Dear Friends

Appointment of the next Archdeacon of Doncaster

There is no denying it: these are challenging times in the . But by the same token, these are exciting times for us.

No-one has any doubt that in 2029 the Church of England in South Yorkshire will look very different from the way it is now — but equally no-one is yet very clear about the shape it will take. Will the whole people of God be mobilised for the whole mission of God? What will morale be like, among key lay and ordained leaders? Will attendance figures be in decline or growing? Will there be more stipendiary incumbents or fewer? Will there be more congregations or fewer?

We are looking to appoint an Archdeacon of Doncaster who will relish the responsibilities of the role. Obviously, there are certain gifts and skills that will be needed if the appointed candidate is to flourish in this vital role, and these are outlined in the job description and person specification. However, I would love to appoint a person with a strong sense of vocation to this task at this time; a person of faith and hope and love in God; a person who laughs easily and has a zest for life in Christ; a person with a sense of adventure, unafraid of failure and reliant on the grace of the Holy Spirit. If that might be you, we would love to explore with you the possibility that the Lord is calling you to this wonderful Diocese.

The Diocese of Sheffield is, yes, former steel-making communities (not least in Sheffield and Rotherham) and former coal-mining communities (not least in the villages around Doncaster). But it is also far greener than people imagine, with Peak District communities (west and north of Sheffield) and farming communities (north and east of Doncaster). It boasts some of the finest hospitals in the country and an inspiring Advanced Manufacturing Park, a noble tradition of horse racing (the St Leger) and other centres of sporting excellence. There are prosperous suburbs and sprawling housing estates, areas of multi-cultural vitality and of stark socio-economic deprivation.

These are the communities we seek to serve with the Good News of what God has done for the world in the life, death and resurrection of our Lord Jesus Christ. If, when you read the role description, you find your pulse is quickening, then please be bold and contact us: we are seeking to be utterly open in this discernment process — at this point there really is no pre-determined outcome.

With every blessing

The Rt Revd Dr

1

Appointment of the Archdeacon of Doncaster

The Bishop of Sheffield is seeking to appoint a new Archdeacon of Doncaster, following the retirement of the Ven. Steve Wilcockson. The appointment will be from 1st April 2020 or as soon as possible thereafter.

1. The Diocese of Sheffield: the context for the appointment a) A continuing Vision

The Diocese of Sheffield serves around 1.25 million people across South Yorkshire and the East Riding. The Diocese was founded in 1914 and contains the whole of the city of Sheffield, the Borough of Rotherham and the Borough of Doncaster. In addition, it contains parts of the Borough of Barnsley and areas of East Yorkshire around Goole.

The Diocese currently has 176 parishes (205 churches and 150 benefices). These parishes are served by 128 stipendiary clergy; around 40 self-supporting ministers and over 400 licensed Readers and other licensed or authorised lay ministers. There are twelve deaneries and two archdeaconries in the Diocese. The Diocese has 40 church schools (39 primary and one secondary) and seeks always to work ecumenically.

Our vision statement has informed the strategic direction of the Diocese for a decade:

The Diocese of Sheffield is called to grow a sustainable network of Christ–like, lively and diverse Christian communities in every place which are effective in making disciples and in seeking to transform our society and God’s world.

We long to see sustainable Christian communities in every place. We long to see the Body of Christ grow in depth and in numbers. We long to see every disciple, and the whole Church, better serving our local communities and wider society. b) An Escalating Challenge

However, our capacity to realise this vision and to minister effectively to our communities is threatened by what we are calling ‘the four-headed beast’ — ‘ABCD’, where A is for declining Attendances; B is for Budgets in deficit; C is for Church Structures unfit for

2 mission; and D is for unbalanced Demographics, weighted dramatically to older people and to long-established rather than more contemporary congregations and patterns of worship.

In terms of attendance (2016 data), the Diocese of Sheffield sits in the bottom quartile of Church of England dioceses for per capita attendance (just 1.3% for adults on Sundays), and for attendance decline in the past decade (-12%). In 1989, over 20,000 adults worshipped routinely in our churches on Sundays; thirty years later, the number is just over 12,000. Draft 2018 figures do not suggest an improved picture.

