Growing in prayer Making new disciples Serving the people of Devon with joy
______
Vacancy and Appointments Booklet
______Version 1.1 Revised September 2015
- 2 -
CONTENTS
1. Introduction 5
2. Ministry during a vacancy (preparation and arrangements) 7
3. The parsonage house 10
4. The continuing life of the church 12
5. The appointment process 14
6. The induction or licensing service 23
7. A summary of financial information 25
8. Useful resources 27
Appendix A: A Vacancy Preparation Checklist 28
Appendix B: Frequently asked questions 30
Appendix C: House of Bishops Guidelines on the Ministry of 32 Bishops and Priests
Appendix D: The Mission Community / Parish Profile 35
Appendix E: A Guide to Good Practice at Interviews 41
- 3 -
- 4 -
1. INTRODUCTION
1:1 The purpose of this booklet This booklet gathers together helpful information for the outgoing incumbent, the Churchwardens, the PCC Treasurer and the Rural Dean for the whole of the period between knowing that a vacancy is looming to the arrival of the new incumbent or priest-in-charge. It draws on the experience of Churchwardens and Readers during vacancies, as well as reflections from staff at the Diocesan Offices (Old Deanery). Treasurers will find a summary of the financial aspects of a vacancy in Section 7.
1:2 Understanding the vacancy The careful organisation of the life of the church during a vacancy is important. There is often a sense of insecurity and this can lead to tensions. The local congregation and other interested parties need to understand that the likely length of the vacancy will be between nine and twelve months. Apart from the process of making the appointment, a new incumbent will usually need to give three months’ notice. Issues of children’s education and spouse’s occupation can also mean that moves have to be carefully timed. There are two principal parts of the vacancy process. Firstly, the search for a new priest and the time leading up to an appointment being made; and secondly, the inauguration of the ministry of the new priest. It is important, as far as possible, for Church life to continue as usual. This will be much easier in churches where there is a culture of collaborative ministry and where a significant number of people are willing to share responsibility. The vacancy can also provide a good opportunity for sharing tasks as widely as possible. In the case of a Team Vicar, most of the duties listed for the Rural Dean will actually be the responsibility of the Team Rector as (s)he is the incumbent of the whole benefice. The Churchwardens, working with the Rural Dean (known collectively as “sequestrators”), take responsibility for the life and work of the church during the vacancy, but they need to avoid carrying the full burden themselves. In practice the Churchwardens take on the responsibility and the Rural Dean usually acts as a consultant. The local church should take great care to ensure that the Churchwardens are supported in the task of keeping the church alive during the vacancy. While specific attention needs to be given to provision of services, the pastoral care of the congregation and others is also very important (see section 2). If there is a curate then whilst s/he would take a significant responsibility for this, depending on experience, any Readers, Pastoral Workers, Parish Assistants/Evangelists and others should all be involved.
- 5 -
Parishes with a curate in a training post must remember that s/he is still in training and needs supervision, support and time for his/her programme of training and study. A supervisor will be arranged via the Archdeacon.
1:3 The Vacancy as ‘opportunity’ Vacancies can and should be creative opportunities. Many congregations speak appreciatively of the variety of ministry they receive during a vacancy. Clergy and Readers who come to assist will come from a range of traditions, and flexibility on all sides should be expected. A vacancy can be a time of consolidation and growth as people become more involved in the work and worship of the parish. As mentioned previously, it can also be a time of uncertainty which leads to an increased workload for a few individuals (especially Churchwardens and Rural Deans!). We hope that this booklet will help promote the former and minimise the latter. Please also make use of the ‘Growing through a vacancy’ booklet available from the Archdeacon.
1:4 Other resources The Archdeacon. The staff at The Old Deanery (01392 272686). The Diocesan website: www.exeter.anglican.org. See section 8 for further useful resources.
- 6 -
2. MINISTRY DURING A VACANCY
2:1 The role of the Rural Dean during this time is: To provide priestly oversight. To help the Churchwardens discharge their duties. To offer advice. To provide a list of helpful contacts.
2:2 Before the outgoing Incumbent leaves: The Churchwardens should arrange a meeting concerning the provision of services and pastoral care as soon as the vacancy is announced. It is helpful if this meeting is attended by: The outgoing Incumbent The Rural Dean The Churchwardens Any Assistant Clergy / Curate Readers in the parish
It is usually best if the outgoing incumbent takes a lead in these discussions but shows the Churchwardens how it can be done for future reference. However, the responsibility rests with the Churchwardens and NOT with the outgoing incumbent. It important to ensure that any visiting clergy have the relevant licence or Permission to Officiate. If there is any uncertainty, contact the Bishop of Exeter’s office. In a Mission Community or Benefice with more than one parish, it is essential that there is liaison and communication between the different Churchwardens. It is particularly helpful if one person arranges service cover for all the parishes as this avoids retired clergy receiving numerous phone-calls and ensures a coordinated and fair distribution of cover.
Regular Church services: Pattern of services: Is it possible to carry on with the same pattern (midweek and Sunday)? Readings and hymns at services: How are these chosen at present, how will they be chosen in the future? Intercessions: Is there a rota for leading these, and who will continue to prepare and distribute this rota?
- 7 -
Festivals: How soon do you need to start thinking about next Christmas, Easter etc.? Does the outgoing incumbent have useful notes or checklists to pass on? Communicating with visiting Clergy and Readers: Who will do this? Visitors should be informed of the readings and hymns and type of service. They will also need to know how much you are asking them to do: lead, preach, read the lessons, lead the intercessions etc. Fees (see section 8 for more details): All travel expenses should be paid; check with the Diocesan Finance Department about the current rates for clergy and for laity. There is no fee payable for taking a regular church service for Readers or for non- retired clergy. Retired clergy should be offered a fee for usual Sunday and midweek services.
Occasional Offices (Baptisms, Weddings and Funerals) Discuss how these will be handled: Who will be the local contact person for each church? If you have a ‘vestry hour’ when people come to make arrangements, could this continue? How will you inform the local community and the funeral directors of the new arrangements? Who will make the actual arrangements with the family / funeral directors, the organist, the verger, the grave digger etc? Who will ensure that the church building is open and staffed? Who will ensure that the Registers are filled in? Who will deal with the statutory marriage returns? Who will deal with the fees?
Others things which may need to be done Churchyard issues the maintenance / care of the churchyard; the regulations for gravestones; the fees for gravestones; the upkeep of the burial plan for the churchyard. The Churchyard Regulations can be found on the Diocesan website: www.exeter.anglican.org
- 8 -
Communicating with the PCC, congregation and community This has a number of aspects: Deciding who will take responsibility for what area; Deciding how this will be communicated: Being aware that communication during the vacancy will be an ongoing need and planning for this.
Provisional arrangements for how welcome and pastoral care will be provided during the vacancy Can this / how can this continue to be done? Who will co-ordinate this? What will happen about Home Communion(s)? Is there a need for some help/training for a few people before the vacancy begins? e.g. for newcomers, for the sick or housebound, for baptism contacts, for the bereaved.
Provisional arrangements for how members of the church with any leadership role will be supported in their ministry during the vacancy Possibilities include Regular meetings for discussion, prayer, support; Use of Diocesan Officers; Inclusion in the Sunday intercessions
Church employees If there are employees, who will take responsibility for issues arising with them? (e.g. salaries, supervision)
Other tasks undertaken by the outgoing incumbent which may not be widely known These need to be listed and a decision made about which should continue, which need to be suspended and which were purely personal. Examples might be: editing the magazine or providing a letter for the magazine and chaplaincy work in industry, nursing homes and schools.
