跨會眾、跨世代培育Next Gen的異象——實現E3C Village的願景
Q12：「週六教會將與粵語早堂合併，那麼英語會眾將如何安排？部分會移往SW堂點，部分留在原堂址嗎？」
A：在SW地區開拓新堂點的異象，是上帝賜予整個E3C教會的 使命。然而，每位弟兄姊妹的呼召各不相同——無論是在Argyll堂點或在SW堂點服事與敬拜，都取決於上帝給予個人的獨特引領。因此，部分會眾可能前往SW堂點，其餘則留在Argyll堂點。這兩群會眾都回應上帝的呼召：留下的將持續堅固Argyll的事工，向當地失喪者傳揚福音；前往的則將委身服事SW社群，在那片禾場見證基督。
Q13：「此次分堂規劃將對週五兒童事工產生何種影響？」
A：週五團契乃實踐基督教群體操練的特定途徑，包含查經、禱告與服事等——這些雖皆具敬拜實質，卻有別於崇拜聚會。因此，我們在短期內並無在新堂點開設週五團契事工的計劃，Argyll堂點將繼續作為滿足ECCC兒童與青少年團契需要的主要場所。然而，我們不會排除在新堂點開展週五團契的可能性，這將取決於：1) 該堂點Next Gen的獨特需要；2) ECCC（或該 堂點自身）是否有能力滿足這些需要。
Q14：「我們是否有改建現有教會的計劃？如您所見，Gym半數空間已被使用，是否有規劃擴建，以容納更多會眾？」
A：是的，隨著教會增長與各樣事工需求的出現，我們將持續升級與翻新Argyll堂點。在理事會的支持下，設施指導委員會已確定多項需要升級和/或改善的工程項目。例如，我們近期更新了禮堂地毯並粉刷牆面，以營造更好的敬拜環境； 同時也規劃將Gym用作大會堂的溢出空間，並正透過鋪設地毯、加裝窗簾及吸音板等工程優化場地聲音效果。其他翻修專案亦在推進中，由於建築設施逐漸老化，我們期望未來數年能逐步完成。
目前場地最迫切的挑戰，是主日早晨所有崇拜時段的停車空間不足。受限於愛民頓市法令規範，我們無法擴建停車場或建築物。教會現已達到最大容載量。我們鼓勵會眾將車輛停放在Velodrome，搭乘接駁車往返，將堂點周邊車位優先留給新來賓。
Q15：從會員大會展示的地圖來看，我們現有會友似乎多數本就居住於愛民頓西南區。若我們的目標是向更廣大的愛民頓區域傳福音結果子，未來堂點是否更應設於福音未達到的地區如北區，而非西南區？
A: 教會群體始終致力於接觸周邊社群。由於許多會友本就居住於西南區，自然會將外展重心聚焦於此。儘管本市四大區塊（含西南區）仍大部份為福音未及之處，但正因會友聚居於西南區，形成獨特的戰略優勢——地理鄰近性能促成更深度的社區連結，讓福音透過日常互動具體呈現，並消除遠距交通的障礙，更自然地邀請居民參與教會生活。
根據加拿大統計局2021年數據，愛民頓超過50%的華裔人口集中於西南區，且近年持續有大量新華裔家庭遷入此區。綜合這些因素，西南區顯示出極具潛力的事工與外展機會。
Q16：「關於影片中提及『深化禱告和靈修生活；透過良好的神學反思和 日常生活中的體驗式學習（例如：每週發出神學反思短訊）』的觀點，我十分認同此理念，但對其具體實踐方式仍感困惑。」
A：當今我們面對許多複雜議題——從社會公義、生命價值、醫療輔助死亡，到重大政治文化事件。作為基督徒，我們需要更深入地明白聖經所教導的價值觀與原則，並知道如何在日常生活中實踐。為幫助弟兄姊妹在此方面成長，我們計劃定期發出神學反思，將聖經所教導的價值原則與當代生活事件相互連結。
Q17：何謂「日常生活中的體驗式學習」？這與靈修或禱告有何關聯？將有具體的教導給予我們嗎？所謂的「短訊」又將如何實施？
A：是的。自2026年起，各堂會將舉辦「禱告與靈修退修日」，幫助弟兄姊妹學習以體驗方式讀經。當你親身經歷神話語的真實，你的回應就自然成 為禱告。我們也計劃推動成立「聖潔同行小組」——由2-3人組成，共同實踐讀經與禱告的群體操練。這將協助弟兄姊妹建立禱告與靈修的屬靈紀律，使信徒能真實住在基督裡。
Q18：這是否意味著我們將接受具體教導——例如：如何對所讀的內容進行實質反思？
A：請參閱第十七題之回覆。
Q19：若想更有效地深化靈命，主日學在教會中實在不可或缺。主日當天，主日學與主日崇拜皆具關鍵意義。主日學闡釋的聖經真理潛移默化地塑造我們的生命，使我們逐步領悟如何「住在基督裡」並「結出豐盛果子」。能在主日齊聚敬拜神、同研聖經，實為寶貴恩典。因此建議牧長團隊加強勸勉，喚起會眾對主日學參與之重視。
A：基督教教育是教會的核心功能之一。在《2026-2035異象》中，我們正透過「會眾成長路徑」（即主日學體系）強化門訓事工，此舉將鞏固弟兄姊妹的聖經與信仰根基。更進一步地，我們目標是幫助弟兄姊妹透過扎實的神學反思與生活實踐，深化禱告與靈命——使神話語的認知如呼吸般內化為生命自然流露。