In terms of budgets, in 2009 parish share revenues amounted to £4.8m; in 2018, they had fallen to £4.3m. Similarly, funding from the Church Commissioners (aside from SDF grants) amounted to £2.1m in 2016, but has fallen to £1.8m this year. Together with falling fees income, falling revenues from rents and investments and reduced grant income, this represents a serious financial challenge.

In terms of church structures, buildings are a particular headache. Even Doncaster Minster, arguably the second most iconic church building in the Diocese, has no kitchen or toilet; and its fixed pews significantly restrict the kind of activity it can host. Many of our buildings are not located where we would site them if we were building now; many are not configured as flexibly as we would design them if we were building now; and many require alarming amounts of investment to keep the fabric sound. In addition, our key clergy and lay leaders are often held back from mission activity by the burden of compliance of one sort or another.

In terms of demographics (2016 data), whereas on average 1.3% of the population of the Diocese routinely worships in a Church of England church on Sundays, this figure is not uniform for every age-group. It is 3.1% of those aged 66-75, 2.8% of those aged 76-85, 2.1% of those aged 86+ and 1.9% of those aged under 11; by contrast, it is just 0.9% of those aged 25-45 and 0.2% of those aged 18-24. Draft 2018 figures do not suggest an improved picture.

Renewed, Released, Rejuvenated!

To meet this escalating challenge, the senior staff consulted widely with deaneries and other bodies through 2017-18, and in October 2018 launched the new strategy to realise a flourishing and generous Diocese of Sheffield by 2025: renewed, released and rejuvenated!

We seek to be a Diocese renewed in the grace and power of God, by a constant reliance on the Holy Spirit. To this end, we have created a prayer community whose members commit to praying daily for the renewal of the Diocese. The community has over 500 members so far: we are seeking to recruit 2025. We have composed a Diocesan Vision Prayer to be said daily and we are heartened by the number of people and congregations making regular use of it.

3 We seek to be a Diocese released from the constraints which hold us back from mission, and released, as the whole people of God for the whole mission of God. To this end, we have begun a radical assessment of our church buildings to determine which are assets in mission (or have the potential to be) and which are liabilities. We have been taking part in a learning community for Setting God’s People Free and have a number of initiatives underway to enable all the baptised to realise their calling to be Lights for Christ in the world.

We seek to be a Diocese rejuvenated — partly through a dedicated and sustained programme of outreach to families, children and young people (the Centenary Project and related SDF Children, Young People and Families Project) and partly through the creation of 75 new congregations, including 25 in our church schools. We are encouraged by the number of parishes whose 2019 Mission Action Planning returns include a commitment to establishing a new congregation within the next three years. This process will undoubtedly be greatly helped by our successful SDF bid to establish Resourcing Churches in Rotherham and Goole— we expect to have 12 such churches across the full geographical and theological breadth of the Diocese by 2025.

Just 75 stipendiary incumbents?

However, the Diocese of Sheffield is also in the bottom quartile of Church of England dioceses for for stipendiary clergy per capita (less than 1 per 10,000 people). Just 20 years ago, in 1999, there were 155 stipendiary incumbents in the Diocese — together with a raft of chaplains, many of whom (especially industrial chaplains) were on the diocesan payroll. This month, in November 2019, there are just 92.5 — a drop of over 33% in two decades. But in 2019, we can really only afford 90: we can only balance the budget this year by selling off property — not a good or sustainable course of action. For 12 months from October 2018 we took the mitigating action of declaring a moratorium on recruitment to stipendiary incumbency posts. Although this has now been eased, there remains a need to reduce the number of stipendiary incumbents still further in 2020.

It would appear that this decline has been budget driven throughout, but with little thought given either to how to reverse this chronic trend, or how to deploy the reduced number of stipendiary incumbents, who have simply been spread more thinly across the Diocese. This has had a demonstrably negative effect both on clergy wellbeing and on clergy effectiveness in mission, despite real progress in generating and nurturing vocations to self- supporting ordained ministry and by making more strategic use of retired clergy.