All of the above should be reviewed on a regular basis throughout the vacancy
- 9 -
3. THE PARSONAGE HOUSE
3:1 When the former occupant moves out Utility meters should be read within a day or two of vacation of the house, and any oil-tank checked. Meter readings should be passed on to the Property Services Department in addition to the outgoing priest informing the utility companies. Keys should be retained by one of the Churchwardens or another local member of the church. The intruder alarm and any other security systems should be left set. The telephone account should have been cancelled but the line left connected and number reserved. In the colder parts of the year, the central heating should be left on a low setting as advised by the Property Services Department. Our insurers require twice-weekly checks to be carried out on the house, by the key holder, as long as it remains empty. Any problems should be reported to the Property Services Department immediately. In the growing season, arrangements should be made for grass-cutting and other basic garden maintenance. Ensure that post is re-directed to the former occupant and that the Diocesan office knows the address to which diocesan mailing should be sent (usually one of the Churchwardens or the PCC Secretary) during the vacancy. Occasionally a room in the house is used as a Parish / Mission Community Office or simply somewhere to keep the parish photocopier. This practice is not encouraged and, in any case, such use will need to cease during the vacancy if the house is let. Any office equipment should be moved from the house and thought given to a permanent alternative location.
3:2 Letting during vacancy Unless very extensive work is needed, or unless for whatever reason the vacancy is likely to be shorter than normal, it is normal for vacant parsonage houses to be let for some months during the vacancy. Such letting avoids leaving property empty as well as raising income which helps to fund property costs. The Property Services Department will appoint agents to find a tenant and for the preparation of the necessary assured short-hold tenancy agreement, which avoids creating any security of tenure. At the end of the tenancy period, the key holders will again be asked to take on responsibility for checking the property, unless contractors are on site.
- 10 -
3:3 Information for candidates When an interview date is known, the Property Services Department will prepare a ‘Property Information Document’ for the Archdeacon to circulate to candidates, which will include a list of works proposed before the property is re-occupied, and other general information.
3:4 When a new occupant is identified The new occupant and his/her spouse are invited to visit the house together with the Diocesan Surveyor to discuss the works needed.
3:5 General The work of the Property Services Department is governed by church legislation, planning law and listed building regulations, and is overseen by the Assets Group in its role as the Diocesan Parsonages Committee. Work on parsonage houses is subject to budgetary limits (as decided by Diocesan Synod) and is financed through the Common Fund. In this way, the cost of providing suitable living and working accommodation for clergy and their families is shared by all parishes.
3:6 When the new occupant moves in Apart from the normal courtesies of welcome due to a new neighbour, the Churchwardens in consultation with the Property Services Department should ensure that the new occupant: receives all keys to the house, garage and other outbuildings. No-one else should have any keys to the property unless asked to hold keys by the new occupant. knows how to operate the intruder alarm and any other security systems. understands the operation of the central heating system. is aware of the location of stopcock and utility meters.
- 11 -
4. THE CONTINUING LIFE OF THE CHURCH
4:1 PCC Meetings The PCC must continue to meet during the vacancy. During the vacancy the Lay Vice Chair has the right to chair the PCC meeting. This can be delegated at their discretion. The agenda for each meeting should be sent, in advance, to the Rural Dean and a copy of the minutes from each meeting should also be sent. If there are major items (e.g. decisions about buildings, employment of church workers) the Rural Dean may wish to be present and days for these meetings need to be set with this in mind. If the APCM is due to occur during the vacancy the Lay Vice Chair will chair the meeting.
4:2 Church Schools It is likely that the outgoing incumbent has been involved in a number of ways: As a governor; Taking assemblies; Teaching RE; Pastoral care of staff Others in the parish may be able to be involved, with the consent of the school, in many of these areas. If you feel that there should be an ex-officio Foundation Governor during the vacancy, please contact the Archdeacon who has the legal responsibility for making the appointment. This could be particularly important if the school is likely to face an OFSTED inspection and/or if the Governing Body is already short of members.
4:3 Educational Trusts If there is a church school or house or a former school or house, there may be an educational charity and the incumbent is usually a trustee. If church officers are trustees of such a charity they must not confuse their role as a church officer with that of a trustee. All funds must be kept separate from church funds and used only in accordance with the terms of the educational charity. In some cases, the incumbent is the sole trustee, and in this case it would be helpful to consult the Board of Education from whom further advice on any matter in connection with Church educational charities can be obtained.
- 12 -
4:4 Safeguarding Issues During the vacancy the Churchwardens have the legal responsibility for all Safeguarding issues within their parish and ensuring that there is a trained Safeguarding Representative in place. Although the Safeguarding Representative should be a different person to the parish priest, if he or she has acted as the safeguarding representative for the parish, someone else must be appointed and have the means to store confidential forms in a locked cabinet.
4:5 Role of the Rural Dean towards the end of the vacancy It is good practice for the Rural Dean to keep in contact with the Churchwardens throughout the vacancy. However, there is a particular need to meet in order to discuss preparations for the arrival of the parish priest. Among areas worthy of discussion are: Ensuring the PCC fully understands its responsibility for meeting full working expenses; Raising the issue of how they will minister and support the new priest (and his or her family). Most clergy seriously overwork, often at the expense of their families. Local church leaders need to be aware of this danger; Raising awareness that any new parish priest will be different from those who they follow. Whilst the new parish priest will need to be sensitive to the inherent ‘tradition’ or ‘culture’ of the parish(es), s/he will also bring different skills and ways of doing things and the local church needs to accept and welcome this; Reminding the PCC that discovering God’s purpose lies at the heart of Christian Ministry. The new vicar is not there to be simply a ‘Customer Service Manager’. S/he must have space for prayer, study and reflection; Consideration needs to be given to the arrival and welcome of the family. Churchwardens play an important part in helping the new family to adjust to different surroundings; Careful consideration needs to be given to the induction (see section 6) and to the first Sunday in the new parish(es).
- 13 -
5. THE APPOINTMENT PROCESS
5:1 General The process of appointing a new priest to fill a vacancy is a complicated one, governed by church legislation and Acts of Parliament. The main purpose of this process is to find, under the guidance of the Holy Spirit, a person who feels called to the parish and who is acceptable to the Patron, to the Bishop and to the Parish representatives. The legal nature of the process depends on whether the new priest is to be appointed as an incumbent or as a priest-in-charge. In practice, however, the process will be similar in each case. If the appointment is of an Incumbent or Team Rector there will be a number of legal documents sent from the ‘Designated Officer’ in the Diocesan Offices. These should be returned as indicated on the papers. Responsibility for liaison with the parish throughout the vacancy process rests with the Archdeacon, who maintains close contact with whichever Bishop will be involved in making the appointment as well as the Bishop’s wider Staff Team. When the Archdeacon is aware that a vacancy will occur, he will want to meet with the Churchwardens, any clergy other than the outgoing priest, the Rural Dean and the Lay Chair of Deanery Synod in order to have a general informal discussion about the vacancy and appointment process together with the production of the Mission Community or Parish Profile.. The parish will be given full opportunity to take part in the process of finding a new priest. As a matter of policy and for legal reasons, the formal process does not normally start until after the former incumbent has left. This policy is intended to give the parish space and time to reflect on previous ministry, and to discuss its hopes and aspirations for future ministry. In recent years, the average length of vacancy in the diocese has been about nine months – some vacancies are filled more quickly, but others take rather longer.
5:2 Appointment of an Incumbent or Team Rector The process is governed by legislation entitled the Patronage (Benefices) Measure 1986 (PBM). Throughout these guidelines, any number which refer to a form or a meeting (e.g. Form 30 and Section 11) are a reference to the section of the legislation which deals with the issue concerned. Every stage of the legislation has a legal timescale for its completion. It is important not only to complete actions within the set time but also to ensure that unrealistic deadlines are not created by accident. After a vacancy occurs the Bishop of the Diocese signs a form (Form 30), which allows the Designated Officer (DO) to begin the legal process. The PBM allows nine months for finding a new Incumbent or Team Rector from the date of the vacancy. If, after the nine months, an offer has not been made then the right of presentation lapses to the Archbishop of Canterbury. - 14 -
The formal letter from the DO will set out very strict time limits: if these are not adhered to, the parish representatives lose their right of veto. The Measure requires that within four weeks of the notice of the vacancy the PCC(s) must hold one or more meetings (Section 11 meeting) and return the information requested above (see 5.4). In the case of a multi-parish benefice there must be at least one combined Section 11 meeting at which the decisions are made. In a Team Ministry, where there is a form of Team Council that has been set up with the approval of the Bishop’s Council and Standing Committee, the Team Council acts for the whole team in the place of the individual PCCs.
