The Diocese of Liverpool - Statement of Needs

An Introduction to

The Diocese of Liverpool and a Statement of Needs

Vacancy in See Committee 2013

The next Bishop of Liverpool will need to: ›› Pray deeply, live generously, work diligently and laugh easily ›› Lead in mission with conviction to inspire and challenge ›› Enter wholeheartedly into ‘Growth Agenda II: Growing in Christ’ ›› Embrace passionately a ‘mixed economy’ of traditional and pioneering models of ministry ›› Negotiate significant challenges in relation to ‘ageing money, retiring clergy and broken buildings’ ›› Understand and enjoy our strong and diverse regional culture

B 2

Contents Map of Diocese

5

Section 1: The needs and priorities of the Diocese

6

Section 2: The qualities of the next Bishop

9

Section 3: The Regional Context

12

Section 4: The Diocese - facts, figures and background information

15

3

Heavenly Father, whose risen Son gives gifts of service and leadership to his Church: grant the wisdom of your Holy Spirit to all who will discern and choose the next Bishop of Liverpool.

Lead us, Lord, in your righteousness and make your way plain to us all.

Grant strength to your servant called to serve you as Bishop in this place, that he may be a faithful and wise steward of your grace.

We ask this through him who came not to be served but to serve, and give his life as a ransom for many, Jesus Christ our Lord. Amen.

4

Diocese of Liverpool map

5

SECTION 1

The needs and priorities of the diocese We believe the five most pressing priorities for the Diocese of Liverpool are as follows: 1.1 To develop the Growth Agenda Since its introduction in 2010, the positive impact of the Growth Agenda on shared vision and morale, church attendance and levels of congregational giving has been significant. As a diocese we rejoice that over the last four years we have turned from numerical decline to growth. In October 2013, Diocesan Synod unanimously approved the adoption of ‘Growth Agenda II: Growing in Christ’. The implementation of this agenda (and in due course the development of its successor) is the key priority for the Diocese as a whole for the next three years. We believe that growth is our best hope for serving our wider community most effectively, as a sign, an agent and a foretaste of God’s kingdom.

For more information on the ‘Growth Agenda’ see www.liverpool.anglican.org/growthagenda 1.2 To respond to the challenges posed by ‘ageing money, retiring clergy

and broken buildings’ We know from our annual survey that morale among clergy and lay people around the Diocese is generally very good, and there are sufficient signs of growth for us to be encouraged about the future. But we know we face considerable challenges in the next decade around a triple ‘burning platform’: many of our most generous financial contributors are also among the oldest members of our congregations; a disproportionately high number of our clergy (stipendiary and non-stipendiary) is due

6

SECTION 1 continued

As a diocese we rejoice that over the last four years we

to retire before 2020; and many of our buildings are simply not fit-for-purpose. These challenges are likely to require radical solutions and we are committed to facing up to them squarely together.

1.3 To develop our ‘mixed economy’ of church and ministry The Diocese of Liverpool is characterised by a bold and pioneering spirit. It has set out its stall to combine traditional models of church and patterns of ministry with those which are pioneering. A culture of experimentation has meant learning from failure as much as savouring success; but we remain committed both to an appropriate readiness to take risks, and to ‘bringing out of the storehouse both old and new’, for the kingdom of heaven. A key challenge for the Diocese in the coming years will be the further development of this mixed economy.

1.4 To develop the close collaboration between Diocese and Cathedral

have turned from numerical decline to growth. We believe that growth is our best hope for serving our wider community.

There is an exceptionally close relationship in Liverpool between Diocese and Cathedral. To some extent this has always been so; but it has become an intentional strategy over recent years, symbolised by the fact that (uniquely in the Church of England) the Diocesan Secretary is also the Cathedral’s Director of Operations. The convergence of ethos and mission is now mature and it is hard to envisage a retreat from this advanced position. On the contrary, there is a widespread sense across both Diocesan and Cathedral communities that this convergence is mutually beneficial and is something to develop further.

7

SECTION 1 continued 1.5 To develop broad partnerships (ecumenical, interfaith and secular)

and to speak prophetically For historic reasons, the church of God is held in high regard across the region.

What church leaders say is taken seriously; civic leaders remain keen to hear what church leaders are saying. In most recent times, and together with their ecumenical colleagues, Bishop David Sheppard and Bishop James Jones have both embraced and enhanced this regional trait. We regard this high civic favour as a precious privilege, a major responsibility and a significant opportunity - which plays out locally (eg for parochial clergy or sector chaplains) as well as regionally for more senior leaders. What has historically been true specifically of church leaders, is likely to become more and more true in this region of faith leaders generally; this will require representatives of the Diocese to be forming good partnerships with leaders of other faith communities.

