An introduction to The Diocese of and a Statement of Needs for our new Bishop Northern Bishops’ Mission 2015 All Saints Square,

“Heavenly Father, Lead us, Lord, as we journey together and make your way plain to whose risen Son gives gifts of service and all. leadership to his Church, We ask this through him grant the wisdom of your Holy Spirit to all who will discern and Who came not to be served but to serve, choose the next . Jesus Christ our Lord, Amen.” 1 The next Bishop of Sheffield will need to be:

»» A visionary and strategic leader with a passion »» An informed and enthusiastic advocate who for growing the church in spiritual depth and nurtures and facilitates the growth of a mixed numbers. economy of traditional and pioneering models of ministry »» A prayerful and gifted pastor with a warm, generous and inclusive spirit. »» Astute, able to position the diocese to take maximum advantage of the resources and »» An excellent communicator of the faith to creative opportunities presented by the people inside and outside the church. national Renewal and Reform agenda.

»» A focal point of unity in the Body of Christ enabling mutual flourishing amongst the different Anglican traditions in the diocese.

Contents:

Our vision...... 3 Section 4 - The diocese...... 19 Diocese map...... 4 Section 5 - Diocesan oversight...... 30 Section 6 - Strengths, weaknesses, opportunities, threats...... 34 Section 1 - The needs and priorities of the diocese...... 5 The Sheffield Benedicite...... 36 Section 2 - The qualities we look for in the next bishop...... 9 2 Section 3 - The regional context...... 14 Our vision

The 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.

3 The Diocesan Family extends across the whole of South from the Peak District and north of the Woodhead Pass, across to and in the East Riding, and from the edge of in the north to the borders of and in the south.

Barnsley

Doncaster

Rotherham

Sheffield

4 Section 1 - The needs and priorities of the Diocese

We believe that the six most important priorities for the Diocese of Sheffield are as follows:

1.1 GROW

Over the past five years the direction of Sheffield Diocese has been set by four strategies for growth:

»» Growing the Body of Christ »» Re-imagining Ministry for Mission »» Salt & Light »» A Little Letter on Giving

At their heart is a desire to see the Body of Christ grow in depth and in numbers, growing disciples of Jesus who seek to transform our society and God’s world. In 2016 Forming and Equipping the People of God was launched to update Re-imagining Ministry for Mission with greater importance given to growing a discipleship culture and training and equipping lay and ordained people, with the launch of St Peter’s College.

Although attendance as a percentage of the population is low (1.4% in 2014), as a diocese over the past five years we have moved from numerical decline to stability and small growth, with an increase of 1% between 2014 and 2015 in average weekly attendance. Embedding the growth agenda with its focus on good mission action planning, mission partnerships, and growing disciples is the key priority for the diocese as a whole for the next five years. Mission and evangelism emerged as the top priority in our diocesan consultation. Download the strategy booklets at www.sheffield.anglican.org/diocesan-strategy

5 1.2 CHILDREN AND YOUNG PEOPLE We believe that we need a greater emphasis on the gospel imperative to make Christianity real and relevant to future generations.

“So that the next generation would know them, Even the children yet to be born, And they in turn would tell their children” Psalm 78 V6 CENTENARY PROJECT Like many dioceses we are aware of our ageing congregations. In the Sheffield and Rotherham Archdeaconry24% of our worshipping Engaging | Nurturing | Discipling community is 70+ and in the Archdeaconry 41% is 70+. In Sheffield and Rotherham the 0-17 age range is22% of the worshipping community and in Doncaster 17%. In reality many of our churches have very few, or no children and young people involved in their Sunday worship.

We are committed to reversing this pattern. In 2015, the diocese committed one million pounds from its historic reserves over a 10 year period to launch the Centenary Project to help parishes fund children’s, youth and families workers. We are proud of our track record in the 39 primary schools and 1 secondary school which we support, with 78% of our schools rated good or outstanding by Ofsted. Our next Bishop will need to be a positive advocate and leader in providing vision, strategy and resources to see a step change in the ministry and mission amongst children, young people and families across the Diocese of Sheffield. 6 1.3 RE-IMAGINE 1.4 MUTUAL FLOURISHING

In 2015 the Church Army Research Unit identified 56 Fresh Expressions of The Diocese of Sheffield is a rich and diverse tapestry of Anglicans of very church in the diocese, adding 13% to the average weekly attendance in our parish different traditions. We believe that this diversity strengthens the church rather churches and attracting a significant number of children. Fresh Expressions are than weakens it. In Sheffield we have a large number of ordained women in a growing and important part of our mission to the people in Sheffield Diocese ministry and many clergy and lay people who support their ministry. There are as we seek to serve and proclaim the good news to the whole of our society. also significant numbers of clergy and lay people who are unable, in conscience, to accept the ministry of women as priests and bishops. We are committed to developing a mixed economy of church combining Fresh Expressions and church planting with traditional models of church and patterns As a diocese we recognise that these different views are reasonably held in of ministry, working in partnership. good conscience and for good theological reasons within the spectrum of . In 2015 the Diocesan Synod received a report called New Norms, A key challenge for the diocese in the coming years will be the further development New Beginning, endorsed the House of Bishops’ Five Guiding Principles and of this mixed economy. This will involve a refocusing of our resources, training agreed to take forward the principle of “mutual flourishing” as a way to maintain and strategic priorities to ensure the continuing growth of Fresh Expressions of the highest possible degree of communion across the whole of the Diocese of church alongside traditional models. Sheffield. Our next Bishop must, therefore, be someone who can see the value in the different traditions, affirm them and be able to relate to them, reflecting the doctrine of the Body of Christ and being a focal point of unity.

7 1.5 RENEWAL AND REFORM

The Renewal and Reform agenda of the General Synod presents the diocese with significant strategic and resourcing challenges. As a diocese that currently benefits from the Darlow formula (22% of our income in 2015), we need to ensure future diocesan finances are sufficient to resource our growth strategy. Supporting existing projects and investing in new opportunities will only be possible if there is visionary and sound financial planning. Renewal and Reform also provides us with exciting opportunities to further develop our vision and strategies around growing a culture of discipleship, training, and equipping clergy and lay leaders, growing vocations and evangelism. In 2015, as a part of the Renewal and Reform agenda, the diocese launched St Peter’s College as a learning community for mission and ministry. Discipleship, training and ministry development emerged as high priorities in our consultation. Our next Bishop will need to be an advocate for and leader of this agenda.