5:3 Appointment of a Team Vicar or Priest-in-Charge In the case of a benefice which, under the Pastoral Measure 1983, has had its Patron’s right of presentation suspended, the procedures of the PBM will be followed but without any of the legal time constraints or paperwork. In a Team Ministry the appointment of a Team Vicar is often the responsibility of the Team Rector and the Bishop jointly. However, the Team constitution may grant a role to the Patronage Board and this needs to be checked. In the case of a Team Vicar or Priest-in-Charge the time scales are not so rigid, but the longer it takes the parishes to provide the information, the longer it will take to fill the vacancy. It is therefore good practice to adhere to the PBM timescales and the Archdeacon can provide guidance on dates and deadlines. The Archdeacon will normally give some idea of the time scales, but it is good practice to adhere to the time scales required in the formal procedures.
5:4 Starting the appointments process In a PBM process, once the parish receives the formal letter and Form 31 or 32 from the Designated Officer, the process officially begins and there needs to be a meeting of the PCC or a meeting of all the PCCs together (Section 11 meeting). In other appointments the following happens informally. The meeting should agree: a) The formal statement, also known as the Parish or Mission Community Profile. (see Section 5:6). In a multi-parish benefice this can take the form of a single statement from the combined PCCs, separate statements from each of the parishes, or a combination of the two where there is a combined statement and a brief statement from each parish. In some places a small team is appointed to bring together the information and produce a draft for the PCCs. Further advice on the Profile can be found in Appendix D. b) The appointment of Parish Representatives (see 5:7). c) Whether to ask the patron(s) to advertise. Vacancies are normally placed on the Diocesan Website but he PCC may also request that the post be advertised in the Church Times and/or the Church of England Newspaper, although it is the Patron who makes the final decision on this issue. If there is to be no advertising then the Bishop and his Staff will be able to suggest names to the - 15 -
parish and Patron. In deciding about advertising, it should be noted that this method does not always bring forward the right candidate for the post and the Bishop and Patrons may be able to invite a single highly suitable candidate who would not otherwise apply. The costs for advertising are borne by whoever requests it. Other costs are borne by the PCCs of the parishes. d) Whether to ask the Diocesan Bishop for a formal statement that sets out any wider needs of the church and the Diocese that might affect the appointment. e) Whether the parish wants to have a formal joint meeting with the Bishop and the Patron or their representatives (Section 12 meeting, see 5:9). The only item of business for meeting is to exchange views on the statement of the parish and, if s/he has been requested to provide one, the Bishop’s statement. The Bishop and the Patron(s) may also request that such a formal meeting be held. It is important to distinguish this formal meeting from any informal meetings that may be held in order for other matters to be discussed. Such informal meetings can be held on a separate occasion or after closing the business of the Section 12 meeting. f) The meeting may also decide to petition the Bishop under the House of Bishops Guidelines on the ministry of Bishops and Priests, or rescind existing petitions (see Appendix C). In the case of a Priest-in-Charge or Team Vicar the parish will receive a letter from the Archdeacon which starts the more informal process of making an appointment. In this diocese the procedure then follows that for an Incumbent but without the legal paperwork and time limits.
5:5 Attendees at the Section 11 Meeting Only the members of the PCC should attend the meetings. It is important that the outgoing priest, members of his/her family and the Patron or his/her representatives are not present at the meeting or meetings where the above issues are decided even if they are members of the PCC. It is good to ask the Rural Dean or Lay Chair of Deanery Synod to attend or chair the meetings in a neutral capacity and to help in shaping the parish profile. The meetings are intended primarily for the laity, but where there are additional clergy, or team vicars, they are entitled to attend and take part in the meeting, provided they are not members of the family of the outgoing minister.
5:6 Preparing the Parish Statement or Profile The parish statement or profile should reflect the parishes’ strengths, weaknesses, opportunities and challenges, include a description of the present benefice and contain a reflection on the challenges facing a new priest coming to the area. It is important to be honest in acknowledging not just the good things, but also the areas where the parishes could do better in the future. This is not easy and may take more than one meeting to get right, but an honest statement is fundamental to the benefice getting the right person for the task ahead.
- 16 -
Appendix D gives guidance on writing the profile. Once the statement has been compiled it needs to be sent to the Archdeacon and Rural Dean for comment and then approved by the PCC or, in the case of a multi- parish benefice, all the PCCs meeting together at the Section 11 meeting. Copies should be sent to the Designated Officer, the Diocesan Bishop, the Suffragan Bishop, the Archdeacon, the Patrons, the Rural Dean and the Lay Chair. The parish(es) should also submit the latest Mission Action Plan (MAP) and financial statement(s) to the Archdeacon. The standard of parish statements has risen significantly since the widespread use of digital media and most include graphics and photographs. Although this can be seen as an extra expense, it does reflect the care and attention that everyone now expects of the process. Remember that all the candidates will judge you by your Profile and decide whether or not to apply for the post based on what it contains. They may also ask questions at the interview based on what they have read and if this does not match either the answers which they receive or their experience of the parish they are liable to draw negative conclusions.
5:7 Appointment of the parish representatives The Section 11 meeting of the PCC should formally appoint two members of each PCC to act as their representatives during the appointment process. In a multi- parish benefice this can produce an excessively sized interview panel and it is customary for each PCC to send only one representative. These can be the two churchwardens, but need not be; however, if the parish cannot agree names, the churchwardens are required by the P(B)M to act as the representatives. In a team ministry with a formal team council, two of their number should be appointed as representatives. Where the Team Benefice is a single parish with District Church Councils (DCCs), the PCC appoint two representatives in consultation with the DCCs. The parish should bear in mind that there is a considerable time commitment for representatives, not least the two day interviewing period, which may involve meetings during the day and in the evening. The P(B)M also puts some restrictions on who can be a representative. No member of the clergy can be chosen; in addition, any lay worker licensed to the parish is disqualified from being a parish representative, as well as anyone who is registered as a Patron. Where a team ministry provides for a Patronage board to include representatives from the PCC, the Patronage board must not appoint one of the parish representatives as its representative. However, the PCC may wish the same people who represent them on the Patronage board to also be their representatives for the parish.
- 17 -
The Code of Recommended Practice for the P(B)M states that where there is a large number of parishes, only one representative or churchwarden from each parish should attend interviews. If churchwardens are to act, they will normally continue to act during the process regardless of whether or not they still hold the office of churchwarden, unless they specifically withdraw or move away from the parish. Although the names of all the representatives must be included on the form supplied by the DO, it is helpful to have a single coordinator – particularly in multi- parish benefices – who will receive information about the process from all concerned and disseminate it to the others involved. The coordinator is also the person who will be asked to organise the Section 12 meeting if the parishes, the Patron or the Bishop request that it be held.
5:8 The Role of the parish representatives and confidentiality Parishes will need to be sensitive to the role that the representatives play. Therefore the choice of representatives is very important, and it is crucial to choose those who really have the mind of the parish. Representatives will be involved in very sensitive discussions, and should not be asked about how far the process has gone or anything about the candidates. It is the function of the Patron to gather information about potential candidates. Under no circumstances must the representatives make their own inquiries about the candidates. This is very important because it would be wrong for parishioners in another parish to hear on the grapevine that their priest is seeking another post before s/he has had a chance to tell them personally. Even after a prospective candidate has been chosen there are legal requirements, including those relating to Safeguarding, which can take at least four weeks from the date of any interviews. Parish representatives are not allowed to inform anyone about the identity of any appointee until told to do so by the Archdeacon. It must be remembered that Parish Representatives are not delegates and have complete freedom to make the decision as they think best.
5:9 The Section 12 meeting (meeting of PCC, Patron and Bishop) This meeting may be requested by the PCC, the Patron or the Bishop. If it is decided to call a Section 12 meeting, the law requires that it be held within six weeks of the request being received and that all those attending should be given at least fourteen days’ notice. The sole purpose of this meeting is to discuss the Parish Profile or Statement. It is therefore essential that this is available and circulated several weeks before the date set for the meeting as otherwise there will be no agenda for the meeting. It is important to liaise with both Bishop and Patron(s) at an early stage about a date for the meeting and to pencil in a date whilst allowing time for the production of the Profile. The Archdeacon’s Office can help with this.
