The Diocese of Southwell & Nottingham Joining together in the transforming mission of God: living worship, growing disciples, seeking justice. Context MISSIONAL LEADERSHIP DEPLOYMENT 2020 Following Diocesan Synod in October there have been a number of further consultations and discussions at Bishop s Council and meetings of Area Deans and Lay Chairs. Also Bishop s Council has set up a Design Team to provide explanations and guidelines for the implementation of the strategy. The group comprises Pam Bishop (Chair of House of Laity BC), John Chambers (Lay Chair Bassetlaw and Bawtry), Robert Cleave (Lay Chair Nottingham South BC), Rev. Richard Kellett (Area Dean Newstead BC), Rev Karen Rooms (BC), Ven Peter Hill (BC), Ven David Picken (BC) and Nigel Spraggins (Chief Executive). BC = member of Bishop s Council. Our current five year diocesan ministry deployment plan (2007-2012) based around key leadership posts 1 is coming to an end. By the end of 2012 each deanery will have achieved their agreed targets with very few exceptions. It is now time to look further ahead in a changing and increasingly missional church, identifying our deployment towards 2020. This plan focuses on the deployment of paid roles but in doing so it is important to consider the availability of volunteers. For example, if a deanery has available self supporting ministers or laity who could be the Christian leader in a community then this will impact on their need for a paid person. The reality remains that on current predictions there will be many less stipendiary clergy available for deployment in the years to come. In the next 5 years a large number of clergy are due to retire who will not be fully replaced by new clergy vocations. We are far from complacent about vocations to ordained leadership in God s church and have a strategy in place to emphasise that call, especially amongst younger people but current national predictions suggest there will be 30% less clergy available for full time ministry in 2020. This reduced number of stipendiary is still notionally allocated to dioceses on a fair share basis although we are no longer constrained by adhering strictly to the national fair share. However if dioceses move too far away from this number then those dioceses that find it hard to attract clergy, particularly those in the north, will suffer disproportionately from the reducing clergy numbers. In this context it remains ethically expedient in terms of our responsibility to the Anglican church throughout England to refrain from resourcing an unreasonably high number of clergy from within the total national church pool. More importantly we must recognise the call of God to diversify our church leadership to include both lay and ordained. Deploying and resourcing only priestly leaders in parishes within a Christendom model of church is no longer culturally appropriate or possible. We recognised this in our 2012 plan but have not yet travelled very far along that road. The increased number of stipendiary licensed lay workers will include Church Army evangelists, readers, youth workers, etc. An example that would not have existed when the 2012 deployment plan was devised is our Sports Ambassador. The reduction in likely available numbers of clergy is a context that we operate within, but it is not the driver of how we deploy. Also the reduced number of available clergy does not automatically mean that we will have less paid leaders, but rather a different ratio between ordained and lay. To 1 A Key Leadership Post holder exercises episcopal leadership (mission, pastoral and strategic) in a designated community area (parish, deanery or network) as agreed between the deanery leadership team and the Bishop s Staff of the diocese.
reflect the changed context the number of paid personnel deployed will refer to the total across parishes, Bishop s Staff and the Dunham House team. When considering this deployment plan it should be remembered that it is likely that the plan will be adapted over time and will be implemented over a number of years as posts become vacant. Below are the revised principles and parameters for the next steps, the key strategic questions that will need to be answered and the timeline. It is for each deanery to determine how the deployment plan will be developed in terms of that which will be delegated to the deanery leadership and that which will involve deanery synod members. Principles and Parameters 1. Joining Together in the Transforming Mission of God guides deployment. All posts are to be evaluated and allocated on their contribution to the 3 strands to deliver the diocesan vision and its 4 foundational values. Relating also to the Church of England s current national strategy: (i) To take forward the spiritual and numerical growth of the Church of England including the growth of its capacity to serve the whole community of this country; (ii) To re-shape or re-imagine 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; and (iii) To focus our resources where there is both greatest need and greatest opportunity. 2 2. Enable the mission and ministry of the whole people of God. 2020 deployment builds on the work previously undertaken affirming and encouraging lay ministry. It recognises and enables the involvement of both lay and ordained in ministry and mission. 3. We need to re-imagine missional leadership according to context. Whilst in some contexts the current parish system works well or still has great potential in terms of Christendom extra 3, in other contexts we must lead differently. In doing so we should focus on engagement with people rather than on simple geography or a building: an identifiable Christian leader for every social context, remembering that the people are those of the parish not only the congregation. Within this there must be a place for the Eucharist and occasional offices as essential in a missional church. 4. So what will our re-imagined missional leadership look like in 2020? We suspect that there will be a majority of familiar models of priestly leadership but what might the large minority comprise? This will vary depending on the imagination and discernment of deaneries and diocese. To a large extent these will be collaborative posts working across parishes, clusters, deaneries or diocese. Our drive for fresh expressions will involve both lay and ordained Fresh Expression ministers as well as inherited church leadership. Some more church-based work could involve ordained distinctive deacons but the majority will be lay leaders. They could be youth ministers serving a cluster, a community worker serving a network or distinct area, an administrator assisting in the leadership of a large 2 Challenges for the New Quinquennium -A report from the House of Bishops and the Archbishops Council GS 1815, Church House Publishing 2010 3 Christendom extra are the contexts where the church is still used and sought after by the wider local community and mission occurs through baptisms, weddings and funerals Christendom approach. The extra part is where these churches are also putting new shapes of church and mission alongside the old.