There is no reason to suppose the trend will reverse itself; indeed given the demographic profile of our congregations and the fact that our most faithful attenders are often also our most generous givers, there is every reason to fear that falling revenues via Common Fund in the next ten years will reduce still further the number of stipendiary incumbents we can afford. The simple fact is that if the present trend continues to 2029 (and there are reasons to fear it might actually steepen), we will only be able to afford 75. It would therefore be 4 reckless at this point to continue as before, simply by spreading a substantially reduced number of stipendiary incumbents still more thinly, and hoping for the best. It is time to review radically the way we deploy stipendiary clergy, and to plan to grow the numerical and financial health and strength of the Diocese for the future.

To this end, during 2019 we have sought to consult with every PCC over a model which assumes the Diocese can only afford 75 stipendiary incumbents. This is not a goal. We do not aspire to this figure. We do not believe that the Diocese can flourish longterm with so few stipendiary incumbents. Rather, we have settled on this figure for three reasons: i) First, people recognise this as the number we seem destined to have by 2029 if the current trend continues. It is a number with default credibility in the Diocese as an inevitable outcome if we do nothing to grasp this nettle. ii) Secondly, it is a figure that we are confident we can afford for long enough to put into action our plans for growth. That’s to say: it would be disastrous for morale to cut to, say, the 90 stipendiary incumbents which we can afford in 2019 and the 89 likely in 2020, only to have to cut further in 2021 or 2022 to 85 or 80. iii) Thirdly, and positively, we believe a ‘target’ figure of 75 is conveying to the whole diocese the urgency of our situation, creating the necessary impetus for change. If we sought to cut only to 90 at this point, the temptation would be great to assume business as usual. Everyone knows that a model which assumes only 75 stipendiary incumbents will require everyone to work differently. It will enable the culture change required at congregational level, so that every baptised person is encouraged to enter the full dignity of their baptismal vocation to serve God as a minister and missionary in the world. We believe a model which assumes only 75 stipendiary clergy will ‘set God’s people free’, by requiring stipendiary clergy to nurture and develop the gifts of the whole people of God, and by requiring the whole people of God to take greater responsibility for the life and mission of the local church.

In other words, we are persuaded that this serious financial challenge, and its implications especially for the number of stipendiary clergy we are able to deploy, will not be a torpedo to sink Good Ship Strategy (Renewed, Released, Rejuvenated!) — launched in October 2018 — before it has barely left harbour, so much as the turbo-charging of its propellers to get it out into the open sea.

Already the picture is not without hope: according to our 2018 statistics for mission, average weekly attendance was up 157 (1.2%) overall. Usual Sunday attendance increased in 40% of parishes in 2018 (up from 35% in 2016-2017).

In the model over which we are currently consulting with every PCC, the role of the stipendiary incumbent is defined ‘semi-episcopally’ as an oversight minister, to work collaboratively with others in three related ways: * to be a focus of unity for the people of God in a mission unit, helping each congregation in that locality to discern and articulate a vision for mission, fostering team work, facilitating change and moving forward together. 5 * to enable and support the ministries of the whole people of God, for the whole mission of God, discerning, developing and releasing the gifts of others. * to keep watch over the well-being of local churches, volunteer ministers and whole congregations, helping them to reflect theologically, to learn, and to grow as disciples.

This proposed model of ministry maintains our commitment to having a worshipping Christian community in every place, which makes disciples and seeks to transform our society and God’s world. The key challenge is to achieve a culture change, in which very Christian is mobilised for the service of God in the world. The role of an oversight minister will vary according to context, because mission units will vary considerably. Especially in suburban neighbourhoods, some mission units are likely to remain as single parish benefices right through this period of transition. Even in such places however, the role remains defined as above, with a consistent emphasis on making new congregations and on mobilising the whole people of God for mission. In other parts of the Diocese, especially in our most urban and rural areas, mission units will consist of multiple parishes.