8

SECTION 2

The qualities we look for in the next Bishop There are many gifts one would look for in every bishop, such as leadership in mission, personal holiness, prayerfulness, theological intelligence and a collaborative spirit, together with excellent skills in preaching, communication, pastoral care and office/diary/staff management. In this section, the focus is rather on the five particular qualities which (in the light of the priorities for the Diocese identified in section 1) we believe the next Bishop of Liverpool will need.

We believe that our next Bishop will 2.1 Be a strategic leader, capable of playing a key role in collaboration with

others in devising and delivering ambitious plans for the Diocese.

The scale of the challenges we face in the coming decade are such that some radical adjustments are necessary to current structures and strategies. It is unlikely that tinkering with the present arrangements will be sufficient. The next Bishop will have proven skills in both the shaping of strategy and the delivery of it. The new Bishop will be equally unafraid of continuity with the present diocesan strategies and of new departures for the future. He will be a person of exceptional vision and hope, faith and resilience, confident of his status as a child of God and a disciple of Jesus.

9

SECTION 2 continued 2.2 Have a passion for mission and a shrewd grasp of financial realities The Diocese has made significant progress in the last few years towards achieving a break-even budget, but there are serious financial challenges ahead. The next Bishop will need to have enough financial literacy to work with the Bishop’s Council and the Diocesan Board of Finance in determining how the resources of the Diocese can best be invested for mission. But we are well down a ‘mission-shaped’ path, and the next Bishop will unquestionably be an able evangelist, committed to making new disciples of Christ, to fostering the fruit and gifts of the Spirit in the life of the church, and to maximising the impact of churches for the common good. There is a particular need for the Bishop to give a lead in the nurture of children and young people in discipleship.

He will want to foster dynamism and institutional agility, together with vocations to lay and ordained ministries, especially among younger people. He will not be expected to manage decline.

2.3 Have a strong empathy for the distinctiveness of the region There is a down-to-earth-ness, a wit and a sometimes surprising ambition in the spirit of the region (whether in the Liverpudlian or the Lancastrian) and a fierce regional pride. The next Bishop will be someone who recognises and values this and can take the region to himself. There is an expectation within and beyond the churches that the Bishop of Liverpool is a champion of the area and one of its senior spokesmen.

Whatever national responsibilities may follow, the Bishop’s heart should always be in the Diocese of Liverpool. He will understand this to be a necessary outworking of the incarnation. The view has been strongly expressed during the consultation in drawing up this document that we need a bishop who will engage with the parishes, and will make an initial priority of getting around the Diocese.

10

SECTION 2 continued

We need to respond to the challenges posed by ‘ageing

2.4 Have a generous and inclusive spirit The Diocese of Liverpool is much more than the city of Liverpool. At times, those who live and work in Wigan or Southport, for instance, can feel neglected or marginalised by an undue focus on ‘Liverpool’. The next Bishop will be alert to such sensitivities and will seek to be inclusive in response to them. Similarly, while the next Bishop may ordain women and may support the inclusion of women in the episcopate, he will respect the integrity of those who do not. Again, while the Diocese of Liverpool has a definite Evangelical tradition, with which the next Bishop will need to be in sympathy, he will be wholeheartedly able to affirm the valued place which more liberal and Anglo-Catholic clergy, lay people and congregations in the Diocese enjoy. In other words, he will regard diversity as a gift and will have an instinctive generosity towards difference.

money, retiring clergy and broken buildings. These challenges are likely to require radical solutions.

2.5 Be expected to speak for those outside the church as well as within it The Bishop will need to be an able communicator in person, in print and in broadcast, capable of addressing the widest possible audience in God’s name. The Bishop will be taken seriously from day one, not only by Anglican congregations and other Christian communities, but by wider society all across the Diocese. He will be given a hearing without first having to earn it; but will lose it if he does not maintain widespread respect. He will therefore be a person with presence, attentive in his listening and wise in his messaging. It is likely that there will be a strongly prophetic aspect to his vocation.

11

SECTION 3

The regional context 3.1 The Diocese of Liverpool has a population of 1.5 million (the tenth largest in the

Church of England). However, it is geographically very compact - the fourth smallest at

389 square miles.

3.2 The Diocese includes the city of Liverpool (pop. 470,000), the post industrial towns

of Wigan, St Helens, Widnes (pop. 118,000) and Warrington, the resort of Southport

(pop. 100,000), the market town of Ormskirk (pop. 17,000), quite sizeable rural areas,

particularly in Lancashire, each with their own particular culture, and some sizeable

deprived ‘outer estate’ communities.