1.6 PARTNERSHIP

South Yorkshire is experiencing a period of rapid change, opportunity and challenge. Politically and economically it is forming new partnerships with the development of the Sheffield City Region and the Northern Powerhouse agenda. The Hillsborough inquiry, Orgreave, Police, and the Rotherham child exploitation scandal have all made South Yorkshire the centre of media and political attention. Politicians, civic leaders, and the public are keen to hear what church leaders are saying about these issues. The diocese has an opportunity to speak prophetically alongside ecumenical and other faith leaders in shaping the future of the region. It is an important time for the diocese to develop broad partnerships (ecumenical, interfaith and wider community). External relationships were one of the major priorities identified in our consultation. The new Bishop should provide leadership to enable faith communities to contribute to social and political concerns, building strong relationships which communicate effectively with a wide range of audiences. 8 Section 2 - The qualities we look for in our next Bishop In our consultation with the wider diocese many gifts were highlighted as being desirable in our new Bishop, including: leader, visionary, strategic communicator, inspirer, pastoral, missional and depth of faith, excellent preacher, theological intelligence and teacher. This section focuses on the ten particular qualities which the next Bishop of Sheffield will need in light of the diocesan priorities identified in Section 1.

2.1 VISIONARY AND STRATEGIC LEADERSHIP SKILLS 2.2 A PASSION FOR MISSION AND EVANGELISM

Our next Bishop will need to develop a good understanding of the challenges and enormous Our next Bishop will need personal experience and a proven track agenda of change facing the diocese and the wider Sheffield region. Having listened record in growing the church numerically and developing a disciple- widely and in collaboration with others, the Bishop needs to continue to build on and making church culture. They will need to be seen as an advocate embed existing strategies and needs to articulate a clear and compelling vision for the and leader for growing the church in spiritual depth and numbers. future which the diocese can unite behind. The Bishop will need proven skills in turning Building on our existing growth strategies we are looking for an that vision into a coherent strategy and delivering it. It will be important for the Bishop able evangelist, committed to making new disciples of Christ, to to discern where continuity with existing strategies is important and fruitful, whilst being fostering the fruit and gifts of the Spirit in the life of the church, and confident, courageous and unafraid to make some radical shifts and set new priorities to to building Christian communities that effectively engage with their deliver, sustain and embed transformational change. Gifts relating to leadership, vision and local communities to transform our society and God’s world. We strategy came in the top grouping of personal qualities identified in our consultation. The particularly want our Bishop to lead a step change in ministry and Bishop should be someone who is inspirational and able to motivate the Senior Staff Team, mission to children, young people and families, and to inspire a new growing fresh hope and confidence amongst the clergy and lay people of the diocese and confidence and priority in evangelism in our churches. wider partners. This will involve proclaiming a theology of hope to create the capacity for change and developing consistent and wise strategies to encourage growth. 9 10 2.4 AN ABILITY TO EMPATHISE WITH THE DISTINCTIVENESS OF THE DIOCESE

The people in Sheffield Diocese have a reputation for being friendly, down to earth, and telling it like it is. They look for similar qualities in their Bishop of friendliness, honesty and integrity and seek to be inspired by a Bishop full of faith and hope who encourages faith and hope in others. In many of our traditional coalfield parishes and estates historically built around the steel industry, there is a lack of self- confidence amongst many people who often avoid 2.3 A GIFTED PASTOR, ABLE TO RELATE leadership responsibilities preferring to leave it to 2.5 A WARM, GENEROUS AND INCLUSIVE EASILY AND WELL TO BOTH CLERGY AND the clergy. The Bishop will need to encourage the SPIRIT TO HOLD TOGETHER THE LAITY IN THE DIOCESE ministry of lay people in the leadership and mission GEOGRAPHICAL AND THEOLOGICAL of the church. As a result of high media focus on DIVERSITY OF THE DIOCESE At a time of rapid political, economic and social the recent problems in South Yorkshire, the Bishop In addition to the diversity of Anglican traditions in change it is not surprising that one of the most needs to be aware of our strong regional pride and the diocese, the Bishop will need to be a focal point consistent themes which emerged from our champion the area as our spokesperson. Proud of of unity for people across the diverse communities. our previous Bishop’s national responsibilities, it consultations inside and outside the Church was Beyond the urban conurbations of Sheffield, has been expressed during the consultations that a desire for our next Bishop to be a gifted pastor. Doncaster and Rotherham, the diocese serves half we need a Bishop who is seen more and will engage As the chief pastor in the diocese, the Bishop has of Barnsley, small parts of , the East with the parishes around the diocese. ultimate responsibility for the ministry of all clergy Riding and North Lincolnshire, with people ranging and lay ministers. We are looking for a Bishop who from the most affluent to the poorest in the country. will faithfully pray for and be supportive of and Those on the geographical and social fringes of the accessible to these ministers. Our Bishop should diocese have often felt that it is too Sheffield-centric, be attentive to the morale and pressures amongst despite moving the diocesan offices to Rotherham - ministers and be able to provide pastoral care and nearer to its geographical centre. The next Bishop support to those experiencing particular stress will have to respond to these feelings of exclusion or difficulty. Our next Bishop should have the and isolation. Our Bishop must affirm and value ability to listen well, to empathise deeply and to different church traditions in the diocese, seeking encourage others; inspire in the way they personally to foster a culture of mutual flourishing and unity communicate and model faith, hope and trust in through diversity reflecting better the Jesus Christ. communities we seek to serve. 11 2.6 ABLE TO LISTEN TO AND SPEAK WITH AND FOR THOSE INSIDE AND OUTSIDE THE CHURCH

Politicians, civic leaders, the business community and the public are keen to hear what the Bishop has to say about many of the opportunities and challenges facing our region. Our Bishop will need to be a good listener not only to the people within our churches, but to the people experiencing uncertainty and rapid change in our diverse communities across the diocese.

We are looking for a Bishop with wisdom, discernment and empathy, knowing when to speak out and when to remain silent. Theologically astute, the Bishop should be unafraid to speak Christian truth into situations, bringing clarity and hope. The Bishop will need to be able to exercise a prophetic ministry to fulfil this. Effective engagement with people outside the church was a strong theme in our consultation. In this diocese of great economic contrasts the Bishop should encourage the church’s effectiveness in engaging with the poor and marginalised, and issues of social justice and social responsibility.

2.7 AN UNDERSTANDING, CONFIDENCE AND APPRECIATION OF THE OPPORTUNITIES OF USING THE DIGITAL PLATFORM

The Bishop will need to be an able communicator in person, in print and in all methods of broadcasting, keen to take every opportunity to communicate faith in a digital age. We are living through the greatest time of change in the way we communicate since the invention of the printing press.

