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Bishop

Risk Taking in Today’s Church

SEPA Leadership Encourages Risk-taking

At the 2013 Assembly of the Southeastern Pennsylvania Synod, Bishop Claire Burkat exhorted member churches to take risks. Start small. Just take one risk in mission.

I beleive in risk-taking.

Many of the risks that need to be taken in the Church are long overdue.

The climate of SEPA Synod is not conducive to risk-taking.

If congregations are to take risks they must be assured that failures

  • will not be used as excuses for hierarchical seizure of everything they own.
  • will not cause them to be excommunicated from Lutheran fellowship.
  • will not put their personal welfare and that of their families in danger.

SEPA cannot provide these assurances.

Consequently, risks will not be taken.

The biggest obstacle? Involuntary Synodical Administration.

Involuntary Synodical Administration, now so common that it is referred to by the acronym ISA, did not exist in the founding documents of the ELCA. The Articles of Incorporation still forbid it.

ISA is the determination of the bishop that a church cannot survive. The Synod assumes all cash and property assets. Trustees are appointed. They serve the bishop’s interests, not the congregation’s. It is theft by constitutional tweaking.

The original constitutional statute allowed for synodical administration only with the consent of the congregation and as a temporary measure.

Synodical Administration was intended to be a tool to help struggling congregations overcome difficulty. Congregations were part of the process—the Lutheran way. Help was offered, but assets remained owned by the congregations.

Involuntary Synodical Administration is a monstrous contrivance.

The Synod’s model constitution has been tweaked to negate the promises made to the congregations when they joined the ELCA.

Consequently, congregational polity, precious to Lutherans, no longer exists in SEPA Synod.

Too bad. Congregational polity encourages risk-taking.

Without congregational polity every congregation must consider what big brother or sister will do if their risks fail —as measured by the bishop not by the congregation.  

If congregations are to take Bishop Burkat’s advice and take risks, they should seriously review and revise their own governing documents.

Taking risks, after all, is risky. You could fail.

Failure leads to knowledge which can then be put to new ministry use. Innovation is usually the result of multiple attempts that failed.

But in the world of SEPA, failure of any sort, as measured by no one but the bishop (who has minimal knowledge of congregations), leads to long-term Lutheran assets lost to short-term synodical needs.

Here’s what I know about SEPA and their ability to accept congregational risk-taking:

Once upon a time, not so very long ago, there was a small urban congregation facing the same challenges many small congregations face. The founding members who predated decades of urban unrest were dying off. The landscape for ministry was changing dramatically and at a faster pace than the “settled” Church had ever encountered.

This congregation had resources. A founding member had left an endowment with the stipulation that it be used for ministry in that neighborhood.

That endowment had already been an attractive target for s financially troubled synod, but that had been resolved eight years before. However, the memory was still fresh. The Synod refused to follow the call process after the resolution. They were betting that without help, the congregation would fall apart. SEPA need wait only a bit longer to get to the assets.

This congregation had unusually strong lay leadership. The absence of professional leaders had actually helped develop the congregation’s sense of mission. They knew they had to serve a multicultural neighborhood. Without the burden of salaries, they were free to engage pastors for specific tasks as needed.

Money was not yet a problem, but it was clear that it would become a problem if congregational leaders didn’t address the needs of the future immediately.

The congregational leaders spent six months drafting a plan. They consulted pastors, real estate experts, an accountant and a lawyer in drafting a five-year plan. Funds were needed to bring facilities up to modern standards. The congregation was willing to risk a third of their property for a short-term mortgage that might catapult them into a solid future.

The congregation had been renting its educational building to a Lutheran agency, but the congregation knew that this was no longer in their interests. The property had more potential for congregational ministry if the congregation ran its own school with the important added benefit of being able to witness in mission as the Lutheran agency was unable to do.

Two members of the congregation already experienced in childcare took the training necessary for licensure. The school was projected to bring in $100,000 annually to the congregation’s ministry within two years. Meanwhile, other sources of income were also identified and a stewardship program was implemented. 

Previous pastors were not comfortable in multicultural settings. They promised to find help but reported regularly, “There is no one.” When the last pastor left, the congregation found excellent, qualified professional leaders within a few weeks.

52 members joined in the first year and there was every indication that this was only the start of a vibrant new ministry. 

Meanwhile, the congregation presented the mission plan to Bishop Claire Burkat along with a resolution to call one of the pastors who had already been working with the congregation successfully for seven months.

There were risks, but there were strong indications that the risks would pay off.

Bishop Claire Burkat accepted the resolution and ministry plan and promised to review them. She also promised that the congregation could work with the Synod’s Mission Developer. Four months passed with no communication from anyone in the bishop’s office.

