STRATEGIC PLAN 2014-2024 A safe place to do risky things in Christ’s service
Draft 14: Post Chapter discernment evening revision
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CONTENTS Introduction Our Values Mission Statement The Six for Mission Strategic Plan Primary Goals Six Mission Activities Four Foundations Development Plan Six Priorities Four Foundations Fundraising Plan Costs Implementation Context
5 7 9 10-11 13 15 17-19 20-21 22 23-34 25-26 29 30-33 35 36-40 3
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INTRODUCTION The Background For over 100 years, Liverpool Cathedral has been a significant feature on the city’s skyline and has played a prominent role in the life of the region. It was built ‘by the people of Liverpool, for the people of Liverpool and to the glory of God’ and impacts on a wide constituency across Merseyside and beyond. The breadth of its reach is both a wonderful opportunity and a great responsibility. The aim of this plan is to ensure that in the coming years the Cathedral Chapter* is able to make the most of every opportunity, while meeting in full its responsibilities. Because Liverpool Cathedral is first and foremost a centre of Christian worship and mission for the Diocese of Liverpool, much of this plan is written in the language of faith. But we hope it will nevertheless engage those who do not regard themselves as Christians. So while this plan places great value on prayer and the proclamation of the gospel of Christ, it also places great value on enterprise and conservation, human well-being and social inclusion, and especially on working in partnership in ways that are transparent and accountable. An earlier Development Plan was produced by Chapter in 2009 (following a consultation in 2008). This was intended to serve the period 2010-2013. A revision is therefore due. This document has been drafted by the Cathedral Chapter after a consultation with all parts of the Cathedral Company and beyond. The consultation took place during 2013. The document consists of: a) a Values Statement
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b) a Mission Statement, illustrated as a diagram
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c) a Strategic Plan, setting out aspirations for the period 2014-2024 6 d) a Development Plan, setting out targets for the period 2014-2016 11 e) a Fundraising Plan, itemising cost and timescale implications 15 f) an Implementation Plan, setting out key processes
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g) a Context Statement
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»»The Very Revd Dr Pete Wilcox, Dean of Liverpool Autumn 2013
»» NOTE: Under the Cathedrals Measure of 1999, ‘the Cathedral Chapter’ is the body charged with responsibility for ‘direct[ing] and oversee[ing] the administration of the affairs of the Cathedral’. In Liverpool, the Cathedral Chapter consists of six clergy canons and six lay canons. Its meetings are supported by the attendance of three additional staff members: the Director of Operations, the Director of Enterprise and the Clerk to the Committees.
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OUR VALUES
(These values are shared across the entire Cathedral Company)
Heightening our Cathedral Spirituality (Looking upwards) We value • The Cathedral’s primary purpose as a place of Christian prayer and worship, mission and learning. • The Cathedral as a great space in which Christian disciples experience, live out and bear witness to their faith, inviting all to hear the call of Jesus and follow him. • The variety of expressions of spirituality, respecting those of different faiths and no faith.
Deepening our Cathedral Community (Looking inwards) We value • People, seeking to ensure that staff and volunteers enjoy what they do, are respected, cared for and are enabled to develop their full potential. • An environment of shared ownership and reciprocal responsibility, nurtured by good teamwork and mutual encouragement. • Individual accountability as a means of learning, striving to avoid a culture of blame, but embracing respectful and constructive criticism.
Widening our Cathedral Service (Looking outwards) We value • The Cathedral’s unique position and role to serve the people of the Diocese and the city (on and off our site) and visitors from further afield. • Excellence, giving our best as we engage all those who connect with the Cathedral (on and off our site). • Providing a warm welcome, aiming to be inclusive and accessible in all we do (on and off our site).
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1 Heightening Worship (Canon Precentor + Lay Chapter member)
6 Widening Enterprise
2 Multiplying Congregations
(Director of Enterprise + Lay Chapter member)
(Canon for Mission & Evangelism + Lay Chapter member)
Risky Thinking 5 Extending Wellbeing
Dean
Four Foundations Director of Operations
(Clergy canon post + Lay Chapter member)
3 Promoting Fairness (Canon Chancellor + Lay Chapter member)
4 Deepening Discipleship (Canon for Discipleship + Lay Chapter member)
These six priorities for the mission of the Cathedral are interwoven. So this illustration assumes a high degree of collegiality, flexibility and collaborative working. These six mission activities are built on ‘Four Foundations’: care of personnel, communication, fabric and finance
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MISSION STATEMENT This diagram is intended to convey that: i)
in each mission activity, we seek excellence, constantly improving what we do, pushing boundaries, by risky thinking and daring to contemplate new ideas. We speak not just about ‘worship’ but ‘heightening worship’, not just ‘discipleship’ but ‘deepening discipleship’ and so on. The arrows in the diagram are important.
ii) these mission activities are not easily or neatly distinguished from each other and that we embrace the extent to which they are interwoven. A culture of collaborative flexibility and ‘managed overlap’ is vital. iii) this sense of ‘managed overlap’ will helpfully be fostered as the lay Chapter members rotate around the areas of ministry every year or two. iv) these ‘six mission activities’ enable us to depict our work as a Liverpool cross (which is, itself, a representation of the ‘footprint’ of the Cathedral), which symbolises the single focus of our mission across a range of interlinked projects and undertakings.
In this Mission Statement, Chapter reiterates its commitment to ensure that the four fundamental parts of our infrastructure (the ‘Four Foundations’) are sound. i)
Care of personnel The Cathedral employs 80 full and part-time staff, by whom it is well served. In addition, it relies on the contributions of around 250 volunteers, and attracts over 300 people each week to its worship. Chapter is committed to implementing current good practice in the way it cares for all the individuals involved.
ii) Communication The Cathedral is a complex organisation. This only increases the need for communication of the highest order. Chapter is committed to communicating well to both internal and external audiences, using both traditional and digital media. iii) Fabric Liverpool Cathedral has been described as ‘one of the great buildings of the world’ (Betjeman). It is the largest Cathedral in Britain and perhaps the fifth largest in the world. This big edifice brings with it big responsibilities for stewardship and big bills. Chapter is committed to implementing current good practice in the way it cares for the fabric of the Cathedral. iv) Finance For too long, the Cathedral has operated with a deficit annual budget. Over the last decade, reserves have been eroded to the point at which it is clear this pattern cannot be allowed to continue. Chapter is committed to ensuring that future generations bear only their own share of responsibility for the funding of the Cathedral’s ministry. 9
SIX PRIORITIES FOR MISSION
In each of the six priorities for mission, the Cath as the seat of the Bishop, to develop its work in Diocese of Liverpool. i) Heightening Worship By worship, we refer not only to the daily round of services which lie at the heart of this and
every Christian community (our pattern of worship is maintained unbroken, 365 days of the year), but also to the more occasional high-profile services which it is our privilege to host and the less formal and intimate occasions (e.g., ‘Embracing Hope’) which take place throughout the year. On most days, there are no fewer than three services. In term-time, at least one of these is choral (except on Wednesdays).
