Firm in Hope

Strategic Vision 2020 - 2030 Father of all, we give you thanks and praise, that when we were still far off you met us in your Son and brought us home. Dying and living, he declared your love, gave us grace, and opened the gate of glory. May we who share Christ’s body live his risen life; we who drink his cup bring life to others; we whom the Spirit lights give light to the world. Keep us firm in the hope you have set before us, so we and all your children shall be free, and the whole earth live to praise your name; through Christ our Lord. Amen. From the Common Worship Order 1 Service of Holy Communion Contents

Foreword from the of 3 Introduction from the of 4 Context and opportunities 5 Wakefield district and city 5 The Diocese of Leeds 6 The building 7 Worship and mission 8 Moving forward: our strategic framework 9 Our purpose Our mission Our vision Our values Goals and objectives 10 1. Building the body of Christ 2. A partner for mission 3. Maximising our assets for mission 4. A cathedral for the whole diocese Next steps: Bringing the strategy to life 12 Acknowledgements 13 Foreword from the Bishop of Leeds

Hope can be a slippery word. It is not the same as optimism. Optimism is disappointed when things don’t turn out the way we had wished; hope takes whatever comes and works with it. Hope faces reality and doesn’t get deflected when times are rough and uncertainty colours everything. Christians are drawn by hope (rooted in the resurrection) and not driven by either wishful thinking or fear. This is why it is so important that takes so seriously not only the language of hope, but also fleshes it out with vision, goals and objectives.

I am writing this as we live through the worship, community and outreach of the extended pandemic caused by Covid-19. cathedral in the diocese and wider world In 2020 we saw all our assumptions about might look different in the post-pandemic the routines of life destroyed – almost in world, but the vision and strategy set out an instant. Expectations about life, finance, in this document boldly sets out how we economics, social interaction were hit hard. can be … whatever the circumstances or Churches found that this irruption of the resources available to us. virus into what we thought was ‘normal’ life threw our certainties aside: churches are all I commend this paper and look forward to about meeting with people for fellowship working with the cathedral in developing its and service, but meeting was the first thing ministry in the years to come. to go. And now, as the future looks very uncertain, we face the challenge of creating and shaping a future that might not look like the past. So, hope is what we need. And hope cannot October 2020 just be a vague word, but must be one filled with intent and depth and substance. The cathedral can demonstrate to the wider world what hope might look and sound like. This hope, rooted in an experience of the love, grace and mercy of God who is no stranger to what we experience now, does not diminish in the face of other change or challenge. God is not a thing that can be manipulated by events. The vision that fires this cathedral is one I wholeheartedly endorse and commit myself to. Firmness is not about obstinate rigidity, but, rather, about confident rootedness. The 3 Introduction from the

The Cathedral Chapter began developing this Strategic Vision before the Covid-19 pandemic transformed our national life, including the life of the Church, in March 2020. We had originally intended to launch the Vision at Easter 2020, but that intention was overtaken by our need to respond to the immediate challenges of a national lockdown. As I write, in late autumn 2020, all sorts of challenges still remain. But with challenges come opportunities. The opportunity to launch the Vision at the beginning of Advent, a time when we look forward with such hope to the celebration of coming of God among us, seemed too good to miss. It is my hope and prayer that the Vision, the Jesus challenges all sorts of people in the fruit of consultation, discussion and prayer, Gospels: the religiously self-satisfied, the will challenge all of us who constitute the well-off, the priests in the Jerusalem temple, ‘community of communities’ at Wakefield the Roman governor, even his own followers. Cathedral to respond, in our turn, faithfully ‘Who do you say that I am?’ he asks his and prayerfully to the challenge of Jesus disciples at Caesarea Philippi; ‘Oh, how Christ, seizing opportunities both to proclaim foolish you are, and slow of heart’ he chides and to embody the glorious reality of God’s Cleopas and his companion on the road to kingdom that has come among us. May Emmaus; ‘Do you love me?’ he asks Peter this Vision challenge us to be a place that three times on the shores of Lake Galilee offers doorways, literal and figurative, into a after his resurrection. To be followers of community that is safe and welcoming; may Jesus means being willing to open ourselves it challenge us to be a community that is constantly to Jesus’s questions and his life-giving, and that nourishes and cherishes challenges. But Jesus also offers reassurance: everyone unconditionally; above all, may ‘I am the gate for the sheep,’ he says to this Vision challenge us to live life fully in the uncomprehending Pharisees; ‘I am the God’s spirit and to be a place from which resurrection and the life,’ he says to Martha, God sends us into our city, diocese and mourning the death of her brother Lazarus; beyond to share our unbounded hope, joy ‘Receive the Holy Spirit,’ he says to his and confidence in him. disciples when he appears to them on the evening of his resurrection. To be followers of Jesus means being prepared to offer that same reassurance - especially, though not November 2020 only, to the doubtful, the grief stricken and the fearful. I am extremely grateful to Jane Evans, Chair of the Wakefield Cathedral Council, for facilitating the development of this Strategic Vision. She has brought her considerable professional experience as well as the perspective of the worldwide church to bear on all our discussion and reflection. 4 Context and opportunities Wakefield district and city