Our Bishop should be at the forefront of transforming the way our parishes and diocese communicate, modelling good practice and ensuring that we invest in the training and infrastructure needed to bring the good news of the gospel to the widest possible audience. This will be especially important in achieving the priority of relating to new generations.

12 2.8 A SHREWD GRASP OF FINANCIAL REALITIES

The Bishop will work with the Diocesan Synod and the Bishop’s Council to set priorities. This will inevitably mean taking difficult decisions about prioritising resources. The Bishop will need to have a sound grasp of financial management, able to work creatively with the Diocesan Board of Finance, and take a lead in seeking out and developing strategic development opportunities.

2.9 A TEAM BUILDER

The Bishop should be a good team player, committed to building and leading strong and gifted teams including the Senior Staff Team and Bishop’s Council. We value a Bishop with a consultative and collaborative style of leadership, able to draw others around a common vision.

Building energising relationships and delegating effectively, the Bishop should model collaborative working in ministry and mission.

2.10 A PERSON WITH DEEP ROOTS

The challenges of the diocese over the next decade are immense and will require much energy, initiative and action. It is also vital that leadership is not driven but directed and energised through a life of prayer and that the consid- erable and potentially stressful workload is centred on a place of inner joy and peace. This will be important for the resourcing and sustaining of leadership and being attuned to the God of surprises. The example of the Bishop will also be a model for ministry in the diocese, where the possibility of overload and even burn-out is increasing.

13 Section 3 - The Regional Context 3.1 RURAL AND URBAN 3.3 LEARNING The Diocese of Sheffield covers most of South Yorkshire (approximately half The diocese is home to two leading universities, Sheffield and Sheffield Hallam, of Barnsley) and small parts of North Yorkshire, the East Riding and North welcoming large student populations with world class research capabilities and Lincolnshire. high retention rates, as well as a highly qualified population in the city itself. Sheffield University boasted the country’s largest engineering department Population statistics 2014: in 2015 and that its Advanced Manufacturing Research Centre is the UK’s Sheffield 563,700 leading university-manufacturing industry collaboration, including Boeing and Doncaster 304,200 Rolls-Royce. Sheffield Hallam University is one of the country’s largest modern Rotherham 260,100 universities. The diocese also enjoys a significant Further Education presence Barnsley (part) 110,300 in Sheffield, Rotherham, the Dearne Valley and Doncaster also offering more Other inc. Goole 32,300 local access to Higher Education. This work stands alongside the diocese’s 1,270,600 own contribution through its 40 church schools, some of which are academy trusts. The diocese lies largely within the wider Sheffield City Region. The City Region comprises the nine local authority areas of Barnsley, Bassetlaw, Bolsover, 3.4 ATTRACTIVE AND ACTIVE Chesterfield, Derbyshire Dales, Doncaster, North East Derbyshire, Rotherham The region enjoys impressive visitor attractions including the Peak District and Sheffield. We enjoy a diverse economy with a dynamic core city in Sheffield National Park, the UK’s first national park. Around one third of the area within (the fourth largest in England), the major urban areas of Doncaster and Sheffield’s boundary is in the National Park, and over 200 parks, woodlands Rotherham and many smaller towns, alongside significant rural areas. Each and gardens give strong grounds to Sheffield’s claim to be the greenest city place, both urban and rural, makes an important and distinctive contribution. in England. There is extensive attractive countryside across much of the Our open countryside, from moorland to fen, offers some stunning scenery. central areas of the diocese whilst the northern part outside South Yorkshire has a distinctive landscape of flat farmland and open skies. The setting for 3.2 CONNECTED AND ON THE MOVE the world’s first football club (Sheffield FC) and the home to Jessica Ennis- The Region boasts growing capacity at our regional airport, Robin Hood Hill, Sheffield enjoys a strong sporting heritage and acclaimed venues. From Doncaster-Sheffield at , strong transport routes including the M1, athletics, rugby and swimming to walking, climbing, cycling, an athletic and A1(M) and M18, and East Coast, East Midlands and Cross Country trains. We outdoor life is widely appreciated. All the main urban areas have a strong also expect to have two HS2 stations, in Sheffield and near to Doncaster, to body of football fans, including Barnsley at Oakwell, Doncaster Rovers at the maximise the potential of high speed rail. Goole is known as Britain’s premier Keepmoat Stadium, Rotherham United at the New Stadium, Sheffield inland port and Sheffield enjoys an effective Supertram network. United at Bramall Lane and Sheffield Wednesday at Hillsborough. The Crucible Theatre in Sheffeld has been the celebrated home to World Snooker Championships for four decades. 14 3.5 CULTURAL HERITAGE

We invest in and value our cultural heritage. With a strong musical tradition and heritage, from the Sheffield Carols to Arctic Monkeys, Sheffield is considered a leading music city with a large number of bands, recording studios and venues, a full programme of choral and orchestral music, and a national hub for classical chamber music that also serves Doncaster and Barnsley. The region also values a thriving independent scene for theatre, cinema and art – Sheffield has the largest cluster of theatres outside the West End. The Cast in Doncaster offers an impressive variety of cultural events and the Motorpoint Arena in Sheffield is a regional venue attracting mass audiences. Our galleries and museums are also very popular. Our cathedrals (Anglican and RC), and many of our churches are Grade One or Two Star listed and some are amongst the region’s oldest buildings. The church at , founded around 750AD claims one of the longest histories of any church in the country.

3.6 INDUSTRIAL HERITAGE AND FUTURE

Our City Region has a proud history of being at the forefront of the UK’s industrial and entrepreneurial development over many centuries, starting before the Industrial Revolution and continuing up to the present time. The area has experience of constant reinventing, witnessing a dramatic decline of manufacturing, steel and coal industries. Yet, it has retained core skills and technologies, and attracts many 21st century industries. In the words of its Growth Plan , the City Region’s ‘strong reputation as a world leader in the technology, manufacturing, engineering and materials sectors is reflected in the ‘Made in Sheffield’ brand, which is recognised as a sign of quality and excellence around the world’. 15 3.7 AMBITION FOR GROWTH The City Region encompasses more than 1.8 million people and approximately 700,000 jobs. Under the devolution deal there will be a directly elected mayor for the Sheffield City Region Combined Authority from 2017. Challenges are significant across the City Region. The City Region Growth Plan outlines the ‘persistent challenge of jobless young adults (which) threatens to create a pathway, not to opportunity and success, but to long-term unemployment and life chances suppressed by low skills, poor health and intergenerational poverty’. Growth prior to the financial crisis in 2008 was not private sector-led, unlike many other regions and we experienced declining private sector employment from 1998 to 2008. The region is home to the national Department for Work and Pensions, Home Office and Education Department, though recently the (now) Department for Business, Energy and Industrial Strategy announced plans to relocate out of its Sheffield offices. More current public sector contraction locally compounds difficulties despite thriving NHS provision and world-class teaching hospitals which include the Royal , Northern General, Weston Park and Sheffield Children’s hospitals. The City Region Growth Plan confirms the challenges faced:

»» Gross Value Added per employee is 18% and mean earnings are 17% below the national average. »» The employment rate is nearly 2.6% points below the national average. »» 44% of young people leave school without five good GCSEs (including English and Maths). »» There is a shortfall of 30,000 jobs in higher skilled occupations. Skill levels are below the national average. »» There is a supply and demand mismatch with 27% of establishments with vacancies experiencing skill shortages.’

