by Thom Rainer

I was their church consultant in 2003. The church’s peak attendance was 750 in 1975. By the time I got there the attendance had fallen to an average of 83. The large sanctuary seemed to swallow up the relatively small crowd on Sunday morning.

The reality was that most of the members did not want me there. They were about to pay a consultant to tell them what was wrong with their church. Only when a benevolent member offered to foot my entire bill did the congregation grudgingly agree to retain me.

I worked with the church for three weeks. The problems were obvious; the solutions were difficult.

On my last day, the benefactor walked me to my rental car. “What do you think, Thom?” he asked. He could see the uncertainty in my expression. so he clarified. “How long can our church survive?” I paused for a moment and then offered the bad news. “I believe the church will close its doors in five years.”

I was wrong. Like many dying churches, it held on to life tenaciously. The church lasted ten years after my terminal diagnosis.

My friend from the church called to tell me the news when they closed for good. I took no pleasure in discovering that not only was my diagnosis correct, but I had also mostly gotten right all the signs of the impending death of the church. Together my friend and I reviewed the last ten years. I think we were able to piece together a fairly accurate autopsy. Here are the eleven things I learned.

The church refused to look like the community.

The community began a transition toward a lower socioeconomic class thirty years ago, but the church members had no desire to reach the new residents. The congregation thus became an island of middle-class members in a sea of lower-class residents.

The church had no community-focused ministries.

This part of the autopsy may seem to be stating the obvious, but I wanted to be certain. My friend affirmed my suspicions. There was no attempt to reach the community.

Members became more focused on memorials.

Do not hear my statement as a criticism of memorials. The point is that the memorials became an obsession at the church. More and more emphasis was placed on the past.

The percentage of the budget for members’ needs kept increasing.

At the church’s death, the percentage was over 98 percent!

There were no evangelistic emphasis.

When a church loses its passion to reach the lost, the congregation begins to die.

The members had more and more arguments about what they wanted.

As the church continued to decline toward death, the inward focus of the members turned caustic. Arguments were more frequent, business meetings became more acrimonious.

With few exceptions, pastoral tenure grew shorter and shorter.

The church had seven pastors in its final ten years. The last three pastors were bi-vocational. All of the seven pastors left discouraged.

The church rarely prayer together.

In its last eight years, the only time of corporate prayer was a three-minute period in the Sunday worship service. Prayers were always limited to members.

The church had no clarity as to why it existed.

There was no vision, no mission, and no purpose.

The members idolized another era.

All of the active members were over the age of 67 the last years of the church. And they all remembered fondly, to the point of idolatry, was the era of the 1970’s. They saw their future to be returning to the past.

The facilities continued to deteriorate.

It wasn’t really a financial issue. Instead, the members failed to see the continuous deterioration of the church building. Simply stated, they no longer had “outsider eyes.”

Though this story is bleak and discouraging, we must learn from such examples. As many as 100,000 churches in America could be dying. Their time is short, perhaps less than ten years.

What do you think of the autopsy on this church? What can we do to reverse these trends?