Wakefield Cathedral sits at the very heart of traditionally Labour-held seats fell to the the city and district of Wakefield. Conservatives. As such, Wakefield is a focus for some of the most challenging issues The last available data (2018) show that currently facing our nation. the Metropolitan District of Wakefield has a population of 345, 038. Consisting The (population 76,886 mainly of former coal-mining towns and – 2011 Census) has in recent years faced villages, the district has seen physical and challenges associated with a post-industrial economic development in recent years in context, including a decline in the traditional response to the growing economy of Leeds. high street. The local authority and business Nevertheless, 15,200 people in the district partners are proactively moving to address live in neighbourhoods that are amongst these challenges: recent developments the top 10 most deprived areas in England. include Trinity Walk, the Theatre Royal and (Index of Multiple Deprivation 2019); 92.8% the Ridings shopping centre; Wakefield BID of people in the district identify themselves (Business Improvement District), focusing on as white British; 6.4% identify their religious the regeneration of Wakefield City Centre, identity as ‘Christian’; 24.1% as ‘no religion’; has been accepted by phase 1 of the Future 2% as Muslim; 0.3% as Hindu; 0.2% as High Street Fund; the city and district Buddhist and 6.9% as ‘other’ (2011 census). are home to two national-level cultural institutions in the form of the In the 2016 EU referendum, more than Sculpture Park and the Hepworth Wakefield; 66% of people in Wakefield voted ‘leave’, much work has been done, supported by and in the 2019 general election, Wakefield local churches, to develop the identity of found itself part of the ‘Red Wall’, where the city as a ‘City of Sanctuary’. Within the 5 city is Urban House, one of the UK’s largest The Diocese of Leeds initial accommodation centres for refugees and asylum seekers, located next door to Created in 2014 following the dissolution of Wakefield Prison. the former dioceses of , Ripon & Leeds and Wakefield, the Diocese of Leeds Wakefield Cathedral, with its is in the unique position of having three prominent location in the city cathedral churches. Working closely and centre and its links with all aspects collegially, all three play an equal role in being the seat of the Bishop and all serve of city and district life, is poised to the whole diocese. help address the challenges and The diocese comprises 656 , seize the opportunities presented grouped into five episcopal areas. Covering by its context. the major conurbations of Leeds and Bradford, the towns and cities of Wakefield, Ripon, , Halifax and and hundreds of rural communities particularly in North Yorkshire, the diocese represents a remarkably diverse cross section of national life within its borders. Wakefield Cathedral is committed to playing its distinctive and complementary role as one of the three mother churches of our diocese.

6 The cathedral building

God has been worshipped at the heart of England, it has no substantial endowments Wakefield for more than a thousand years, or other reserves. though the present building dates from the middle of the twelfth century. In the early years of the 21st century, the cathedral faced a number of challenges When the was and new opportunities. Its interior was in created in 1888, the Church of All poor condition, leading to an ambitious Wakefield become the cathedral two-phase refurbishment and reordering church of the new diocese, and Wakefield programme the second phase of which was was elevated to city status, subsequently completed in 2016. By this time, the former becoming the county town of the West Diocese of Wakefield had been dissolved and Riding of Yorkshire. the new Diocese of Leeds created. Along with Bradford and Ripon, Wakefield became Wakefield Cathedral occupies a prominent one of three co-equal of the new and strategic position in the centre of the diocese. city and district of Wakefield. While the city, and therefore the cathedral, are not natural Further development of our visitor destinations, and while the city centre estate, using the area of land to has suffered in recent years from the widely- seen demise of the high street, the cathedral the north of the cathedral, will continues to offer an important place of enable the cathedral to maximise welcome and sanctuary for all and as such is the potential of its role in the open every day. centre of Wakefield. Wakefield Cathedral is not wealthy. One of the poorest cathedrals in the Church of 7 Worship and Mission