The expectation is that the highest levels of forecast employment growth will occur in the following areas; transport and logistics, sport, leisure and tourism, business, professional and financial services and key sectors such as digital technologies, engineering, manufacturing and low carbon. Conversely, medium and low-tech manufacturing is expected to continue to lose jobs. In the next decade the City Region’s ambition is to deliver 70,000 net additional jobs, increase GVA by 10%, and create 6,000 new businesses. Realising these aspirations will enable its transformation. 16 3.8 A PLACE CALLED HOME 3.9 COMMUNITY IDENTITY AND POLITICS

There is a strong sense of local belonging in much of the region, especially in the Whilst much of Sheffield is considered a safe city (the safest outside London villages and former coalfield settlements, but also in parts of the larger urban according to the Institute for Economics and Peace 2013) and our communities areas. Sheffield has been called a city of villages. But Sheffield is distant from generally have a tolerant and easy-going feel to them, local tensions remain in the eastern end of the diocese. When the Dioceses Commission reviewed the some areas. Half of the parishes are in the 20% of most deprived in the country, Yorkshire diocesan boundaries in 2010 there was a debate about whether the with Denaby Main in the former coalfield area, at the extreme ranking 12,550th parishes in the Goole area should transfer out of 12,599 nationally. At the other end of to the , but there wasn’t the spectrum, just 8% of parishes are in the substantial support for this idea. national top 20%, with the least deprived, Fulwood in west Sheffield, ranking 35th Housing areas will continue to expand. nationally. Most of the growth will be in and around the main urban areas with a particularly Events at Orgreave and Hillsborough and large proposed development at Waverley, the Rotherham Child Sexual Exploitation south of Rotherham, and the M18 corridor scandals have impacted some of our local around Doncaster. communities. Deeply felt anger and grief, held against the wider establishment In the 2011 Census 91% of the population are evident. The EU Referendum votes in of the diocese declared themselves of many areas were overwhelmingly to leave white ethnicity. There was a high degree of the European Union. Those left behind variation between Sheffield (84% white) by economic policies and politics clearly and the rest of the diocese, eg Barnsley and believe they have most to gain from exit. Goole (98% white). There are significant The vote in the city of Sheffield was more concentrations of minority ethnic groups in balanced, at 51% for leaving, but the rest the inner areas of Sheffield and Rotherham . In Sheffield the largest ethnic group of the diocese was more clearly in favour of exit (Doncaster 69%, Rotherham among Muslims is Pakistani. There are also significant Somali, Yemeni, Albanian 67%, Barnsley 68%, Goole estimated at 64%). and Eastern European communities. The Chinese community is still small but one of the fastest growing ethnic groups. In Rotherham and Doncaster there are It is important that the region addresses sources of injustice and inequality. significant Kashmiri Muslim and Eastern European communities. Across the This is recognised in the ambitions of the City Region Growth Plan and in the diocese, 61% declared themselves to be Christian, 4% Muslim and 1% other diocese’s vision. It is in this context that Partnership with the wider community religions. is one of our priorities. 17 Crossroads Mission Prayer

Loving God, this world you love stands at the crossroads. Help us help others to discover your Way to know your Truth and to share your Life in your dear Son, Jesus Christ. Inspire us by your Spirit to sow the good seed of the gospel throughout this diocese with imagination and compassion, that many will come to know you and many will be strengthened in their faith, through Jesus Christ our Lord Amen.”

18 SECTION 4 - The Diocese This section profiles the diocese drawing out the strands that have pointed to the priorities identified in Section 1 and the personal qualities indicated in Section 2.

4.1 ORGANISATION AND STRUCTURE 70% There are currently 216 churches in the diocese which serve 175 parishes. Multi-church benefices 66% Some of the parishes, especially in the rural areas, have historic roots, evidenced by some fine ancient churches. Others were formed during major growths in population in the 19th and 20th centuries, reflected, in turn, by church buildings 60% of their time.

Some of the larger churches draw congregations from a wide area but most churches mainly serve their parish and locality. In former mining settlements 50% and rural areas the parish principle continues to work and this is true of many of the urban parishes as well.

40% There are twelve deaneries in the diocese and the Area Deans have a significant delegated leadership role.

The deaneries are grouped into two archdeaconries, each with six deaneries: 30% 26% »» Sheffield &otherham, R based on the Sheffield/Rotherham conurbation and its commuter settlements. »» Doncaster, based on the metropolitan district of Doncaster and parts of 20% Barnsley and the East Riding.

The Diocese includes 51 multi-church benefices: 10%

»» Benefices with 1 church: 98 4% 3% »» Benefices with 2 churches: 39 1% »» Benefices with 3 churches: 5 0% »» Benefices with 4 churches: 5 5 churches 4 churches 3 churches 2 churches 1 church 19 »» Benefices with 5 churches: 2 All our parishes are being challenged to look beyond their immediate boundaries and work together in mission through the formation of ‘Mission Partnerships’ (see the diocesan strategy Re-imagining Ministry for Mission). Within these groupings parishes seek to support each other, work together and share ministerial resources. They do not have the formal status of joint benefices but they are encouraged to follow a process of conversation and exploration leading to a Mission Partnership Agreement. So far, nine Partnerships have signed agreements, eight are in formation and a further twenty two have been identified as potential partnerships.

The diocese has kept its central clergy posts to a minimum in order to ensure the maximum possible presence in the parishes. However, parish ministry is supported and complemented by the small diocesan Parish Support Team. The team is charged with working strategically in supporting and enabling parishes, benefices and deaneries to fulfil the diocesan vision and strategies; for example, relating to Mission Action Plans, Mission Partnerships, Season of Invitation, Fresh Expressions, Children and Young People, Faith & Justice, Stewardship and related training.

Further guidance is available to parishes on a range of issues through Bishop’s Advisers. They work on a voluntary or part-time basis and bring expertise to the diocese on a wide range of issues such as Spirituality, Pastoral Care and Reconciliation, Black Anglican Concerns, New Religious Movements, Deliverance Ministry, Rural Issues, Environment, Disability and World Development.