3.3 In terms of local authorities, it embraces the whole of the metropolitan districts of

Liverpool, Knowsley (pop. 146,000), Sefton (pop. 274,000) and St Helens

(pop. 175,000), part of the metropolitan district of Wigan (total pop. 317,000), part of

the district of West Lancashire and those parts of the unitary authorities of Warrington

(total pop. 202,000) and Halton (total pop 125,000) which are north of the River

Mersey. There is talk of a future merging of at least some of these local authorities into

one super-authority.

3.4 There are 17 Members of Parliament with constituencies within the Diocese;

15 are Labour one Conservative and one Liberal Democrat. There has been a practice

of these MPs meeting regularly with the Bishop and his ecumenical colleagues.

3.5 The Diocese has within it world class tourist attractions. There are excellent museums,

art galleries and theatres within the Diocese which was recognised in 2008, when

the City became the European Capital of Culture. Liverpool is home to two Premier

League Football Clubs and Rugby League Super League is played in St Helens, 12

SECTION 3 continued

Warrington, Widnes and Wigan. Haydock Park Race Course and Aintree Race Course, venue of the world famous Grand National, are situated in the Diocese and the Royal Birkdale Golf Course (which has hosted eight Open Championships) is close to Southport. Lancashire County Cricket Club plays competitive fixtures from time to time at Southport and Birkdale CC and at Liverpool CC (Aigburth). Liverpool ONE is the largest open air shopping complex in the UK. It was opened in 2008 following the development of 42 acres of under-utilised land in the city centre. Liverpool ONE, together with the redevelopment of the Albert Dock, attracts over five million visitors a year.

3.6 The Diocese of Liverpool is heavily urban in character, although there is a significant

rural community. According to the Government’s Indices of Multiple Deprivation

(IMD 2010), many areas of the Diocese are heavily disadvantaged. For example:

it includes five of the ten (and 21 of the 100) most socially and economically deprived

parishes in the country.

3.7 Across the Diocese and region there are a number of significant initiatives intended

to address and reverse the challenging economic deprivation. The central Government

Liverpool/Sefton Enterprise Zone has set out plans to stimulate new businesses,

develop the cruise terminal, expand the container port and create the largest business

and residential development in the North West called Liverpool Waters. Along the

M62 corridor, investment will see the building of a new Mersey River crossing at

Widnes to improve transport connections, and in Warrington commitment has been

given to revitalise the town centre. There is a concerted effort to work on such

plans strategically. In January 2014 the Government is opening up a formal

consultation on the creation of a combined ‘Greater Merseyside’ authority to enable 13

SECTION 3 continued

the delivery of integrated measures to improve transport, economic development and regeneration in the area.

3.8 Nevertheless, benefit cuts, the bedroom tax and reduction in a range of Government

programmes have severely affected the Diocese. For example Halton has lost £51

million following the Welfare Reforms and St Helens £71 million. The Diocese has

worked very closely with the (elected) Mayor of Liverpool on the cuts. Since 2010/11

the City has lost £173 million from their budget. Over the next three years, it needs

to find a further £156 million of savings. That will be a reduction of £329 million over

a period of six years - more than 50% of the City’s net spend. The situation is similar

in the neighbouring borough.

3.9 A range of responses have been made across the Diocese to the current economic

situation, to address both the symptoms and the causes of the most acute poverty.

For example, in partnership with the Church Urban Fund, the Diocese has formed

Together Liverpool which aims to support social and community action projects with work among asylum seekers and refugees plus work on Credit Unions among

its key priorities. Many of the 19 credit unions in the Diocese are administered by,

or with the support of, Anglican parishes; and the same is true of most of the 25 food

banks (a significant proportion of which are very recent).

3.10 Communities within the Diocese are vibrant and challenging places in which to live

and work. However, there is a particular flavour and dynamic about much of the

ministry in the designated priority areas which create major financial challenges as

well as real mission opportunities.

14

SECTION 4 - The Diocese

Facts, figures and background information

We are characterised by a bold and pioneering spirit. We have

4.1

Ordained and Lay Ministry in the Diocese

4.1.1 The Diocesan Bishop is assisted by a suffragan, the Bishop of Warrington

(the present post holder was appointed in 2009).

4.1.2 The Diocese is divided into two Archdeaconries (Liverpool and Warrington).

There are a total of 15 deaneries, eight in the Liverpool archdeaconry and seven in

the Warrington archdeaconry.

