One of the most courageous things an older congregation can do is open its hands and say, “We know things must change.” Then change arrives, and it feels different from anything they imagined.

That’s what struck me about the church revitalisation journey at High Wycombe in Perth. Pastor Wayne Field and campus pastor Belinda Lakelin describe around 30 elderly saints entrusting their church’s future to Riverton Baptist Community Church. By the time we spoke, the congregation was getting close to 100.

Church revitalisation means helping an existing congregation find renewed health and mission. Here it involved closing the former church’s incorporated structure and replanting as part of another church. The practical lessons reach beyond that particular model: do your homework, honour people’s grief, build trust and appoint leaders who can work together.

I take my hat off to those older saints. They wanted new life enough to make room for a church that would no longer feel entirely familiar.

Key Takeaways

• Assess finances, history, local demographics and ministry alignment before committing.
• Help the supporting congregation understand the real cost in people, time and resources.
• Honour the faithful members who carry both hope and grief into a new season.
• Build trust between the lead pastor, campus pastor and congregation.
• Measure success through faithful obedience as well as visible growth.

Do the Homework Before You Say Yes

High Wycombe had experienced conflict before COVID. The pandemic then disrupted a church already struggling. As the congregation tried to recover, the denomination approached Riverton about coming alongside it.

Wayne and the team decided this required a replant. They closed the separate incorporated entity and brought the churches together, including the transfer of property and other assets. That was a significant commitment, so enthusiasm alone wasn’t enough.

We looked at theological and cultural alignment.
— Wayne Field

They studied the area’s demographics, the congregation’s history and its financial health. Those questions helped them understand both the opportunity and the responsibility.

My advice is to begin with an honest assessment. What needs renewing? What resources are available? Is there a shared understanding of ministry? My discussion of the key elements of growing a healthy church provides a useful wider framework for those conversations.

Bring the Supporting Church Into the Decision

Riverton’s congregation also needed to understand what adoption would involve. Wayne led a series of deep-dive meetings with explanations and open questions.

The cost included people, staff time and other resources. A second congregation doesn’t become healthy because a lead pastor announces a good idea. The supporting church needs to understand what it is being asked to carry.

the church entrusted the mission to Riverton
— Belinda Lakelin

That trust ran in both directions. High Wycombe handed over a familiar way of being church; Riverton accepted responsibility for a new ministry setting. Clear conversations helped make those commitments visible.

Before you take a similar step, give people room to ask difficult questions. Explain who will lead, how decisions will work and what the commitment will mean for your existing ministries.

Lead the Grief as Well as the Change

Belinda moved from New South Wales expecting an energetic church-planting team ready to try new things. Instead, her team was the faithful older congregation who had stayed through the closure of their previous church.

That discovery changed the task. She wasn’t simply launching something new. She was also leading people through grief, while arriving as an outsider from another church and another state.

I had to build trust.
— Belinda Lakelin

Belinda and her family sold their house and relocated. They were invested in the neighbourhood. She wanted the congregation to see her commitment in the work she did and the relationships she built.

In this setting, she chose to bring changes forward rather than stretch the pain over a long period. After about four months she noticed people smiling and becoming happier. That was a sign of progress, alongside attendance.

I don’t turn that into a rule that every pastor should change everything quickly. The pace needs to fit the situation. My conversation about leadership changes as a church grows shows why leadership approaches need to adapt to their context.

Protect the Congregation With Grace and Firmness

Wayne also described an unexpected challenge. Two newcomers arrived with agendas that required attention: one claimed a calling to support women in ministry in a way the leaders found concerning; another wanted a platform for his prophetic message.

Wayne and Belinda worked together, had the necessary conversations and dealt with the situations promptly. Both people moved on.

how do you manage this and do it graciously but firmly?
— Wayne Field

A fresh start can attract interest from people who want to serve, and from people who want the church to serve their own agenda. Leaders need discernment and clear boundaries.

Don’t leave your campus pastor carrying those conversations alone. Agree on how concerns will be raised, who will help and how you will protect the congregation. Grace and firmness can sit together.

Get the Staff Fit and Relationship Right

Wayne’s strongest advice to a lead pastor considering this model was to get the staff fit right. Skills mattered, but so did theology, culture, ministry philosophy and alignment with the church’s vision.

Riverton brought Belinda to Western Australia twice so she could meet the team and board. On one visit Wayne had COVID, so the rest of the team took her to dinner. Belinda also needed to assess whether the move would be right for her family.

the lead pastor and the campus pastor have to get on
— Wayne Field

During the roughly six months before her arrival, Wayne and Belinda met online each week for a chat and coffee. They were building rapport before the pressure of the new role arrived. The church prayed for the appointment; the board and staff prayed for Belinda and her family.

That investment matters in any process of developing emerging leaders. A high-trust role needs a relationship strong enough for honest conversations. Wayne and Belinda also share more about her pastoral journey in our conversation on women in ministry and healthy church leadership.

Define Success Before the Numbers Arrive

Belinda’s advice to a prospective campus pastor was candid.

you have to be prepared to fail.
— Belinda Lakelin

She knew church planting could be difficult and that moving a family across the country carried real risk. Her confidence rested on the conviction that God had called her to this particular assignment.

So come what may, I’m being obedient and faithful.
— Belinda Lakelin

That doesn’t remove the desire for growth. It gives a deeper foundation when outcomes are uncertain. Belinda encouraged leaders to check their motives and definition of success, staying positive and thankful while being realistic about the task.

I want to celebrate the growth from around 30 to nearly 100. I also want to celebrate older saints embracing change, a family making a costly move and leaders doing the relational work. If you lead a smaller congregation, these insights on thriving as a small church pastor can help you keep your perspective.

Frequently Asked Questions

Can a declining church be revitalised?

I see real hope in this story, but I wouldn’t promise the same outcome everywhere. I’d begin by assessing the congregation’s health, context, resources and willingness to change.

Does revitalisation require closing the existing church?

In High Wycombe’s case, the former incorporated entity closed and the church was replanted within Riverton. I wouldn’t treat that legal and organisational model as the only pathway.

Should a new pastor make changes quickly?

I’d assess the setting before deciding. Belinda brought changes forward because she felt prolonged transition would extend the pain. Another congregation may need a different pace.

What matters most in appointing a campus pastor?

I’d look for ministry alignment and a strong relationship with the lead pastor, alongside ability. I’d make time for prayer, face-to-face connection and honest conversations.

How should I measure church revitalisation?

I’d look at attendance alongside trust, engagement, renewed hope and faithfulness to the mission. The number matters, but it doesn’t tell the whole story.

If your church needs renewal, start with an honest conversation about its future. Honour the people who have kept serving. Then ask what a faithful next step could look like. Use the growth quiz below to help identify where your church is positioned for its next season.