The presence of the of Doncaster in the eastern part of the diocese has been much appreciated locally, for example, in engaging with community, civic and business leaders. This has been important in offsetting the sense of isolation sometimes felt in parishes that are most distant from Sheffield. The works in partnership with the Bishop of Sheffield across the whole of the diocese. and this is expressed theologically, liturgically and practically.

As it celebrates its 140th Anniversary in 2016, the Mothers’ Union in the diocese has 54 branches serving Christ in their communities through prayer, financial support and actively working to meet local needs.

20 clearly has a pre-eminent role The works in a team of three clergy, an in serving the whole of the diocese as a centre for Administrator, and 16 further administrative, music, worship and mission. It had a long history as Sheffield operation and verging staff. In 2016 the mission and Parish Church before becoming the Cathedral for hospitality of the Cathedral was further developed the new diocese in 1914, with significant expansion with the opening of a very successful coffee shop completed in 1966 and the new Community called 1554. Resource Centre opened in 2007. A distinctive element of the Cathedral’s mission is It has now marked its centenary with a major the Cathedral Archer Project, which works with award-winning refurbishment, opening up new the homeless and vulnerable of our region, offering opportunities for worship and hospitality and being food, medical care, training and support to help ‘a place of sanctuary and meeting, of exploration clients back into employment. This is an important and excellence’ in keeping with its strapline of ‘a sign of the authentic values of the kingdom: in the Place for All People’. Cathedral, where the Bishop presides at Baptism and the Eucharist, and formally expresses the In 2015 the Cathedral had the privilege of hosting ministry of teaching the faith, the hungry are fed, the the Queen’s Maundy Thursday service. naked are clothed and the sick are healed.

21 22 4.2 OUR PEOPLE

Church attendance and membership have traditionally been low in this region. However, there are high levels of commitment in many congregations.

Membership levels reflect the long history in the diocese of the unchurched. Bishop Ted Wickham, in his book Church and People in an Industrial City, described how in Sheffield there have long been people who have been untouched or alienated by the established church and, in many cases, its Nonconformist successors. Similar patterns occurred in the coalfield areas (Wakefield and Durham share very low figures). The more recent declines in church membership have therefore been from a low base.

Here is a snapshot of church attendance in 2015: Diocese of Sheffield Distribution of congregation size* Church Attendance: Usual Sunday Attendance (USA) Adults 10,700 100-149 Children 1,900 6% 80-99 <20 Total 12,600 9% 25%

50% of churches USA < 40 60-79 4% (9) churches USA > 150 13% 6 of these are in Hallam Deanery.

Average Weekly Attendance: (Based on the annual October Counts in 2015.) Average Sunday Attendance: 14,900 40-59 20-39 20% 27% Average Weekly Attendance: 17,700 (including Sundays) Electoral Roll in 2015 was 15,700

Many of our individual congregations are quite small. A quarter have a Usual Sunday Attendance of less than 20 and a further quarter have 20-39 people. We recognise that smaller churches tend to have more potential for relative growth than large churches. However, achieving this is one of the major challenges for the diocese, especially where congregations are elderly. Our priorities to encourage growth of the church and engage with children and young people are a response to this challenge. 23 * To avoid skewing diocesan averages the three churches of St Thomas, Philadelphia, St Thomas, and Christ Church, Fulwood are excluded from this chart. The Diocese of Sheffield – A Snapshot (June 2016) Fresh Expressions of Church (fxC) At the other end of the scale only 4% (9) of our churches have more than 150 An investigation by the Church Army Research Unit (CARU) Trends in attendances have shown a slow long-termin 2015 identified 56 fxC and a further decline, whichever measure 31 examples that could become fxC in time but are not yet there. people and all of these are in Sheffield & Rotherham archdeaconry. Three, all The research identified 2,499 people as being involved in these fxC. The CARU data includes three is used. However, there are recent hints of a reversal in the October counts and in Hallam Deanery in West Sheffield, account for over 2,000 attenders. These church plants/grafts which would not be counted as Fresh Expressions in the usual returns. These there is a mix of trends across the parishes. Of churches providing data in 2014 larger churches have gained considerable experience and expertise in church represent 20% of the total, if they are excluded that leaves approximately 2,000 people involved in and 2015: fxC which is just over 10% of Worshipping Communities. The report estimates a growth ratio in planting and missional communities and discussions have been taking place Diocesan fxC of 2.6 new people per person involved in starting the fxC’s. about how this can be shared more with the rest of the diocese, especially in »» 39% showed growth in Usual Sunday Attendance (16% by more than 10%) those areas where congregations are very much smaller. Growth Trends »» 56% showed growth in Worshipping Community Of the churches that have provided data in 2014 and 15: »» 61% reported more joiners than leavers Age profiles for Worshipping Communities show that half of the total is aged 66/168 (39%) showed growth in USA (27 by more than 10% and 13 by more than 20%.) 18-69, with under a quarter (21%) under 18 and over a quarter (29%) 70+. 93/165 (56%) show an increase in Worshipping Community On the other hand: 101/165 (61%) reported more joiners than leavers Whilst the figures do not show it, in many churches the ages in the 18-69 group 137/215 (64%) of churches have reported some sign of growth in »» 47% showed decline in Usual Sunday Attendancethe last 5 years. (24% by more than 10%) are strongly biased to the upper end of the range and a significant number »» 38% showed decline in Worshipping Community of churches lack teenagers. The 20-45 age group is a particular challenge 79/168 (47%) showed decline in USA (40 declined by more than 10»» 23% showed more leavers than joiners % and 8 by more than 20%.) 63/165 (38%) show a decrease in Worshipping Community and it does not follow that the current under-18’s will remain in their local 38/165 (23%) reported more leavers than joiners congregations. There is a marked difference in age profiles between different 123/215 (57%) of churches have reported some sign of decline inSo, whilst there are grounds for cautious optimism the last 5 years. and experience of genuine parts of the diocese as shown by the diagrams below. Trends over 8 years growth in some churches, there are challenges across a significant number of parishes. The 4 indicators have all shown decline over the last 8 years, however in recent years we have begun to see a change from decline to level to growth. Sheffield & Rotherham Archdeaconry Diocese of Sheffield Electoral AWA count revised Diocese of Sheffield* Roll Revised 2013 to count schools excluding Cathedral and Philadelphia 2013 services separately. 70+ 18-69 41% 20,000 42% 18,000 16,000 14,000 11-17 0-10 12,000 4% 13% 11-17 4% 10,000 2008 2009 2010 2011 2012 2013 2014 2015 Doncaster Archdeaconry UsA All AWA ASA Electoral Roll

* To avoid skewing diocesan averages this chart excludes Sheffield Cathedral and St 24 Notes Thomas Philadelphia Cathedral excluded as Statistics not available alongside other Diocesan Statistics for Mission. Philadelphia excluded as their Statistics for Mission Data is not consistently reliable.