This activity will be led on behalf of Chapter by the Canon Precentor, supported by a lay canon. Our plan to establish the Neilson Centre (see page 17) will enable us to develop this part of our mission.
ii) Multiplying Congregations As part of the process by which the church proclaims the gospel of Jesus (so that new followers
can align themselves with it), Chapter recognises a particular responsibility to reach out to whole new communities within its reach. Not every ‘missional community’ identified and nurtured in this way will constitute a new congregation, meeting separately; but the trend over the coming years is likely to be an increase not only in numbers belonging to each congregation, but in the number of congregations meeting for worship too.
This activity will be led on behalf of Chapter by the Canon for Mission and Evangelism, supported by a lay canon. Our plan to establish the Joshua Centre (see page 16) will enable us to develop this part of our mission.
iii) Promoting Fairness By ‘promoting fairness’, we mean the process by which the church works to establish
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‘justice and equity’ in human society, so that ‘the needy are not forgotten, and the hope of the poor is not taken away’ (Psalm 9.18).
This activity will be led on behalf of Chapter by the Canon Chancellor, supported by a lay canon. Our plan to establish the Abraham and Wellbeing Centres (see pages 16-17) will enable us to develop this part of our mission.
SIX PRIORITIES FOR MISSION
hedral acknowledges its particular responsibility n ways which will resource parishes across the
iv) Deepening Discipleship By discipleship, we mean the process by which the church enables followers of Christ Jesus to
grow to maturity in him, confident in their calling to live and work to his praise and glory, drawing others into discipleship in the process. We understand Christian discipleship to include an inherent responsibility on the part of each believer to bear witness to Jesus in word and action.
This activity will be led on behalf of Chapter by the Canon for Discipleship, supported by a lay canon. The establishment of this new post expresses Chapter’s commitment to develop this part of our mission.
v) Extending Wellbeing
By wellbeing, we mean the process by which the church contributes to the dialogue about the conditions in which human beings are most able to flourish, and works towards that end.
At present, there is no clergy lead on behalf of Chapter for this activity. However, our plan to establish the Wellbeing Centre (see page 17) includes the intention to appoint such a person. Meanwhile it is likely that responsibility to sustain this area of our mission will fall on the Dean’s office, supported by a lay canon. It may be that a self-supporting (non-stipendiary) canon might be found to assist Chapter in this area, or at least that a series of ‘visiting canons in residence’, on sabbatical leave or in early retirement, might deliver specific and time-limited programmes and initiatives for us. Our plan to establish the Abraham Centre (see page 17) will also enable us to develop this part of our mission.
vi) Widening Enterprise By enterprise, we mean the Cathedral’s own retail activity, which is integral to the mission
of the Cathedral and not merely preliminary to it. It is part of our mission not only because of its capacity to generate vital revenue for us, but because of its capacity to generate key cultural and commercial partnerships, and a high profile in the visitor economy of the city and region.
This activity will be led on behalf of Chapter by the Director of Enterprise, supported by a lay canon. We anticipate that the work of the St James’ Garden Steering Group to refurbish and enhance St James’ Garden (including our own St James’ Mount, see page 17) will increase our capacity in this aspect of our mission.
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STRATEGIC PLAN Identifying longer-term goals (2014-2024) On 19th July 2024, we will celebrate the centenary of the Consecration of the Cathedral in the presence of King George V and Queen Mary, and the 120th anniversary of the laying of the Foundation Stone by King Edward VII. This anniversary represents an opportunity we must grasp with both hands, to ensure that in 2024 the Cathedral is, by God’s grace, fit for purpose in the next one hundred years. We have an obligation to ensure that one of the great buildings of the world is passed to future generations in good condition, as well as to ensure that this centre of worship and mission for the Diocese of Liverpool is equipped to serve coming generations in Christ’s name. The 2010 Quinquennial inspection on the Cathedral fabric has already generated some testing financial challenges relating especially to roof repairs, which will require fundraising programmes lasting several years. The 2015 and 2020 Quinquennial Inspections are bound to add to these; but there are also plans to improve our facilities and extend our reach in the mission to which we believe God is calling us. In addition, the social and economic, cultural and political landscape is changing rapidly at present, regionally and nationally. We need to put plans in place now to ensure that we have the depth and breadth of partnerships to enable us to continue to serve the city and region as we aspire to do.
Acts 20:24 for Liverpool Cathedral 2024: Our ministry is
to testify to the good news of God’s grace
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PRIMARY GOALS In this Strategic Plan there are two primary goals, which will be overriding priorities for Chapter.
Mission Activities Goal: to increase congregational attendance
Four Foundations Goal: to raise a challenging sum of money
A. The Primary ‘Mission Activities’ Goal The goal is to double the average weekly attendance at worship by January 2024, relative to the figure at the beginning of January 2014. Quite apart from the intrinsic value in increasing the number of those engaged in the worship of the Living God, and apart from the ‘Great Commission’ Jesus gave to his followers ‘to make disciples…, baptising… and teaching them’ (Matthew 28.19-20), there are three reasons for establishing this specific goal: i) many of our most committed volunteers are those who worship with us: an increase in attendance at worship would thus represent an increase in volunteer capacity. ii) many of our most committed financial contributors are those who worship with us: an increase in attendance at worship would thus represent an increase in income. iii Since 2011 the ‘Growth Agenda’ has begun to bear fruit across the Diocese of Liverpool in increasing congregational attendance. It is right that, as the Bishop’s seat, the Cathedral plays a full part in this process. Chapter intends to achieve this goal by reaching out in Christ’s name to people who at present do not regularly worship anywhere, not by attaching to the Cathedral those who currently worship elsewhere. It is the principal responsibility of the Dean to assist Chapter in achieving this goal.
B. The Primary ‘Four Foundations’ Goal: The goal is to raise £24million for 2024, to transform potential into action and as far as possible
a) to protect the Cathedral across all foundations and
b) to equip the Cathedral across all mission activities.
The following pages indicate where such an investment is likely to be required - recognising that over a 10 year period some revision of figures and priorities is inevitable. It is the principal responsibility of the Director of Operations to assist Chapter in achieving this goal.
