Diocesan Synod Committee Reports March 2013

Diocesan Synod Committee Reports March 2013 DS(Mar13)14 Liverpool Diocesan Board of Finance BACKGROUND The Bishop s Growth Agenda Strategy document (suggested background reading) summarises the diocese s forward plans 2010 to 2013. It builds from the 2007 Responding to the Call earlier document and develops mission and ministry growth plans together with the support roles played by St James House personnel within a financially sustainable budget. CORE PURPOSE OF THE FINANCE COMMITTEE (a) (b) (c) (d) To prepare and propose, for Synod agreement, an annual budget for the Diocese of Liverpool. To overview the monthly financial performance against the plan. To debate and agree plans for Investment Income, Parish Share Payment Plans, Property and Consents etc. To exercise responsibility as employer of St James House staff MAIN AREAS AND ACTIVITIES IT OVERSEES (a) (b) (c) (d) (e) (f) Annual Budgets Monthly Financial Performance Unpaid Parish Share Management of Investment Income Consents Employment issues as they arise MEMBERSHIP David Greensmith (DCG) Chair Mike Eastwood (ME) Diocesan Secretary Brenda Edwards (BE) LDBF Secretary Matt Elliott (MPE) Finance Manager Clergy Bishop of Warrington Archdeacon of Warrington Archdeacon of Liverpool Rev Chris Jones Rev Mark Stanford Rev Canon Cynthia Dowdle Lay Michael Pitts David Burgess Peter Owen James Taylor Pam Denton Mark Stafford Cyril Barratt (Norman Mason) The LDBF meets 8/10 times per annum The Diocese of Liverpool is an operating name of Liverpool Diocesan Board of Finance a company limited by guarantee, no. 18301 and a registered charity, no. 249740 Registered address: St James House, 20 St James Road, Liverpool, L1 7BY

MAIN SUCCESSES IN 2012 Implementation of the Growth Agenda Driving Financial Sustainability through:- (i) Reversing the Payment Trend (ii) Parish Dashboards (iii) Statistics for Mission Reporting Aim = budget neutrality Management of Clergy Housing Acceptance by Synod of the 2013 Budget Deanery Mission & Growth Funds Growth Planning Framework MAIN CHALLENGES IN 2013 (and beyond) (a) (b) (c) (d) Delivering a financially sustainable future for the Dioceses of Liverpool. Creating financial headroom in the accounts so that monies can be targeted at mission and ministry growth projects. Helping parishes and deaneries work and plan more productively through focusing SJH support to meet current and future needs. Play a full part in the content and implementation of the strategy document for the diocese 2013-2015

Diocesan Board of Education 1. The Diocesan Board of Education is a statutory body, with its core purpose defined by the 1991 DBE Measure. This is to promote and assist in the promotion of Church schools, religious education and collective worship in the Diocese. The Board also supports the work Anglican Chaplains in Universities and FE Colleges in the Diocese. 2. The main areas and activities it oversees are: working in partnership with local authorities, the Archdiocese and other education partners to ensure that our 120 schools and academies are viable and effective, providing a high standard of education; ensuring that the Diocese responds appropriately to the Government s education agenda through its schools and academies; working with schools and academies to maintain and develop further a strong Anglican ethos through the effective teaching of religious education, imaginative worship and a curriculum based on Christian Values; supporting and helping to nurture an effective relationship between individual churches and schools in their parishes; working with other North West Dioceses and the Diocese of York, through DBE Services, to support the education mission of the Church in this region; 3. The membership of the Board has been reduced significantly in 2013, with the agreement of the Secretary of State, following a Diocesan Education Review which was reported to the Diocesan Synod in 2012. Membership now includes both Bishops, (ex-officio), 4 lay and 4 clergy members elected by the Diocesan Synod (equal numbers from each Archdeaconry), 4 co-opted members and 1 member appointed by the Bishop of Liverpool. 4. The main successes in 2012 have been: the addition of a new secondary school, following the change through CE status by Lowton High School and successful consultations anticipated to result in Roscoe Primary School, Liverpool, becoming a CE school in 2013; St Margaret s CE High School successfully converting to Academy status; establishing a robust system to monitor and challenge educational performance in our schools, working with our local authority partners, with Ofsted judgments of good or outstanding in 86% of our schools (up from 80% in 2011, compared to 66% nationally); ongoing success of DBE services Christian Leadership Course to provide future leaders for our schools few headship posts now require re-advertising; high uptake by our schools of DBE Services Total Property Management Scheme (above 50% - highest in region);