It is first and foremost in assisting with the delivery of this transformation that we are seeking to appoint the new Archdeacon of Doncaster. The Bishop’s senior staff team is united around the way forward and energised by the challenge – while we may have chosen our current circumstances, we believe that (in the gracious providence of God) there is a wonderful opportunity here. Our strategy (Renewed, Released, Rejuvenated) promises, under God, a sustainable structure to deliver growth right across the Diocese. c) The particular challenge of mutual flourishing in the Diocese of Sheffield

The wounds of the vacancy in the See of Sheffield in 2017, following the nomination and then withdrawal of Bishop Philip North, remain raw. The Diocese of Sheffield is perhaps the most polarised of all Dioceses in terms of its ‘tribes’. Apparently, it has the highest proportion of parishes in any Diocese which have petitioned for extended episcopal oversight (unusually, with a notable concentration of complementarian evangelical parishes which receive the ministry of the Bishop of Maidstone, as well as a substantial number of traditionalist catholic parishes which receive the ministry of the ). However, it also has a higher proportion of female incumbents than most Dioceses, as well as of male incumbents who support the ordination of women as priests and bishops. Many of our traditionalist catholic parishes are to be found in the Doncaster Archdeaconry. It will of course be vital for the next Archdeacon of Doncaster to work effectively across this whole spectrum.

In addition to its distinctive ecclesiological ‘banded-ness’, the Diocese of Sheffield is also banded geographically and socio-economically. A good indication of this is the pattern of voting in the 2016 ‘Brexit’ referendum. The city of Sheffield voted to leave by just 51% to 49%. The rest of the Diocese voted to leave by much wider margins: the East Riding by 60% to 40%; Barnsley and Rotherham by 68% to 32%; Doncaster by 69% to 31%. The two

6 Universities in the Diocese are both in West Sheffield, as is much of the wealth of the region.

Communities east of the M1, and especially north and east of Rotherham, easily feel disconnected from and indeed intimidated by the city of Sheffield. The political impasse over devolution (in which the South Yorkshire ‘Sheffield City Region’ deal has struggled to secure the support of the local authorities in Barnsley and Doncaster) illustrates the issue. Again, it will be vital for the Archdeacon to relate well to the culture of the communities which make up the Archdeaconry — not least its former ‘pit villages’. There are prosperous suburbs in Doncaster, as well as communities of considerable deprivation; and there are rural farming communities in the East Riding.

The recently published 2019 Index of Multiple Deprivation tells us that one third of our parishes (61) are amongst the 10% most deprived in the country, 29 of these including our most deprived parish, Denaby Main (ranked 27th out of the 12,475 parishes in the country) are in the Doncaster Archdeaconry. Half of our parishes are in the bottom 50% nationally and three quarters are in the bottom 50%. The 8 parishes (5%) that are amongst the 10% least deprived nationally are all found in the South West of Sheffield.

Further information about the Diocese and the area it serves can be found at www.sheffield.anglican.org.

2. The Archdeacon of Doncaster

The appointment is full time. The Archdeacon of Doncaster is responsible to the Bishop of Sheffield.

The purpose of the role is primarily to enable the parishes, benefices and deaneries of the Doncaster Archdeaconry to fulfil the Diocesan Vision Statement through shared strategic leadership.

There are currently six deaneries within the Archdeaconry covering the Borough of Doncaster, parts of the Borough of Barnsley and the areas of East Yorkshire around Goole.

The Archdeaconry of Doncaster is the smaller of the two archdeaconries in the Diocese in terms of population, number of churches and numbers of stipendiary clergy. For that reason, the Archdeacon of Doncaster holds primary responsibility also for the pastoral care and engagement with the chaplains across the Diocese in hospitals and prisons, and is the Safeguarding Lead on the Bishop’s senior staff team.

The Archdeacon will work as a key member of the Bishop’s Staff team comprising the Bishop of Sheffield, the , the Archdeacon of Sheffield and Rotherham, the , the Diocesan Secretary, the Director of the Parish Support Team, the 7 Director of Formation for Ministry, the Dean of Women’s Ministry, the Communications Manager and the Bishop’s Chaplain.

