Strategic Development Funding - Anglican Diocese of Liverpool · Strategic Development Funding STAGE 2 - Diocese of Liverpool 1 Strategic Development Funding Stage 2 application Multiplying

Strategic Development Funding STAGE 2 - Diocese of Liverpool 1

Strategic Development Funding Stage 2 application

Multiplying congregations

Canon Richard White Director of The Joshua Centre for Pioneer MinistryLiverpool Cathedral, St James’ Mount, Liverpool L1 7AZ(0151) 702 7243 www.liverpool.anglican.org


Contents:

1. Preface: From the Bishop of Liverpool ...................................................................... 4 2. Project summary ................................................................................................... 5

3. Context and Background ........................................................................................ 6

4. Project outputs ................................................................................................... 10

5. Project description 1: Four levels of intervention ..................................................... 11

6. Project description 2: Seven steps to sustainability ................................................. 14

Stage One: Identifying potential congregations ...................................................... 15

Stage Two: Assessing potential congregations ........................................................ 17

Stage Three: Establishing the congregation ............................................................ 18

Stages Four - Six: Years 2, 3 and 4 ....................................................................... 20

Stage Seven: Year 5 ............................................................................................ 20

Developing ordinands .......................................................................................... 20

7. Monitoring and evaluation .................................................................................... 21

Appendix 1: Facing Church: what is a “congregation”? ............................................ 23

1. Mission

2. Discipleship

3. Leadership

4. Worship and Sacraments

Appendix 2: Multiplying congregations – why this model? ........................................ 25 David Wasdell National Perspectives Endorsements

Appendix 3: Current examples of multiplying congregations in the Diocese of Liverpool 27

Established models

Emerging congregations

As part of Transforming Wigan

Elsewhere in the Diocese

Appendix 4: Governance and project management ................................................. 30 The Project Management Group

The Steering Committee Project management and opportunity


Appendix5:Budget&financialinformation ............................................................ 32

Central costs

Congregational costs

Officeandtrainingspace

Project sustainability

Appendix 6: Budget Spreadsheet .......................................................................... 35

Appendix 7: Risk assessment ............................................................................... 36

Appendix 8: Timelines ......................................................................................... 39

Beforefinancialdrawdown

Months 1 – 3

Months 3 - 6

Months 6-12

Appendix9:Profiles ............................................................................................ 40 1. Richard White, Director of Joshua Centre

2. Frank Hinds, Fellow of Joshua Centre

3. Duncan Petty, Fellow of Joshua Centre

4. Linda Jones, Director of Mission

5. Janice Hill, Diocesan Missioner

Appendix 10: Job descriptions ............................................................................... 42 Director for Multiplying Congregations Job Description

JoshuaCentreResourcesOfficerJobDescription

Joshua Centre Administrator Job Description

Appendix 11: Forms ............................................................................................ 46

Appendix 11a: Initial Proposal Summary Form ....................................................... 46 Requesting funding under Multiplying Congregations Grants scheme

Appendix 11b: Initial Assessment ......................................................................... 46 Appendix 11c: Post funding agreement visit ........................................................... 47

Appendix 11d: Local Missional Leader .................................................................... 49

Role Description and Working Agreement

Appendix 12: Strategic documents ........................................................................ 52

SDF Preface from the Bishop of Liverpool - Diocese of Liverpool 4

1. Preface: From the Bishop of Liverpool

In Liverpool Diocese we are asking God for “a bigger church, so that we can make a bigger difference”. More people knowing Jesus, more justice in the world.

We are aligned with the national, and indeed international, consensus that the planting of churches, the multiplication of congregations, is the royal road to the growth of the Church in these days. We remain convinced, with the General Synod, that the mixed economy church of fresh expressions and vibrant inherited congregations is “the most promising mission strategy in a fast-changing culture” (GS 1761).

Twelve years ago “Mission-shaped Church” was clear that the planting of churches and the multiplication of congregations would only happen at the scale required if lay people were releasedintotheirministryasplantersandleaders.Thisclarityhasnotalwaysbeenreflectedin the policies and plans of the Church, but it remains accurate. Our bid is an attempt to put it into practice in Liverpool Diocese.

We believe that the critical ministry input needed to grow a church need not be substantial; but it cannot be ignored or taken for granted, and it must be resourced. Our bid offers a light-touch way of providing the ministry needed to lift a new initiative off the ground and to establish it over time. It represents a way of growing the Church which is affordable, realistic and congruent with our long-standing direction of travel in this Diocese. I commend it to you warmly.

+Paul Liverpool, October 2016

SDF Project summary - Diocese of Liverpool 5

2. Project summary

2.1 The Purpose of the Project

This project is focused on multiplying new congregations within existing church structures.

2.2 The Long-Term Goal

Our overarching long-term goal is to develop a realistic, replicable, sustainable and scalable model for launching new congregations, fully embedding a diocesan strategy for the ongoing multiplication of congregations.

2.3 The Medium-Term Aim

The medium-term aim (next 10 years) is to have one congregation for every 4,000 people.

2.4 The Five Year Project

Afundedfiveyearprojectwillaimtodothefollowing:

1)Toestablishthirtynewcongregationsfocusedonidentifiedmissionopportunity and activity.

2) To grow by 900 new disciples across the 30 new congregations.

3) To develop a network of 30 well-trained and excellently supported leaders of new congregations.

4) To identify 10 new ordinands from the new congregational leaders.

5) To create a resource hub for ongoing leadership development and congregational multiplication.

6)ToembedwithintheDioceseaflourishing,robust,sustainablemodelof congregational multiplication.

2.5 Project Cost

£1.42 million, of which £1 million is requested in Strategic Development Funding

SDF Context and background - Diocese of Liverpool 6

3. Context and Background

3.1 The Diocese of Liverpool

The Diocese of Liverpool has been focused on a Growth Agenda explicitly for 5 years but with much of the preparatory work done since the Diocesan Review in 2001. In October2013wereaffirmedourcommitmenttotheGrowthAgendawiththe unanimous adoption by Diocesan Synod of “Growing in Christ” with its threefold emphasis on the challenge posed by ageing money, retiring clergy and broken buildings. We are aware of the scale of the challenge these burning platforms present and having begun to reverse the decline in attendance from 2010, have seen it fall again since then, albeit we believe at a much slower rate than if we had not been committed to this “long obedience in the same direction”.

