Church replanting is a new term (to me at least). By all appearances, it is a new term in general. While you may have heard of church "planting", Bob Bickford and Mark Hallock have produced a wonderful introduction to church "replanting" in their 2018 book, Pathways to Partnership. As part of a series entitled the "Replant Series" there are several other texts that those interested may seek out to supplement this book, but this text is sufficient for introducing the topic to pastors, churches, and prospective (re)plant pastors.
Throughout history, and specifically in the pages of Scripture, we see that partnership happened between individuals and churches, as well as churches and other churches.
The book begins in section 1 with an argument for participating in replanting partnerships. The argument follows along the lines of the scriptural basis for it, as well as the historical strength that has been shown from such alliances. Admittedly, it feels somewhat odd to jump into this discussion without prior discussion of what exactly a "replant" is. For most people, this is not common knowledge, and the authors of the book are aware of that as shown by the fact that they devote all of section 2 toward defining what the replant partnership is and what it is intended to do.
As a relative novice to the subject, I was pleased to learn in section 2 that a replant is distinguished from a plant in that rather than a church being started from scratch as in a plant, a replant involves a dying church receiving help from a strong church in order to revitalize themselves even through a transition of leadership, style, or all-around regeneration.
The second section was particularly helpful in understanding the various types of partnership and the levels of involvement that come along with them. This is a great help, as I would be hesitant to jump into a commitment to adopt an entire second church with the effort of reviving them and yet not absorbing them. The options to simply "Equip, Coach, or Resource" another replant church are greatly different from what I was envisioning as only a unidimensional commitment.
When conflict occurs, especially conflict over non-essential and non-biblical matters of preference, God is working to bring the church toward maturity. It's not a time to leave but stay.
Section 3 introduces the topic of how to establish thriving partnerships, and does a wonderful job of addressing the difficulties that are most commonly faced in these endeavors. One example is a difference in understanding of who is meant to be reached. Speaking clearly from the voice of experience, the authors write that many times a church will outlive its surrounding area. Perhaps it was a middle-class, traditional, Caucasian church in the 1960's, but the community around it now is predominately middle-class, young, Hispanic families. The older generation is passing away and their children are leaving the community, so when the replant team comes in they focus on bringing more Spanish-friendly or youthful options to the church. The previous leadership team may be totally shocked that "their" church is being turned into a Spanish speaking church, but in order to reach their community they have to leave what they've always known behind. Obviously, this does not always go well, and the transitions can be less-than smooth.
In order to help smooth out these rough edges, Bickford and Hallock gives several instructions on how to help the replant and their new pastoral leadership team in getting through the rocky beginnings. The book includes many first-hand testimonies that tell of the effectiveness of these methods.
Finally, the book concludes with the most practically applicable fourth section. As a very business/detail oriented person, I sincerely appreciate the willingness of the authors to give specific instructions rather than general principles. For example, there is a section addressing how to "establish a budget" which includes the following instructions:
Base the budget on current levels of giving from the giving records of those who have committed to the new partnership.
Include amounts committed from the stronger partnering church. (In some cases support or start-up funds are given, and should be included in a yearly ministry budget, not simply saved for "rainy" day reserve funds.)
Anticipate economic decline. As a general rule, churches can expect to see a 20% decline in giving from legacy members as changes begin to occur. Monitor closely and adjust as necessary.
Prepare for building remodel, repair upgrades. A struggling and declining church typically has deferred maintenance and modernization of facilities and decor. Significant investments may need to be made in the start up of the partnership.
That is how you give helpful, detailed instructions to a reader!
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