6 4.3 MISSION AND GROWTH IN THE DIOCESE

The diocese is currently addressing the challenge of growth. The first part of our strategy, Growing the Body of Christ, invited us to consider a ‘what if …’: ‘What would we need to do in order to see God grow the in the diocese by as much as 20% over the next decade’. The figure is not a target for the diocese, still less for individual churches, but a spur to the imagination.

The parishes are increasingly intentional in their approaches to mission through producing Mission Action Plans. These generally use a simplified model outlined in the diocese’s Toolkit, which links our strategy and the national research in Anecdote to Evidence. Parishes are encouraged to review progress in implementing their proposals and to update as required. 90% of parishes now have a Mission Action Plan.

One challenge for deaneries and parishes will The number of Fresh Expressions is significant aspiration remains for planting one new congregation be supporting Fresh Expressions of church. A compared with the total number of churches (over in each deanery every year. Developing mixed- recent report by Church Army identified56 Fresh 20%). Attendance is estimated to be around economy church life is expected to be a key feature Expressions in the diocese up to the end of 2014. 13% of the diocesan total. These are significant of the next round of Mission Action Planning. Half of these were ‘Messy Church’ or other ‘All-Age’. contributions to the life of the diocese. Because of 20% were community development plants, mainly their tendency to work well with families and ‘all- in deprived areas. 18% were traditional church age’, they have a larger proportion of children and plants. They were more in evidence in the four young people than traditional churches. Sheffield deaneries (63%) than in the other eight (only 37%). Half of the leaders of fresh expressions Deaneries are currently challenged to consider the were lay, of whom 73% were untrained. potential for Fresh Expressions in their plans and the 25 The diocese also engages with the wider community through its church 4. Fellowship leading to excellence, through the sharing of school to schools. The Diocesan Board of Education, chaired by the Bishop of Doncaster, school development across the diocese is committed to the development of its 39 primary schools and one secondary 5. A heart for mission, offering our service beyond the diocese through school, teaching over 9,300 pupils. schools affiliating and awingdr upon our provision, in the wider community The diocese has five areas of mission in relation to schools: These mission objectives are achieved through initiatives such as our weekly 1. Cultivation of Christian distinctiveness in the ethos and practice of our gospel reading programme and our support for Collective Worship. In Ofsted schools terms, 78% of our schools are rated good or outstanding. The diocesan strategy 2. Securing of excellence for all children with schools meeting, and above, is to secure effective leadership at senior leader and governor level and this has core expectations been the key target for the past three years. 3. Strong leadership, and the capacity to improve leadership, within our service

26 4.4 MINISTRY IN THE DIOCESE »» 8 locally employed ministers in the larger »» 85 Worship Leaders churches »» 72 Pastoral Workers Effective ministry and mission depend on leadership »» 6 house-for-duty ministers »» 43 Children’s Ministers/ Workers by the clergy but we are increasingly recognising »» 28 self-supporting ministers »» 35 Youth Ministers/ Workers the importance of the involvement of the whole »» 13 clergy chaplains (in hospitals, the two »» 15 Parish Evangelists people of God, including not only licensed and universities and prisons) »» 32 lay Spiritual Accompaniers other authorised lay ministries but also other locally »» 5 ‘employed’ by the diocese (Diocesan Director »» 23 other licensed lay ministers appointed lay ministers without the formal training. of Ordinands, Bishop’s Chaplain and 3 In total, there are (as of June 2016) 318 licensed members of the Parish Support Team) We are also mindful of the need to go on renewing clergy in the diocese. These include: »» 133 mainly retired clergy with permission to and replacing ministry. Of the 114 stipendiary parish officiate. We continue to be very grateful clergy, 26 will be eligible to retire in the next five »» 6 bishops (including 2 retired, the Bishop for their continuing ministry. years and a further 19 in the following five. Assuming of and the ), 2 current total numbers of parish clergy, 40% would archdeacons and 3 cathedral clergy Lay ministry is active with a diversity of roles: need replacing in the next ten years on grounds of »» 114 stipendiary parish clergy, working across 175 age alone. Our challenge is to recruit or ordain four  parishes and in pioneer ministry »» 203 Readers stipendiary clergy per year over the next ten years.

27 4.5 MOVING TOWARDS A CULTURE OF DISCIPLESHIP, VOCATIONS Training and leadership development in the diocese is being drawn together AND RE-IMAGINING OF MINISTRY into St Peter’s College, which plays a central role in our Renewal and Reform priority. This will incorporate a range of new and existing training Attracting sufficient new lay and ordained ministers is necessary but not and development into a single virtual learning community, though also with sufficient to take the Church’s mission forward in the diocese in a rapidly face-to-face teaching, and it will be the primary place of formation within the changing culture. The new challenges require continuing changes in the diocese for: culture of the diocese at every level, involving laity and clergy alike, with a new emphasis on discipleship, vocations, the re-imagining of ministry and »» Developing the culture of discipleship transforming training and ongoing ministerial formation. This is reflected »» Supporting learning for every disciple in our priority of Renewal and Reform, where re-imagining and developing »» Exploring vocation ministry are very important elements. Following from this, we are moving »» Training for informal local ministries to a more proactive approach to vocations to specific ministries. This can be »» Training for church officers seen in the current figures in relation to ordained ministry. 44 people from the »» Formation and training for authorised and licensed lay ministries diocese are in training or due to start training for ordination in September 2016 »» Formation for some ordained ministers (as of May 2016), comprising: »» Formation and training in lay pioneer ministry »» Post-ordination formation and training »» 20 women and 24 men »» Formation in leadership for incumbents through the Leading Well »» 29 for stipendiary ministry and 15 for self-supporting programme (exploring pastoral leadership in each of its dimensions, »» 3 pioneers watching over oneself, working with individuals and teams, growing the life of the church and outward-facing leadership in the community) In addition, a further 25 people at various stages of exploring vocation. 70 »» Safeguarding training for parishes and ministers people are currently in training for licensed or authorised lay ministry in the »» Continuing Ministerial Development for all ordained and lay ministers School of Ministry and a further 40 are due to start in September.