continuing growth of Church and School Partnership Award scheme almost half our schools and their churches now have this. 5. Main challenges in 2012 included: the Government s agenda to require failing schools to become sponsored academies. Two schools currently facing this; significant reduction in the capacity of local authorities who support the schools, requiring a new diocesan role to broker support/challenge for our own schools; major reduction in the Government s Capital Programme has significantly reduced income to the Board through DBE Services work. 6. the main challenges in 2013 and beyond are a continuation of those experienced in 2012, especially the likely impact of further spending cuts on Local Authority services.

Diocesan Advisory Committee (DAC) The Diocesan Advisory Committee provides advice at diocesan level, especially to parishes, the Diocesan Chancellor and the Archdeacons, in relation to church buildings and other places of worship, their contents and churchyards. It is part of the 200-year-old faculty system for permitting (or not permitting) change to churches. The committee s duties, constitution and processes are governed mainly by the Care of Churches and Ecclesiastical Jurisdiction Measure 1991 and the Faculty Jurisdiction Rules 2000. In the current Rules, the operation of faculty and the role of the DAC are well defined. Members of the DAC are appointed mostly by the Bishop s Council, and for their knowledge and expertise in the care and use of places of worship, including representatives of diocesan synod, architects, and others appointed after consultation with English Heritage, the National Amenity Societies and local authorities. The DAC is also supported in its work by a number of specialist consultants. The committee makes a formal recommendation to the Chancellor on proposals, but can offer informal advice to parishes at an early stage. The DAC only acts in an advisory capacity; the final decision about a faculty is made by the Diocesan Chancellor, although in uncontroversial cases an Archdeacon can issue the faculty. It is worth noting that there is a legal presumption against change, so applicants must say why change is needed for the mission of the church. Some conservation bodies would wish to end the system whereby churches are exempt from planning consent for internal changes, and this is a real constraint on some re-ordering schemes, but the 1991 Measure begins with a reminder of why we are here: Duty to have regard to church s purpose: Any person or body carrying out functions of care and conservation under this Measure or under any other enactment or rule of law relating to churches shall have due regard to the role of a church as a local centre of worship and mission. The whole process is currently under review nationally, looking for a simpler system and an extension to the list of minor works which can be done without a faculty. Our main success in 2012 has been to maintain the principle of making a recommendation in straightforward cases in one cycle of meetings; we have achieved 60% within one month of an application, and 77% within two months. One application was received at the office an hour before the meeting and the DAC s certificate was in the vicar s hands that evening. Unfortunately, many applications come with insufficient material, or need further clarification or wider consultation, and this can cause significant delay to some applications. It seems a challenge to ensure that instructions, whether in general terms on the website or relating to particular issues, are clear. Our main challenge this year is to encourage parishes who may wish to consider re-ordering schemes to consult the DAC at an early stage. The DAC s advice may lead to (reversible) experiments with moving furniture around under an archdeacon s licence, though some archdeacons (not in this diocese of course) have been a bit too free with allowing experiments that would be unlikely to get a permanent faculty. Nevertheless, conservation groups are coming to recognise that churches do need to change to survive, and the DAC aims to build good relationships with them so we can find acceptable ways for churches to make suitable alterations to fulfil their mission. Steve Parish, Chair DAC

