by Paul Nixon, Path 1 New Church Strategist
When I worked as a new church developer a few years back, the one thing I said I would never do is try to plant a new church as a parachute drop, or as a stranger and alien in a community. I had helped establish two new faith communities as new campuses of an existing, healthy congregation. I had lived in that local community for six years prior to worship launch in the first of those places and took about 150 people with me for that plant. We had probably 80 to go with us for the second. I lost no sleep over either project. Today (a decade later) these two faith communities together gather 1200 in worship on most Sundays.
In 2007, I moved to the DC area to plant a different kind of congregation focused on the needs of urban young adults. In the year prior, I had met several people in Northern Virginia who were interested in being part of this project, however, they were mostly young and transient. On the week I arrived for work in June 2007, the last of my would-be launch team was preparing to move away for a great job! I was left starting from scratch, as a stranger, to get to know one of the most complex cities in the world, doing the one thing I said I would never do. I lost quite a bit of sleep.
In the next two years, I learned a lot about the newest generation of American adults and even wrote a book (Finding Jesus on the Metro) that shared some of these lessons. We planted three small faith communities of about two dozen persons each, but discovered that our financial overhead couldn’t sustain the project according to Plan A. In the spring of 2009, we moved to Plan B: I spun two of the three micro-churches off to other management (Baptist, Lutheran, and Episcopal pastors) and carried a handful of folks from the third community to Foundry United Methodist Church, where we continued our efforts in partnership with a church that was well-connected in the City of Washington. We slashed our costs. I found another day job. In 2010 we launched a Sunday evening worship community and for the last year and a half, it has steadily grown (mostly young and ethnically diverse) to a weekly attendance of about 75-80. The community is taking root. I expect it will bear more fruit in 2012 than in all the years before.
From my experiences in Washington DC I’ve learned the following:
- If it looks anything like a parachute drop, you might as well add two years on the front end of the project as incubation time before you officially begin. It just takes that long to network and gain trust in many communities, even if you are good at networking and trust-building!
- It’s good to send would-be planters into new territory with some other initial employment, so that you don’t blow through a quarter of a million dollars before you reach the starting line in the formation of the new church.
- If the planter is not evangelical with a capital E, he or she will be disconnected from the strongest remaining remnant of would-be church attendees and will probably reach only a fraction (between ten and thirty percent) of the numbers that might come in the early years. Mainline denominations had best factor that into the plan up front!
- It is often the third year before we see significant momentum, but even in the first year, we should see some fruit of the possibilities to come. No fruit in year one should be considered a red flag.
- People looking for quick results should be wary! Talented leaders are not enough to guarantee success in most parachute-drop situations.
- Past planting experience is invaluable – if a leader has not planted before, then they should have logged time with a team that knows how to plant in social-cultural terrain as similar as possible to what they will face! It is well worth “losing a year” on the front end to get a potential planter-leader such experience.
- The only thing worse than no partner is the wrong partner! A partner church can be helpful sometimes, but often the partner church and its pastor have agendas that are at odds with the vision of the planter. Sometimes, parachute drop planters discover a potential partner in the first couple years. I have learned that the thing I want to avoid at all costs is not a parachute drop, but an ill-prepared partner church! I would always ask a potential partner church to take the Readiness 360 assessment before getting involved with them.
- The most important things that can happen in the first three years are to clearly establish the DNA of the new faith community and to grow a team. Whatever it is that the new community exists to do, they should be doing it! Leading people to faith (actual people and real stories), living out the church’s mission in the community (hands dirty), apprenticing new leaders and practicing ministry-multiplication behaviors if these things are happening early on, the long-term prognosis for the new church is very good.
- Once a new church surpasses 150 adults in active participation, the game changes! At this point, it becomes much easier to reach the next 150 than it was to reach the first 150. It is not uncommon for a young church to double from 150 to 300 in a year or less.
What are some of the lessons you'd share with potential planters?