Metropolitan Community Playbook Discovery Brief for the Largo Campus
A data‑informed foundation to help Metropolitan Baptist Church choose which community priority to address first and how to begin with a focused, 90‑day play.
This brief is designed to surface one decisive question for Metropolitan's leadership: which 90‑day play should we run first with excellence in Largo?
If you have 10 minutes
Read the Executive Overview and the Three Priorities at a Glance, then skim the recommended play that most closely aligns with your sense of Metropolitan's current capacity.
• Executive Overview
• Three Converging Pressures
• Priority summaries in Section 7
If you have 30–45 minutes
Walk through the neighborhood data, then sit with one full 90‑day playbook, including models, sample budget, and risks to plan around.
• Section 3: Neighborhood Snapshot 20774
• Section 4: Three Converging Pressures
• Section 7: One full playbook (Food, Senior Care, or Hospitality)
Where key leaders should start
Senior Pastor
Sections 2, 6, and 7 · Which 90‑day play best expresses Engaging, Enlisting, and Examining in this season?
Outreach & Care
Sections 4, 5, and 7 · Which play can we execute with our current volunteers and partner relationships?
Trustees & Administrators
Sections 7 and 8 · What are the budget ranges, shadow budgets, and grant opportunities for each playbook?
If time is limited, read Sections 4 and 7 first. The data in Section 4 shows what your neighbors are carrying; the playbooks in Section 7 show what Metropolitan can do about it in the next 90 days.
Discovery Brief · PDF viewer
Three Priorities · Infographic
Leadership slide deck
Choose your first 90‑day play
Three community priorities at a glance
Section 7 of the Discovery Brief contains a full 90‑day playbook for each priority. This overview is designed so leadership can quickly compare where the need is greatest and where Metropolitan has the strongest immediate fit.[file:25]
Priority 1
Food Security · Neighbor Care
The need. Food insecurity in Prince George’s County has reached roughly 49–50, the highest in the DMV; 83 of affected households have already depleted their savings.[file:25]
The play. Transform the We Are One Body pantry from a seasonal distribution point into a relational financial triage center where food is the front door and dignity is the operating principle.[file:25]
Cost range. 3,300–6,500 cash with an estimated 17,400 in in‑kind volunteer value per year.[file:25]
Priority 2
Senior Care · Wellness
The need. More than 2,000 seniors in District 8 have already sought relief; median age in 20774 is 41.9 and many are aging in place, isolated and under financial and health pressure.[file:25]
The play. Deploy Good Neighbor Check‑In calls and monthly Wellness Mornings with nearby hospital partners to combat isolation and intercept chronic disease early.[file:25]
Cost range. 1,900–4,200 cash with approximately 13,916 in in‑kind volunteer value per year.[file:25]
Priority 3
Hospitality Evangelism · New Neighbors
The need. Hundreds of new households are arriving through Blue Line Corridor developments while juvenile carjackings have risen 85.4 and handgun violations 220, driven by a search for significance.[file:25]
The play. Run a 6–8 week coordinated neighbor‑engagement campaign that pairs hospitality to new residents with a clear referral pipeline into youth mentoring.[file:25]
Cost range. 1,100–2,800 cash with an estimated 12,177 in in‑kind volunteer value per year.[file:25]
The invitation is not to run all three plays at once. It is to choose one lane, build operational muscle around it for 90 days, learn from the data it generates, and expand from a position of undeniable strength.[file:25]
Why Metropolitan belongs here
The story of this place
Metropolitan was born in 1864 to serve people in crisis. One hundred and sixty‑one years later, the ground has changed—from Hell’s Bottom to Largo—but the calling is continuous.[file:25]
1864 · Hell’s Bottom
A church born in crisis
Reverend Henry Bailey and ten believers began worshipping in an abandoned Civil War barracks across from Camp Barker, a federal contraband camp sheltering thousands of newly freed people.[file:25]
From the beginning, Metropolitan’s identity was shaped around caring for people in transition and acute humanitarian need.[file:25]
1888–2015 · Washington, D.C.
