The year was 1998. A few representatives from SEPA Synod Council were meeting with Redeemer congregation.

They had just made their first attempt to close our church and seize our assets. Working with the congregation council behind the backs of the congregation, they had convinced leaders to resign en masse to create constitutional grounds (where none existed) for SEPA to step in.

On cue, seven council members tossed their resignations (drafted by a synod staff person) onto the table. A synod representative scooped them up and declared “synodical administration.” But three council members refused to be part of the scheme. With the help of two anonymous pastors, they re-established the congregational council — following the constitution — and successfully challenged SEPA’s plot.

SEPA’s interference damaged our church and the network of friendships that characterizes all congregations. The council members who had worked secretly with Synod were disgraced. They left Redeemer with their families. Some had been at Redeemer for decades. We learned that our Synod rarely measures the personal cost of their actions.

There was also damage to our congregation’s reputation. The conflict challenged giving and our ability to attract leadership. Branded.

At this meeting, a synod council member (a pastor from a neighboring church) started to talk to our members about statistics of small churches, patiently explaining that we couldn’t survive.

We pointed out that what congregations in the heart of the city were currently experiencing would become problematic for churches in outer city neighborhoods and suburbs within a decade or so. It was time to find answers.

A decade or more has passed and the churches we visit today on the edges of Philadelphia look remarkably like Redeemer looked in 1998, including the congregation of the pastor who was lecturing us 14 years before. Most congregations are experiencing serious decline, often in double digits.

We are learning through our Ambassador visits, that even suburban churches with fairly healthy worship attendance face financial challenges. Two of the largest congregations we have visited have liquid assets very similar to Redeemer’s and are carrying a similar debt load. A remarkable statistical difference is that Redeemer was growing in membership and attendance while TREND reports show that the larger churches are in decline.

If so many congregations are failing, why are we pointing fingers? Time and resources would be better spent looking for answers.

One thing stands out from our experience. The trustees in 2008 reported to Synod Assembly that we had a vibrant outreach ministry, but it was not run in cooperation with Synod’s Mission Director. In other words, Redeemer was growing without Synod’s help!

There is NO requirement for congregations to run evangelism efforts past the Synod for approval. That goes against Lutheran polity.

The persistent attacks from our denomination have given Redeemer a valuable perspective. We actively seek answers to modern ministry challenges. This IS Lutheran polity.

We recovered from the 1998 damage and were again growing in 2007 when Bishop Burkat, facing serious Synod financial challenges, decided to evict our congregation from our property, effectively excommunicating us. As we approach 2012, without a building or much in the way of money, we continue our ministry and have a glimpse of where churches must go to thrive in a dramatically different world. We continue to grow in ways we did not anticipate as we create a worldwide community, forging invigorating intra- and cross-denominational bonds.

Congregations must be encouraged to find their own answers to ministry challenges. The prescribed way — by every statistical measure — is not working!