- 18 -
There may be exceptional reasons for delaying the meeting, and provided that all involved are agreed, it can be held outside the time frame. The Bishop may ask either the Suffragan Bishop or the Archdeacon to act for him. The Patrons should already have indicated who will act for them. It is important to note that if the Patron or the Bishop asks for the meeting, and the PCC Secretary (or coordinating representative/churchwarden on behalf of the PCC Secretaries) does not arrange the meeting, the parish representatives lose their rights to veto any choice of Incumbent. The formal meeting itself is restricted to discussion of the statement from the Bishop (if asked for) and the statement(s) provided by the parishes. In a multi-parish benefice, one person will need to make all the arrangements, and the coordinating representative may be the right person to do this. That person will also need to be given guidance on how the parishes will apportion any costs. If a Section 12 meeting is not called, then after six weeks have elapsed from the time the Patron received the parish statement, the Patron is free, subject to the interviews and the finding of an acceptable candidate, to make an appointment. The meeting is chaired by any person entitled to attend the meeting whom those who are present shall decide. For all joint meetings the parish(es) will be responsible for: a) Arranging the venue: this is the kind of meeting better not held in a church with rigidly arranged pews. The hall should have sufficient space to accommodate all members of all the PCCs, as well as others attending, and have good parking close by (if possible, reserve spaces for the Patrons and Bishop). b) Inviting the Bishop (or his representative), the Patron(s) (or representatives), the members of the PCC(s), the Rural Dean, the Deanery Lay Chair and the Archdeacon. c) Paying the following expenses: - the cost of the hall (and any associated expenses, such as providing refreshments); - The travel costs of the Rural Dean and Lay Chair of Deanery Synod. d) Ensuring that copies of any statements are available to those attending, and particularly to the Rural Dean and Lay Chair, who may not have received copies at an earlier stage. e) Providing an agenda which makes it clear, if this is a formal “joint meeting”, when the Section 12 meeting ends and any further informal discussion begins. f) Ensuring that the meeting is carefully summarised and a copy of the minutes sent to all present as quickly as possible afterwards, and preferably within seven days. g) Ensuring that visitors know how to get to the venue and whether or not there will be refreshments before or after the meeting. - 19 -
5:10 Joint meeting for other appointments In the case of appointments as team vicar or priest-in-charge, a meeting can be called as above (5.11) but it will take a much more informal line.
5:11 Person Specification The Person Specification for the new parish priest is drafted by the Parish(es) at the same time as the profile. The Bishop and Archdeacon then assist with the process of re-drafting. The Role Description is particularly important where the post holder is expected, as part of his or her work, to carry out duties not directly associated with the parish and benefice, or where pastoral reorganisation might be contemplated. Parish representatives and Patrons will have final copies of the Person Specification made available to them.
5:12 Shortlisting Application forms will be sent electronically from the Archdeacon’s office to Bishop, Patrons and Parish Representatives. In those cases where applications are sent to the Patrons then they will make these arrangements. These forms and any information they contain must NOT be shared beyond this group. There will usually be a shortlisting meeting involving the Bishop, Archdeacon, Patrons and Parish Representatives. This process may have to be conducted by e- mail. Shortlisting has to be carried out against the Person Specification. The Archdeacon’s office will draw up an interview schedule and circulate this to all involved. References will also be requested. References are not seen by Parish Representatives. Sometimes the Bishop and Patron(s) may ask the Representatives to see a single candidate who they believe to be particularly suitable for the post. This can sometimes produce a better outcome than advertising and/or competitive interviews.
5:13 Orientation Shortlisted candidates will normally be invited to visit the parish(es) the day before the formal interviews. This is an opportunity for the candidates and their spouses to visit the area, churches, parsonage house and key local institutions as well as to meet key people (Ministry team, Head-teachers), the Rural Dean and Lay Chair, clergy from other denominations, leading lay people in the church(es)) Careful thought should be given to the programme fro this day and the Rural Dean and Archdeacon’s PA should be consulted about the shape of it. The Archdeacon’s PA will need the final version to send out to the shortlisted candidates. The Parish representatives involved in the formal interviews should NOT meet the candidates on this Orientation Day. They should also not drive candidates around the parish(es) nor put candidates up overnight. It is equally important that spouses are not ‘interviewed’ at any point in the process. - 20 -
It is vital that those who meet the candidates on the Orientation Day do not discuss the candidates. If however, anyone wishes to give any feedback on the candidates at the end of this day, this should be given to the Archdeacon. S/he will hold that information and feed it into the post-interview discussion of the candidates. The parishes are responsible for finding overnight accommodation for candidates and their spouses, if this is required. This can be in a hotel/pub or in private homes. They also need to find a suitable venue for the interviews, including a waiting area, toilet and kitchen facilities. The Archdeacon’s Office is responsible for drawing up the interview timetable and sending details about the interviews to the candidates and the interview panel.
5:14 The interview process The interviews are a very important part of the process and must be conducted in a professional manner. The Patron or Bishop will chair the process and brief Parish Representatives of the procedure in advance of the interviews. If an interviewer already knows a candidate personally, or knows about the candidate, this should be declared to the other interviewees, so that a decision can be made as to whether the representative should be party to that particular interview. The object of the interview is to draw the best out of the candidate, and it should be as pleasant an experience as possible for all concerned. Remember that the candidates are also assessing whether they wish to work with you and it is not unknown for the preferred candidate to decline an appointment based on their experience. Questions need to be carefully thought about and every candidate asked the same questions. The chairman will have invited members of the panel to submit questions and (s)he will then produce the list. Who will ask which question will be decided on the day. Questions which concern the age, family, health or sexuality of any applicant must not be asked as part of the interview process. It should be understood that under the PBM process it is the Patron who appoints. The Bishop can exercise a veto if they have knowledge that there are concerns about the person and the parish representatives can veto if they can demonstrate that the chosen candidate does not fit the parish statement or profile. In most cases the Patron will only appoint following discussion and all will be content. As part of the discussion a patron will therefore often ask as the first question whether anyone present believes that any of the candidates were unappointable and why. Priests-in-Charge are appointed by the Bishop following discussion with the Patron(s) and parish representatives. Team Vicars are usually appointed by the Team Rector following discussion with the Bishop and Parish Representatives and the agreement of the Bishop. In some cases the Team Patrons also have patronage rights which will modify this process. For reasons of confidentiality, all printed application forms and interview notes will be collected in by the Archdeacon at the end of the interviews. The panel are also required to delete electronic copies of candidates’ application forms from their computers.
5:15 After the interviews: for appointments under the P(B)M
- 21 -
Once it is agreed by all concerned that a post where the PBM applies should be offered, the Patrons will complete Form 38 with the name of the candidate they wish to present to the Bishop. The form will go to the representatives, who will be asked to sign to signify agreement. The form should then be returned to the Bishop. In practice it is usually possible to sign all forms after the interviews therefore saving a great deal of time. If the parish representatives veto the candidate, they will be asked to inform the Archbishop of Canterbury of their reasons for doing so. In practice this is very rare, as the whole purpose of the process is to agree, at the end of the interviews, on the appointment of a suitable candidate. Once the Bishop has received the forms a formal offer can be made to the successful candidate subject to the completion of all legalities including Safeguarding. The Bishop will make this offer in writing and requires a formal written response accepting the appointment.
5:16 After the interviews: for appointments not under the P(B)M Where the P(B)M does not apply, the Bishop or Archdeacon will agree with the parish representatives and Patrons the name of the successful candidate. It is a requirement of the Teams and Groups Measure that other members of the Team are also consulted when it comes to the appointment of a Team Vicar. The Bishop will make any offer in writing and make it clear that this is subject to the completion of all legalities including Safeguarding. The offer requires a formal written response accepting the appointment.
5:17 Expenses Shortlisted candidates will have been sent a travel expenses form by the Archdeacon’s Office and asked to return it to the Archdeacon’s PA as soon as possible after the interview. This will be passed to the parish(es) for payment. Parishes bear the cost of hospitality for the candidates, including, if need be, overnight accommodation for them and their spouses. The successful candidate pays the cost of their DBS check and then reclaims that from their parish expenses soon after their institution/licensing.