The Bishop’s Staff currently meets monthly (twice a year with the Area Deans) to take forward the Diocesan Strategy. The Bishops, Archdeacons, Diocesan Secretary and Director of the Parish Support Team also meet monthly to deal with operational matters.

The two Archdeacons work together as a team within the Diocese, sharing a secretary at Church House, Rotherham, and an email inbox. This gives cohesion across the Diocese, enables excellent partnership and covering between the two roles and greater efficiency in sharing committee work and each acting where appropriate on behalf of the other.

The Archdeacon will be joining a united and forward looking staff team, but one which is currently not sufficiently diverse in terms of race, gender and theological conviction.

Key Tasks:

1. To remain deeply rooted in Christ 2. To fulfil the statutory duties of Archdeacons with care and enthusiasm (see Appendix A) 3. To take lead responsibility on the Bishop’s Senior Staff for Safeguarding 4. To assist the delivery of the transformation of the Diocese, to a new and sustainable model for the deployment of a reduced number of stipendiary incumbents, to grow the number of disciples of Christ again. 5. To develop the capacity of deaneries and parishes to grow a sustainable network of Christian communities in every place, a combination of traditional congregations (‘inherited church’) and fresh expressions of church. 6. To exercise pastoral care, together with the Bishops, of the clergy and lay ministers of the Archdeaconry, not least through MDR meetings with the clergy. 7. To enable the development and best possible use of church buildings and plant, rationalising these strategically 8. To oversee the development of Mission Areas and strategies for the development and deployment of ministry within each deanery consistently with the good stewardship of all available resources 9. To support the mission and ministry priorities of the Bishop and Bishop’s Staff within the Diocesan structures 10. To play a full part within the Synodical structures of the Diocese (see Appendix B) 11. To contribute to the wider mission and life of the Diocese according to gifts and experience and depending upon the evolving needs of the Diocese. In this respect we are particular seeking someone with the gifts to lead on Safeguarding and in the oversight of chaplaincy in the Diocese.

8 Key Challenges Among the key challenges faced by the new Archdeacon we have identified: • Working creatively with a changing role for stipendiary clergy; an increasing resource of self supporting and lay ministries and constrained resources. • Working creatively with the tension between sustaining all that is good in present patterns of mission and ministry whilst developing new forms and patterns for the future • Resourcing the Area Deans as they share oversight and leadership across the Diocese • Exercising a dynamic ministry while mindful of the need for good stewardship of financial and other resources • Working collaboratively with the Parish Support Team and the Area Deans on the implementation of strategy • Encouraging formal and informal collaboration between clergy and parishes • Working creatively and well with Anglicans of every tradition and with our ecumenical partners. • Establishing a secure basis for new congregations, church planting and diverse fresh expressions of church. • Handling all appointments to posts in a way which is fair, open and transparent • Working within a Bishop’s Staff team which continues to evolve and develop • Remaining focussed on the core tasks of the role.

9 Person Specification

Essential Desirable

Previous experience A person ordained as priest in the Experience of working with fresh Church of England for at least six expressions of church years. Significant rural experience Substantial parish experience leading a growing church or churches with the ability to impact our wider society

Knowledge and Theologically qualified to degree Postgraduate degree in Theology understanding level Familiarity with canon law and Evidence of disciplines of current other relevant legislation. reading and theological engagement

A person of clear conviction who is able to relate well and work with Christians of all traditions.

Ability to learn and assimilate a range of new knowledge and skills including legal and financial aspects of the role.

Mission and Excited and attracted by the worship emerging diocesan vision

Able to lead worship and prayer well in churches of different traditions

Ability to attract people to the gospel

A confident and inspiring preacher

Familiar with current thinking on evangelism, nurture and fresh expressions of church

10 Managerial and A track record of leading change Familiarity with disciplinary Leadership processes A pastor able to model excellent care of others Familiarity with capability issues

Able to coach, nurture, inspire and Experience of designing posts, mentor others building teams and making appointments Evidence of excellent attention to detail and due process