An anchor for Black Washington
Renamed Metropolitan Baptist Church in 1888, the congregation grew into a civic, spiritual, and economic anchor—peaking near 7,000 members and drawing national leaders through segregation, the civil rights movement, and urban change.[file:25]
Caring for people in crisis became not just a value but a public reputation.[file:25]
2015–Today · Largo
A downtown is rising around you
In 2015 Metropolitan relocated to a 34‑acre campus at Largo Town Center—one of three zones the county has prioritized for major redevelopment, including a 543M regional medical center and 1B in mixed‑use projects.[file:25]
Thousands of new residents, a regional hospital, and Blue Line Corridor investments mean Metropolitan now sits at the civic and spiritual heart of a downtown being built around its caring DNA.[file:25]
The continuous calling.
In 1864, the crisis was physical survival for post‑emancipation refugees. In Largo today, it is financial pressure, health disparities, senior isolation, and youth disconnection—often hidden behind suburban prosperity. The calling is the same: stand with people in transition and build tangible, redemptive pathways forward.[file:25]
Who lives around Metropolitan
Neighborhood snapshot · ZIP 20774
Metropolitan’s Largo campus sits in ZIP code 20774—a community that looks uniformly affluent on paper but carries a deeply bifurcated reality just beneath the surface.[file:25]
The headline numbers
Total population
≈52,000 residents (2023).[file:25]
Median age
41.9 years—older than the county average.[file:25]
Racial makeup
Roughly three‑quarters to four‑fifths Black or African American.[file:25]
Median household income
About 115k–128k, with 35 of households earning 150k.[file:25]
Households under 25k
≈8 of households—about 4,200 people in deep financial precarity.[file:25]
What the numbers hide
The 8 percent. Roughly one in twelve households live under 25,000 a year in a high‑cost region where a single car repair or medical bill can trigger crisis.[file:25]
Housing squeeze. Around 41 of county households are housing cost‑burdened, spending more than 30 of income on housing and leaving little margin for shocks.[file:25]
Aging in place. Many older adults are in large homes on fixed incomes, navigating rising taxes, utilities, and maintenance with limited nearby support.[file:25]
The takeaway: Sunday‑morning affluence in the sanctuary can mask weekday pressure in the neighborhood—housing strain, senior isolation, and hidden financial fragility that rarely shows up in the parking lot.[file:25]
Priority 1 · Neighbors in basic‑needs crisis
Food Security · Neighbor Care 90‑day playbook
Prince George’s County now carries the highest food insecurity rate in the DMV—around 49–50—with 83 of affected households depleting savings just to cover basic needs.[file:25] Metropolitan’s We Are One Body pantry is already serving families; this play turns it into a relational financial triage center, where food is the front door and dignity is the operating principle.[file:25]
Objective
Transform the existing We Are One Body pantry from a transactional distribution point into a consistent, bi‑weekly neighbor care hub that surfaces housing, utility, and financial stress and connects households to the right partners.[file:25]
Three on‑ramps · Start where you are
On‑Ramp A · Lowest lift. Activate referral only. Map food, utility, and crisis‑assistance providers in a 10‑mile radius using PartnerWell; train 2–3 volunteers to serve as connectors during Sunday services or pantry hours.[file:25]
On‑Ramp B · Medium lift. Add a brief, dignified intake conversation to existing pantry operations—“Is there anything else going on that we can help with?”—so every distribution surfaces hidden needs.[file:25]
On‑Ramp C · Full playbook. Run a bi‑weekly distribution rhythm with structured intake, a 72‑hour follow‑up team, and simple data capture to inform grants and next steps.[file:25]
200 households served in a single season at Christmas.[file:25]
This play is a strong candidate for grant support because it pairs hard data (households served, needs surfaced, value of volunteer time) with a clearly defined 90‑day rhythm and partner ecosystem.[file:25]
Days 1–30 · Map & design
• Map every food, basic‑needs, and utility provider within 10 miles in PartnerWell.[file:25]