3.2 Our participation in the IDLC process sharpened this analysis leading to “Fit for Mission” whichisourintentiontoreducesignificantlythenumberofparisheswhileincreasing thenumberofworshippingcommunities(heavilyinfluencedbyWasdell).Inaffirming our commitment to growing “a bigger church to make a bigger difference” Bishop Paul is “convinced that the royal road to church growth, across the whole diversity of our Church of England, is the multiplication of congregations within our neighbourhoods and networks.”

3.3 We are in the process of developing Growth Agenda #3 which will bring together the challenges and opportunities we continue to face and our on-going and emerging strategies for meeting them. Central to this agenda is a commitment to multiply congregations.

3.4 Liverpool Cathedral

LiverpoolCathedral’sStrategicPlanwasfirstdrawnupin2010andthenre-workedin 2013. One of its two overarching goals is to double the average weekly attendance at worship by 2024. A core element of this strategy and one of the six designated mission activities is to “Multiply Congregations”. The Cathedral was a full participant in the IDLC.

SDF Context and background page 2 - Diocese of Liverpool 7

3.5 Working together

Since 2008 the Diocese has been developing a ground-breaking partnership with Liverpool Cathedral. This has fostered a wide range of missional developments in the Cathedral which resource the Diocese. These include: • TheestablishmentoftheJoshuaCentreforPioneerMinistry • TheestablishmentofStMellitusNorthWest • ThedevelopmentofSepas(ourPersian-speakerscongregation)andtheplacingof a curate (a converted Muslim refugee) to lead the congregation • TheappointmentsofaCanonforDiscipleshipandaCanonChancellor&Diocesan Director for Social Justice

3.6 The Cathedral is central to resourcing and exemplifying the Diocesan Growth Agenda.

3.7 Multiplying Congregations: The Recent Experience

The strategy for multiplying congregations has grown out of direct experience. In recent years the Cathedral has started Zone2 (an all age café style congregation) as well as Sepas. Both Zone2 and Sepas are already working in partnerships with parishes involved in similar work and beginning similar congregations. These parish partnerships have been facilitated by the three year £100k Development Funding grant from the Church Commissioners awarded in 2012. That project sought to “Rediscover the Vocation of a Cathedral in Mission and Church Planting” in order to develop Liverpool Cathedral into a “Church Planting Hub”. Recently a talented young leader has been appointedas‘CathedralEvangelist’.Hisrolehasbeenconfiguredwiththeclear expectation of discerning and leading the next opportunity to plant a new congregation.

3.8 The multiplying congregations drive is being expressed increasingly as a diocesan commitment to have one congregation per 4,000 people. This has been strongly influencedbytheworkofWasdell(firstencounteredintheIDLC).Seeappendix2.Itis also being modelled within the Transforming Wigan project.

3.9 This project is focused on multiplying new congregations within existing parish and deanery structures. Our overarching long-term goal is to develop a realistic, replicable, sustainable and scalable model for routinely launching new congregations, fully embedding a diocesan strategy for the ongoing multiplication of congregations. This project seeks to establish that model. 3.10 A key aspect is, therefore, to establish a framework for relatively low cost and high impact investment in the formation and sustaining of new worshipping communities. Funding is sought to ensure new congregations receive a level of support at a formative stage to maximise their potential for growth, long term sustainability and replication. It isanticipatednewcongregationswillbeself-sustainingandfinanciallyviablewithinsix years.


3.11 MultiplyingCongregations:ADefinition

Within the full breadth of the mixed economy church there is everything from long- standing and very obvious church-based congregations via fresh expressions of church through to emerging missional activity. There is clearly on one level a debate to be had about where missional activity crosses over into a congregation. Some of this is about an expectation on the part of both the leadership and a good proportion of the congregation that the core aim is about the worship of God. Within this, there is also a level of expectation of a commitment to a sustainable level of congregational giving.

3.12 For the purposes of this project we are using an understanding of a congregation where the core components are mission, discipleship, leadership and worship. (ForafullerdefinitionseeAppendix1)

3.13 Leadership within each congregation

Congregational leadership is a key aspect of this project. Each new congregation will have a recognised leader supported by a core leadership team. We anticipate most of the congregations will be lay led. The Diocese of Liverpool has a strong foundation in developing lay and other forms of innovative leadership through its initiative to appoint ‘Local Missional Leaders’.

3.14 Local Missional leaders are recognised and commissioned as lay leaders of congregationsormissionalcommunities.ThefirstLMLwascommissionedin2013. There are now over 20 LMLs across the Diocese in an accelerating process with several currently in the application process. Some are ordained but the majority of these LMLs are Readers or “lay lay”. (See Appendix 12 for LML information)

3.15 Where a commissioned Local Missional Leader is not already in place, we will begin a process to identify one (see Appendix 12 appointing LMLs). It is envisaged that the LML willusuallybeidentifiedfromwithinthemissionactivity.Wherethatisnotviable,the Director for Multiplying Congregations and the Director of the Joshua Centre will work with the parish to identify and recruit for this role. (See Appendices 9 and 10)


3.16 Central support – the Joshua Centre

The Diocese of Liverpool and Liverpool Cathedral have jointly established the Joshua Centre to accelerate our drive to establish a truly mixed economy diocese. The ethos is intensely relational; one of high accountability and low control. There is currently one Director and two Fellows, each commissioned by Bishop Paul in 2015 and each as a practitioner currently leading or overseeing one or more new congregations (see profilesAppendix9).Theyeachmentorseverallessexperiencedleadersofemergingor new congregations.

3.17 Havingachievedsignificanttractionandcredibility,theJoshuaCentreisreadytoenter a new phase with two new Fellows to be commissioned as this Project is launched.

3.18 Four‘CORE’valueshavebeenidentifiedasessentialtotheflourishingofnew congregations. A new congregation will therefore be supported and challenged to remain:

• Christ-Centred

• OpenandAccountable

• RelationallySupported

• Evangelistic

3.19 While these values are essential in any congregation, old or new, we have recognised them as correctives to some of the common pitfalls faced by new initiatives.

3.20 Project management

There will be a Project Management Group consisting of the Dean of Liverpool, Diocesan Secretary, an Archdeacon, the Director of Mission and the Director of the Joshua Centre. The new Director for Multiplying Congregations will join this board.

3.21 There is also a steering group comprising the Director of the Joshua Centre, the Diocesan Missioner, two of the Fellows and the new Director for Multiplying Congregations.

3.22 Overall responsibility for project delivery rests with the Director of the Joshua Centre reporting into the Project Management Group.