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A. Six Mission Activities Overarching Goal: to double the average weekly attendance at worship by January 2024 relative to their levels in January 2014 See page?
1. Heightening Worship 2024 Outcome: to be seen as a national centre of excellence in worship, liturgy and music which is accessible and inspiring and which draws people into the living and transforming presence of God. This will require: • a reworked Francis Neilson Trust able fully to resource the musical education and development of choristers • excellent facilities for musical education across traditions (the Francis Neilson Centre for Choral Outreach, see page 17) • a rich diet of services and other forms of worship which draws from and speaks to all traditions Key partners are likely to be: • The Trustees of the Francis Neilson Trust; the Metropolitan Cathedral
2. Multiplying Congregations 2024 Outcome: to be a national centre of excellence in pioneer ministry, which is creative, culturally engaging and generous. This will require: • a national centre of excellence (the Joshua Centre for Pioneer Ministry, see page 16) showcasing a partnership of Diocese, Cathedral and the national church, with the on-site training pathways for ordinands (St Mellitus NW and All Saints’) • a commitment to the principle and practice of multiplying congregations within and beyond the walls of the Cathedral • working closely with students at the St Mellitus NW and All Saints’ as well as with other local churches • specific projects for young people (SPACE etc) 17
A. Six Mission Activities CONTINU Key partners are likely to be: • The Church of England Fresh Expressions and Church Growth units, St Mellitus NW, All Saints’, parish neighbours in the Toxteth and Wavertree Deanery, the Metropolitan Cathedral.
3. Promoting Fairness 2024 Outcome: to be seen to be at the heart of the city-region debate on and response to matters of justice and inclusion, focused on the Abraham Centre for inclusive education and the Liverpool Cathedral Centre for Wellbeing This will require: • establishing the Abraham Centre for Inclusive Education (see page 17) • establishing the Liverpool Cathedral Centre for Wellbeing (see page 17) • a well-researched understanding of emerging local need, and the areas and themes that we believe ourselves called to address • partnerships and alliances that drive current and emerging agendas forward • promoting a national culture of philanthropy • continuing to expand our schools’ education work, especially 6th Form • attending to global issues and the world church Key partners are likely to be: • Health care providers, social cohesion and inclusion agencies, deanery churches • Ecumenical partners (Churches Together in the Merseyside Region, the Metropolitan Cathedral, Toxteth Churches, Chemin Neuf)
4. Deepening Discipleship 2024 Outcome: to establish a reputation for making not just converts to faith in Christ, but mature Christian disciples, capable of embracing a calling to contribute to the mission of God in the world and providing a resource across the Diocese. This will require: • a flourishing Cathedral School of Theology (or a School of Discipleship) • significantly increased numbers of nurture courses (currently none) • significantly increased numbers involved in regular small groups (currently none) • age-appropriate nurture for children and young people, including choristers • engaging in and contributing to the latest thinking on discipleship globally (e.g., ‘learning communities’ literature) • significantly increased numbers engaged in Alpha or similar courses • a regular programme of annual evangelistic events • maintaining our certification as a ‘child friendly church’
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UED Key partners are likely to be: • St Mellitus NW: St Aidan’s Centre; ‘3DM’ Learning Communities network; Chemin Neuf; the Diocesan Lifelong Learning team at St James’ House; the Metropolitan Cathedral; Hope University
5. Extending Wellbeing 2024 Outcome: to be seen to be a place of serious engagement and cutting edge thinking on matters of ethics and public morality and a centre of theological learning and reflection focused on the Abraham Centre for inclusive education and the Liverpool Cathedral Centre for Wellbeing This will require: • establishing the Abraham Centre for Inclusive Education (see page 17) • establishing the Liverpool Cathedral Centre for Wellbeing (see page 17) • partnerships and alliances that drive current and emerging agendas forward • continuing to expand our schools’ education work, especially 6th Form • continuing to expand our provision of children and families activities out of term-time Key partners are likely to be: • Liverpool University (Policy Institute), the University of the Third Age, the Royal and Women’s Hospitals; Mersey Care; Alder Hey; other local churches and other faith communities
6. Widening Enterprise 2024 Outcome: to achieve a real terms year-on-year increase in contribution from Enterprise to Chapter’s income and to develop a robust theological understanding of the place of enterprise integral to the mission of the Cathedral. This will require: • developing a shared theology of enterprise as mission • some radical expansion of our enterprise capacity on or off site (probably as part of the proposals currently being developed by the St James’ Garden Steering Group, on which Chapter is represented) • developing new virtual markets and city centre presence • full engagement with the Strategic Investment Framework (15 year plan) produced by Liverpool Vision on behalf of the city Council • continued vigorous advocacy of the Hope Street Quarter’s seven priority areas within the Strategic Investment Framework Key partners are likely to be: • Liverpool City Region Local Enterprise Partnership, Culture Liverpool, Liverpool Vision and Visit Hope St CIC, the Metropolitan Cathedral, the St James’ Garden Steering Group
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B. THE FOUR FOUNDATIO Overarching Goal: to raise £24 million for 2024 See page?, and the Fundraising Plan on pages?
1. Finance 2024 Outcome: to protect the Cathedral’s capacity to afford its mission, against potential cuts in Church Commissioners’ funding or in other revenue streams outside Chapter’s control. In addition to the overarching goal, we aim to achieve: • replenished reserves to the tune of £1.5million • working capital reserves of £0.5million • a revenue budget routinely generating surpluses This will require: • significantly increased income from the Foundation (now £75,000 pa) • significantly increased congregational giving (now £50,000 pa) • significantly increased legacy income (now typically £25,000 pa) • significantly increased west end visitor donations (now £95,000 pa) • the development of a significant income stream from currently non-/under-utilised assets
2. Fabric 2024 Outcome: to have excellent, environmentally friendly facilities which enhance Chapter’s mission capacity and income generating potential. We aim to: • meet the recommendations of the 2010 & 2015 Quinquennial Inspections • address the recommendations of the 2020 Quinquennial Inspections • maintain a 3-year rolling programme of building work in the Cathedral Close and precincts
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ONS This will require: • new state of the art and environmentally-efficient learning facilities • enhanced conference/income generation facilities • a thorough use of the Archive in relation to the 2024 anniversary Key partners are likely to be: • The architecture and engineering departments of Liverpool University and Liverpool John Moores University; groups concerned with conservation and ‘green’ issues.