• Establish a direct referral path to the District 8 Senior Support Fund’s 500 utility rebates for eligible seniors.[file:25]
• Redesign the intake conversation around dignity and listening, not screening.[file:25]
• Set aside a starter line item (500–1,000) labeled “Neighbor Care · Food Ministry.”[file:25]
Days 31–60 · Run the rhythm
• Launch bi‑weekly distribution on campus using the new intake script every time.[file:25]
• Deploy a 72‑hour Follow‑Up Team (2–3 volunteers) to call every first‑time household: “Is there anything else you need?”[file:25]
• Promote beyond members via door hangers in a small radius and announcements through nearby partners.[file:25]
Days 61–90 · Assess & decide
• Review data: total households, repeat vs. first‑time, ZIP codes, needs beyond food.[file:25]
• Debrief volunteers—what opened doors, what felt heavy, what needs redesign.[file:25]
• Decide whether to sustain, scale, or pursue grant funding using the collected impact metrics.[file:25]
What to capture along the way
• Households served per event, by ZIP and first‑time vs. repeat.[file:25]
• Seniors successfully connected to District 8 utility rebates (500 each).[file:25]
• Volunteer hours logged, valued at 34.79/hr for a shadow budget.[file:25]
• Permission‑based impact stories for congregational reporting and grants.[file:25]
Risks to plan around
Scope creep. Metropolitan is a trusted front door, not the region’s primary food bank; if demand overwhelms capacity, deepen partnerships with CAFB and DSS instead of expanding inventory alone.[file:25]
Volunteer burnout. Follow‑up callers carry heavy stories. Plan quarterly debriefs and rotations to prevent drop‑off after 18–24 months.[file:25]
Intake dignity. Poorly framed questions create shame. Train volunteers to present intake as care, not gatekeeping.[file:25]
Data stewardship. Decide in advance how household data is stored, who can access it, and how it will and will not be used.[file:25]
Priority 2 · Seniors aging alone and under pressure
Senior Care · Wellness 90‑day playbook
The age‑dependency ratio in Prince George’s County is rising, and ZIP 20774’s median age of 41.9 signals a growing senior population aging in place on fixed incomes.[file:25] The District 8 Senior Support Fund has already assisted more than 2,000 seniors with utilities, taxes, and rent, revealing significant unmet need and isolation.[file:25]
Metropolitan is uniquely positioned to pair relational care, spiritual support, and culturally competent health literacy in one trusted setting directly across from major medical centers.[file:25]
Objective
Deploy Metropolitan’s relational capital to interrupt senior isolation while introducing preventative health touchpoints that catch chronic conditions before they become crises.[file:25]
Three on‑ramps · Start where you are
On‑Ramp A · Lowest lift. Launch a Good Neighbor Check‑In for existing members 60+ only. Identify 5–8 volunteer callers and assign each 3–4 seniors for weekly calls.[file:25]
On‑Ramp B · Medium lift. Host one pilot Wellness Morning in fellowship hall, partnering with Kaiser Permanente or UMD Capital Region for basic screenings.[file:25]
On‑Ramp C · Full playbook. Run weekly check‑in calls and monthly Wellness Mornings in parallel, using simple scripts and referral pathways.[file:25]
≈13,916 based on ~400 volunteer hours at 34.79/hr.[file:25]
Grant potential
Strong candidate for health‑equity and hospital‑system community benefit funds.[file:25]
The model aligns closely with existing county programs and hospital priorities, making co‑funding and in‑kind clinical support realistic if Metropolitan can demonstrate consistent touchpoints and basic data.[file:25]
Days 1–30 · Identify, connect, listen
• Survey membership to identify seniors who live alone or manage chronic conditions.[file:25]
• Meet with PG County Aging and Disabilities Services to learn from their Telephone Reassurance program.[file:25]
• Contact Kaiser Permanente Largo or UMD Capital Region outreach leads about mobile screening teams.[file:25]
• Draft a simple 5‑question check‑in script focused on well‑being, medications, utilities, and spiritual support.[file:25]
Days 31–60 · Launch check‑ins & pilot Wellness Morning
• Train 10–15 volunteers to make weekly calls using the shared script.[file:25]