3.23 See Appendix 4 for further details on the two groups.

SDF Project outputs - Diocese of Liverpool 10

4. Project outputs

4.1 Overthefirst5yearstheprojectaimsto:

1. Establishthirtynewcongregationsfocusedonidentifiedmission opportunity and activity.

2. Grow by 900 new disciples across the 30 new congregations.

3. Develop a network of 30 well-trained and excellently-supported leaders of new congregations.

4. Identify 10 new ordinands from the new congregational leaders.

5. Create a resource hub for ongoing leadership development and congregational multiplication.

6. EmbedwithintheDioceseaflourishing,robust,sustainablemodelof congregational multiplication.

4.2 The project will also aim to deliver:

1. A robust, well-researched, replicable and adaptable model for self- sustaining long-term church growth that can be used within the Diocese of Liverpool and beyond.

2. A skilled and experienced support network with the resources, leadership and capacity to enable new congregations to be launched in response to missionactivityandtoflourishwithinexistingchurchstructures.

3. A structure which is scalable and responsive to a changing context and new opportunities.

4. An understanding of how to develop and multiply congregations within particular demographics and particular constituencies. These will include low income areas, BAME populations, children and young adults and different ecclesiologies.

5. A base of learning and development around the diocesan aspiration to have one congregation per 4,000 people.

SDF Project description - Diocese of Liverpool 11

5. Project description 1: Four levels of intervention

5.1 To achieve the quantitative and qualitative outcomes of the project, four types of intervention and support will be provided.

5.2 (i) Financial Grants

New congregational initiatives, once approved, will be given grant assistance over six years. These grants will be given on an annually diminishing basis, working down from a grant of £6k in Year One to £1k in Year Six. The expectation is that giving from the new congregation will grow annually to meet the shortfall so that by Year Seven the newcongregationisself-sufficient.Thereforeanewcongregationwillreceiveatotalof £21k funding over the six years. 5.3 It is expected that the grant will typically be used to fund the congregation’s Local Missional Leader part time (one day per week). In most instances, the parish will be the employer with the incumbent as line manager, though there will be Deanery-wide initiatives too.

5.4 Whilst it is envisaged that the grant will be used to fund a part-time post, there be will someflexibility.Forexample:

• Insomecasestheparishwouldbeabletocontribute£6kormorefromthestart enabling the LML to be employed for two days or more per week.

• Theremaybepossibilitiesforpartnershipswhenfundingnewposts.Thisis the case for the new Wigan college and school chaplaincies involved in creating new congregations.

• SomeLMLsmightchoosetoworkvoluntarilywiththefundingsupportingthenew congregation in other ways. This will need to be approved by the Steering Committee with clear expectation that the LML is still fully committed to the training, support and review processes in place and fully accountable for the development of the congregation.

5.5 (ii) Mentoring support

There are a number of key personnel who will be available to offer support and expertise to the new congregations. A Fellow will accompany the parish through the process acting as mentor to the leader of the new congregation. This will take the form of a monthly one to one with each leader as well as drawing together leaders into regular small learning sets. All of the congregational leaders and Fellows will go together to an annual retreat.

5.6 The support offered by the Fellow will then be underpinned by additional input from the Director for Multiplying Congregations and the Director of the Joshua Centre, with specificcoachingboughtinaspartoftheleadershipdevelopmentprocess.

SDF Project description page 2 - Diocese of Liverpool 12

5.7 A programme of local and diocesan support is provided to all Local Missional Leaders by the supervising incumbent and the Diocese. (See appendix 11c)

5.8 Some of this capacity is already in place, but will need to be supplemented by new posts to cover the anticipated demand. These new posts will need to be recruited and funded by the project.

5.9 The existing capacity includes the Director of the Joshua Centre (Richard White) and the Fellows of the Joshua Centre (Duncan Petty and Frank Hinds). The Director for Multiplying Congregations and a further two Fellows will be added in 2017 as the project is launched. One or two additional Fellows will be recruited each year after that withtenby2021.(Seeappendixprofiles).Theyworkinclosecollaborationwiththe Director of Mission and Diocesan Missioner.

5.10 Three new posts will be created – a Director for Multiplying Congregations who will workcloselywiththeDirectoroftheJoshuaCentre,aResourcesOfficerandan Administrator. (See appendix 10 Job descriptions).

5.11 (iii) Leadership development

Developing the leaders and teams of the new congregations will be a high priority. This has been one of the key early learnings from the Transforming Wigan project wheretherehasbeensignificant(andbeyondinitialexpectation)investmentin leadership development. This investment will be a mixture of in-house support from Joshua Centre Fellows, diocesan church growth expertise, St Mellitus and other partners.

5.12 Leaders will initially take part in the Mission Shaped Ministry course delivered in a flexible,coachingbasedformat.Thein-housementoringandsupportwillbe supplementedbysignificantout-sourcingtoanexpertagencyinLearningCommunities, mentoring and leadership development funded through the project. It is anticipated conversations will take place with ACPI, Lead Academy, 3D, Emmaus and CPAS and others with a view to identifying the most suitable partners.

5.13 In due course, some LMLs will themselves take on the role of supportive friends/ mentors/coachestonewworshippingcommunitiesastheyareidentifiedacross theDioceseandcommissionedasFellowsoftheJoshuaCentre.Thisreflectsthe strongly relational approach which is central to the way in which the Joshua Centre works.

SDF Project description page 3 - Diocese of Liverpool 13

5.14 (iv) Resources

Building on the effectiveness of the Cathedral’s www.oldoakresources.com resource site supporting new all age café style congregations, this project will develop a much fuller digital hub to equip a range of different types of new congregation and fuel the ongoing strategy of embedding multiplying congregations as normal in the Diocese.

An online Joshua Centre resource hub will be developed to include:

1. A clear explanation of the vision with local stories showing different ways it is being implemented.

2. Generic resources to be used by leaders and teams of new congregations to complement their training and development.

3. Further development of oldoakresources.com as a tool for new all age, café style congregations.

4. Equivalent resources for other type of new congregation including those amongst asylum seekers, young adults, children and the elderly.

5. Signposting to resources outside the Diocese.

6. The facility for new congregations to feed into the resource library as they develop their own ideas and resources so that they can be used more widely.