multi-parish benefice or they could be a Reader employed to look after a worshipping community. We must also take into consideration, alongside these paid posts, strategic deployment of leadership and assistant leadership to complement teams and strategies drawing from our valued SSM s, licensed lay ministers, house for duty priests and skilled volunteers. 5. We allocate posts on the basis of establishment and budget on the basis of strength. We allocate posts on the basis of establishment the total number of authorised posts, but budget on strength the actual number of posts currently filled and being paid for. This is done to recognise the fact that there are always going to be vacancies as it is most unusual for a new person to start the day after the previous post-holder has left. Moving to this methodology reinforces the need for 100% of Deanery Share to be given. This is because in the past shortfalls in Parish Share have been largely covered by the savings due to there being unfilled clergy posts as a result of the gap between a priest leaving and another starting. By moving to allocation on establishment and budgeting on strength we are already taking account of these gaps in the budget. 6. The total establishment will include: the suffragan bishop, archdeacons, incumbent status stipendiary priests, stipendiary curates, stipendiary licensed lay workers and salaried staff (ordained and lay). The diocesan bishop is excluded as he is a cost on the national church paid for by the Church Commissioners. It is anticipated that before the end of the planned period i.e. before 2020 the stipendiary cathedral clergy will form part of the diocesan establishment hence their inclusion at the bottom of the chart below. 7. Fresh Expressions We affirm and work to the national definition of a Fresh Expression (Fx) of church. A fresh expression is a form of church for our changing culture, established primarily for the benefit of people who are not yet members of any church; It will come into being through principles of listening, service, incarnational mission and making disciples. It will have the potential to become a mature expression of church shaped by the Gospel and the enduring marks of the church and for its cultural context. The important things to notice are that fresh expressions have an emphasis on mission, that they are culturally appropriate, that they come into being only after a time of listening to the local community and that one day, as disciples are made, they will become a mature expression of church. We aim to have 10% of our posts as Fresh Expression diocesan wide and the majority of these will be within those posts earmarked beyond the 80% baseline in each deanery (see below). Deanery leaders will be fully engaged in the overall allocation alongside the Bishop s Council and Bishop. 8. 80% - 120% deanery plans Of established posts allocated to a deanery 80% of them will be for the deanery leadership to directly recommend as a base line for 2020 deployment. Each deanery will be asked to form a deployment plan offering a range of options between 80% and 120% of the 2012 base line staffing. The final allocation will be fixed in full consultation between deanery leaders and the
Bishop s Council. The posts above the 80% base figure increase the opportunity for flexible and experimental approaches. In determining their plan Deaneries will need to take into account the likely number of SSMs, House for Duty Priests and Readers that are deployable within the deanery. (See pictorial representation in Appendix 1) 9. Bias to social disadvantage and growth There will be positive discrimination in deployment of ministerial leadership towards areas of social disadvantage using statistical data based on the indices of multiple deprivation. At a diocesan level this bias will be to those places that are within the most deprived 20%. It is for deaneries to consider comparative disadvantage within the deanery that may not register on the national indices. Bias will also be given to growth; growth being assessed as numerical, spiritual and community action. Growth measures and areas are to be discerned by each deanery. Growth in numerical terms should be positively recognised in all contexts, i.e. both large and small congregations! Bishop s Council will draw together the various measures applied. Where a deanery receives additional allocation due to disadvantage or growth the posts must be allocated to those specific areas or contexts. 10. What about Schools? The Church Schools of the Future report reminds us of the need to take account of the potential for church in school, in terms of church school location, parish school links, chaplaincy possibilities etc... These need to be considered in relation to both Church and Community schools/academies 11. What about buildings? The deployment plan should prioritise the presence of leaders in communities rather than the preservation of buildings. Assessing the number and location of church buildings required in the long term is part of the plan. 12. Curates in training The rolling average number of curates will be the figure used rather than the number ordained each year. This is due to few curates completing the whole four years of their postings before moving on to first incumbency. 