3. Communication 2024 Outcome: to have efficient, low cost and personalised communication across the range of Cathedral constituencies. This will require: • excellent data capture processes • excellent data management systems • making increasing use of electronic media, while remembering the needs of those who have no access to it • remaining abreast of latest technologies
4. Care of Personnel 2024 Outcome: as a committed and responsible employer, to have a diverse, talented and high performing staff and volunteer team. We aim to: • honour salary commitments • broaden the recruitment base of both staff and volunteers • ensure excellent pastoral care and personal development of s taff and volunteers • put volunteer working agreements in place, renewable biennially • maintain effective policies to ensure the health and wellbeing of staff and volunteers • increase opportunities for placements, trainee schemes, ‘back to work’ training • review annually development/training requirements for all staff and volunteers
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Development Plan - SIX MISSION A Identifying short- and medium-term goals (2014-2016) The Strategic Plan (pages 6-10) sets out what we sense God is calling us to do in the next decade. In the light of this, we have set ourselves the following goals. Most of these relate to 2014. None looks further ahead than 2016. All will need to be reviewed annually. In 2016, we expect to make goals for the period 2017-2019.
A. Six Mission Activities: Primary Goal: on base levels confirmed for 2013, to establish a clear and sustainable growth trend for the years 2014-2016 as a step towards the 2024 goal.
1. Heightening Worship In 2014, to increase diversity of lay participation in worship In 2014, to revise patterns of worship for Advent/Christmas, Lent/Holy Week/Easter In 2014, to make provision in the Baptistery Vestry for the proper care and storage of vestments including new copes In 2014, to investigate and cost options for replacement of current hymnbooks In 2014, to enhance the Embroidery Gallery visitor experience in time for the 25th anniversary of its creation In 2014, to investigate and cost newly designed mobile choir stalls to accommodate the boys’ and girls’ voices, the lay clerks and the Chamber Choir By 2016, to continue to extend the ministry of the Children’s Chapel and to determine its optimum future location By 2016, to determine the optimum conservation arrangements for the Cathedral’s collection of altar frontals
2. Multiplying Congregations In 2014, to roll out the ‘dashboard’ parish paperwork produced by St James’ House across the Cathedral congregations, and in the process to identify ‘local missional leaders’ for congregations In 2014, to resource two ‘Zone 2’ congregations in the diocese In 2014, to establish a missional community for our Iranian members In 2014, to invite ordinands (on both St Mellitus NW and All Saints’ pathways) to engage with our pioneer mission activities In 2015, to establish a missional community for young people By 2015, to establish the Joshua Centre for Pioneer Ministry
3. Promoting Fairness In 2014, to develop the Hope+ food bank project In 2014, to explore the potential for a debt advice centre and a clothing bank 22
ACTIVITIES In 2014, to liaise with Toxteth & Wavertree Deanery on these or other specified projects and to review the Cathedral’s relationship with the Deanery In 2014, to deliver a programme of mental health awareness training to staff and volunteers By 2015, to gain recognition via the Diocesan Disabled Friendly Church Award By 2016, to establish the Abraham Centre for Inclusive Education
4. Deepening Discipleship In 2014, to establish small group nurture resource for Cathedral congregations In 2014, to implement Bible Alive In 2014, to clarify the future shape of the School of Theology (or School of Discipleship), e.g., in relation to St Mellitus NW In 2014, to review the Cathedral Chaplaincy (lay pastoral assistant) scheme In 2014, to establish a pastoral visiting team In 2014, to identify a children’s champion for each of our Sunday congregations In 2014, to create structures to ensure Chapter is attentive to the voices of 14-18s In 2014, to facilitate the participation of a mission team from Chemin Neuf in the Two Cathedrals celebration of Pentecost In 2014, to review the processes in relation to occasional offices, in the light of the appointment of a Canon for Discipleship In 2015, to experiment with models of small groups and missional communities
5. Extending Wellbeing In 2014, to host fringe workshops on ethical subjects in association with the International Festival for Business In 2014, to establish the viability of a Centre for Wellbeing In 2014, to seek to appoint a self-supporting priest as honorary canon responsible for this mission priority By 2016, to establish the feasibility of appointing a paid canon responsible for this mission priority By 2016, to establish the Abraham Centre for Inclusive Education
6. Widening Enterprise In 2014 to position the Cathedral at the heart of the city’s events programme for the International Festival for Business In 2014, to secure the renewal of the catering contract In 2014, to establish the Group Travel welcome scheme In 2014, to renew the internal signage and interpretation materials In 2014, extend our retail operation’s satellite trading income streams By 2016, to achieve a real-term 10% increase on 2013 levels in the Enterprise contribution to Chapter income
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Development Plan - FO Primary Goal: to achieve a breakeven budget by 2015, and annual surpluses from 2016 1. Finance In 2014, to perform better than budget: • increase planned giving contributions by £10,000 (also in 2015 and 2016) • increase donations from casual visitors by £25,000 • create ‘Foundation Fellows’ with 20 members by year end • to disseminate the Legacy brochures across city and region • to establish an annual pattern of recruitment of 20 Choir Angels In 2014, to improve communications to whole Company in relation to finance: where does our money come from and where does it go? In 2014, to launch ’£24m for 2024’ In 2014, to take forward integration with the Diocesan finance function, driving down costs and adding functionality
2. Fabric In 2014, to cost the second phase of Undercroft works (including Lady Chapel toilets) In 2014, to create a conservation management plan, and carry out an access audit and an energy audit In 2014, to establish a routine annual maintenance programme In 2014 to complete the second phase of the energy efficiency project In 2014, to begin the process of building the proposed St Aidan’s Centre (for St Mellitus NW and the Joshua Centre) In 2014, to set in motion a 3-5 year plan to build the Cathedral Centenary Centre (to accommodate the Wellbeing Centre, the Abraham Centre and the Neilson Centre)
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OUR FOUNDATIONS 3. Communication In 2014, to undertake a comprehensive review of online communications (website, email, social media) in support of the Strategic Plan In 2014, to establish a communications time-line, to manage the targeting and delivery of stories for internal and external audiences In 2014, to review our data capture and management systems, to improve marketing and relationships with internal and external audiences By 2016, to establish an effective relationship-management and permission-based marketing system By 2016, to investigate the most viable options for mobile communications
4. Care of Personnel In 2014, to complete the phasing of the staff pay-award process In 2014, to continue the process of reforming volunteer culture with a programme of training In 2014, to maintain a programme of safeguarding training By 2016, to guarantee the living wage to all staff By 2016, to increase the diversity of the staff and volunteer bodies
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FUNDRAISING PLAN Cost and timescale implications of the Strategic Plan Introduction A careful attempt has been made (by architect and quantity surveyor) to forecast accurately both cost and timing implications of the aspirations in this plan. However, for two reasons, both costs and timings are inevitably destined to remain moving targets: • The precise pace of the fundraising is impossible to predict: the quicker the fund-raising, the smaller the inflationary increases on the total costs. •
The precise sequence of building work is impossible to predict: much of the funding is likely to be restricted, and priority will necessarily be given to progressing projects for which funding is achieved.