SDFProjectdescription2flowchart - Diocese of Liverpool 14

6. Project description 2: Process Chart

STAGE 1Identifying potential

congregations

STAGE 2Assessing potential

congregations

DMC recommendation Steering Committee decisionCompleting forms NO

Advice and supportPossible return to

Stage 3

Possible appeal

Agree activities

Establish leadership development programme

Agree goals/success criteria

STAGE 3Establishing the

congregation

STAGES 5 - 6Years 3 and 4

Vision casting

Operational intelligence

YES

NOTargets Not Met

Annual Review

Quarterly review meetings

STAGE 4Year 2

Annual Review

YES Targets met

Advice and support

Possible appeal

NOTargets Not Met

STAGE 7 Year 5

YES Targets met

Advice and support

Possible appeal

NOTargets Not Met

Advice and supportPossible return to

Stage 2

Possible appeal

SDF Project description 2 - Diocese of Liverpool 15

6. Project description 2: Seven steps to sustainability

6.1 The aim is to establish a low cost and adaptable model to establish a congregation which is able either to be self-sustaining and/or to multiply. We see this as a 7 stage process.

Stage One: Identifying potential congregations

Vision casting

6.2 We have begun to cast the vision among the larger churches in the Diocese. In particular, Bishop Paul recently hosted a lunch for the leaders of our 15 largest churches. The response was hugely positive. We have also made presentations to the Bishop’s Team Meeting (which includes our 15 Area Deans). Again, the response was positive.

6.3 However, we need to go much wider than this. The additional resources and personnel released by the project will be critical in enabling a step change in sharing the vision for multiplying congregations.

6.4 Under the leadership of the Director for Multiplying Congregations a “roadshow” will be designed and taken to each deanery. Building on engagement with the four newly appointed Archdeacons, Area Deans (who all attend the Bishop’s Team meeting), Deanery Chapter and Deanery Synod, each Deanery will be expected to host a Multiplying Congregations Vision Event at which the project is explained.

6.5 As well as communicating the vision to establish a congregation for every 4,000 people, the roadshow will prioritise the mission imperative in the most deprived communities, in reaching children, youth and young adults and in engaging BAME communities.

6.6 Parishes will then be invited to enter a highly relational conversation and consultation process drawing in the DMC, DJC and appropriate Fellow/s.

SDF Project description 2 page 2 - Diocese of Liverpool 16

6.7 Operational intelligence

We will actively draw on the knowledge-base within the diocese. This includes:

• Diocesan missional activities database. For the past 3 years, the Church Growth Team has asked parishes to provide additional information about missional activities on the Statistics for Mission return. We have expanded our information on Fresh Expressions to include missional activities and approximately 400 missional activities have been recorded in a database for the past three years. Thisyear,thedatabasehasbeenrefinedtoincludebothmissionalopportunities and embryonic missional communities/congregations. This database will be used to identify potential new congregations.

• National Church data. The Resource & Strategy Development Unit have been extremely helpful in mapping our existing congregations to expose geographical areas of 4,000 people where there doesn’t appear to be an active Anglican church presence. This is based on the work of David Wasdell, who established certain thresholds of average attendance per population size. A designated population of 4,000 was one of those thresholds. We have wholeheartedly taken on board the Wasdell challenge of missional proximity through planting smaller units and we are committed to working relentlessly to advance in that direction. The target ofacongregationforevery4,000peopleisafirststage,aimingforthatto become one for every 2,000 eventually. We recognise the need for that analysis to be done carefully to take into account the much larger part that networks play alongside neighbourhoods than for Wasdell’s study and intend as part of this project to agree a clear, simple and compelling way to set those targets.

• Senior staff engagement. As with any diocese there is a high degree of interaction between ‘the diocese’ and parishes, whether through bishops, archdeacons, staff inthediocesanofficeorourexistingpioneerneetwork.Wewillbeactivein maximising this operational intelligence in identifying and prioritizing opportunities.

• Work with children. As part of our Growth Strategy with Children & Families, our Children & Families Missioner is developing a project to develop innovative mission practice linked to baptism families (working closely with Revd Dr Sandra Millar). We are exploring with her how we might be able to plant new congregations out of baptism contacts.


6.8 Managing potential tensions

It is anticipated that vision casting and diagnostic work outlined above will lead to gaps inlocalprovisionbeingidentified,whetherwithinagegroups,commoninterestgroups or particular ecclesiologies and this will lead to further proposals and opportunities to identify, develop and support new congregations through the project.

6.9 Clearly, engagement with the “parent” church for a new congregation is crucial, beginningatthisfirststage.Therewillneedtobeexcellentunderstandingofthevision and commitment to explore possibilities as well as to address any obstacles realistically and honestly. Full support for each initiative from the PCC, Incumbent, Area Dean and Archdeaconwillneedtobedemonstratedtogiveconfidencetoproceed.

6.10 There will also need to be a full assessment of potential impacts on other churches or mission initiatives. One of the key reasons for having an archdeacon on the Management Group is their ability to smooth out any issues with colleagues about who gets support and where congregations may be planted. The Diocese aims to be institutionally agile and to place mission and growth at the heart of our decision- making. As such we are not anticipating any major tensions within this project. However, the active engagement of an archdeacon gives additional assurance.

Stage Two: Assessing potential congregations

6.11 This is a robust yet supportive application and approval process to determine which potential new congregations meet the requirements of this project. These requirements include an assumption about the ability to grow and sustain a congregation of 50 – 60 people by the end of year six.

6.12 Completing forms

Just as stage one is highly relational, stage two remains intrinsically relational rather than bureaucratic while including objective processes and criteria. Nevertheless clear records and a transparent process will be in place. Emerging from the conversation and consultation in Stage One, the parent parish will work together with the Fellow and Director for Multiplying Congregations to complete a Proposal Summary Form for the prospective new congregations seeking support from the project. The Director for Multiplying Congregations will also complete an initial assessment form. (see Appendix 11 )


6.13 Director for Multiplying Congregations recommendation

In all cases the Director for Multiplying Congregations will make recommendations to the Steering Committee. The criteria to be assessed draw on “From Anecdote to Evidence”, looking at the clarity of mission vision; potential or existing leader; potential or existing leadership team; existing community mission engagement activity; and commitment to engage fully in the project’s ongoing training, support and accountability programme.

6.14 If a parish seeks support but the Director for Multiplying Congregations does not have confidencetoproceed,itwillbereferredtotheSteeringCommitteefordiscussion; feedback giving reasons for not pursuing the application will be agreed and then communicated to the applicants.

6.15 Steering Committee decision

After reviewing the report, the Steering Committee will decide whether to offer support and funding. Where the application is not pursued, feedback will be provided to the congregation and guidance offered about further sources of support.