Clergy Housing Committee 1. Core Purposes of the Clergy Housing Committee. The role of the Clergy Housing Committee centres on ensuring that clergy feel safe and comfortable in their homes and that they provide a good base for ministry and family life. This involves the routine maintenance and repair of current houses and a programme of planned improvements (including security measures). The committee also considers the acquisition and sale of houses where appropriate to provide improved secure housing and to enable more economic modern living for clergy in the future. The Committee also, with the support of the DBF Finance Committee, continues to look at asset development. 2. Main areas and activities it oversees. Welfare of clergy with regard to housing and security. Maintenance, improvement and development of land and property. Management of Clergy and tenant settlement and relocation including work programmes. Managing agents, tenants and property during vacancies and the rental process. Commissioning and managing of agents and contractors of all disciplines. Liaising with and managing agents with regard to sales, purchases, planning, building control, and tree preservation order procedures. Overseeing and implementing legal processes with regard to purchases, sales and development. Ditto land registry matters. Liaising with church commissioners and other bodies on housing and land issues. Implementing insurance procedures and overseeing EIG and their agents. Supporting redundant churches committee with maintenance, development and sales issues. Approval of housing proposals relating to pastoral schemes. Management of Glebe and overseeing Glebe agent activity. Advising Parishes regarding there own property. Management of AD Hoc guardian activity. 3. Membership Clergy Housing Committee (meets quarterly) Lay Chair The Archdeacons of the Diocese One elected representation, Clergy or Lay, for each Deanery Diocesan Advisors Clergy Housing Executive (meets monthly) Lay Chair The Archdeacons 2 representatives for each Archdeaconry, 1 Clergy and 1 Lay Diocesan Advisors

4. Main successes in 2012 Budget control Budget 817,614 Actual Spend 813,756 - Variance 3,858 Sale of former vicarage and provision of replacement at Newburgh Christ Church Provision of new vicarages for Stoneycroft All Saints, Garston St Michael, Widnes Team, and Maghull St Andrew. Provision of new curates houses at Walton Breck Christchurch, Toxteth St Cleopas and Netherton St Oswald. Completion of phase 2 of the boiler efficiency programme 5. Main challenges in 2012 Budget control in a climate of rising cost and rising expectation Negotiation regarding the sale and replacement of an unsuitable vicarage in south Liverpool Difficulties experienced due to the current financial climate regarding sales and developments. Onerous planning procedures and requirements on development projects Process involved in negotiations with Deaneries regarding housing reports 6. Main challenges in 2013 (and beyond) Budget control 2013 budget of 820,000 = 12% of Parish Share Finalizing Deanery housing reports, to identify the properties which will be retained, replaced or disposed of. Current financial climate and its influence over sales and developments

Structure and Function of the Diocesan Mission and Pastoral Committee 1.Introduction The Diocesan Mission and Pastoral Committee is a representative body of clergy and laity responsible for keeping arrangements for mission and pastoral care in the diocese under review and making recommendations to the Bishop. In order to carry out the role effectively the Diocesan Committee works closely with Deanery Mission & Pastoral Committees which have the primary responsibility of reviewing arrangements within their deanery in order to promote mission and ministry as effectively as possible with the available human and material resources. The strategic objectives of the deanery are summarised in a Deanery Mission Plan and it is on the basis of this plan that recommendations are made to the Diocesan Mission & Pastoral Committee to implement any necessary pastoral reorganisation. 2. Legal Responsibilities The Legal duties and responsibilities of Diocesan Mission & Pastoral Committee are contained in the Mission and Pastoral Measure 2011. These are :- Make or assist in making better provision for the cure of souls in the diocese. Review arrangements for pastoral care and supervision in the diocese including sharing agreements in respect of a church or parsonage house. Prepare strategies or proposals for carrying out its functions for submission to the Bishop and Diocesan Synod for approval. Maintain overview of matters relating to church buildings and their use. Find suitable alternative uses for churches which are proposed to be/are closed for regular public worship. Make recommendations to the Bishop for pastoral schemes or orders. In carrying out these functions the Committee shall have regard to: Worship, mission and community as central to the life and work of the Church of England. The financial implications for the Diocese and Church of England as a whole. The need to allocate appropriate spheres of work and to ensure that appropriate conditions of service are enjoyed by those employed or holding office in the diocese, and where relevant, that reasonable remuneration is provided for all engaged in the cure of souls. Traditions, needs and characteristics of particular parishes. 3. New Structure. With effect from 1st January 2013 Diocesan Synod agreed a new structure for mission and pastoral work consisting of two archidiaconal committees overseen by a smaller Diocesan Mission and Pastoral Committee which would look at strategic issues in line with the Growth Agenda and provide final approval to recommendations from the archidiaconal committees. There would also be two smaller sub-committees consisting of the Legal and Administrative Sub- Committee and the Closed Churches (Uses and Disposal) Committee. a) The Archidiaconal Committees comprises the Archdeacon (chair) and one clergy and one lay representative from each deanery with the Bishop s Planning Officer and Mission and Pastoral Officer in attendance. b) The Diocesan Mission and Pastoral Committee comprises the Bishop of Warrington (chair), the Archdeacons, Director of Church Growth, Director of Pioneer Ministry, Diocesan Secretary and two clergy and two lay representatives from each archidiaconal committee, with the Bishop s Planning Officer and Mission and Pastoral Officer in attendance.