4.1.3 There are a total of 254 churches in 204 parishes.

4.1.4

The Diocese budgets for 204 stipendiary parish-based clergy posts. Our ‘Sheffield’ allocation is falling significantly below this number, to around 185 by 2018. We now give the resource difference between the budgeted number and our Sheffield allocation to the deaneries in cash so that local decisions can be made about the best investment in mission and growth. These ‘Deanery Mission and Growth Funds’ are currently being used, for example, in Sefton deanery to employ a half time family worker and in Ormskirk deanery a full time worker with young adults.

In 1994 there were 276 parish-based stipendiary clergy posts. There are currently 63 self-supporting clergy: 36 NSM and 27 OLM.

set out our stall to combine traditional models of church and patterns of ministry with those which are pioneering.

4.1.5 Out of 204 stipendiary clergy, 86 will reach the age of 70 within the next 15 years.

Only 27 are presently under 40 years of age. There are around 120 retired clergy

still offering some active ministry.

4.1.6 There are currently 255 licensed Readers plus 94 with PTO or Emeritus status.

15

SECTION 4 continued 4.1.7

The number of clergy and laity engaged in sector ministry in the Diocese equates to over 30 full-time posts many of whom work with ecumenical and, increasingly, other-faith partners. The Diocese pays for the equivalent of three or four of these, the cost of the others being met by the host institutions or given freely by our volunteer chaplains. We regard these as a great asset to mission to prisons, places of work, healthcare, education and statutory bodies.

4.1.8 At present these sector ministers include 14 full-time hospital chaplains, five

full-time prison chaplains, four full-time and five part-time chaplains to secondary

schools/academies, two full-time and two part-time chaplains to universities and

colleges of further education, two full-time and two part-time hospice chaplains,

as well as others who offer chaplaincy to The L’Arche Community, the Fire Service,

the Deaf community, Mission in the Economy, Mersey Mission to Seafarers,

Adelaide House, and the Police as part of some wider stipendiary ministry.

4.1.9

The ministry of women is warmly accepted in the Diocese. Of the 278 licensed clergy in the Diocese, 93 are women (including five of the 15 Area Deans), as are seven out of 11 licensed lay ministers, almost half our Readers, and 32% of the members of Diocesan Synod members.

4.1.10 The Diocese has been committed to a ‘mixed economy’ of traditional and pioneer

models of both lay and ordained ministry since 2005. (We sometimes use the

terms ‘lake and river’ to denote our mission in inherited and pioneer contexts).

Currently, 20 of our stipendiary clergy are designated ‘pioneers’, all linked into a

variety of parish contexts such as ‘Oaks’ in Skelmersdale, ‘River in the City’

mission to Liverpool city centre and ‘The Church at the Centre’ in Southport.

16

The Diocese, facts, figures and background information 4.1.11 We believe that the particular concentration of pioneer ministry in the Diocese,

together with the pioneer initiatives at the Cathedral (now including St Mellitus NW,

on which see 4.2.4) has the potential to be a rich resource for the national church.

We are therefore currently seeking funding from the Church Commissioners to

establish a national centre of excellence in pioneer ministry in Liverpool.

4.1.12 An example of how radical we are prepared to be in addressing the challenges

we face is indicated by the bid we are currently preparing to secure Church

Commissioners’ funding for the ‘Transforming Wigan’ project. If the bid is successful,

the project will enable us both to invest heavily in a deanery which has sometimes

felt itself to be an overlooked outpost of the Diocese, with some difficult issues to

tackle; and to trial some strategies for mission which may then become a resource

for other parts of the Diocese. Even if the bid is not successful, it models an

approach we believe we will inevitably need to develop in the coming yearss.

4.1.13 Similarly, we are currently developing a ‘Local Missional Leaders initiative’, aimed

at providing a focal point of devolved leadership to a church community under the

authority of the incumbent and PCC. This will typically be in the context of a United

Benefice or Team Ministry where there are fewer stipendiary clergy than there are

churches. To enable the incumbent to focus on growing a single church community,

rather than being spread thinly over a number, the intention is that every such

community will have its own identified leader. In practice LML responsibilities will

include some or all of the following:

(i) Leading worship (ii) Offering and overseeing pastoral care (iii) Ensuring nurture and discipleship takes place (iv) Holding before the church a commitment to evangelism and growth (v) Chairing (or being present on) any church management structures e.g. a DCC

17

SECTION 4 continued

These responsibilities will be discharged in a collaborative ministry context, working with and releasing the giftings of others. There is evidence that many SSMs and Readers are under-employed within their current contexts. We hope, therefore, to recruit volunteers (unpaid) to these roles from amongst their ranks, but are also open to including those who have no existing licence but have shown clear leadership ability. The Diocese is presently setting up a number of pilots.