Able to surface, manage and resolve conflict

Able to speak the truth however unwelcome this may be

Full of hope and able to inspire hope in others

Excellent listening and reporting skills

Experience of financial management

Ability to chair meetings and follow through on business

The ability to delegate to others

Evidence of taking initiative and encouraging initiative in others

Experience as a trustee

Wider Society A theological understanding of the The ability to build communities kingdom of God as wider than the and work in partnership Church

Ability to work with Christians of other traditions

The ability to work with a range of stakeholders in our wider society

11 IT/Admin skills Skilled in the use of computers and Experience of running complex IT systems and processes

Excellent administration skills Skilled in the use of Microsoft Office

Safeguarding Enhanced DBS and current training

Experience of current safeguarding good practice

Ability to chair a Core Group

12 Personal Attributes

Essential Desirable

Spirituality and A Christian disciple with a mature Prayer Life faith able to watch over themselves and others

The ability to be sustained in ministry through disciplines of prayer and study

Able to articulate a sense of call to this role at this time in this place

Personal style Self aware and mature

Empathetic and approachable

Positive

Encouraging

Confident

Emotionally resilient in a demanding role

Team skills Able to be a member and a leader Familiarity with a range of team of different teams building tools

Aware of strengths and weaknesses The ability to think laterally about in a team context complex problems

Able to see tasks through to completion

People Consultative management Persuasive

Balanced, non emotive

Thinking style Analytical

Good with data

Well developed observational skills

13 Terms and Conditions of Service

(To be revised and updated at final draft)

Stipend Central Stipends Authority Recommendations

£xxxxxx

Pension Church of England Funded Clergy Pension Scheme at Archdeacon level

1.5 multiplier of the National Minimum Stipend

Car National Car Loan Scheme

Expenses for travel following HMRC guidelines at 45p/mile up to 10,000 miles, 30p thereafter

Office provision Office in Church House Rotherham

Office provision within the House

Mobile phone Covered within expense

Working Normal working costs reimbursed on expenses

expenses Ecclesiastical Law Society Membership

Home Office consumables

House Barnby Dun Rectory

Secretary Shared secretarial support with the Archdeacon of Doncaster at Church House, Rotherham

Other benefits Lap top provision and maintenance; mobile phone

Additional Information on housing See Appendix C

14 Details of appointment process

Applicants should complete the application form for the post together with a letter of application setting out your vision for the post and the way in which you would approach the role.

Closing Date for Applications: 6 January 2020

Interviews will be held in Sheffield on 23 & 24 January 2020

We hope that the appointed candidate will be able to take up the post in April 2020 or as soon as possible thereafter.

15 APPENDIX A

STATUTORY FUNCTIONS OF AN ARCHDEACON

An Archdeacon exercises his/her jurisdiction within his/her Archdeaconry in his/her own right and not as delegate of the Diocesan Bishop.

His/her work is responding to a theology of order. Rules and regulations are useful in resolving differences of opinion of interpretation, becoming accessible “measuring rods”. They save every generation from having to “reinvent the wheel” every time a problem arises or a decision has to be made. Since the following of rules avoids disputes and conflict, it facilitates the work of the gospel.

1. Inspection of Churches Measure 1955. He/she is required to enforce compliance by each parish with the provisions of the Inspection of Churches Measure 1955 which requires each parish to have its Church inspection at least once every five years. Canon C22(5) requires that he/she shall also survey in person or by deputy all Churches, Churchyards etc and give direction for the amendment of all defects in the walls, fabric, ornament and furniture.

2. Visitations. He/she is required by Canon to hold yearly visitations (Canon C22(5)).

3. Inductions. He/she is required on receiving the directions of the Bishop to induct any Priest who has been instituted to a Benefice (Canon C22(5)).

4. Mission and Pastoral Measure 2011. An Archdeacon is ex-officio a member of the Diocesan Mission and Pastoral Committee and is an “interested party” in relation to proposals for any pastoral re-organisation. He/she is in practice responsible for identifying the need for pastoral re-organisation and negotiating with all other interested parties any proposals for it.