This shifting landscape makes a fundraising plan all the more necessary. This preliminary sketch is intended to be a step in that direction. A total fundraising target of £24million* will enable Chapter to realise the ambitions set out in this Strategic Plan. This sum is made up of four elements: a) New initiatives £5.5million Capital and revenue projects to enable the mission of the Cathedral to meet the challenges of the 21st century are likely to cost around £5.5million b) The organ appeal £1.5million In addition to the £500,000 still outstanding on the current organ appeal, an endowment of around £1million is necessary to enable Chapter to meet maintenance costs in future c) Capital repair projects £10million The 2010 Quinquennial Inspection identified three major capital repair projects (roof, tower and windows) which together require £10million of funding d) Capital endowment £7million Future Quinquennial Inspections are likely to generate additional capital repair costs of around £1.5million per quinquennium and an endowment of around £7million will enable Chapter to meet these costs (including elements of the 2010 Quinquennial Inspection) Each of these sections introduced is elaborated below, followed by a proposed strategy to raise these funds. »» Including VAT but not including inflation costs or investment income. The assumption is that the net impact of inflation, VAT reclaim and investment income on donations will be close to neutral
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THE COSTS a) New initiatives
£5.5million
The Strategic Plan outlines six major new initiatives to develop the mission of the Cathedral for the 21st century. These correlate broadly, but not exactly, with the mission activities outlined in the plan. i)
The St Aidan’s Centre (2015) £1.25million This new build (£0.75million) will provide accommodation for St Mellitus NW students, as well as for a national centre of excellence (the Joshua Project for Pioneer Ministry), demonstrating a unique partnership between the Cathedral, the Diocese of Liverpool and the national church. It will attract Church Commissioner funding (say £0.5million) for revenue costs (with the possibility of a contribution towards build costs). This project will provide an immediate and visible focus for the 2024 campaign. It will meet the two most pressing and immediate needs as well as providing additional accommodation for educational and enterprise uses.
ii)
The Consecration Centenary Centre (2017) Scott’s 1904 design featured a wing opposite the Lady Chapel on the liturgical north side of the Dean’s Yard (see drawing). The foundations for this were laid, but never built upon. The wing was abandoned apparently for financial reasons in 1909.
This new build will provide accommodation for the Wellbeing Project, the Abraham Project and the Neilson Project (as well as for our general educational and discipleship training needs); sharing lecture/seminar and IT space but with separate office accommodation etc.
The project would have the advantage of:
£3million
• providing a visible focus for the middle of the 2024 campaign • being iconic enough to grace the centenary of the consecration • focusing attention where we know we already have work to do in relation to the Undercroft phases 2 and 3, as well as where we know we have work to do in relation to St James’ Garden • enabling us to tidy up the route round the north side of the Cathedral
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iii)
The Abraham Project for Inclusive Education (2014) £0.25million One of the major challenges in the coming decade will be to transform the quality of our relationships with the local Moslem population, specifically through its mosques. Within a short distance of the Cathedral stands not only a fine synagogue, but Liverpool’s largest mosque. A partner-programme of educational activities, centred on shared concern for the vulnerable, would be a significant enhancement of our ministry. This starter finance would enable us to employ a part-time assistant education officer (5 years at £25,000pa), as well as running costs (ditto).
iv)
The Liverpool Cathedral Wellbeing Project (2014) £0.5million In the process of consultation, the single activity in which secular partners have shown greatest interest in the Cathedral’s contribution has been in wellbeing. A centre staffed initially for 5 years by one clergy member (£50,000pa including housing) and one administrative assistant (£20,000pa), with running costs (£30,000pa), would enable the Cathedral to broker, on behalf of city and region, conversations about the conditions which best promote individual and community wellbeing, while we continue to develop the extraordinary impact we have achieved in 2013 through the foundation of the Hope+ brand. The food bank is now well established and other ancillary self-financing services are soon to be introduced to address specific wellbeing needs.
THE COSTS - NEW INITIATIVES v)
The Francis Neilson Project for Choral Outreach (2020) £0.25million In 2025, the Francis Neilson Trust, which currently receives about £20,000pa in income from a base trust in New York, stands to inherit a residue of Neilson’s estate as that base trust is wound up. This will mean a windfall of approximately £1.8million in 2013 values. Treated as an endowment, this would generate £70,000 to £80,000 pa; or a decision might be made to maintain annual income at the current rate, and to invest in extending our capacity for choral outreach, e.g., with an additional outreach worker and some enhancements to premises. Meanwhile, an investment by Chapter will enable the creation of a centre from which this enhanced work can be carried out. The starter funding would enable us to employ a part-time music outreach officer (5 years at £25,000pa), as well as running costs (ditto).
vi)
The St James’ Mount Project (unknown) The aspiration to develop our own land immediately adjacent to the east end remains urgent. However, the recent development of the St James’ Garden Steering Group means that the Cathedral’s ambitions are now tied into a larger, longer process. It also means that the likely costs of this initiative (£893,000) can stand outside this Strategic Plan, as they will be incorporated within a single HLF bid relating to the development of St James’ Garden as a whole
b) The organ appeal
nil
£1.5million
The organ is an iconic instrument. Chapter has an opportunity as well as a responsibility to ensure its maintenance for future generations. An endowment of £1million will generate up to £45,000 in income a year. This sort of sum will enable future Chapters to address all but a catastrophic mechanical failure.
c) Capital repair projects
£10million
The 2010 Quinquennial Inspection report has received little attention in the past 3 years. Certainly there has been no concerted attempt to address the fabric issues it identifies: i) Roof repairs to the Nave, the Transepts, the Quire and the Lady Chapel will cost £4million ii) Masonry repairs to the Tower will cost £4.5million iii) Phased repairs to the glass, mullions and tracery of the windows will cost £1.5million
d) Capital endowment
£7million
The Strategy Plan seeks to mitigate fabric repair costs for future generations by ensuring a routine maintenance schedule driven by quinquennial inspections. An endowment of £7million will generate up to £300,000 income a year or £1.5million per quinquennium. This order of sum will enable future Chapters to address all but a catastrophic fabric failure.