4.1.14 The Diocese takes seriously its duty of care for its clergy and licensed lay ministers

and much is offered by way of support, for example, an annual Clergy Questionnaire

to monitor ‘wellbeing’ as well as a robust and well developed annual MDR process.

The Diocese also belongs to the Inter-diocesan Counselling Service

(which serves the five north west dioceses).

4.1.15 For further information about Ministry in the Diocese see ‘Your ministry with us’ see:

www.liverpool.anglican.org/diocesanprofile 4.2

18

Education and Training in the Diocese

4.2.1 There are c. 33,000 pupils in 119 CE schools in the Diocese, of which ten are

secondary (including four academies). Ecumenical relations are strong in education

and six of our schools are joint Anglican/Catholic foundations (three secondary

academies, three primaries), two primaries are joint Anglican /Methodist and

one primary is joint Anglican/URC. Our schools serve all parts of the Diocese and

are largely successful in Ofsted/SIAMS terms. The Diocesan Board of Education has

already implemented most of the main recommendations in the Chadwick and DBE

for the Future reports, following our own Education Review in 2011. Nine of these

church schools have been established since 2001. None of these new schools makes

church attendance a condition of entry, including Anglican places at joint Anglican/

Catholic schools.

The Diocese, facts, figures and background information 4.2.2 In partnership with other North West dioceses (and in addition to the national

residential colleges for ordination training), Liverpool enjoys two local pathways to

ordination. (The meeting of North West Bishops is presently effectively operating as

our Regional Training Partnership).

4.2.3

The All Saints Centre for Mission and Ministry offers part-time training. Originally established in partnership with the dioceses of Manchester and Chester, it also now trains ordinands (and Readers, see 4.2.5 below) from the East Midlands and Isle of Man. Currently All Saints trains 63 ordinands for SSM or stipendiary ministry and was commended in a 2012 Ministry Division inspection for excellent teaching and high quality learning.

4.2.4 St Mellitus NW was established only this year, in partnership with St Mellitus College

and the Dioceses of Manchester, Chester, Blackburn and Carlisle, to offer an

innovative full time, non-residential pathway to ordination. Currently eight ordinands

are training at Liverpool Cathedral alongside 12 independent students/auditors.

It is encouraging to note that these first ordinands are a strikingly young cohort

(five of the eight are under 35): we recognise that we face a significant challenge to

generate vocations to ordained and lay ministries among young people.

4.2.5 Prospective Readers train for two years at All Saints, much of the time alongside

ordinands, followed by two years of diocesan based post licensing training in

partnership with All Saints.

4.2.6

Initial Ministerial Education, years four-seven: ‘the purpose of curacy in the Diocese of Liverpool is to form incarnational leaders in mission for growing blended economy churches with the capacity to serve the community’. The structure and programme of curacies is developing to provide a three-fold focus to the formation of creative theological priest-practitioners, adaptable priest leaders in mission, and vocationally focussed enablers of lay people.

19

SECTION 4 continued 4.2.7

There is a mandatory course (Fresh Start) for all stipendiary clergy taking up any new post of incumbent status in the Diocese. A rolling programme of ten sessions in a 12 month period explore issues such as time, conflict and change management, strategic planning, stewardship and leadership in a context of encouraging mutual support and prayer.

4.2.8 The School of Leadership has been running annually since 2003. It is open for

incumbent status clergy to attend with an average of ten participants each year.

It offers clergy the opportunity to hear from practitioners their experience of growing

their churches. Feedback from participants indicates that this can be a very significant

and formative training opportunity for incumbents.

4.2.9

A vigorous School of Theology organised by and based at the Cathedral attracts lay people from across the Diocese to explore a range of theological, doctrinal and ethical themes in an informal setting. In Autumn 2013 about 30 people were attending each session.

4.2.10 Similarly, ‘Breakfast with the Bible’ and ‘Supper with the Scriptures’

(a vehicle designed to encourage lay people to access some of the riches of a more

academic reading of the Bible, again organised by and based at the Cathedral) has

regularly been attracting 50-60 people.

20

4.3

Diocesan Vision and Culture

4.3.1

We are a growing diocese. Currently there is an average weekly attendance of c. 18,000 adults and 4,800 children, and an estimated total church membership of c. 50,000. This has increased in recent years and we fully intend to maintain this momentum and growth trajectory. There are six churches with usual adult

The Diocese, facts, figures and background information

an exceptionally

in Liverpool

Sunday attendance of over 200, 16 churches with usual adult Sunday attendance of over 150, and 96 churches with usual adult Sunday attendance of under 50.