c) As the titles suggest, the Legal & Administrative and Closed Churches Sub Committees are concerned with the implementation of the legal and administrative steps required to bring into effect the DMPC decisions. To this end the Sub Committees and their officers work in conjunction with the Church Commissioners staff and where necessary technical specialists. 4. Challenges One of the main challenges for 2012 was to find a committee structure which, with the need for more creative pastoral schemes together with the introduction of the new Mission and Pastoral Measure 2011, would ensure that deanery recommendations for pastoral reorganisation were considered in greater detail to further mission and ministry in these areas. This committee structure needs to creatively respond to the challenges of the Growth Agenda and support as much as possible the local responses from the Deanery Mission and Pastoral Committees. The possibility of short term interim appointments is an example. 5. Looking Ahead The indications suggest there will be a significant requirement for pastoral reorganisation in the foreseeable future. The challenge for 2013 continues to be to make the best provision for mission and ministry of local churches by balancing the resources available with deanery mission plans. Detailed consideration of the viability of many of our church buildings will play a key part in this. Another key challenge is to persuade parishes of the need for change. It is unlikely that structures and arrangements that have served the needs of the church in past years will continue to be appropriate in future and therefore a fresh and sometimes radical approach may be required. The DMPC will have responsibility for measuring and assessing the impact of new initiatives of local leadership and the mission and growth fund. 6. And finally As Chair, I am extremely grateful for the hard work and diligent support of the Committee s officers Sandra Holmes and David Burrows who toil behind the scenes; they ensure that the often complex paperwork, that forms part of the legal requirements and which go with Pastoral reorganisation, are in order. I am personally indebted to them for the preparation of this report. +Richard Warrington