5. Incumbents. (Vacation of Benefices) Measure 1977. On a request to the Bishop for an enquiry into the pastoral situation in a Parish on the basis that there has been a serious breakdown in pastoral relationships the Bishop is required to direct the Archdeacon to take such steps as the Archdeacon considers appropriate to promote better relations between the parties and to advise whether in his/her opinion a formal enquiry into the pastoral situation in the Parish should be instituted.

6. Repair of Benefice Buildings Measure 1972. An Archdeacon is an ex-officio member of the Parsonages Committee and has special interest in the clergy house in his/her Archdeaconry.

16 7. Church Representation Rules. An Archdeacon has the responsibility of convening and conducting an extraordinary meeting of a Parochial Church Council under Rule 23(1).

8. Ecclesiastical Jurisdiction and Care of Churches Measure 2018. In his/her own archdeaconry, the Archdeacon is a key player in the operation of the faculty jurisdiction. As an ex officio member of the Diocesan Advisory Committee, the Archdeacon is aware of the approach the DAC takes to particular types of proposed work. The Archdeacon has statutory powers (a) to grant List B permissions without reference to the Chancellor in certain types of case listed in the Faculty Jurisdiction Rules; (b) to grant a licence for temporary minor re- ordering on an experimental basis for a non-renewable period of 15 months (after which the experiment must be ended or a faculty obtained for permanent changes); and (c) to order the removal to a place of safety of an item of architectural, artistic, historic or archaeological value which appears to be at risk. The Archdeacon may initiate or intervene in faculty proceedings and may be asked by the Chancellor to seek a local resolution of a particular case. The Archdeacon is normally present at any Consistory Court hearing in his or her archdeaconry.

9. Clergy Discipline Measure 2003 (as amended) and its associated Code of Practice. The Archdeacon may be involved in the early stages of a disciplinary matter.

10. Ecclesiastical Offices (Terms of Service) Measure 2009 and its associated Code of Practice. The Archdeacon may be appointed to oversee the capability procedure in cases arising in his or her archdeaconry. [This might be combined with, or placed next to the Vacation of Benefices material; which applies may depend on the common tenure position.]

11. An Archdeacon has statutory authority to intervene in faculty proceedings, ie. For the removal of an object that has been placed without the authority in any Church or Churchyard. Faculties may be issued subject to a condition requiring the work authorised to be carried out under the direction of the Archdeacon. The Archdeacon may also issue faculties under the Chancellor in certain matters that do not entail a material change of appearance to the church building or churchyard.

12. He/she may also grant a licence for a period of fifteen months relating to experimental reordering, or minor changes which are reversible and which do not entail alteration to the fabric of the building. At the end of the licensed period the Archdeacon must ensure that the parish either cease the experience or apply for a faculty to confirm the change. A license may not be extended by the Archdeacon.

17 13. An Archdeacon has the power to order that an article of architectural, artistic, historic or archaeological value, which he/she considers to be at risk, be removed to a place of safety.

14. An Archdeacon will be in priests orders and have been at least 6 years in holy orders (Canon C 22.1)

15. The Archdeacon is an ex-officio member of Diocesan Synod (Rule 30(3) of the Church Representation Rules and the Bishop’s Council and the Standing Committee.

18 APPENDIX B:

A statement of the present Archdeacon of Doncaster’s membership of committees: Those marked with a * are statutory.

Bishop’s Staff meeting *Diocesan Synod *Bishop’s Council Finance and Property Committee Board of Patronage (where appropriate) *Diocesan Advisory Committee *Diocesan Mission and Pastoral Committee *Vacancy in See Committee Sheffield West Riding Charitable Trust (Chair) Surrogate in the Consistory Court Regional HR Group (possible) Diocese of Sheffield Safeguarding Management Group

19 APPENDIX C

DETAILS OF HOUSING PROVISION

PROPERTY KNOWN AS THE VICARAGE, BARNBY DUN

Description:

Situation: .

Accommodation:

Gardens:

Shops and

Amenities

FURTHER DETAILS OF SCHOOLS AVAILABLE ON REQUEST FROM THE ARCHDEACON OF SHEFFIELD AND ROTHERHAM

20