5:18 Announcement in the Parish It is usual for an informal announcement to be made in the parish at the main Sunday service as soon as possible after an appointment. It is important that this occurs in the home parish and the new one at the same time and this will be coordinated by the Archdeacon. Before this announcement it is important that no-one is informed of the identity of appointee. It must also be made clear that the appointment is subject to the completion of all legalities.
- 22 -
6. THE INDUCTION OR LICENSING SERVICE
6:1 Date and time If the new incumbent is coming into the diocese from elsewhere, the service is usually taken by the Bishop of Exeter, in which case his Chaplain arranges the date and time after consultation with all concerned. If the new incumbent has previously served within the diocese, the service is usually taken by the appropriate Suffragan Bishop, whose PA arranges the date and time after consultation with all concerned. Subsequent references in this chapter to “the Bishop” denote the Bishop of Exeter or the Suffragan Bishop, as appropriate. A formal public notice indicating the date and time of the induction of a new Incumbent (Team Rector, Rector or Vicar) needs to be displayed on the church door for two weeks (including two Sundays) commencing not less than three weeks prior to the service. This will be supplied by the Diocesan Registry.
6:2 The invitations These are sent out by the parish(es) and the parish priest to: All Clergy and Readers from the Deanery and their spouses (with details of where to robe); Representatives of other denominations (with details of where to robe), one of whom may be asked to say a sentence of welcome. Civic and community leaders, including Head-teachers to represent the schools. They, too, may be asked to say a sentence of welcome; Invitees of the new incumbent (numbers should be agreed with the incumbent); The Bishop’s spouse (if (s)he has one); The Archdeacon’s spouse (if (s)he has one); The Patron or Patron’s representative and his/her spouse; A representative of the Diocesan Offices; A representative of the Cathedral; The Lay Chair of the Deanery Synod and his/her spouse.
6:3 Orders of Service There are pro forma orders of service and guidelines which will be supplied by the Bishop’s Office and which should be followed. The draft and final copy must be approved by the Bishop’s office. The Bishop’s PA or Chaplain will co-ordinate the planning for the order of service in consultation with the candidate and the parish. The Parish is responsible for printing the copies of the Order of Service.
- 23 -
A collection should be taken for The Bishop of Exeter’s Clergy Fund. A cheque should be sent to the Bishop’s office as soon as possible after the service.
6:4 The Rehearsal The Rural Dean arranges this, and the following should be present: The Rural Dean; The Churchwardens; The new Incumbent or Priest in Charge; The organist (and/or choir-leader, if appropriate); Assistant Clergy/Readers of the parish; Sidesmen / Welcome Team / Servers
6:5 Practical Arrangements These should be discussed at the rehearsal, noting the following: The Bishop’s chair is placed at the chancel step before the service (making sure the choir etc. can take their place) and is removed after the induction. Seating for the Archdeacon, Rural Dean and Bishop’s Chaplain (if present) should be decided. The chaplain needs to be about one metre from the Bishop. The Churchwardens should reserve car parking for: The Bishop; The Archdeacon; Civic Dignitaries; The Patron; The Rural Dean. The Churchwardens should also decide where any coaches will park or drop off passengers. The Churchwardens should find out numbers and reserve sufficient seating for: Robed Clergy and Readers; The new incumbent / priest in charge’s family; Invited Civic Dignitaries; The Patron(s) and spouse(s); The Deanery Lay Chairman and spouse; The Diocesan Secretary and spouse; The spouses of Bishop, Archdeacon and Rural Dean Assistant Clergy from the parish process behind visiting clergy and, if possible, sit in their normal seats. Local Readers similarly sit in their usual place. The Rural Dean will check these arrangements on the day. - 24 -
7. A SUMMARY OF FINANCIAL INFORMATION
7:1 The Parsonage House Repairs and minor improvements will be identified by the Diocesan Surveyor following an inspection. A report will be issued and any necessary work which is identified will be carried out at DBF expense. Therefore please do not carry out repairs before consulting the Diocesan Surveyor. Interior decorations are the responsibility of the incoming priest but the Diocesan Board of Finance offers a grant to help defray the cost. Possible major improvements to the parsonage may be identified during the inspections carried out during the vacancy. These will be subject to agreement by the Parsonages and/or Assets Committee. Council Tax is not normally payable on empty parsonage houses awaiting occupation by a member of the clergy and all Council Tax is dealt with by Diocesan Property Services. Water and telephone. Water bills are dealt with by the Diocesan Property Services. If the telephone is left connected whilst the house is empty then the PCC is responsible for any costs incurred. Rentals. In most cases, the parsonage house will be rented out on an assured short hold tenancy during the vacancy. The rent is paid to the Diocesan Board of Finance and generates income to support the work of the Diocese.
7:2 Fees and expenses during the vacancy a) Statutory fees for Weddings, Funerals, & Monuments Fees should continue to be charged in accordance with the current Parochial Fees Order, which can be found on either the Diocesan website or on the Church of England national website. The part of each statutory fee which is payable to the PCC should, during a vacancy, continue to be paid to the PCC, and does not constitute part of the vacancy finances. The part of each statutory fee due to the DBF should, during a vacancy, continue to be recorded on the Diocesan Record of Fees sheet. Statutory fees for weddings, funerals and monuments are not payable to full-time stipendiary clergy, self-supporting ministers (SSMs), Chaplains or Readers although they can claim full travelling expenses. DBF Fees should be apportioned by the PCC on the basis of 50% paid to the officiant Retired Minister (as soon as possible), and 50% remitted (quarterly) to the Diocese together with a completed Diocesan Record of Fees Received sheet. Entries on the latter should be 50% in the appropriate fee column and 50% in the first numeric column which records those part fees paid to officiant retired clergy. That column is simply intended to demonstrate that the correct approach has been used, and that column total does not form part of the remittance to the DBF. - 25 -
Should an officiant Retired Minister not wish to accept a fee, then the whole DBF fee should be included in the remittance to Diocesan office. Full details of this process can be seen in paragraph 2 of the Parochial Fees / Diocesan Guidelines document on our website. b) "Casual Duty" fees for taking a normal Sunday or midweek service The "casual duty" fee payable to clergy holding Permission To Officiate within the Diocese for taking a normal Sunday or midweek service is £32.00 (2015). This fee is subject to review each year. Casual duty fees are not payable to full time stipendiary clergy, self supporting ministers (SSMs), Chaplains or Readers, although they can claim travelling expenses. Any priest who has retired from full-time ministry and taken up a part-time, part- stipendiary or House for Duty post in this diocese, should be treated as retired in respect of any services which they conduct in benefices other than the one/s to which they are licenced. Clergy receiving & retaining either part fees for weddings or funerals, or casual duty fees are responsible for declaring the income to HMRC for tax purposes. c) Expenses of visiting clergy and readers Out of pocket expenses should always be offered to all who take services. Treasurers should not place visiting clergy in the position of having to raise the question themselves. The Diocesan mileage rate (2014/15) is 45p (reviewed annually each April). In order to keep travel expenses to a minimum, wherever possible please arrange for services to be taken by clergy living nearby. The advice of the Rural Dean as to what is appropriate should be taken.
7:3 Common Fund The Common Fund is a contribution towards the ongoing costs of ministry throughout the whole Diocese and not simply assessed on a cost basis by parish. Payments of Common Fund are therefore expected to continue during the vacancy, so please do not cancel your standing order or direct debit mandate.
- 26 -
8: USEFUL RESOURCES
Although the legalities of the Pastoral (Benefices) Measure 1986 apply throughout the Church of England, other arrangements vary from diocese to diocese. Therefore the processes and details mentioned in these resources may not match those of Exeter Diocese exactly, but you may still find useful information and support within them. Grove Booklets Pastoral Series: 65: Situation Vacant, D Parrott & D Field 67: Understanding the Interregnum, Tony Bradley So the vicar’s leaving, Mike Alexander & Jeremy Martineau, Canterbury Press 2002 Temporary Shepherds, Roger Nicholson, Alban Inst 1998 Practical Church Management, James Behrens, Gracewing 2005 EIG website: www.churchcare.co.uk Parish Resources: http://www.parishresources.org.uk Growing in a Vacancy booklet (available from the Archdeacon)
- 27 -
APPENDIX A: A VACANCY PREPARATION CHECKLIST
Start planning now What information does your parish priest have that no-one else has access to? What will the major problems be when s/he goes? How does s/he relate to the decision-making bodies in your church? Can you draw a diagram or name the people responsible for each part of the church’s work, and to whom each person is accountable? Parish priests may find it helpful to keep a note of everything that happens during the year and who needs to know about it or do it if s/he has gone.