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REALISING THE INCOME 2. Realising the Income £24million is a challenging sum to raise at the best of times. We face the prospect of launching our plan while the recession (and public sector funding cuts) continues to bite. Nevertheless, a two-fold plan suggests itself: a) approaches to high net worth individuals with the prospect of naming rights over high-recognition parts of the Cathedral (this is likely to be the only realistic way of creating endowments for either fabric or organ) b) approaches to grant-making trusts around both fabric repairs and new mission initiatives (this is likely to be the only realistic way of tackling the major capital repair projects to roof and windows, as well as a promising way of tackling some of the revenue costs associated with our new initiatives). a) Naming Rights There are several possible opportunities to replicate a pattern of earlier fundraising to which the ‘Dulverton Bridge’, the ‘Rankin Porch’ and the ‘Welsford Porch’ bear witness. i) The Organ: a single donation of £1.5million will secure the future maintenance of the largest organ in Britain (and the completion of the instrument). ii)
The St Aidan’s Centre: this has modest potential to attract endowment capital. If the works cost £0.75million, we might hope to find a sponsor to contribute a further £0.75million to the endowment.
iii) The Consecration Centenary Centre: this would carry significant responsibility to attract endowment capital. If the works will cost £3million, we would need a sponsor to contribute £10million (or almost the whole endowment pot) if we are to realise our ambitions. iv) The West End Porch: the costings produced by the architect (which should be affordable within the income generated by the capital endowment as specified on pages 15-16) would enable us to improve access to the Well and enhance the West Doors with a porch. The works would cost £375,000, but could attract another £675,000 towards the endowment. This would provide a helpful visible focus for the end of the campaign, beyond 2020.
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»» (Naming rights may also assist with the Tower repairs. The Tower is already named for the Vestey family, which survives. A careful approach might yield at least a substantial contribution to the costs associated with the masonry repairs. Again, the Bell Chamber may be a specific cost with namingrights appeal for the right benefactor. That said, and while recognising the need to be responsive and nimble footed, we favour an approach modelled on finding 2 major benefactors – one for the Cathedral building endowment and one for the organ endowment.)
GRANT APPLICATIONS b)
Grant Applications
It is likely that major applications will be necessary to the HLF and English Heritage etc to secure the £millions required to attend to the roof and window repairs. But in addition, smaller grant-making trusts are bound to be interested in the proposals for a Centre of Wellbeing, of Inclusive Education, of Choral Outreach and of Pioneer Ministry. This scheme provides a visible enhancement of our facilities towards the beginning of the decade leading up to 2024 (the Joshua Centre), the middle (the Consecration Centenary Centre) and the end of the project (the West Porch). On this scheme (though with managed overlap, collaboration and flexibility on all sides!): i) The earliest new build (the St Aidan Centre) houses the ‘missional leadership’ parts of our work (the Joshua Centre and St Mellitus NW). These are both Church of England partnership projects - not entirely under the supervision of Chapter, but in which the Cathedral works closely alongside the Diocese and the national church. ii) The east end work (the Consecration Centenary Centre) houses the educational and discipleship outreach aspects of our work (Abraham Centre, Wellbeing Centre, Neilson Centre). These projects are all under the supervision of Chapter, but represent expressions of our outreach into city and region: in education, health and music. iii) The effect is to free up the Sir Giles Gilbert Scott Suite for more dedicated enterprise use.
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Implementation Plan The key delivery agents for this plan is our staff and volunteers The key delivery agents for this plan will be the staff and volunteers of the Cathedral. We will need an organisational culture that gives appropriate operational freedom within a structure of strong support and high accountability. As such we expect to operate on the following basis:
Operational freedom • formal work reviews will be scheduled with all members of MACC (the operational management team in the Cathedral) to ensure that all 2014 actions are incorporated into work plans and objectives. These reviews will take place before the end of 2013. • review meetings with all key volunteer coordinators will be scheduled to ensure thorough understanding of and commitment to 2014 actions as they apply to volunteers. These meetings will take place before the end of 2013. • annual staff away-days will be scheduled to focus on delivery of the 2014 goals. The first of these, for 2014, will take place on January 8th and 9th. All full-time staff will be expected to attend one day or the other; part-time and casual staff will be encouraged to attend.
Support and accountability We expect to develop the following accountability structure: • the monitoring of progress with staff members will be incorporated into the current pattern of monthly supervision sessions - on-going • Chapter pairings will report monthly reporting on the 2 overarching and 6 priority areas - on-going • all 2014 goals will be tracked on a bi-monthly traffic light basis at MACC - February, April, June, September, November • all 2014 actions will be tracked on a traffic light basis at Chapter February, June, September, December • quarterly meetings of volunteers will be scheduled to focus on delivery of actions - March, June, September, December
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• an annual residential gathering of operational members of Chapter will take place in October to review the current goals and draft those for the next year (and, as appropriate, also for subsequent years) • a formal annual report from Chapter will be issued to all Cathedral committees on progress against all actions - December
Key messaging A postcard summarising the core objectives of this strategy document will be issued to all staff and volunteers by December 2013. It will become a key information and accountability tool.
Additional capacity In order to deliver the goal of raising ÂŁ24 million for 2024, it will be necessary to add capacity to our fundraising function. This will need to be in place for a formal launch of the 2024 campaign in mid-2014.
Excellence We aim to foster a culture of excellence across all Cathedral activities. We understand excellence to include the ability to experiment in pursuit of higher standards and/or greater reach, fully recognising that experiments can go wrong as well as right. We do not want excellence to become code for elitism, conservatism or risk aversion. We want the pursuit of excellence to be grounded consistently in a strong culture of learning, reflection and support. The greater wrong will not be to try and fail; the greater wrong will be not to try.