Stage Three: Establishing the congregation

6.16 During year one, a Fellow of the Joshua Centre will be appointed to:

• Workwiththeparentparishinsupportingthenewcongregation

• SupporttheLMLforthecongregation

• Supportthewiderdevelopmentoftheleadershipteamwithinthecongregation

6.17 Early actions will include:

• Agreeingactivitiesandsupportstructures

• Agreeinggoals/successcriteria

• Connectingthenewleaderandteamwiththeleadershipdevelopmentprogramme

6.18 Thegoalsandsuccesscriteriawillbeidentifiedwiththecongregationtoenablesecond year funding to be offered. The success criteria will have both quantitative and qualitative aspects. These are likely to include:

• Quantitativetargets

❯ Annual targets for congregational numbers

❯ Annual targets for levels of congregational giving

❯ The size of the leadership team

• Qualitativetargets

❯ The quality of worship

❯ Congregational relationships


6.19 All of the above will be subject to quarterly review meetings with the Fellow, LML and congregational leadership team.

6.20 The time-line of actions and leadership development work will be designed to help the congregation have a genuine opportunity to achieve their success criteria and, thus, qualify for year 2 funding.

6.21 It is anticipated that the LML will also be required to meet with their supervising incumbent, attend the twice yearly LML community meetings and to take part in the diocesan programme of meetings for LMLs (See Appendix 12 for link to LML information). Diocesan LML support is independent of the funding and will continue if the project funding should cease.

6.22 Success criteria for year two funding may be adjusted based on learning that arises to inform the project in terms of “current realities”.

6.23 Year 1 Month 11

The Director for Multiplying Congregations conducts a review of the success criteria with the congregation. There should be no surprises as the project moves towards the endofthefirstyearandtherecommendationoftheDirectorforMultiplying Congregations (see appendix 11 Project Documentation) will need to be considered by the Steering Committee. This will include a formal review against the criteria laid down in What is a congregation? (see Appendix 1)

6.24 Three possible recommendations could be made to the Steering Committee

1. Successcriteriaismet,fundingtocontinueandyear2successcriteriaaredefined.

2. Transitional funding is given for three months to allow completion of year 1 success criteria - a compelling argument will need to be presented for this to happen.

3. Success criteria not met – further information should be provided to explain this situation and support put in place to enable the mission engagement to continue post involvement in the project.

6.25 A right of appeal to the Project Management Group is available for those who do not agree with the decision of the Steering Committee.


6.26 Itisestimatedthatoverthefirstfiveyears,onethirdofthenewcongregationsmay not meet the required criteria for continued funding and support even though they may well continue as an effective valued missional activity or congregation. As learning is captured and the practice improved we anticipate a “failure” rate of 40% in year one droppingto20%inyearfive.

6.27 If the new congregation no longer receives project support and funding, the LML might continue or might choose to begin again with a new congregation or be redeployed if a suitable opportunity existed.

Stages 4 – 6: Years 2, 3 and 4

6.28 The pattern of identifying, agreeing and working towards success criteria to continue to benefitfromthefundingandsupportintheprojectwillcontinueforyears2,3and4.

Stage 7: Year 5

6.29 As per stages 4 – 6, but with a project end review. This will determine whether the congregation is likely simply to be self-sustaining or whether it is also able to multiply.

Developing ordinands

6.30 As a diocese we have a commitment to grow our ordinand numbers. We have invested significantlybothincapacity(afull-timeDirectorofVocationsandfull-timeVocations Officer)andinprogrammes(viaourwide-rangingLifeCallinitiative).Wehavemadethe identificationofordinandsanexplicitaspirationofTransformingWigan(threepeoplea year seriously exploring ordination).

6.31 Wealsowanttohavetheidentificationofordinandsasamainstreampartofthe Multiplying Congregations project. We anticipate that this will be aided by the nature of the leadership requirement anticipated in this project. The level of leadership anticipated to lead a congregation is much greater than a small group but less than a church. It is therefore an ideal pool in which to nurture and identify vocations for ordination. This is borne out by the experience of leaders of pastorates at HTB and missionalcommunitiesinSheffield.

6.32 For avoidance of doubt, we are not anticipating that all LMLs are potential ordinands. We are committed to the on-going developing of lay leadership and to the notion that congregations are lay led. We are also committed to the calling out of vocations in all God’speople;weareconfidentthatordinandswillalsocomefromwithinthe congregation and its informal leadership, not just the LML.

SDF Monitoring and evaluation - Diocese of Liverpool 21

7. Monitoring and evaluation

7.1 There are clear headline outputs anticipated by this project (in terms or numbers of congregations, numbers of new disciples, number of ordinands, etc). The Project Management Group is responsible for overall monitoring and evaluation.

7.2 The overall process of monitoring will be as follows:

• AnnualforecaststotheProjectManagementGroupbasedonthequalitativeand quantitative targets for each congregation

• Trackingdataagainsteachcongregation

• Trackingdataagainsttheoverallprojecttargets

• On-goingreviewoftheriskregister

7.3 This data will be brought together into a board pack which will be supported by narrative aiming to:

• Captureinformationaboutwhatworkswell,andwhatdoesnot

• Measureprogressatalocalanddiocesanlevel

• Ensuremitigatingandremedialactionsaretakenasappropriate.

• Buildevidencetoinformthedevelopmentofasustainablemodelformultiplying congregations which can be used beyond the lifetime of this project

• Embedcontinuouslearningintotheproject

7.4 The Project Management Group will need to have a particular regard for the intended projectoutcomesintermsofgeographicalandecclesiologicalmix,thespecific commitments to young people and BAME communities and such like. If there isn’t sufficientassuranceintheseareas,theProjectManagementGroupwillneedtoinstruct the Steering Committee to be more intentional in identifying potential congregations and leaders to redress the imbalance.

7.5 The Project Management Group will need to provide an annual report covering the above to the Bishop’s Senior Staff team and Bishop’s Council. It is vital that the ongoing learning is cross-fertilised into mainstream diocesan thinking and planning.

7.6 Local Missional Leaders and new congregations will also be expected to engage in a process of constructive self-evaluation as part of their month 11 review. This will cover off both the qualitative and quantitative outcomes.

SDF Monitoring and evaluation page 2 - Diocese of Liverpool 22

7.7 It is vital that the learning process will inform:

• Theon-goingdrivetomultiplycongregations,withinandbeyondtheproject.This will be a core responsibility of the Joshua Centre.

• Widerdiocesanlearninganddevelopment(egclergyconference,LMLcommunity, Fresh Start, Missional Network, readers’ events, clergy and reader chapters, deanery synods). This will be a core responsibility of Archdeacons and senior staff within the diocesanoffice.