Re-imagining has pointed to the need for some new forms of ministry:

»» The diocese is preparing to authorise its first lay pioneer ministers »» The diocesan Centenary Project is promoting Children’s and Youth Work investing £1 million of reserves in recruiting, employing and supporting a network of initially 15 Children’s and Youth Workers »» Strategic Development Funding is supporting the Mission Partnership Development Worker project, enabling the diocese to employ 12-15 administrators to take some of the burden from clergy serving in Mission 28 Partnerships in order to release more of their time for mission. 4.6 EXTERNAL LINKS service »» collaborate in the sharing and deployment of ministry »» work together for a more effective use of their resources »» empower the leaders of the circuit and deaneries to work together for the development of their partnership subject to the respective denominational rules.

The diocese has two international links. The first with the Hattingen Witten Church District of the Evangelical Church in Germany (in the Ruhr) which dates back to 1987 and annual visits take place in each direction every two years. Themes for the link include partnership, reconciliation and friendship. The Bishop of Sheffield takes a leading role in developinginterfaith relationships. The second link is with the Anglican Diocese of Argentina, begun in 1992. This The quality of trust we have built up was demonstrated when Muslim leaders has seen the development of strong relationships, mutual support and learning, in Sheffield testified publicly that “The Bishop of Sheffield is our Bishop too!” As and some sharing of ministry in each other’s dioceses. Language (the diocese well as demonstrating a public, shared commitment to stand alongside other is mainly Spanish-speaking) and geographical distance present challenges but faiths in campaigning against fascism, racism and discrimination, the Bishop of the link continues to be greatly valued in both dioceses. The diocese is currently Sheffield has a valued ministry of personal hospitality and friendship towards exploring the possibility of establishing a link with China. leaders and members of other faith traditions. This has been particularly important in the aftermath of the Rotherham child sexual abuse scandal and the Sheffield is home to theChurch Army, the largest home mission agency in heightened tensions around immigration and asylum. Our , the Church of England. We are fortunate to have the largest concentration of the Rt Rev Dr Tim Ellis, is currently chair of Sheffield Faiths Together, which Church Army Evangelists in any diocese in the UK. Evangelists are involved in works closely with Sheffield City Council and the different faith communities. the following areas of work:

The diocese enjoys good relationships with sister denominations, including the »» establishing fresh expressions of church for those who are vulnerable or Roman Catholic Diocese of Hallam and the Sheffield District of the Methodist mentally ill Church. The diocese is a member of Churches Together in South Yorkshire, »» youth clubs and schools’ work where Bishop Peter has just completed a two-year term as chair. A covenant »» outreach on housing estates partnership covering the area of the four Sheffield deaneries and the Sheffield »» one-to-one mentoring Methodist Circuit has been agreed by the Dicoese and Methodist District and »» providing evangelism training to churches and individuals there will be a celebration and signing ceremony in October 2016. The covenant »» food banks and practical support commits the two churches to: »» outreach to workers in the city centre.

»» seek out new opportunities for shared witness, worship evangelism and 29 SECTION 5 - Diocesan oversight

5.1 UNITY IN DIVERSITY

The diocese embraces a wide range of church traditions and this is recognised in the vision statement in envisaging diverse Christian communities. The diocese has strong representation of churches that are traditional catholic (belonging to the Society of St Wilfred and St Hilda), conservative evangelical, charismatic or liberal. The issue of ordination of women to the priesthood has been a source of tension in the past, re-kindled by the ordination of women as bishops.

The diocese’s respect for the diversity of understandings is demonstrated in the appointment of the Bishops of both Beverley and Maidstone as Honorary Assistant Bishops. To date 29 parishes (17% of the total) have asked for appropriate arrangements to be made under the House of Bishops’ Declaration on the Ministry of Bishops and Priests. Of those parishes with existing requests 15% are from conservative evangelical churches and 85% from traditional catholic. However, the conservative evangelical group includes some large churches and accounts for 60% of members of churches requesting alternative oversight.

Past experience indicates the need to work to maintain the bond of peace and, therefore, it features in our priorities for the diocese. A report New Norms New Beginning was produced (2014) by a representative diocesan working group of ordained and lay members from a wide range of traditions. It will be important for the new Bishop to continue to be seen as a focus of unity.

30 5.2 GOVERNANCE, Executive Assistant MANAGEMENT AND »» The Director of Finance ADMINISTRATION »» The Buildings and Ecclesiastical Surveyor The Diocesan Synod meets three »» The Diocesan Advisory times each year moving between the Committee Secretary main centres of Doncaster, Rotherham »» The Director of Education and and Sheffield. The committee structure Administration Officer has been trimmed down to about the »» The Communications Manager statutory minimum; the Board of Faith and Assistant and Justice has been retained because »» The Diocesan Safeguarding of its distinctive value as a forum for Adviser considering church responses to social »» The Parish Support Team issues. »» The Director of Formation in Ministry Bishop’s Council also has a relatively small membership, with just three The administration at Church House The Bishop of Sheffield retainssynods and informal meetings with members elected from each of the and organisation of centrally based personal staff at Bishopscroft in members of senior staff and the Parish Houses of Laity and Clergy. However, ministries were radically restructured Sheffield including Chaplain, secretary Support Team. We value the Bishop provision for additional nominated in the 2014 Central Services Review. and administrative assistant. as well as the diocese having a voice members has been agreed to enable Inevitably, this was a challenging in social media and excellence as a it to be more representative of the time of upheaval for staff but there Communications in the diocese have communicator is one of the qualities diocese. is now a sense of settling down and undergone major recent improvements we are seeking in the next Bishop. running more effectively. The current including the new website, increased The administration of the diocese Diocesan Secretary, Heidi Adcock, use of social media, weekly e-bulletins, Overall, governance and administration is under the one roof of Diocesan began her term in June 2016 following and three times per year the free are considered to be in good shape Church House in Rotherham. The her predecessor’s retirement. Network magazine. Communication and able to maintain the efficient location brings it a little closer to the is a vital aspect of enabling people to running of the diocese and to respond eastern parishes than is the centre of We have a full time Safeguarding feel part of the mission of the diocese to changing needs and circumstances. Sheffield. The two archdeacons have Officer and a rigorous system of and to ‘buy in’ to it. Communications offices here and it is the base for: individual checking, parish audits also mean listening to feedback from and parish policies. We also deliver the parishes, through, for example, »» The Diocesan Secretary and training to minimise the risk of abuse ministry reviews, discussions in 31 occurring in churches and schools. 5.3 RESOURCING AND SUSTAINABILITY

Statistics for giving are positive and suggest a high degree of commitment among members in the diocese, certainly when compared with most other dioceses:

»» In 2013 tax-efficient planned giving (both unrestricted and restricted) was £17.60 per head per week, compared with the national average of £11.60. In fact, Sheffield ranked 2nd= nationally (with Guildford and exceeded only by London). »» Overall direct giving (unrestricted) as a proportion of income ranked 1st in Sheffield, at 4.1%, compared with 2.9% nationally. And even without taking account of the low income of the region, the diocese still ranked 7th in the level of direct giving, behind only the more affluent dioceses in and around London, and Bristol.