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Context Statement a) The Significance of the Building The Cathedral Church of Christ dominates the city of Liverpool, as intended by the Cathedral Committee when they purchased the St James Mount site in 1903. Described by Sir John Betjeman as ‘one of the great buildings of the world’, it is visible on the city’s skyline from as far away as North Cheshire and North Wales. The Cathedral (the largest in the UK) is home to the highest and heaviest peal of bells in the world, the highest gothic arches in the world and the largest pipe organ in Great Britain. The Cathedral’s prominence is further reinforced by its surroundings which are clear of encroaching development. To the east a large sunken park, St James’ Garden, gives emphasis to its immense form. Plans are currently being developed by a partnership of local bodies, including the Cathedral Chapter, to develop the Garden. To the west a large paved area, “Queens Walk”, separates the precinct from a 1980s residential development which slopes away from the Cathedral ensuring clear views of the Cathedral from a distance. The Cathedral, which was created towards the end of the Gothic Revival, was designed by Sir Giles Gilbert Scott. Winning the architectural competition when only twenty-two, before he had ever built a church, he spent his whole life modifying and developing the design. He died in 1960. The construction started in 1904, and, initially due to Scott’s age, the assessor George Frederick Bodley was appointed to work with him. The Lady Chapel and part of the east end reflect this difficult period for Scott, where Bodley’s involvement with cathedrals in America meant he had little time for Liverpool. With Bodley’s death in 1907, Scott became sole architect and he significantly re-designed the Cathedral. The Lady Chapel was completed in 1910, and the main body of the Cathedral was consecrated in 1924. Plans for the eventual footprint of the building were not finalised until 1927, when Scott settled upon a symmetrical arrangement of four transepts around a central tower, with three bay Nave and Choir to the liturgical east and west, forming a double cross. The arrangement creates a dramatic open area, with strong sightlines of the eastern reredos for over 2000 people seated. Scott is purported to have said of it, ‘Don’t look at my arches, look at my spaces’. The early windows were designed by John William Brown, later ones by Brown and James Hogan, Carl Edwards and Herbert Hendrie. William Wilson and Edwards are responsible for the colourful windows at the West end which give great character to the Nave. After Scott’s death the completion of the West end was undertaken by his partner Frederick Thomas, assisted by Roger Pinkney. The Cathedral was formally completed in 1978.
b) The City and Region Economically, despite the recession, Liverpool is a city ‘on the up’. Liverpool’s Gross Value Added (GVA) growth over the five years between 2007 and 2011 was very strong, increasing by 6.5%. Over the longer term (1997-2011), Liverpool’s GVA has grown by 77.6%, outperforming the city region average of 62.8%. However, Liverpool is slightly behind the overall UK GVA growth rate of 78.9%. The city’s latest economic briefing also shows a city whose median annual full-time pay is £262 below the UK average (£26,041) and is highly dependent on service industry jobs. Liverpool’s four largest sectors account for 50% of total employment: health (19.7%); retail (11.0%); education (10.3%); and public administration (9.0%). The dependence of the city on public sector jobs and activities is highly relevant to our events business, tourism and cultural planning. Indeed, we clearly belong in a sector (the visitor economy) identified as one of the LEP’s four regional economic drivers. The vision of the visitor economy (which currently supports 46,000 jobs locally) is to increase spend and jobs so that by 2020 an annual spend of £4.2 billion is achieved with the creation of 13,000 new jobs. 35
Context Statement Continued It is in the very nature of this city that we sit at the top of the hill, both as an iconic destination but also as a potential bridge between those working hard to bring about economic success in the city’s main economic hubs and those communities on our doorstep. 2012’s Church Urban Fund report reminded us that Toxteth is one of the most deprived areas of the country, with a child poverty rate of 64% and male life expectancy of just 67. It is not only our aspiration but our duty to achieve financial sustainability for all our developing work, set in the context of our unique heritage and place. Liverpool Cathedral sits in the 4.4% of companies that employ 50-249. Compared to the large educational organisations on our doorstep (University of Liverpool 4,800 staff; LJMU 2,500 staff), we are a relatively small local employer. Nevertheless, our commitment to the employment of our staff knits us tightly into the local economy.
c) The Diocese of Liverpool By definition, a cathedral is always a cathedral for a diocese. In Liverpool this relationship is at present not only strong but increasingly structural. Uniquely, the Diocesan Secretary is also the Cathedral Director of Operations. Communications staff are also shared, and there are plans to unite the finance and personnel functions also. In addition, the Cathedral’s Canon for Discipleship is funded by the Diocesan Board of Finance. The Cathedral Chapter embraces the Diocesan Growth Agenda and sees itself as a flagship for it. The Diocese in outline The Diocese includes the city of Liverpool, the industrial towns of Wigan, St Helens and Widnes, the market town of Ormskirk, the resort of Southport, part of Warrington and quite sizeable rural areas, particularly in Lancashire. In terms of local authorities, it embraces the whole of the metropolitan districts of Liverpool, Knowsley, Sefton and St Helens, part of the metropolitan district of Wigan, part of the district of West Lancashire and those parts of the unitary authorities of Warrington and Halton which are north of the river Mersey. The Diocese in statistics 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. The Diocese is divided into two Archdeaconries (Liverpool and Warrington). Liverpool has eight deaneries and Warrington seven. There are 254 churches and 207 parishes. The Diocese budgets for 204 parish-based clergy posts (although our Sheffield allocation will fall significantly below this number – probably by 30/35 posts by 2018). Deaneries are therefore working on strategies to use the available budget to deploy additional lay ministry resources and other initiatives that will support and complement the work of stipendiary clergy and promote growth. We also have two university chaplains, 50 self-supporting ministers, over 300 readers (with consistently and encouragingly high numbers in training) and around 120 retired clergy still in active ministry. We are a growing diocese. Currently there is an average weekly attendance of c. 22,000 adults and 6,700 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 trajectory around growth. There are 10 churches with usual adult Sunday attendance of over 200, 20 churches with usual adult Sunday attendance of over 150, and 75 churches with usual adult Sunday attendance of under 50.
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Context Statement Continued There are c. 30,000 children in c. 120 church schools of which 12 are secondary (including 3 joint Anglican/ Roman Catholic schools). Liverpool Hope University is a joint Anglican/Roman Catholic foundation. The Diocese and deprivation statistics 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) (2012), many areas of the Diocese are heavily disadvantaged. For example: it includes 7 of the 10 most socially and economically deprived parishes in the country and 27 of the 100 most socially and economically deprived parishes in the country. Indeed, a reading of national parish rankings for IMD would suggest the following, relative to the size of the Diocese: • It should have 2 parishes in the upper 1% IMD - in fact there are 28 • 10 parishes in the upper 5% IMD - in fact there are 64 • 21 parishes in the upper 10% IMD - in fact there are 101 In contrast, on the basis of national parish rankings: • It has 103 parishes in the least deprived 50% of parishes – in fact there are 25 • 52 parishes in the least deprived 25% of parishes – in fact there are 6 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 creates major financial challenges as well as real mission opportunities. The Growth Agenda Since 2010 the Diocese has been intentionally working towards an agenda about spiritual and numerical growth. In the next phase, from 2014, the Growth Agenda will be closely tied into the national church’s stated objectives, namely: (i) 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; (ii) 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; (iii) Focusing resources where there is both greatest need and greatest opportunity. We are clear about this sense of growth for a purpose, the need to re-think how we are as a church, the urge to make the best possible use of the resources entrusted to us.