4.3.2 The next phase of the ‘Growth Agenda’ (“Growing in Christ”, see 1.1) has been

agreed by Diocesan Synod. It will deliberately be developed within the framework of

the national church’s objectives, namely:

• Taking forward the spiritual and numerical growth of the Church of England including the growth of its capacity to serve the whole community of the country;

• Re-shaping or re-imagining the Church’s ministry for the century coming, so as to make sure that there is a growing and sustainable Christian witness in every local community;

• Focussing resources where there is both greatest need and greatest opportunity.

4.3.3 The ‘Growth Agenda’ enjoys support across all traditions and churchmanship in

the Diocese. According to our most recent annual survey, 96% of clergy agree with

this agenda and 90% know what they must do to support it.

4.3.4

There is close relationship between Diocese and Cathedral, this convergence is mutually beneficial and is something to develop further.

Since 2011, parishes have engaged with the Diocesan Growth Agenda not least through the Growth Planning Framework. This tool enables parishes to reflect on eight core elements of church life and so to consider next steps. The second edition was distributed in October 2013.

For more information, see www.liverpool.anglican.org/gpf

4.3.5 The Diocese is financially stable. Difficult decisions were taken some years ago

about sustainable levels of stipendiary clergy, and we can now maintain or even

grow those numbers. Not least because of the high level of parish share payment

(98.4% in 2012), we are on track to achieve a break even budget in 2015.

21

SECTION 4 continued

We recognise the national church’s investment in our diocese, and seek to use this financial support in mission and ministry development.

4.3.6 The Diocesan Synod is clear about the challenge posed by a triple ‘burning platform’:

we face ‘ageing money, retiring clergy and broken buildings’ and must develop

positive actions to tackle them. These will include imaginative and creative

• stewardship and giving models

• vocation and leadership development, especially among young people

• ways to balance the practical and mission needs of our buildings with their heritage value 4.3.7 Since February 2013 Liverpool has been participating in the four year

‘Inter Diocesan Learning Community’ programme, part-funded by the Church

Commissioners. The programme is bringing together eight Anglican dioceses

(besides Liverpool, these are Toronto in Canada, London, Sheffield, Chelmsford,

Ely, Peterborough and Manchester) to ask (in terms of the structures and resources

of our Church for mission): ‘what is?’, ‘what could be?’, and ‘what will be?’.

4.3.8 We anticipate a very different leadership and deployment pattern into the future but

remain fundamentally committed to resourcing a worshipping and witnessing

presence in every locality. To this end, Synod has sought over some years to foster

a learning culture across the Diocese, committed as far as possible to local decision

making where parishes and deaneries can find their own solutions to the challenges

we face. Thus, it is already the case that a significant proportion of financial support

for ministry is managed at deanery level through the Deanery Mission Growth Fund.

22

4.3.9 There is a widespread respect among clergy and lay leaders for those who hold

different theologies and come from different backgrounds, and a recognition that

The Diocese, facts, figures and background information

we learn more from those with whom we disagree. The Diocese is relatively free of party-tribalism, so that it has mostly been possible to address sensitive theological, moral and ethical issues (eg, around human sexuality), without these discussions detracting from our overriding purpose – to grow Christ’s Kingdom.

4.3.10 There has been significant investment in a city centre church with the priority to

minister to students and 52 parishes have achieved the Child Friendly Award.

Nevertheless, we recognise that assisting children and young people to be effective

disciples of Jesus Christ is an area of weakness in the Diocese at present, which is

likely to require focussed attention in the coming years. The average weekly

attendance of children and young people in 2012 was 6,700, down nearly 20% on

2002 figures but up 15% on 200.

4.4

The Cathedral

4.4.1

There is an exceptionally close relationship between Diocese and Cathedral in Liverpool, symbolised by the fact that the Diocesan Secretary is the Director of Operations for the Cathedral. This arrangement exists nowhere else in the Church of England at present. Communications and publicity functions are also shared; and plans are underway to unite finance functions during 2014.

4.4.2 The Cathedral is the largest in the UK. It was built between 1904 and 1978, and

was consecrated in 1924. The architect was Sir Giles Gilbert Scott.

4.4.3

In November 2013, following a year-long consultation, the Chapter endorsed a ten-year strategy plan designed to ensure that when (in 2024), the Cathedral celebrates the 100th anniversary of its consecration it will start its second century ‘fit for purpose’ in terms of both fabric and mission.