The cathedral’s strong tradition of worship, The cathedral has a track record of mission liturgy and music position it to reach out to and outreach. The work of the Education a new generation of potential worshippers, Department has brought many members of introducing them to the awe and wonder of the local community through our doors, both the Christian story. through work with schools and involvement in arts and heritage activities. The Cathedral The regular worshipping congregations Kitchen, a well-established café (and until are chiefly drawn from the surrounding recently a shop) not only serves nutritious Wakefield district. The cathedral is also food and drinks but has been a venue for a , though in general the discussion of social justice issues. congregations do not mirror the social make- up of the parish, with the majority coming Through the cathedral, ground-breaking from the more affluent areas outside the work has been carried out with asylum immediate city centre. In common with seekers – resulting in a number of baptisms many churches, the largest age group is over of Iranian Christians in particular – and with 60, with fewer than 10% being families with schools. The cathedral continues to support children or young adults. the homeless through grants made from residual funds from the former Wakefield The cathedral’s strong tradition Rent Deposit Scheme. of worship, liturgy and music position it to reach out to a With its track record of social new generation of potential concern, the cathedral stands worshippers, introducing them ready to further pursue links with to the awe and wonder of the the third sector in and around our Christian story. city. 8 Moving forward: our strategic Our vision, values and strategy are framework informed by those of the Diocese of Leeds: Our purpose Vision: Confident Christians, growing churches, transforming communities To be a seat of the Bishop of Leeds, and a centre for worship and mission. Values: Loving, Living, Learning Strategy: “Maturing in Christ” with five Our Mission goals:

Wakefield Cathedral seeks to offer a 1. Thriving as a distinctive diocese distinctive setting for the worship of God by 2. Reimagining Ministry building on a living tradition that will engage 3. Nurturing Lay Discipleship and inspire present and future generations. 4. Building Leadership Pathways 5. Growing Young People as Christians We strive to be an outward-looking community of disciples of Jesus Christ, Underpinned by three foundation stones: inviting others to walk alongside us to share God’s love with all the people of Wakefield • Clergy & Lay Together, and the wider Diocese of Leeds. • Dynamic Partnerships, • Purposeful Resourcing We pray daily for our Bishop, our sister cathedrals in Bradford and Ripon, and for all the parishes of our diocese.

Our vision

Wakefield Cathedral is:

A safe and welcoming place where everyone can find space to encounter God and one another.

A life-giving place where people expect to be nourished and cared for in life and in faith.

An inspiring place from which people go out to celebrate the blessings and share the challenges of God’s world.

Our values

Joyful – generous – inclusive.

9 Our goals 1. Building the body of Christ 2. A partner for mission (By 2030) We will be a growing, (By 2030) We will be seen as the city welcoming and increasingly diverse of Wakefield’s greatest asset and a congregation, united in purpose, leading organisation with which to committed to our rich and distinctive partner. We will be a convener for third pattern of liturgy and music, and sector activity in Wakefield, providing a equipped to reach out in intentional focal point for work with the homeless, missional activity and tell the story of asylum seekers and lower-income Jesus Christ. families. We will be a place where challenging issues facing the nation can We will strive for... be discussed and debated. - 10% growth in numbers year on year across all services (physical and We will strive for... digital); - The Cathedral Kitchen is seen as - a substantial body of trained and a place of encounter, support and equipped laity working in partnership encouragement, serving at least with the clergy in a variety of 400 people per week from all socio- ministries within the cathedral; economic groups; - flourishing discipleship, evidenced - a trained and equipped cohort of by the number and diversity of lay leaders and volunteers able to people participating in study and contribute sustainably to mission and service, both physical and digital; outreach work; - active young church and youth work - known for award-winning work within services and beyond. in the fields of education, the environment and charitable work; - known as the voice for change on one key issue.