Was there to be a period of discussion and review of the 24-page mission plan? Would the bishop make suggestions or offer help?

No.

Bishop Burkat abruptly sent a letter to the congregation announcing the church was closed and all assets were to be assumed by her office (which had recently announced they were within $75,000 of depleting every available resource).  

The risks quickly escalated with law suits and personal attacks on members that continued for five years. Although Bishop Burkat wrote to clergy that all issues are settled, the fact is the case is still in the courts.

If Bishop Burkat truly believed in risk-taking, she could have taken a chance on Redeemer’s carefully crafted mission plan. She could have joined interdependently in a carefully calculated mission adventure that was already succeeding. She could have taken credit!

Bishop Burkat couldn’t risk Redeemer’s resources slipping from syndical control twice in one decade. Some of the motivation was SEPA’s own financial needs. Power and pride also entered the picture.

Risk-taking does not happen in this atmosphere.

Lay members are sitting ducks for abuse. Clergy will protect their standing.

If SEPA congregations truly want to be risk-takers for mission, they must revisit their constitutions and make risk-taking a little less risky.

Redeemer is still ready to take risks.

We’ve been pioneering mission while SEPA has been attacking us. There is nothing stopping Redeemer’s mission plan from being implemented even today.

SEPA prefers the expenses of locked churches to the expenses of mission. They spend more than $170,000 a year keeping those doors locked. Taking a risk on Redeemer’s mission plan would have cost them nothing (and it was already succeeding!)

There is more mission potential in open churches than in closed churches.

There is more economic potential in open churches than in closed churches.

 

23 May 2013

When There Is Only One Way

No one comes to the Father except through Jesus Christ.

One way.

The Church tends to take that admonition from the lips of Christ and make that road as narrow as possible.

Jesus said ONE way. Not OUR way. (tweet)

The way Jesus described is not narrow except as we mortals with all our individual and collective baggage make it.

Defining the rules of the spiritual road worked for centuries. It is not working now.

Read Seth Godin’s blog entry this morning. The renowned marketer’s message for the day speaks volumes to the church. Here it is (minus one sentence).

The pitfall of lock in

When you believe your customers have no real choice, either because they’ve signed a long-term contract, or the technology locks them in, or they’re stranded in Fargo with no other options, you’re likely to drift away from delighting them.

When you believe that people are stuck in their seats, it’s not essential, it seems, to keep cajoling them to stay there.

And while you might be correct that this particular customer is locked in, it doesn’t mean she doesn’t have friends, colleagues or a blog.

Word of mouth and recommendations don’t come with a lock-in feature. Generations change, and if you’re here for the long haul, there is no lock in.

Seth’s words complement our posts on replication and mission by the book. The replication process, touted by regional bodies as innovative, is really just a last-ditch effort to recreate ministry models that are failing at a slower rate in other neighborhoods.

Of course, the failure is first assigned to the laity. There is something wrong with them that can’t be fixed.  

Shutting churches down and reopening them in the same form with different people in the pews and pulpit is actually an admission that professional leadership has failed.  “Let’s let the people who have failed to lead for decades take control. They must know what they are doing,” is flawed church-think.

Healing (reconciliation) is too much work.

The Church doesn’t understand how neighborhoods work.

Links to the past don’t disappear because the Church held a service proclaiming their demise.

Go ahead and change the name. You can bet the neighborhood will call it Old Trinity or Old St. John’s for decades.

The Church is creating terrible word-of-mouth ministry — the kind of ministry tactic that spread the Gospel to the farthest reaches of the known world within a century or two back when there was no other way to reach people.

The lasting impression the leaders of the ELCA (its greedy bishops and spineless clergy) create in the neighborhoods where they swoop in, lock doors, confiscate assets and punish their life-long supporters with lawsuits is not a billboard for the road to Christ.

Here’s what the neighborhoods think when they pass the locked doors every day.

The Lutheran Church—ahh, yes. They’re the ones who sue their members and threaten their livelihoods and exclude them from participation with other congregations.

The next thought is not going to be

“Let’s join.”

Listen to Seth. Just because we are locked in—or locked out as has become the new ELCA’s  protocol—doesn’t mean we don’t have friends, colleagues, neighbors and a blog.

The ELCA way makes sense only to clergy who believe in their own isolated power. When you include the people of the church — the ones who put money in the offering plate each week, the ones who sacrificed a productive lot to build a building, the ones who show up every Sunday for decades, teaching and singing and serving — then it is wanton foolishness.

Remember, the WAY that is taught to us within the walls of the church includes standing up for what we believe.

28 Dec 2012