23

SECTION 4 continued 4.4.4 The key aims of the strategy plan are to raise £24million by 2024, and to double

the number of those who worship there each week.

4.4.5 The Cathedral regards itself as ‘a safe place to do risky things in Christ’s service’.

The strategy plan states explicitly that as the seat of the Bishop, the Cathedral seeks

to be a resource to deaneries across the Diocese.

4.4.6 The strategy plan identifies six key mission activities, around which its work is

organised: heightening worship, multiplying congregations, promoting fairness,

deepening discipleship, extending well-being and widening enterprise.

4.4.7 Each of these activities is overseen on Chapter’s behalf by a lay canon working

alongside either a clergy canon or a member of cathedral staff.

4.4.8

TThe strategy plan also identifies ‘four foundations’ which must be sound if our six mission activities (4.4.6) are to flourish: Chapter is therefore committed to ensuring that as far as possible communication, care of personnel, fabric and finance are all in good order.

4.4.9 Chapter is made up of six lay canons, who assist the Dean, the Canon Precentor,

the Canon for Mission and Evangelism, the Canon for Discipleship and a part-time

Canon Chancellor. (There is one further clergy canon post, currently vacant).

4.5

Ecumenical and Interfaith relationships and overseas links

4.5.1 The Diocese continues to be very supportive of the strong personal relationship

between the leaders of the major Christian denominations. In addition to the

appointment of the Bishop, the Roman Catholic Church, the Methodist Church and

the United Reformed Church will also have new leaders in 2014 and it will be critical 24

The Diocese, facts, figures and background information

for the new Church leaders being appointed to chart a future journey for the ecumenical pilgrimage. At local level inter church links are strong in many areas.

4.5.2

The principal vehicle for ecumenical activity in the Diocese has been the ‘CTMR’ (Churches Together in the Merseyside Region). There are six presidents of this body: the Anglican Bishop, the Roman Catholic Archbishop and the leaders of the Baptist, Methodist, Salvation Army and United Reformed Churches. CTMR is supplemented both by more local ‘Churches Together’ bodies and by ‘Together for the Harvest’ (a partnership affiliated to the Evangelical Alliance).

4.5.3

The number of Roman Catholics in the Region is high. Nearly 12 percent of all Roman Catholics in England and Wales live in the Archdiocese of Liverpool and over ten percent of children attending Roman Catholic Schools in England Wales are educated here. There are 187 Roman Catholic parish churches, the third highest for an Archdiocese, after Birmingham and Westminster.

4.5.4

There are Council of Faiths in Merseyside and Warrington. Minority faiths have been small in numbers until recently. However, the demographic of religious affiliation is changing rapidly, with the significant numerical increase in asylum seekers, refugees, and migrant workers.

The church of God is held in high regard across the region we regard this high civic favour as a precious privilege, a major responsibility and a significant opportunity.

4.5.5 Historically, there has been a small but influential Jewish population in south Liverpool,

but this is experiencing decline as younger members of the community settle

outside the city.

4.5.6 Faiths4Change is an independent interfaith charity, resourced by the Diocese,

which works for the social economic and spiritual regeneration of local environments.

25

SECTION 4 continued 4.5.7

The Diocese has two overseas links: a vibrant link with Virginia which aims to forge parish and school links plus a link with Akure, Nigeria which is to be reviewed.

In the early years of the century there were creative tri-partite conversations on Issues of Human Sexuality.

4.6

Working and Governance Arrangements

4.6.1 Bishop’s Council and Diocesan Synod 4.6.1a

The Bishop’s Council presently meets four times a year on a mid-week evening, usually from 7.00pm to 9.00pm, alternately in Liverpool and elsewhere. It shares the Bishop’s oversight of the life of the Diocese and is charged with the primary oversight of the delivery of the diocesan strategy.

4.6.1b The Diocesan Synod presently meets twice a year (spring and autumn) on a

Saturday morning, alternately in Liverpool and elsewhere. It is the governing body

of the Diocese and also acts as the Board of Finance. Diocesan strategy, major

initiatives, budgets and financial strategy are routinely approved here.

4.6.2

Core and Team The two Bishops are joined in the senior staff team (‘the Core group’) by the two Archdeacons, the Dean of Liverpool (installed in 2012) the Dean of Women’s Ministry, the Diocesan Secretary and the Bishop’s Personal Assistant. Core meets twice a month.

4.6.2a Both Archdeacons and the Dean of Women’s Ministry have indicated that they expect

to retire within the next two to three years, giving the incoming Bishop considerable

scope to form a new senior team.