13. Dunham House Teams to be treated as a third archdeaconry. Why use this language? To a large degree the work undertaken by the departments in Dunham House is similar to that in parishes taking forward the vision with direct and indirect mission and evangelism. In the past the number has included school / FE / university chaplains who are clearly Christian leaders in their communities. As we move forward in the new building the number allocated to Dunham House will include staff currently situated at Bishop s Manor. The Chief Executive will provide Bishop s Council with a deployment plan ranging from 80 to 120% of the baseline total. That number will include school / FE / university chaplains and deanery administrators. It is possible that a deanery may seek to increase its administration
support to release other leaders should they wish to do so then this needs to be discussed with the Chief Executive and would be shown against their deanery allocation. 14. Impact on Deanery Share The current discernment is that the majority of Fx, growth and disadvantaged posts will be a charge on the whole diocesan family budget rather than specific deaneries. As referred to above there continues to be the need for 100% of Deanery Share to be given. STRATEGY & TIMELINE As Deaneries come to consider and formulate the Deanery Plan, it will be helpful to consider the following questions and address the action guidelines Key strategic questions for diocese and deanery How will the Deanery decide on their deployment plan and what processes will we use? Why is there a post in this location or network? How does it fit the Diocesan Vision? What type of post is appropriate lay, ordained, deacon, priest, stipendiary, SSM, pioneer, parish, sector? What is its main collaborative setting cluster, deanery, network, minster model ecumenical partnership? How is it resourced? What buildings are mission strategic in the long term? What church buildings can be profitably converted for the purpose of social enterprise? Which ministries do we accredit/authorise? What ecumenical partnership considerations are needed? What do we stop doing in order to focus change, energy and resourcing? Action guidelines Establish where areas of disadvantage lie within the deanery using the 10% and 20% statistics on area of multiple deprivation (available on the Diocesan Website download area at...web address) 1. Assess recent growth within the deanery: numerical, spiritual, community action. 2. Assess areas or networks where a fresh expression of church may be appropriate. 3. Using the above information agree where the 80% baseline deployment of stipendiary leaders (lay and ordained) should be focused or based. The baseline figure for 2012 is supplied in the appendix. 4. Move on from the 80%, giving extra posts up to 120% of the 2012 deployment figure supplied in a creative deployment plan that also adheres to our diocesan mission statement. Timeline Mid-November 2012: Deaneries submit a draft deployment plan December 2012: considered by the Bishop s Staff at its residential January 2013: main focus of Bishop s Council residential February 2013: report back to Deaneries April 2013: update given to Diocesan Synod As with the 2012 plan this will be an iterative process that is not static as we respond to changing demands.
2020 Deployment: Establishment Stipendiary Full Time Equivalent Posts (lay & clergy) establishment July 2012 Bassetlaw & Bawtry 16.00 Mansfield 10.00 Newark & Southwell 13.75 Newstead 14.50 Newark archdeaconry totals 54.25 East Bingham 7.50 West Bingham 9.75 Gedling 11.00 Nottingham North 14.00 Nottingham South 21.00 Nottingham totals 63.25 Curates 24.00 Suffragan Bishop 1.00 Archdeacons 2.00 Others Total 27.00 Chief Executive 1.00 Registrar 0.60 Bishops/Archdeacons/CE/ Registry Support 6.10 Communications 4.00 Development 9.10 Education (DDE/advisers/Admin) 8.50 Education (Uni/FE/School Chaplains) 4.25 Finance & Resources/Facilities 7.25 Deanery Administrators 2.60 Parish Support 7.50 "Third " totals 50.90 Total 2012 establishment posts 195.4 Additional posts to move strength up to budget 2.6 Establishment posts 2020 198
Missional Leadership Deployment 2020 TOTAL NUMBER OF ESTABLISHMENT POSTS Paid PAID POSTS: +Tony, Archdeacons (2), incumbent status stipendiary priests, stipendiary curates (24), salaried staff (ordained and lay) 10% of paid posts to be Fresh Expressions (Fx) VOLUNTARY POSTS - SSMs, Readers, RLMs HOUSE FOR DUTY POSTS RESOURCED ELSEWHERE - +Paul, Healthcare & Prison Chaplains Missional Leadership Deployment 2020 Paid Nottingham Newark 3 rd Direct recommendation 3 rd 80-120% of 2012 baseline Deanery Task: To offer a range of options for paid posts between 80% and 120% of 2012 baseline staffing