Church & Society 1. Core purpose of the Church & Society Advisory Group: The Group was created by the Diocesan Review with a Portfolio Holder (Chair, an ex officio member of Bishop s Council). The Chair establishes Action Groups (reviewed regularly & restructured, merged or disbanded). It links with key partners (Sector Ministers Network, Together Liverpool & Council for Social Aid). 2. Main areas and activities: Four key foci: Good practice in the church notably on equality/diversity, inclusion, safeguarding & culture Linking with key statutory, faith and third sector bodies & the Bishop s Borough Civic Links Supporting church-based social and community action projects and initiatives World mission notably our twin Dioceses of Virginia and Akure plus Koln our interchurch link 3. Membership - Church & Society Advisory Group: Chairs of our Action Groups & our key partners( involving about 100 individuals in our broad range of activities): Canon Angela White - Chair of Church & Society Revd Irene Cowell - Heritage & Tourism Network Kari Dodson - Safeguarding Monitoring Group Revd Canon Cynthia Dowdle (Deputy Chair) - Women s Issues Network & Penal Affairs Adviser Revd Canon Roger Driver - Urban Social & Community Action Network Revd Pat Gray (until September 2012) - Rural Issues Monitoring Group Canon Val Jackson - Minority Ethnic Anglican Concerns Monitoring Group (with Chester Diocese) Revd Canon Carol Kidd - Equal Opportunities Review Group Revd Canon Bob Lewis - Sector Ministers Network Revd Dr Ellen Loudon - Arts & Culture Network Joyce Roberts Chair of Trustees Liverpool Church of England Council for Social Aid (managing Adelaide House Approved Premises. Leading on penal affairs and domestic abuse awareness) Revd Malcolm Rogers - Anglican Partnerships & Links Monitoring Group Canon Professor Hilary Russell Chair of Trustees, Together Liverpool (new Charity a partnership with Church Urban Fund. Key role promoting church engagement in social and community action) Joe Steen - Disability Awareness Monitoring Group Ultan Russell Director, Church & Society also Assistant Synod Secretary; Company Secretary to our key partners the Council for Social Aid & Together Liverpool Part-time Staff: Karen Carr - Assistant Child Protection Adviser Debbie Doran - Administrator for Disability and Vulnerable Adults Su Foster - Child Protection Adviser Elaine Leggett Administrator, Church & Society & Diocesan Synod; PA, Revd Canon C Dowdle Revd Dr Hannah Lewis Team Leader for Pastoral Work among the Deaf Sr Ruth Reed - Disability & Safeguarding Adviser Honorary Advisers: Revd Ruth Stock - Interfaith Mary Kessler - Older Persons Issues Helen Clarey - Domestic Abuse Awareness Revd Roy Doran - Akure Link Paul Beardwood Environment

4. Main successes in 2012 Good Practice: Continuing to offer good quality training, case management and support on safeguarding while Government Policy is incoherent and undeveloped Launch of the Disability Friendly Church Award with the Widnes Deanery acting as a pilot and new initiatives within the Deaf Churches including Messy Deaf Church & at the Cathedral Production of web-based resource materials on pastoral care to support parishes Increased engagement by sector ministers with their Network and on Synods Visit in May of the Rt Revd Cathy Roskam (formerly of New York) to the Diocese and to engage in key national activities with women clergy, on inclusion and on domestic abuse Links: Strategic involvement in key third sector issues notably Merseyside ChangeUp Consortium, Charitable Trusts Group and the Merseyside Funding Information Portal Commenting on Government reviews on women offenders, community sentencing and probation plus engagement with the new Merseyside Police & Crime Commissioner Social Action: Establishment of the Together Liverpool Joint Venture in partnership with Church Urban Fund and the appointment of John Davis as Development Officer in December World Mission: Strengthening links with Virginia Diocese notably the visit to Huyton for the Youth Pilgrimage and their successful efforts to fundraise up to 30K for a return trip in 2013 5. Main challenges in 2012 Increased work for staff on governance issues relating to Church Representation Rules meaning less staff resource for the Church & Society agenda which leads to frustration Ongoing concern about the Link with Akure Diocese and questioning of its continued value Delays in the creation of Together Liverpool as an independent Charity and Company 6. Main challenges in 2013 (and beyond) Working towards developing a creative and relevant Diocesan Equality/Diversity Policy Supporting parishes and projects on safeguarding as Government policies become clearer Coordinating the administration for the pan Merseyside Domestic Abuse Summit supported by Josephine Butler Trust, the Cathedral, Mothers Union, Council for Social Aid and others Backing the Building Plan for 1.8M to double the capacity at Adelaide House from 20 to 40 (the Council for Social Aid s Approved Premises formerly termed a bail hostel in Kensington) Advocating for financial support to Mission in the Economy (MitE) & creative engagement in ecumenical work following the review of Churches Together in the Merseyside Region (CTMR) Assisting in devising of the ecumenical Action Plan for Together Liverpool to support church social and community action projects including developing good practice in volunteering and working on anti poverty strategies in this period of Recession & changing Government policy Overseeing a review of our links with Virginia and Akure Dioceses Determining priorities effectively so that we continue to do a few things well! Agreed by the Advisory Group on 19th February 2013. Angela White (Chair)

Report from Lifelong Learning to be tabled