7.8 A National Conference based on the learning attained through the Project will be hosted bytheJoshuaCentreduringthefiveyearsoftheProject.Thiswillbecombinedwith the launch of an accessible publication which discusses and outlines the learning (e.g. a Grove Booklet).

7.9 Appraisal and supervision

Integral to the monitoring and evaluation is the staff appraisal process. The Dean will conduct the annual appraisal of the Director of the Joshua Centre; the Director of the Joshua Centre will conduct the appraisal of the Director for Multiplying Congregations. Both will have input from the Project Management Group.

7.10 There will be monthly supervision both of the Director of the Joshua Centre and the Director of Multiplying Congregations.

7.11 Multiplying Congregations will also be a key appraisal objective for the Director of Mission and Diocesan Missioner on a 2-fold basis:

• DeliveryofrelevantelementsofthisProject

• Coordinatedrolloutoflearningandgoodpracticeintodiocesanstrategyand operations

7.12 Communications

All this will be supported by a communications plan for dissemination and update within the Diocese and for any interested parties beyond.

SDF Appendix 1 - Diocese of Liverpool 23

Appendix 1: Facing Church: what is a “congregation”?

In Liverpool we aim to multiply congregations – communities that enjoy the fullness of churchorthatare“facingchurch”.Thisaimraisesquestionsforspecificpiecesofmissionalwork. For example:

Q: Can we call our toddler group or our lunch club a “congregation?”

Q: If we add another service on a Sunday is that multiplying congregations?

Q: What about our monthly café church/messy church/outreach service?

We need then to discern which of our mission initiatives are, or have potential to be developed into,newcongregations.Many–perhapsindeedthemajority–willbejustfinecontinuingasthey are, reaching people and leading them to an existing church. But some will be facing, or becoming, fully functional worshipping, serving and ministering communities in their own right; in short, they are congregations.

The answers to four sets of questions will signal whether a new congregation is developing in your case.

1. Mission

• Isyournewcongregationreachingareasornetworks,peopleandgroupsthatyour existing congregations are missing?

• Whatactivitiesandconnectionshaveyoubuiltup?Isthereanongoingdesireto share the Gospel with those who are not yet part of your community?

• Dothosewhohavejoinedshareyourclearmissionalfocusonaneighbourhoodora network of people?

2. Discipleship

• AreyoumakingnewdisciplesofJesus?

• Areyou–newmembersandoldtogether–growingasacommunityinfaithand understanding?

• AreallyourpeoplelearninghowtoliveinobediencetoJesusandseeingtheeffect on their time, skills, energy and money?

SDF Appendix 1 page 2 - Diocese of Liverpool 24

3. Leadership

• Doyouhavealeaderorateamofleaderswithagreedoversightofthecommunity?

• Isthatleadershipintentionallysharedwithandexpandedtoothersinthe community?

• Isthereaclearrelationshipwith,andaccountabilityto,existingchurchstructures (commonly a parish church, occasionally the Diocese through a Bishop’s Mission Order)?

4. Worship and Sacraments

The process of planting your new congregation will usually not start with a worship service. But it will not be a congregation until and unless you have regular (probably weekly) gatherings to worship God together.

• Doyoualreadygatherregularly(probablyweekly)forworship,orintendtodosoin the future?

• Doyoureadandlearnaboutthescriptureswhenyougathertogether?

• Doyoupraytogether,offeringyourlovetoGodinpraiseandintercession?

• AreyoubaptisingyournewdisciplesofJesus?

• DoyoushareHolyCommunionregularlyorintendtodosointhefuture?


Appendix 2: Multiplying congregations – why this model?

David Wasdell

This project to multiply congregations is at the heart of our Diocesan direction of travel andwillbeenormouslysignificantinachievingwidespreadalignmenttoit.WehavebeensignificantlyinfluencedbyDavidWasdell’sresearchinthe1970swhichisre-emerging as a sharp prophetic challenge to our church (http://davemale.typepad.com/churchunplugged/2015/04/pioneer-lecture-on-the-work-of-david-wasdell.html ).

Wasdell demonstrated the self-limiting nature of the parish system where “congregations have anoptimumsize–likecabbagesdonotinfinitelyexpandwhengrowninlargerfields”.Wasdellargued strongly for the multi-centred parish with many congregations and in the Urban Church Project Work Paper 2 “Divide and Conquer” in 1975, concluded that:

“…there would appear to be only one alternative to growth by addition, and that is growth by multiplication. …..sustaining small groups, and keeping them as small groups, is essential for the very life of the church then growth must be through the multiplication of the smaller groups. ……So the fundamental strategy must shift from a growth by addition to growth by multiplication.”

We are seeking to ensure that this analysis complements our commitment to establish new congregations in the demographically most challenging areas, among children and youth, among young adults, in BAME communities across the spectrum of different ecclesiologies.

National Perspectives

The recent study by Church Army’s Research Unit on “Sustaining fresh expressions of Church – A qualitative pilot study in the Church of England” strengthens our commitment to multiply congregations using this approach. The study recognises that most Anglican fresh expressions are “runners” not “seeds” in that they maintain a strong ongoing link to the parent church in a relationship of interdependence rather than moving towards independence. Andy Weir, wholedthestudy,affirmedthatwhilenotsurprisinglynoneofthecasestudiesheundertookexactlyfollowedthefinancialmodelthisprojectwilltake,therewereneverthelessimportantresonanceswithhisfindings.Theseincludehisrecognitionoftheneedforfarmorecreativeuseoffinancialresourcesinordertokeepcostsrealisticallylowwhileofferingsufficientresource to achieve critical mass to launch and sustain a new worshipping community. Thestudyrecognisesthetensionbetweenthesignificantdifferencemadewhenaleaderisemployedagainstthelargeincreaseinfinancialburdenthatbringsinseekingtruesustainability.


The experience of Bob and Mary Hopkins of ‘Anglican Church Planting Initiatives’ further supports this analysis, suggesting that in the cases where church plants have become sustainable there has usually been a part time self-supporting element for the leader.

Discussions with Coventry regarding their initiative to develop young leaders and Birmingham’s‘GrowingYounger’teamhavefurtherunderlinedasignificantdifferenceindynamic where leaders can be paid even if only very part time in contrast to aspirations for a purely “lay lay” volunteer cohort of leaders.