26

The Diocese, facts, figures and background information 4.6.2b The Core group is joined by Area Deans, senior Bishop’s Officers and St James

House Senior Management Team for the ‘Team meeting’. The Team meets monthly.

This is an opportunity to test ideas, hone draft policy documents, to exchange

information and to discuss national initiatives. However, it has been most valued for

the space it allows for mutual support of the Bishop and his senior colleagues.

4.6.2c During the last two episcopates (nearly 40 years) the Diocese has been used to

a division of responsibility between the Diocesan and the Suffragan. In shorthand,

the Diocesan has been seen to Lead and the Suffragan to Manage.

4.6.3 St James’ House and Bishop’s Lodge

Our diocese is well served by a professional team of support staff based in St James

House, Liverpool. The 40 full-time equivalent staff work across departments to

deliver a range of services that support clergy and parishes in their mission and

ministry.

4.6.3a St James House staff aim to work in a collaborative manner with each other and with

parishes. Their work is divided into portfolios, each overseen by a senior manager.

These are Church Growth, Church and Society, Communications, Education, Finance,

Lifelong Learning and Stewardship. A key commitment is the ever closer

collaboration with Liverpool Cathedral with shared resources in media and

communications, financial management and central services and plans for a joint

HR operation.

4.6.3b A major thrust of work for St James House staff is our Making it Easier agenda.

This reflects a desire to be on the side of parishes and being seen as being on the

side of parishes. It is a clear commitment to simplifying processes as much as

possible, providing clear information and being open and accountable. The work of St 27

SECTION 4 continued

James House is regularly supported and affirmed at Diocesan Synod and elsewhere with the clergy survey indicating a 95% general approval rating..

4.6.3c There are offices for the Bishop and his staff at Bishop’s Lodge. There is a history

of excellent relationships and co-operation between the staff of St James House

and Bishop’s Lodge. The Personal Assistant plans to retire in the first half of 2014.

The Lay Assistant who also acts as head gardener and driver lives with his family

in the cottage in the grounds of Bishop’s Lodge. The previous Bishop did not employ

a Chaplain. In past years the Diocese has had good experience of the Bishop’s

staff being based in the Diocesan Office.

4.6.4 Communications

In a rapidly changing communication environment the Diocese of Liverpool looks to

embrace digital technology as part of an ever-evolving communications mix.

The website, recently updated, remains central but as an early adopter of social

media the diocese has a large Facebook and Twitter following and continues to

explore ways to use this, and mobile technology, to enhance communications.

There is strong media interest in the church and the work and ministries of senior

clergy which provides a strong platform. The central communications team

provides an efficient service to diocese and cathedral combining resources and

developing joint approaches.

4.7

The History of the Diocese and its bishops

4.7.1 The Diocese of Liverpool was created in 1880, out of the Diocese of Chester.

During the past 120 years, it has been served by just seven bishops.

4.7.2 The first Bishop of Liverpool was J C Ryle (1880-1900). His strongly evangelical 28

The Diocese, facts, figures and background information

episcopacy (and the church building programme on which he embarked) has shaped the Diocese to this day.

4.7.3 His successor, Francis Chavasse (1900-1923) was a former principal of Wycliffe Hall,

Oxford. He initiated the building of the Cathedral, but retired just before its

consecration.

4.7.4 The third Bishop, Augustus David (1923-1944) was a former headmaster

(Clifton College, and Rugby School) and Bishop of St Edmundsbury and Ipswich.

During his time, the Dean and Chapter of the Cathedral were incorporated.

4.7.5 He was succeeded by Clifford Martin (1944-65), whose episcopate was dominated by

twin building projects: the restoration of churches damaged by wartime bombing,

and the building of new parish churches on post-war housing estates.

4.7.6 The fifth Bishop was Stuart Blanch (1966-1975), a former Warden of Rochester

Theological College, was a gifted bible teacher whose episcopate in Liverpool was

curtailed by his appointment as Archbishop of York.

4.7.7

David Sheppard (1975-97) is remembered chiefly for his friendship with Archbishop Derek Worlock and for their joint stand against Protestant and Roman Catholic sectarianism, and on behalf of the poorest communities of the region.

He was a former England Test Captain.

4.7.8

The most recent Bishop, James Jones (1998-2013) was a former teacher and member of staff of the Scripture Union. Before his appointment to Liverpool, he was Bishop of Hull. His tenure in Liverpool will probably be associated in most minds with his work on the Hillsborough Independent Panel, whose findings were published in 2012, and on the environment.

Final 04.12.13

29