What can the priest do before s/he leaves? Prune files of irrelevant information – but do not throw away anything of historical interest. Include a sheet at the front of each file detailing what the file contains. List all files and where they can be found. Copy church information onto a USB memory stick and label clearly. Inform key lay people of matters that they might have to handle. Decide whether there is any confidential information for your successor and consider how best to pass it on. Check and sign the Terrier and Inventory Hand over keys, equipment, documents etc. that belong to the church.
What can the church leaders and priest do before s/he leaves? Review the church’s main priorities and the direction in which it is going. Examine all aspects of church life and agree who will have responsibility for them. Clarify how and when to make decisions. Identify potential problem areas: people in key roles under pressure, state of the church building, cover for services, pastoral care etc. Consider the administration: who will do it, what equipment is needed and any training required.
- 28 -
Arrangements for the beginning of the vacancy Go through everything agreed with the incumbent before departure and ensure everybody understands their role. Draw up a list of people to turn to for advice, support or training. Produce a system of support for people in key roles. Consider how to communicate effectively that life goes on. Pray for those whose task it is to choose the next minister.
Remember that: People will be affected by the priest’s departure by loss, grief, guilt and uncertainty about the future. There may be a jostling for power, especially when boundaries are unclear.
The leaders of the church need to: Meet together regularly to pray, think and plan. Listen carefully to what members of the congregation are saying and how they are feeling. Ensure that all decisions made are for the good of the church and the building up of the Kingdom. Ensure that there are no unhelpful rumours or unrealistic expectations both amongst the congregation and the wider community.
A vacancy can be challenging yet rewarding and can build up the confidence of the laity and take forward the mission of the church.
- 29 -
APPENDIX B: FREQUENTLY ASKED QUESTIONS
Q1: When can we start work on the vacancy? Formally, when the notice of vacancy is issued and the date of the Section 11 meeting is known. Informally, as soon as it is known that there will be a vacancy, as there’s no reason why some of the work (especially on the parish profile) should not begin. However, many churches mistakenly rush into things and start work on some of the work, without taking time to commit the whole process to the Lord in prayer. Our advice is not to rush the initial stages and to make sure that time is taken to ‘listen’ to people and to God about what he might want to say about the future of the church and especially about its vision, direction and mission. These three things will influence considerably the gifts, skills and experience needed in the person who will be sought and therefore need to be addressed carefully before the profile is written.
Q2: How long will the vacancy last? A question everyone wants answered and which is almost impossible to be clear about! However, it is unusual for a vacancy in Exeter Diocese to last for less than nine months. Once a timetable for advertising/head-hunting and an interview day has been prepared, the answer may become a little clearer, but we have known situations where there have been no appointable applicants or the chosen candidate has declined the offer. It’s better to wait for the right person than to rush into appointing someone who turns out to be unsuitable. Children’s schooling, spouse’s employment, building work on the vicarage/rectory, letting arrangements etc. can also all delay the start of a new ministry.
Q3: When will our new vicar/rector start work? See question 2. In addition, most clergy need to give three months’ notice as well as time to move house. Moreover, they can only move once all the legal preliminaries have been completed including the DBS check. Further constraints may occur due to any work needed on the house. Finally, it is necessary to identify a suitable date in the Bishop’s diary.
Q4: We know a brilliant vicar. Could (s)he apply for our post? If the vacancy is advertised then there is no reason why they shouldn’t be encouraged to look out in the church press. If it’s not, then they could be encouraged to contact the Bishop or Patrons and to express an interest in the vacancy when head-hunting begins.
Q5: How do potential applicants get to hear about our vacancy if the patron decides not to advertise it? In various ways: Many patronage trusts maintain a register of clergy who are looking for a move Diocesan senior staff will sometimes commend clergy to patrons See Q4 above – parishioners might encourage their own contacts to express an interest in a particular vacancy. - 30 -
The Web. If the post is not advertised in the Church Press it may still be advertised electronically on the diocesan website.
Q6: How many potential candidates are likely to be called for interview? It all depends! The Bishop and Patrons will consider all the applications in the light of the parish profile and will call for interview those who in theory at least are a reasonable ‘match’ with what is being sought. This might be one, two, three or four candidates – but until the applications come in, it’s impossible to be more precise! Interviewing any more than four people in one day is logistically difficult.
Q7: How much does advertising cost? A ball park figure of £1000 is about right for two weeks advertising in the Church Times. The Church of England Newspaper is usually a bit cheaper but read by far fewer clergy.
Q8: Can we advertise the post details on our parish website? A copy of the advert can be placed on the web and it is also possible for the Profile to be available from this source. However, applications packs will only be available via the agreed method for each vacancy. Some patrons have a policy of tracking all enquiries and archdeacons are often keen to discover someone who shows an interest decides not to make an application. Additional parish information such as church accounts can be placed on the church website, but candidates should have to request the parish profile from the primary contact..
- 31 -
APPENDIX C: HOUSE OF BISHOPS’ GUIDELINES ON THE MINISTRY OF BISHOPS AND PRIESTS
The Church of England is fully committed to all orders of ministry being open equally to all, without reference to gender. However, the Church of England also remains committed to ensuring that those who cannot receive the ministry of women priests or bishops are able to flourish. The House of Bishops has therefore agreed Five Guiding Principles as the basis for this mutual flourishing. The House of Bishops is clear that these Principles need to be read 'one with the other and held in tension, rather than being applied selectively.' The Five Guiding Principles are:
Now that legislation has been passed to enable women to become bishops the Church of England is fully and unequivocally committed to all orders of ministry being open equally to all, without reference to gender, and holds that those whom it has duly ordained and appointed to office are true and lawful holders of the office which they occupy and thus deserve due respect and canonical obedience; Anyone who ministers within the Church of England must be prepared to acknowledge that the Church of England has reached a clear decision on the matter; Since it continues to share the historic episcopate with other Churches, including the Roman Catholic Church, the Orthodox Church and those provinces of the Anglican Communion which continue to ordain only men as priests or bishops, the Church of England acknowledges that its own clear decision on ministry and gender is set within a broader process of discernment within the Anglican Communion and the whole Church of God; Since those within the Church of England who, on grounds of theological conviction, are unable to receive the ministry of women bishops or priests continue to be within the spectrum of teaching and tradition of the Anglican Communion, the Church of England remains committed to enabling them to flourish within its life and structures; and Pastoral and sacramental provision for the minority within the Church of England will be made without specifying a limit of time and in a way that maintains the highest possible degree of communion and contributes to mutual flourishing across the whole Church of England.
All those who train for ordination are asked to assent to these principles and it is expected that all who exercise a licensed ministry within the diocese will abide by them. In line with the Five Guiding Principles, it is open to any PCC to pass a resolution asking that the Bishop makes provision for them because they cannot accept the ministry of a woman Bishop or Priest. This must be done following the guidelines laid down by the House of Bishops and should be accompanied by a statement of the theological understanding on which it is based. A PCC can pass such a resolution at any time and may therefore wish to make such a resolution as part of the appointment process for a new parish priest. - 32 -
The full House of Bishops declaration can be found in paper GS Misc 1076. However, the following four paragraphs are particularly relevant for the appointment of a new Parish Priest. 18. The responsibility for signalling that a parish wishes to take advantage of arrangements available to those whose theological conviction leads them to seek the priestly or episcopal ministry of men rests with the relevant parochial church council (PCC). 19. A meeting of a PCC to consider a motion seeking arrangements of this kind should either be one held under section 11 of the Patronage (Benefices) Measure 1986 or one for which the secretary of the PCC has given members at least four weeks’ notice of the time and place of the meeting and the motion to be considered. Given the importance of the issue such a motion should have been passed either (a) by a majority of those present at a meeting at which at least two-thirds of the members of the PCC who are entitled to attend are present or (b) by a majority of all the members of the PCC. 20. The recommended form of the resolution to be passed by the PCC is as follows: “This PCC requests, on grounds of theological conviction, that arrangements be made for it in accordance with the House of Bishops’ Declaration on the Ministry of Bishops and Priests.” A PCC which has passed a resolution should send a copy of it to the diocesan bishop, archdeacon, diocesan registrar and registered patron. 21. Parishes which have passed a resolution may rescind it at any time. The same procedures as are set out in paragraphs 18-19 should apply in relation to a PCC meeting which is to consider a motion rescinding a petition. Parishes which have passed a resolution should review it from time to time, especially when a vacancy in a benefice arises.