10 3. Maximising our assets for 4. A cathedral for the mission whole diocese (By 2030) We will be financially (By 2030) As one of the three resilient, rich enough to share and be cathedrals of the Diocese of Leeds, we abundantly generous. will be a cathedral to which the whole diocese looks as a resource to help it We will strive for... fulfil its vision of developing confident - Year on year increase in regular Christians, enabling growing churches congregational giving of 10% above and transforming communities. We will congregation growth; work in complementary partnership - reserves cover no fewer than three with but be distinctively different months of planned expenditure; from our sister cathedrals and will be - 10% of our budget tithed to external recognised as a key partner by parishes good causes; discernment of missional across the diocese. activity is accompanied by growth in understanding of how to fund those activities; We will strive for... - income from external sources is - Wakefield Cathedral’s identity and increased by 10% per year. distinctive contribution to the diocese is developed, communicated and (By 2030) As the focal point of a widely recognised; redeveloped and revitalised city - an increasing number of parishes centre in Wakefield, our building will and the other two cathedrals use be an asset for the wider community, us as a resource for our work with contributing to growing confidence the third sector and convenor of in the city. God will be in evidence to discussion on difficult everyday issues, all people using the facility, whatever to the point where we are seen as the their reason for doing so. clear leader for the diocese in this field; We will strive for... - parishes not only within but - Phase 3 funded, developed and also beyond the Wakefield and being maximised as a focal point in Huddersfield Episcopal Areas will the city; demonstrate a sense of ownership of - a growing number of organisations Wakefield Cathedral. and groups using our facility in pursuit of joint missional objectives; - prayer or other acknowledgment of the presence of God will occur at every meeting or event in the cathedral premises; - we aim to be carbon neutral by 2030.

11 Next steps: Bringing the strategy to life

As the Dean notes in his introduction, this strategic vision has been prepared during extraordinary times: the coronavirus and its effects have dominated almost the whole period during which the Dean and Chapter discussed and finalised it. The events of 2020 have illustrated, more than ever, the need to be nimble, agile and ready to change. At the same time, it is vital that we remain clear about our overall purpose, mission and vision for Wakefield Cathedral, that we understand and live out our values and that we have clear long-term goals in view. Accordingly, this strategic vision will guide everything we do for the next 10 years. Many of the targets set under each objective are challenging – but we have 10 years to achieve them. We will create implementation plans around each goal, and these must be flexible enough to adapt to changing circumstances while remaining robust enough to move us towards our goal. The Dean and Chapter hold overall accountability for the oversight, delivery, monitoring and review of the strategic vision, while the annual planning process will address plans for delivery. Chapter will conduct a formal review annually, to monitor progress against specific goals, check action planning and discern whether any changes are needed to the overall direction. Everyone who is an active member of the cathedral community – clergy, staff, volunteers and congregation, is encouraged to find their place in the strategic vision and recognise how their particular contribution advances our purpose, mission and vision. We cannot fulfil this vision alone. Our plans require prayer – to discern the continuing direction of the Cathedral’s work so that our plans may be God’s plans, and for wisdom and strength to fulfil those plans in His name. I press on toward the goal for the prize of the heavenly call of God in Christ Jesus. Philippians 3:14 (NRSV)

12 Acknowledgements

This strategy has been prepared by Chapter members as follows:

Simon Cowling, Dean of Wakefield and Chair of Chapter James Allison, Priest in Charge of Coley, Honorary Canon, elected by the College of Canons Michael Clarke, Honorary Lay Canon, elected by the College of Canons Alison Dean, elected by the Cathedral AGM Claire Honess, elected by the Cathedral AGM Andrew Revans, appointed by the Bishop of Leeds Leah Vasey-Saunders, and Residentiary Canon Derek Walmsley, Diocesan Director of Vocations and Ordinands, Residentiary Canon Danny Wilks, elected by the Cathedral AGM With Neil Holland, Cathedral Chief Operating Officer and Tim Carroll, Cathedral Curate. Facilitated by Jane Evans, Chair, Wakefield Cathedral Council and Honorary Lay Canon. A consultation process invited electronic input from members of the cathedral congregations, the Cathedral Community Committee, the Cathedral Council and members of the Area ’s Breakfast group; 35 responses were received as a result. Further invitations to participate were sent to external stakeholders, including: Imran Ahmad-Khan MP Yvette Cooper MP Andrea Jenkyns MP Jon Trickett MP Peter Murray, Executive Director, Yorkshire Sculpture Park Simon Wallis, Executive Director, Hepworth Wakefield Katie Town, Executive Director, Theatre Royal Kevin Dobson, CAP Martin Hathaway, Mid Yorkshire Chamber of Commerce John Robins, Chief Constable, Police Dick Davies, Chair, Wakefield City of Sanctuary Brian Hamill, Secretary, Wakefield City of Sanctuary

13 Layout: Amy Revans