Just over half of the income of the diocese (53% in 2015) comes from the parishes in the form of Common Fund. This is a new system in which the parishes pledge an amount the previous year rather than contribute a predetermined share. An issue for the longer term is how far the parishes will be able to increase their contributions. Reduced or slowly growing congregations and the effect of ageing on income may be constraints (especially as giving is relatively high already). However, stewardship initiatives as outlined in A Little Letter on Giving are expected to bear some fruit and any growth in numbers in the context of a discipleship culture would eventually be reflected in income growth. Contributions will also depend on ‘buy-in’ by the parishes and a sense of belonging to the diocese and its mission. Communication continues to be important here and the Bishop has a key role in leading and inspiring.

A quarter of our income (25% in 2015) comes from the Archbishops’ Council and we are mindful that the system of allocating central funds to dioceses based on their ability to pay (Darlow formula) will be changing shortly. In 2015 we received £2,245,000 of which £1,910,000 was from Darlow. We have some early experience of formulating strategic development fund bids to offset this shortfall, but we will need to increase our capacity in this area in the future. One of the qualities we have identified in the next Bishop is a shrewd grasp of financial realities, including ability to take advantage of the new opportunities created by the national church.

To manage in the medium term we are working on a five-year plan to help ensure that our strategy remains sustainable and to inform year-to-year monitoring and review. This will require some fresh thinking 32 about priorities. 5.4 THE CURRENT FINANCIAL POSITION OF THE DIOCESE

Comments from Mr Ian Walker Chair of Sheffield Diocesan Board of Finance:

Although not endowed with huge monetary reserves, the diocese is in good shape both financially and spiritually, as evidenced by our churchgoers being the most generous in England in terms of giving as a percentage of income.

Our balance sheet is strong and we have robust and effective financial controls and governance. For the last few years we have been running a financial surplus. However the surplus is unintentionally high and is due to the pace of retirements and bottlenecks in appointing excellent new clergy.

Our future challenges:

We need to ensure the diocese and parishes are not, to steal the ’s phrase, “mesmerised by decline”, but have confidence in the Gospel and hope for the future. With many new appointments forecast in the coming years, the challenge will be to reshape the ministry of the diocese in line with today’s needs and new opportunities. There will be a need to engage with Church Commissioners, other funders and larger, planting-oriented churches, to resource this vision with funds, people and leadership.

33 SECTION 6 - Strengths, weaknesses, opportunties, threats Whilst being realistic about current weaknesses and potential threats we are encouraged by the strengths we can identify and, particularly, by the opportunities ahead. We are a diocese in generally good heart and seeking leadership from the next Bishop, under God, to enable us to move into the next phase of growth, renewal and service.

Strengths Weaknesses »» The local identity and community roots of the parishes »» The social and geographical distances between communities »» Large and growing churches in some parishes »» A traditionally parochial culture »» The growing sense of common purpose as a diocese »» Small congregations in large areas in a traditionally unchurched culture »» The momentum towards parishes working together with their neighbours in Mission »» Distance from the culture of new generations Partnerships »» Low levels of confidence and self-esteem, with implications for evangelism and maturing »» The mission of the newly refurbished cathedral of discipleship »» The guidance of the Parish Support Team and beginnings of comprehensive Mission »» Ageing congregations feeling the strain of sustaining ministry Action Planning »» Many churches with few or no children and teenagers »» Generous giving financially despite low incomes in the community »» Some remaining suspicion of church traditions other than one’s own »» The commitment in many parishes to making a difference in the communities they serve »» Potential long-term unsustainability in a number of church buildings »» The early ‘fresh expressions’ of church with their provision for younger people »» The high quality of church schools »» Unpaid ministry of self-supporting and retired ministers »» The breadth of recognised lay ministries »» The development of St Peter’s College »» The diversity of traditions within the diocese »» Good and developing interfaith relationships »» Effective communications including social media Opportunities Threats »» Growing a mixed economy with more Fresh Expressions and Pioneer Ministers »» Ageing and future loss of viability of congregations, leading to churches closing in some »» Growth of children’s and young people’s work through the Centenary Project areas »» Increasing contributions by the larger churches to the life of areas where mission is more »» Increasing demands on clergy and staff challenging »» Pressures on congregations and lay volunteers »» Growing a culture of discipleship eg via St Peter’s College »» Inability to recruit enough high-quality stipendiary clergy from outside the diocese to help »» Growth in vocations to a wide range of specific ministries replace the losses through retirement »» Increasing the numbers of trained lay and ordained ministers »» Lack of capacity leading to over-activity and stress »» Releasing of more clergy time for mission through further appointment of Mission »» Failure to find common ground in the shared conversations on sexuality Partnership Development Workers »» Slowing in growth of Common Fund income because of ageing and delayed growth in »» Helping clergy to adapt leadership styles through the Leading Well programme parishes »» Promotion of mutual flourishing of diverse church traditions »» Reduction in funding with loss of entitlement as a poorer diocese (Darlow formula) »» Potential for successful bidding for Archbishops’ Council resources for programmes with »» Decline in statutory fees and investment income prospects for growth »» A committed and energetic leadership team

34 THE SHEFFIELD BENEDICITE O give thanks to the Lord, you Diocese of Sheffield; We give to our God thanks and praise.

Founded in pain through World War and hardship, We give to our God thanks and praise.

For moorland and hills, rivers and streams, for city and towns, suburbs and villages, We give to our God thanks and praise.

For heartlands of industry, commerce and trade, for farmland and park, fields and trees, We give to our God thanks and praise.

For and Adwick-le-Street, and Doncaster, We give to our God thanks and praise.

For , Snaith & Hatfield, Hallam and Wath, We give to our God thanks and praise.

For Laughton and Rotherham, Tankersley and West Doncaster, Diocese of Sheffield We give to our God thanks and praise. 95-99 Effingham Street Rotherham S65 1BL For people and priests, archdeacons and bishops, Tel: 01709 309100 We give to our God thanks and praise. Email: [email protected] Web: www.sheffield.anglican.org O give thanks to the Lord, you Diocese of Sheffield; Twitter: @DioceseofSheff Facebook: /dioceseofsheffield We give to our God thanks and praise. Amen