Later paragraphs include a statement that because the nature of the theological conviction which underlies the passing of a resolution varies, there will need to be consultation between bishop and parish. This is why we ask that the nature of the conviction be provided with the PCC resolution so as to avoid any possible misunderstanding. There is also a statement that anyone involved in making an appointment should do everything possible to achieve an outcome which does not conflict with the nature of the conviction underlying the PCC resolution. The Declaration also states that in the case of a multi-parish benefice the needs of parishes that have not passed a resolution should be weighted alongside those of any parish that has passed a resolution when decisions are taken about appointments to the benefice. In a further document, GS Misc 1077, the House of Bishops provides clarification of a number of points in GS Misc 1076. The paragraphs which relate to the passing of a resolution are as follows.
6. Under paragraph 19 of the Declaration a resolution should be passed at a meeting held under section 11 of the Patronage (benefices) Measure 1986 or at a meeting of which the secretary of the PCC has given members at least four weeks’ notice of the place and time of the meeting and of the motion to be considered. - 33 -
7. A decision to pass a resolution has significant consequences for the exercise of ministry in the parish. It is good practice, therefore, for the PCC to enable members of the wider church community to submit views before any meeting at which a resolution is to be considered.
8. The recommended form of the resolution is: “This PCC requests, on grounds of theological conviction, that arrangements be made for it in accordance with the House of Bishops’ Declaration on the Ministry of Bishops and Priests.”
9. Under the terms of the Declaration any resolution should have the support of either (a) a majority of those present at a meeting at which at least two-thirds of the members of the PCC who are entitled to attend are present or (b) a majority of all the members of the PCC.
10. It is important to note that the resolution should be founded on theological conviction in relation to gender and ordained ministry. Considerations such as personality or theological stance of the diocesan bishop, social conservatism or a desire to distance the parish from the policies of the diocese – for example in relation to pastoral reorganisation, parish share and the deployment of clergy – are not relevant.
11. In considering whether to pass a resolution it is for each PCC member to consider what weight to give to his or her own theological conviction as against the conviction of others in the church community. If a resolution is passed the PCC needs to be able to articulate for the bishop the nature of the conviction which, in its view, underlay the decision.
All PCCs, whether they have a resolution in place or not, have a responsibility to ensure that their current position accurately reflects the theological position of the parish.
- 34 -
APPENDIX D: THE MISSION COMMUNITY / PARISH PROFILE
Information about how to produce a profile which will attract candidates with appropriate skills, gifts and experience for the mission and ministry of your parish(es). Key Question: Does this profile make us excited about the future of our church, and describe a church and community the right priest would want to be part of?
What is the aim of a Mission Community/Parish Profile? The profile document will be made available to priests who are interested in applying for the vacant post. It needs to give the answers to some key questions. What is the nature of the community or communities we serve? What is the Mission Community of which we are a part like? Who are we as a worshipping congregation or congregations, and what goes on in our buildings? What is our history, and our vision under God for the future? What kind of priest are we looking for? The aim is to provide a picture, giving enough information for a prospective candidate to imagine the role and the setting, so they can discern whether they may be called by God to explore their suitability for the post. The Archdeacon’s PA is always willing to send some examples of other recent profiles. Lengths will vary, depending on whether you are describing a single church or a team or a multi-parish benefice, but it will usually be 15- 30 pages long. The final version needs to be a pdf colour document which can be sent as an email attachment.
How should we produce it? It is a good idea to form a small group (4-6) who can act on behalf of the PCC(s). Ideally the group should comprise people who are computer literate and able to collate and format the information. They can gather content from all kinds of people, but will need to communicate by email with each other, and someone within the group will need to have basic design skills, knowing how to format text and edit photographs. They should be a representative cross-section of the congregation or congregations if there is more than one parish involved. The draft needs to be approved by the PCC(s). Often churches have an idea of the kind of content they want, and some of it will already exist on your church website if you have one, or as papers which have been sent out to the PCC for other purposes. If you have none of this, you could organise a vision meeting/morning to kick-start the process. The Archdeacon or Rural Dean may be able to help with this. Above all a profile needs to be created in and through prayer – please encourage your PCC(s) and congregations(s) to pray for the people drafting it.
- 35 -
What about content? Content should centre on answering the key questions in a punchy, succinct way, with good use of bullet points, and photos which illustrate your themes. Even if it comes from many different sources, someone needs to take responsibility for formatting it consistently. Detailed below are the areas it might be good to cover under each question. The Archdeacon will always contribute an Archdeacon’s Foreword as well.
1. What is the nature of the community or communities we serve? Here you should give information about the geographical size and nature of the area. Is it urban, suburban, a market town, small town or new town? Is it in the inner city, with housing estates? Is it a commuter village, or a collection of rural hamlets? Where are the main centres of population, and key local services including shopping, entertainment, pubs? What are the transport networks? Where is the nearest main line station, are there any bus routes, where is the nearest motorway, and is it vital for people living there to have their own means of transport? This is perhaps a good place to include information about the clergy house, or this can go elsewhere. What is the social demographic of the area? Give details about the population size, predominant age group, ethnic groupings, other faith communities and any significant social problems. Where is the area on indices of social deprivation? What are the principal sources of employment? How are levels of unemployment? What are the key institutions? List any local institutions, especially those where there is a special link, e.g. secondary schools, local hospitals, residential or nursing homes, community centres, other churches. If there are civic duties or chaplaincies, please specify. Please list schools in the parish. Indicate size, whether they are church schools, any involvement through assemblies etc. and whether there is an expectation of governorship responsibility.
2. Who are we as a worshipping congregation or congregations, and what goes on in our buildings? How would you describe your worship tradition, for example traditional catholic, modern catholic, open evangelical, conservative evangelical, central, charismatic, liberal or other? Do you regularly use incense? What vestments do you expect clergy to wear? Do you use Common Worship or BCP liturgy? What percentage of your services are Eucharistic? What is the usual pattern of Sunday and week day services? What is your average attendance and how does that vary for festivals? Do you have a choir, music group or organist? Are there midweek or Sunday children’s groups/youth work? Are there home groups, Bible Study groups, other key parish organisations? Is there a pastoral care team? If you have passed a resolution under the House of Bishops’ Declaration on the Ministry of Bishops and Priests, you will need to state that. You’ll need to give statistics for occasional offices (weddings, baptisms, confirmations, funerals – in church and at a crematorium etc), numbers on the church electoral roll, usual Sunday attendance, the proportion of worshippers living outside the parish etc.
- 36 -
There is a pro forma grid for this available from the Archdeacon’s PA, which should be included in the profile. Who else is on the team? Other clergy (curate, SSM, retired), Readers, children’s/youth workers, parish administrator, lay ministry team etc. What do you have in the way of buildings? How are they used in addition to worship (eg. tourism, community use)? What are the demands of the buildings? Approximate age? Is the church listed? Seating capacity? Is the church kept open? Condition (list any works required and approximate costs based on the last quinquennial inspection). Is there a church hall? Are there other places of worship in the parish and do good ecumenical links exist? Give details about the state of your finances. It is good to state whether Common Fund is paid in full, if you have any stewardship/planned giving in operation, and whether there are any major capital projects in progress or anticipated? You should provide a link to your annual accounts.