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Context Statement Continued d) Ecumenical and interfaith partnerships, & the ‘special relationship’ with the Metropolitan Cathedral Pope John Paul II’s visit to both Cathedrals in 1982, when he walked down the length of Hope Street from one to the other, was iconic for the city. Halfway down the street now stands a sculpture marking the lives and work of Bishop David Sheppard and Archbishop Derek Worlock who led Liverpool’s Anglican and Roman Catholic communities in the 1970s - 80s, presenting a united front and healing many deep religious divisions. The legacy of that period remains influential today, not only in terms of Christian ecumenism, but even in terms of interfaith relations. Interfaith relations are, however, relatively weak. It is an area of considerable potential for future investment. The historic Jewish community, while declining in population, remains a vital part of the city community and the relationship between our Cathedral, the Synagogues and King David’s school are capable of being strengthened. Similarly, the Cathedral has links into the Moslem community – indeed, we are one of the few cathedrals in the country with a Moslem on its council. However, relations with the Mosques in the city (and the other faith communities) are also capable of being strengthened. Given the global situation in the first decade of the 21st century, there is everything to be gained by achieving an equivalent breakthrough in interfaith understanding as was achieved in this city in Christian ecumenism in the 1980s. In terms of Christian ecumenism today, the Cathedral continues to play an active role in both the major ecumenical partnerships serving the city and region: Churches Together in the Merseyside Region and Together for the Harvest. However, it is in its relationship with the Metropolitan Cathedral that we still express most vividly our commitment to Christian ecumenism. The Cathedrals played a full part in the beginning of the city’s regeneration and cultural life from the 1980s and 90s, during the tenure of Dean Walters. More recently, both Cathedrals have successfully drawn ERDF monies to complete transformational visitor centre projects, and both played central roles in Liverpool’s Capital of Culture celebrations in 2008. During graduations some 40,000 people gather for celebration in the two Cathedrals together and bring economic impact to the city’s hotels, bars and restaurants. During December an estimated 150,000 attend concerts and services in the two Cathedrals, and so make use of hotels, cafés and restaurants, tourist attractions and cultural opportunities. The Anglican and Metropolitan Cathedrals are ranked respectively 6th and 11th in the most recently published annual tourism digest of statistics of the city’s free to enter attractions. Their combined total of around 770,000 visits would make a 3rd place listing. The Hope Street area is included in the city’s Strategic Investment Framework (2012) as one of its ‘Great Streets’ projects – but the onus to bring its goals to reality appears to lie with local stakeholders such as the Cathedral. The Cathedrals are brought together by natural connection – geographically and spiritually. It is therefore not surprising that the two work jointly in many ways (through their respective music departments, and community outreach work such as the Hope+ Food Bank). This latter project has been strongly financially supported by Liverpool City Council - a recognition of the role our faith communities can play in partnership together, when addressing practical matters of need. Moreover, this represents a strong personal endorsement by the Mayor at a time when the significant reduction in central government funding means the council has had to make large cuts to funded schemes, staff and services and continues to face a challenging financial future. As architectural gems that ‘book-end’ Hope Street, there is ample potential to develop further the ‘Two Cathedrals’ brand, further to enrich the city’s unique tourist appeal. 38
Context Statement Continued e) An Evaluation of the previous Plan A Development Plan was created in 2010 after an extensive consultation beginning in 2008. The plan was intended to shape the life of the Cathedral for the period 2011-2013. It is therefore due for renewal. The ‘four foundations’ identified in the previous Development Plan as fundamental to the mission of the Cathedral are carried forward in the new plan (finances, fabric, communications and care of personnel). That plan identified four ‘pillars’ of mission activity for the Cathedral. One of the principal fruits of the review of that plan has been the development of those four pillars into six mission activities in the present plan. In addition to progress in relation to specific goals (see below), there have been a number of gains as a result of the adoption of this plan, including a significantly increased sense of organisational alignment, purpose and momentum and a fair degree of budgetary awareness and discipline. The previous plan also ensured that when an unexpected decanal vacancy occurred following Dean Justin’s appointment to Durham, disruption was minimised. Having said that, it has also to be admitted that the decanal vacancy did slow down the pursuit of some goals by introducing into the agenda some new and urgent targets which had not been identified in the plan (inevitably relating to the appointment process). Similarly, the retirement of the Canon Treasurer in autumn 2011, and the illness and subsequent departure of the Dwelly Raven Canon in 2012 somewhat reduced progress towards the goals associated especially with ‘spirituality’ and ‘risky thinking’. Nevertheless, many goals were met, which partly accounts for the sense of momentum in the organisation and for the increased ownership in the consultation over the present plan. A full list of goals outlined in the Development Plan, with a note as to whether they have been achieved, carried over into this plan, revised or abandoned, has been tabled to Chapter and is available on request. Among the most notable goals achieved have been: • the recruitment of a Canon Pastor (became Canon for Discipleship) • the launch of St Aidan’s Theological College (has become St Mellitus NW) • our participation in the pioneering of the city’s Coach Welcome Scheme • the appointment of a new architect • the development of Alpha (now also running in Farsi, for youth and off site as well as on) • the completion of phase 1 of the refurbishment of the Undercroft, including lift access to the Lady Chapel • the appointment of a choral outreach worker • a major clearance of asbestos • the introduction of the People’s Path • a significant increase in both visitor donations and congregational giving • the successful outsourcing of our on-site catering • the re-commissioning of the under-floor heating system in most parts of the Cathedral
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‘I know from personal experience the extraordinary history and current impact, the huge challenges and massive future potential of Liverpool Cathedral, as well as the strength of affection people have for it, within the church and far beyond. This Strategic Plan reflects the ambition of those who pioneered the building of the Cathedral over a hundred years ago, and the scale of opportunity in Christ’s service which its second century will bring. I am delighted to endorse it.’ The Most Reverend Justin Welby, Archbishop of Canterbury
Liverpool Cathedral is an icon for the region, and I wholeheartedly commend the ambition of its Strategic Plan. It is vital to ensure that, as we approach its centenary we bequeath to future generations a building worthy of its history. Dame Lorna Muirhead, Lord-Lieutenant of Merseyside
Liverpool Cathedral plays a vital role in the cultural and educational life of our city. It is the centrepiece for so many significant events in the lives of our many communities. Liverpool John Moores University enjoys a vigorous partnership with the Cathedral and we are pleased to endorse this Strategic Plan. Professor Nigel P. Weatherill, Vice Chancellor of Liverpool John Moores University
Liverpool now rightly takes for granted a close collaboration between its two Cathedrals, which are ‘better together’. The Metropolitan Cathedral is pleased to support the Strategic Plan of its Anglican neighbour at the other end of Hope Street. Canon Anthony O’Brien, Dean of the Metropolitan Cathedral