• Begin Good Neighbor Check‑Ins with known members, then offer opt‑in at District 8 events and through Largo partners.[file:25]
• Host the first 90‑minute Wellness Morning with one screening station, fellowship time, and prayer.[file:25]
Days 61–90 · Establish rhythm & assess
• Set a monthly Wellness Morning schedule and consider adding a second screening (glucose or mental health) based on feedback.[file:25]
• Track attendance, referral volume, and basic screening outcomes in aggregate.[file:25]
• Use the first quarter of data to apply for one small grant or denominational health‑ministry fund.[file:25]
What to capture along the way
• Number of seniors receiving regular check‑in calls and call frequency.[file:25]
• Referrals to District 8 funds, Aging Services, or medical partners.[file:25]
• Attendance and anonymized screening metrics from each Wellness Morning.[file:25]
• Volunteer hours logged for shadow budget reporting.[file:25]
Risks to plan around
Volunteer burnout & secondary trauma. Check‑in callers will hear heavy stories; build in quarterly group debriefs with a counselor and rotate coordinators every 2–3 years.[file:25]
Partnership friction. Avoid one‑off “parachute” clinics by securing at least a 12‑month commitment and clarity on what anonymized data the church will receive.[file:25]
Scope creep. Metropolitan is a bridge, not a clinic; full primary care requires licensing, malpractice coverage, and staff.[file:25]
Cultural competence. Effective health ministry must explicitly acknowledge medical mistrust and body‑image norms in Black communities rather than importing generic wellness content.[file:25]
Priority 3 · Neighbors who do not yet know Metropolitan
Hospitality Evangelism · New neighbors 90‑day playbook
Blue Line Corridor redevelopment is adding hundreds of new households through the Carillon, Ascend Apollo, Tapestry Largo Station, and other projects—many arriving with no community ties.[file:25] At the same time, juvenile carjackings by minors have risen 85.4 and handgun violations 220, driven less by financial theft and more by a search for significance and belonging.[file:25]
This play treats hospitality as evangelism: coordinated outreach to new residents paired with a clear referral pipeline into youth mentoring and discipleship pathways.[file:25]
Objective
Design a 6–8 week neighbor‑engagement campaign that welcomes new households, makes Metropolitan visible as a caring presence, and connects youth into mentoring relationships that offer a redemptive pathway to significance.[file:25]
Three on‑ramps · Start where you are
On‑Ramp A · Lowest lift. Focus on welcome. Deliver simple, high‑touch welcome bags or notes to new buildings within walking distance—no events yet, just visibility and prayerful presence.[file:25]
On‑Ramp B · Medium lift. Add one recurring “Neighbor Night” (on campus or in a common room) with food, music, and conversation, explicitly framed as a space to meet neighbors and be seen.[file:25]
On‑Ramp C · Full playbook. Run a coordinated 6–8 week campaign with welcome touches, Neighbor Nights, and a clear pipeline into existing or partner youth mentoring programs.[file:25]
≈12,177 in volunteer time and donated goods.[file:25]
Youth focus
Aligns directly with the surge in status‑driven youth crime and the need for significance‑offering pathways.[file:25]
The campaign can be seeded by existing evangelism and youth ministry teams and then extended through partners like Men of Prince George’s, Big Brothers Big Sisters, and other mentoring providers.[file:25]
Weeks 1–2 · Map and design
• Identify nearby developments (Carillon, Ascend Apollo, Tapestry, others) and key contact points such as leasing offices or resident coordinators.[file:25]
• Clarify the core message: a caring church family that welcomes, listens, and offers purpose‑giving pathways for youth and adults.[file:25]
• Draft simple welcome pieces (cards, door‑hangers, QR code to this page) and one Neighbor Night invitation.[file:25]
Weeks 3–6 · Run hospitality rhythm
• Deliver welcome touches in a defined radius weekly—small teams visiting new buildings, praying quietly for households, and leaving invitations.[file:25]
• Host 2–3 Neighbor Nights with light food, music, and stories that normalize newcomers and present next‑step connection points at Metropolitan.[file:25]