3. What is our history, and our vision under God for the future? If you have an agreed vision statement, you can include it, together with any interesting aspects of the church’s history, especially if they will impact the role. What have been the main areas of your ministry and outreach, eg schools, prisons, homeless, young people, food banks? Do you run starter/nurture courses (Alpha, Emmaus, Pilgrim, Exploring Christianity etc)? What mission work at home and overseas do you support? Are you part of any wider church networks, eg New Wine, Inclusive Church, Walsingham pilgrimage? Do you have any parish overseas links? Describe any aspects of your church’s ministry and mission that you hope to develop, both immediate opportunities and a longer-term wish-list. Do you have a Mission Action Plan? If so, what are the key priorities? What are your particular strengths and challenges? What do you believe God is calling you to? If you have hopes and dreams about new areas of mission and ministry you would like help to engage with, share them in the profile. It is important that you and your new priest can share a kingdom vision and work towards it. Good candidates will want to see information about your Safeguarding Policy and practice as well as details about your Safeguarding Representative and who has received training.
4. What kind of priest are we looking for? Considering what you have included so far, and particularly what areas for development you hope for, this is where you list the skills, qualities and attributes you would wish the new priest to bring. This list, called a person specification, will be used as the basis for the shortlisting and interview process, so it is important to include the characteristics you consider essential, as well as some desirables. Looking at examples from other parish profiles may help here. We will also use some of the words and phrases from this part of the profile in any advertisements. Think about each of these areas: prayer and spirituality; theological tradition; preaching and teaching; pastoral gifts; mission, outreach and evangelism; vision and strategy; - 37 - relevant experience and skills; leadership, team building, collaboration; administration. You may not want to cover all these areas, but it is important to consider them. Aim to be realistic about who the next person might be and the gifts and skills that they might offer. Person specifications can sometimes be highly unrealistic, saying, in effect: “we want an outstanding preacher and service leader, who has a real concern for young people, old people, single people and the family, has a real heart for ministering to people at the margins of our community, who is a visionary leader but is also extremely collaborative, gets on marvellously with every age group, listens beautifully, loves every form of service going and will visit us all at least once a week unless we are in hospital in which case s/he will visit us more regularly. Oh, and s/he must be brilliant at getting in money, too.” This kind of stuff leads to the standard joke about the Angel Gabriel not being available. There is an enormous difference between the must haves and the things that would be really helpful but are not absolutely essential. Many profiles mix up the two things. By now, if you have given a good, clear and honest picture of the life and ministry of the church then it should be equally clear what kind of person you want. It is worth then thinking through how you describe the essential characteristics/experience and then the desirable characteristics/experience of the person you want. Try not to include more than about 12 characteristics in your whole list – essential and desirable. In all of this, bear in mind that the question readers will be asking is: “Am I the kind of person they want?” If you are unrealistic in your expectations then even if there are any applicants, they are likely to be un-appointable.
Possible structures How you structure your profile is up to you. You could follow the four section structure above: Cover Contents list Archdeacon’s foreword Our community (section 1 above) Our church(es) (section 2 above) Our history and vision (section 3 above) The person specification (section 4 above)
- 38 -
Alternatively, you may feel the vision and person specification should have greater prominence, in which case an alternative possible structure could be: Cover Contents list Archdeacon’s foreword Our location a few paragraphs to set the scene: the sort of community you are, plus a map to show where you are Our vision the hopes and dreams of section 3 above The person specification as per section 4 above What we offer: The ministry team – who will support the new priest The Vicarage The Deanery – you could ask the Rural Dean to write a paragraph Our parish(es) A table showing the worship pattern Sunday by Sunday The pro forma grid of statistics Then, parish by parish: A more detailed description of the local community – see section 1 above Details about the worship, mission, ministry, buildings and finances – see section 2 above
…and finally If you have a current Mission Action Plan, please refer to it in the profile and send the Archdeacon’s PA a copy to go out with the profile. The Archdeacon will be happy to advise and help along the way, and the Archdeacon should always see the draft profile well before the Section 11 meeting.
If done well, producing your profile can be an inspiring and creative time for a parish, benefice or Mission Community as you enjoy praying, thinking and reflecting together about the next stage in the adventure of mission that God is leading you towards.
- 39 -
Some Golden Rules
Be positive – you are trying to attract someone to come, so you need to tell them why your parish/Mission Community is a good place to be. Be upbeat – there are always good things going on and good stories to tell. There are always positive things to say about the future, however tough the present is. Be honest – don’t pretend that things are different from how they are. Keep it simple – write in short, uncomplicated sentences in short paragraphs with sub- headings to break things up. Don’t pack it so full of facts and figures that only an expert in statistical analysis could understand it. Make it look nice – you don’t need to get it designed by a professional but you do need to try and make it as attractive to read as possible. Good photographs brighten the whole thing up. Include more photographs of people than buildings. Make it suitable for emai – pdf is best, with a maximum file size of 2Mb. You can’t tell them everything – you haven’t got space and they won’t read it. Just keep to the main points. They can always ask more detailed questions when they come and see you. Keep it human – try to bring in a few quotes from different people in the congregation about what they like about church, what they think about the future, how they got involved, what was the best thing that ever happened or whatever. Just drop the quotes into the profile every now and then to break it up and give a human feel to it. Think in terms of lists: the best five things about our church, the top three challenges for the future, the five key qualities of our new priest. Put yourself in the reader’s position – s/he may have never heard of your parish/benefice or know very little about it. At best they probably have a sketchy view of what the place is like. You have to try and help them get a real handle on who you are and what’s going on. Seek help – especially from your Rural Dean and Archdeacon.
With thanks to the Diocese of Worcester for allowing us to adapt their guidelines.
- 40 -
APPENDIX E: A GUIDE TO GOOD PRACTICE AT INTERVIEWS
Before the interview Do: Reread shortlisted applications alongside the job description and person specification, identifying any areas which need further clarification during interview. Plan for the interview to be structured consistently for every candidate: each individual should have the same opportunities to present him/herself and demonstrate his/her suitability for the job. This includes: Asking each candidate similar questions, to ensure consistency in candidate evaluation; Conducting each interview in similar circumstances, with the same panel if possible; Allowing an equal amount of time for each interview. Prepare the questions in advance, keeping them focused on the position and the candidate’s qualifications and experience. Aim for open-ended questions that cannot be answered with a simple “yes” or “no”. Prepare a document of interview questions, with space for notes on candidate responses and panel feedback. If possible, prepare an objective structured scoring system that can be used when evaluating candidates after the interviews. Be prepared for the candidates’ own questions, and try to anticipate what additional information they may seek. Consider whether any adjustments need to be made to accommodate a candidate who has indicated a disability on the application form.
Don’t: Go into an interview unprepared; Ask questions that are not relevant to the post, or could be perceived as discriminatory, e.g. questions related to the candidate’s marital status, children/childcare, medical history etc.
During the Interview Do: Conduct the interview in an environment that will allow candidates to give of their best. In particular, arrange for there to be no interruptions from visitors or the telephone. Show enthusiasm and professionalism to every candidate. Introduce the candidate to the members of the panel at the start of the interview. Give some brief background information about the Diocese and the job. Listen and make notes on salient points. Keep to a time frame, allowing candidates to ask any questions they may have. - 41 -
Ensure that candidates are familiar with the terms and conditions of the job, and that these are acceptable to them. Tell candidates what will happen next and when they can expect to hear the outcome of the interview. Don’t Accept any interruptions. Ask leading or potentially discriminatory questions (see Before the interview). Rely on your memory alone to record information about candidates’ responses to questions! Engage in private conversation with other members of the panel during the interview. Give on-the-spot feedback or any indication of the likely outcome of the process. Refer to other candidates or interviews. Reduce the level of formality or professionalism for internal candidates.
After the Interview Do: Write up/flesh out notes as soon as possible after the interview: this is for both the decision-making process and providing feedback to candidates if requested. Keep interview notes on file. Decide who to employ as soon as possible after the interviews, using a structured scoring system if possible. Inform all candidates of the outcome of the process within the expected time frame. Keep them informed if a decision is delayed for some reason. Be prepared to give reasons for rejection to unsuccessful candidates who ask.
Don’t: Dispose of notes made during interviews other than by handing them to the chair. Keep candidates waiting for an outcome beyond the expected timeframe without some form of contact. Divulge information about candidates/interviews to other candidates.
- 42 -
- 43 -
- 44 -