TheseoutsideperspectivesconfirmourexperienceasaDiocesethathasanestablished,recognisedandenthusiasticcommitmenttotheflourishingofawiderangeofmissionactivities and Fresh Expressions. That commitment will continue and we by no means expect every mission activity or Fresh Expression to become a new “congregation” and part of this project. Many of these initiatives are rightly seasonal, transitory and fragile and do not seek to gather participants for weekly worship and growth in discipleship. In our experience some are ripe, with appropriate support, to lead to that sort of worshipping community. In some cases the mission activity acts as a stepping stone from which people make the connection with a new congregation. In other instances a fresh expression is able to transition to that sort of congregation. We need to understand and respect the integrity of each.

Endorsements

“More and more dioceses are recognising that in order to see genuine growth in all its forms across the Church, the scale of imagination needs to be much greater, the investment more focused, and the integration with existing ministries more intentional. I commend this project in seriously engaging with all three and look forward to us learning together from its journey.”

Revd Canon Phil Potter Archbishops’ Missioner and Team Leader of Fresh Expressions.

“I am very excited and endorse this bid from Liverpool Diocese which recognises the variety of churches required to effectively reach those outside the church. Much of what they are proposing dovetails very well with the emerging national shape of Pioneer Ministry both for lay and ordained pioneers.”

Revd Canon Dave Male, National Advisor for Pioneer Development

“Church planting is vital for our country if people are to hear the ‘wonders of God in their own languages’. There are many different models of church planting to celebrate, but the Joshua Centre approach strikes hope because it is responsive to local cultures in the North West: grass-rooted; relational; encouraging lay-initiatives and leadership development; and allowing room to fail.”

Rev Dr Jill Duff, Director of St Mellitus North West (A strong partnership is developing between the Joshua Centre and St Mellitus North West which is based at Liverpool Cathedral).


Appendix 3: Current examples of multiplying congregations in the Diocese of Liverpool

The focus on multiplying congregations is already beginning to bear fruit in the Cathedral and the Diocese. These new communities are developing within existing churches in response to specificmissionopportunitiesandarebeingsupportedthroughtheJoshuaCentre.

Several of the new congregations have strong similarities with the model proposed in this project and have led to the development of that model.

Established models

• Zone2: This cafe style, all age congregation was launched at Liverpool Cathedral in 2011. It has become an established congregation of the Cathedral with a congregation of around 50 drawn from around 80 who attend regularly, including a lay reader, a lay member of the Cathedral Chapter and a reader in training. Of those who attend regularly, it is notable that 34 are on rotas for different roles ranging from hospitality and welcome to music and preaching. The giving at Zone2 has risen to around £9k pa which is being used to employ an administrator and a verger for a total of 8 hours each week

• Platform Two: Following a similar model to Zone2 and supported by the Director of the Joshua Centre and the oldoakresources.com website, Platform Two was launched atStHilda’sHuntsCrossthreeyearsago.StHilda’sisnotalarge,confidentwell- resourced church. Average Sunday attendance at Platform Two has grown to 41. There are 68 regular attenders of whom 17 attended church regularly before Platform Two was launched.

• Family Focus: Also following a similar model to Zone2 and supported by the Director of the Joshua Centre and the oldoakresources.com website, Family Focus was launched at St Luke’s Walton twelve months ago. St Luke’s is in an area of significantdeprivationandidentifiedthismissionopportunityamongstsingleparents and children attending an after school club. Attendance has grown to around 15 led by the curate and the two sessional workers who run the after school club. None of the other attenders were previously regularly attending church.

• Sepas: The Persian congregation made up of asylum seekers and refugees at Liverpool Cathedral has grown to over 130 in three years. Now led by the Cathedral Curate, the congregation was launched by the Director of the Joshua Centre but thenledbyalaypersonemployedforeighthourseachweekoverthefirsttwo years.


Emerging congregations

There are in addition several clear mission opportunities with emerging congregations which arelikelytobewithinthefirstcohortofthosetobesupportedunderthisproject.

As part of Transforming Wigan

WiththesignificantchangeofculturethroughtheSDFsupportedTransformingWiganinitiative there are a number of new congregations being planned and explored over the next twelve months in Wigan. Frank Hinds, Fellow of the Joshua Centre is taking the lead on these which target a variety of “ecosystems” in Wigan town centre:

i. Young people/young adults: A youth congregation is being planned that will be established across Wigan, but with a particular emphasis on the town centre. Thousands of young people and young adults inhabit the town centre, with a high school, college, UTC, and Youth Zone all within the town centre boundary. This will involve a partnership of the college chaplain (who has a both a chaplaincy and church-planting remit), the school chaplain (who also has a chaplaincy and church- planting remit), the newly-appointed Youth Hub planter, the PAIS team (a team of interns who are associated with the new youth church plant), and various ecumenical youth workers. The new congregation will include both large scale worship events alongside establishing communities in six high schools, the college and the youth zone.

ii. Young families: A congregation targeted at young families, focusing on support, training (including parenting and marriage support), community-building, discipleship and worship. A group of volunteers are ready to begin the work of establishingthisnewcommunity,someofwhomworkinthisfield,inboththe council and voluntary sectors.

iii. “The exiles”: A congregation that is targeted at marginalized people (who they are terming “the exiles”), those who have multiple needs including homelessness, drug and alcohol abuse, and joblessness. Once again this will be a mixture of practical support (including setting up a pop-up night shelter) and discipleship, using a group of people who include ex-drug addicts and prisoners, who will look to engage this group with the gospel. This will run in conjunction with the newly- established Street Pastors programme in Wigan.

iv. Bikers: A congregation is planned that is targeted at bikers, using a planter who is helping to lead the Bikers Church in Warrington.

v. Other: There are several other strong possibilities including establishing a town centre business chaplaincy, a congregation targeted at the night-time economy, and two possible “Eden-style” incarnational congregations in two deprived estates.


Elsewhere in the Diocese

Other emerging congregations elsewhere in the Diocese include:

1. St Gabriel’s Huyton: Led by a St Mellitus ordinand placed at St Gabriel’s, a monthly worship service in a community centre at the opposite end of the parish to the church building was launched six months ago. This is focused on the elderly community in that area. There is every prospect of developing this into a weekly congregation with the support offered by this project.

2. New Iranian/Persian congregations: A small group of Iranians were sent from Sepas at Liverpool Cathedral to St Philemon Toxteth a neighbouring parish three months ago.Oneofthosesentwasidentifiedasapotentiallayleader.Thishasquickly grown to around 30 Iranians now worshipping at St Philemon with Persian baptism classes, English language classes and a Persian bible study. There is a clear opportunity for this to develop into a thriving new congregation. Similar opportunitiesarebeingidentifiedinfourotherparishesacrosstheDiocese.