• Introduce youth and families to specific mentoring or discipleship pathways rather than generic “get involved” language.[file:25]
Weeks 7–12 · Follow‑up and discern
• Follow up personally with new households who attended events or filled out cards.[file:25]
• Track which touchpoints led to real relationships, youth referrals, or worship attendance.[file:25]
• Decide whether to build a recurring Neighbor Night, expand mentoring partnerships, or fold learnings into the next 90‑day cycle.[file:25]
What to capture along the way
• Number of new households touched (welcome bags, notes, QR scans).[file:25]
• Attendance at Neighbor Nights and follow‑up conversations.[file:25]
• Youth referrals into mentoring, tutoring, or discipleship programs.[file:25]
• Stories that illustrate a shift from isolation to belonging or from risk to purpose.[file:25]
Risks to plan around
Event‑only mentality. Without follow‑up and clear pathways, Neighbor Nights can become one‑off events rather than true on‑ramps into community and discipleship.[file:25]
Over‑promising. Ensure any mentoring or youth commitments are realistic given volunteer capacity and partner bandwidth.[file:25]
Safety and trust. Youth outreach in a context of carjackings and handgun violations must coordinate closely with parents, partners, and existing safety efforts.[file:25]
From brief to action
Suggested next steps for Metropolitan
This Discovery Brief is designed to surface one decisive question for leadership: which single 90‑day play should we run first with excellence in Largo?[file:25]
Step 1 · Align on the reality.
In one meeting, review the Neighborhood Snapshot, Three Converging Pressures, and the priorities overview so everyone shares the same picture of what neighbors are carrying.[file:25]
Step 2 · Choose one 90‑day play.
Using the Food Security, Senior Care, and Hospitality Evangelism sections, discern where Metropolitan has the strongest immediate fit in this season—volunteers, partnerships, and pastoral focus—and select just one lane to run first.[file:25]
Step 3 · Commit to a 90‑day learning cycle.
Treat the chosen play as a 90‑day pilot with clear metrics, monthly reflections, and a plan to either sustain, scale, or shift based on what the data and stories reveal.[file:25]
A single decision for Year of Innovation 25
As you consider Engaging, Enlisting, and Examining in this season, which play would you most want Metropolitan to be known for 90 days from now in the Largo community?[file:25]
Once a first play is selected, Community Playbook can stand alongside your team to refine the 90‑day plan, support implementation, and translate learning into the next season’s priorities.[file:25]
Implementation support
How Community Playbook supports this work
Metropolitan does not have to build a community strategy, data infrastructure, and partner network from scratch. Community Playbook provides the tools and coaching to turn a chosen 90‑day play into a repeatable ministry rhythm.[file:25]
Platform tools
Community Playbook’s digital tools organize plays, partners, and metrics in one place, so staff and lay leaders always know what is happening, when, and with whom.[file:25]
• Playbook library with 90‑day templates
• PartnerWell directory for mapping providers
• Simple impact tracking for households and stories
Implementation coaching
Coaching sessions help Metropolitan adapt each play to its culture, volunteer capacity, and existing ministries, reducing trial‑and‑error and keeping the focus on people, not paperwork.[file:25]
• Launch planning and volunteer roles
• Intake scripts and follow‑up workflows
• Partnership and grant‑readiness guidance
Reporting & next‑season discernment
As data and stories accumulate, Community Playbook helps translate them into clear dashboards, congregational updates, and funder‑ready summaries that inform what Metropolitan should run next.[file:25]
• Quarterly snapshots for leadership
• Shadow budgets and in‑kind value
• Learning that shapes the next 90‑day play
A simple set of on‑ramps for Metropolitan
Community Playbook can come alongside Metropolitan at different levels—from light‑touch guidance on a single 90‑day play to a fuller implementation that maps the entire ecosystem of care and builds a multi‑year pipeline of neighborhood engagement.[file:25]