3. St Margaret Toxteth: One of the Anglican chaplains at the universities is currently an ordinand. He will serve his SSM curacy at St Margaret and is gathering a team who are working through a process towards the strong possibility of launching a new congregation in 2017 with a focus on hospitality and social justice.

4. Beyond Messy Church: Lucy Moore has encouraged us that for many doing Messy Church or similar gatherings which are effective at gathering large numbers of non-church folk monthly or termly, the Zone2 type of congregation is a clear next step. For example “Heart and Soul” is a monthly gathering of this sort at St Nicholas Blundellsands which is already considering the potential to develop into a weekly congregation with the sort of support this project would offer.


Appendix 4: Governance and project management

The project will be managed at three levels by: • ProjectManagementGroup • SteeringCommittee • DirectoroftheJoshuaCentreandtheDirectorforMultiplyingCongregations

The Project Management Group will provide overall project governance, a direct link into diocesan senior leadership (to ensure on-going learning and alignment) and a clear line of accountability to the Church Commissioners as funding partner. It will also have primary responsibility for the monitoring and evaluation of the project.This Group will meet four times a year to review reports on progress by the Director for Multiplying Congregations and the Director of the Joshua Centre. This report will include informationonprogresstowardsthequalitativeandquantitativeoutcomesandthefinancialposition to date. The Management Group will also act as an appeal body for any parish objecting to a funding decision.

The Group will include:

Pete Wilcox, Dean of Liverpool

Pete Spiers, Archdeacon of Knowsley & Sefton

Linda Jones, Director of Mission

Mike Eastwood, Diocesan Secretary

Richard White, Director of the Joshua Centre

TBA, Director for Multiplying Congregations

The Steering Committeewilloverseetheprojectcoveringoperationalandfinancialmanagement issues. A key responsibility will be the receipt and scrutiny of congregational project reports. This committee will meet initially on a monthly basis.

This committee will include:

Director of the Joshua Centre

Director for Multiplying Congregations

Two Fellows of the Joshua Centre

Diocesan Missioner

TheAdministratorandResourcesOfficerwillbeinattendanceatthesemeetings.


Project management and opportunity

Day to day management of the Project will primarily be led by the Director for Multiplying Congregations, line managed by the Director of the Joshua Centre. This Project to multiply congregations is partly based on the idea of key points of intervention. That will require significantstrategicandoperationaljudgementsifwearetousethefinancialresourcetothebest possible effect. It is important that the governance and management arrangements allow for this.

Similarly, there are key elements of this project that we simply cannot predict at this point – a strong sense of Rumsfeldian known unknowns and unknown unknowns. The Director of the Joshua Centre and others will have to make judgements about these emerging and developing ideas alongside maximising existing opportunities, being both intentional and opportunistic, maintaining a need to be disciplined about maintaining focus on key delivery areas as well as creative around how to overcome barriers and resistance.


Appendix5:Budget&financialinformation

Strategic development funding is being sought for years 1 to 5 of this ten year project. The funding will be used to provide new congregations with a high level of support during their early years; this support will focus upon enabling them to grow both to become self-sustaining congregations with a long term future and a basis for further congregational multiplication. The costs are divided into 2 broad categories:

Central costs

The funding will offer:

• Salaries(includingNationalInsuranceandpensioncontributions)for:

❯ A full-time Director for Multiplying Congregations

❯ A part-time administrator post

❯ Apart-timeresourcesofficer(whoseprimaryactivitywillbethedevelopment of on-line resources).

• Supportgrantsfornewcongregations.

• Acomprehensiveleadershipdevelopmentprogramme.

• Travelandotherexpenses.

The budget allows either for a salaried position as Director for Multiplying Congregations post orthecostofthestipendplushousing.Anannualpayrise(atanotionalfigureof2%perannum) is included.

The Liverpool Diocesan Board of Finance and Liverpool Cathedral will fund one full-time equivalentpost(DirectoroftheJoshuaCentre)andtheofficecosts.

Congregational costs

There will be a number of costs for the individual congregation. These will vary according to venue and available equipment. A dedicated project budget will be developed for each congregationaccordingtoneedandfinancialcircumstances.Thiswillassumealevelofcontribution from the parent church (variable according to size and demography of the parent church) and the individual giving from the start-up team.

Theprimarycost,however,isanticipatedasbeingthefinancialcontributiontoensurethecapacity to pay for a day a week for the congregational leader. This is the focus of the SDF contribution and its relationship with the individual congregation.


It is envisaged that new congregations will make a voluntary contribution of £1,000 per annumafterthefirstyear.Thisfigurewillincreaseby£1,000perannumyearonyearasthefunding from the support grant is reduced by £1,000 year on year. This is a cornerstone within the philosophy of the project; new congregations need to become self-sustaining. This means new congregations must build in plans and processes to increase their contributions in years 1 to 5 to replace the annual reduction in the funding grant.

It is envisaged that there will be a clear workable model which enables new congregations to makeincreasedcontributionsonanannualbasisuntiltheyaretotallyself-financingbyyearsix.

AkeyelementwithinthefinancialmodelistheDeaneryMission&GrowthFund(DMGF).These are available to all deaneries depending on size and Parish Share contribution. The funds generally range from c. £50,000 a year to over £100,000 a year per deanery. We are confidentthatDMGFwillbeavailablebothtopumpprimethecongregationswherenecessaryand to enable transition into sustainability beyond year six for those that still need it.

Afurtherkeyelementinthefinancialmodelistheassumptionthat3congregationsperyear will not make it beyond year 1. Therefore the model provides for a number of year 1 contributions that will not progress into year 2.

Officeandtrainingspace

TheJoshuaCentrewillbebasedinStJamesHouse,thediocesanoffices.Thereisajointly funded (cathedral and diocese) £750,000 extension to St James House in planning (construction is due to start in February 2017 and be completed in time for the academic year 2017/18).Itwillcreatespaceforconferenceandtrainingrooms,officespaceandaresourcelibrary for the Joshua Centre. The conference and training space will be shared with All Saints Centre for Mission & Ministry, St Mellitus North West as well as the Liverpool Cathedral School of Theology and the various diocesan requirements. The multiple-use nature of the building will also help give maximum visibility to the Joshua Centre in general as well as the multiplying congregations project in particular.

The Diocese of Liverpool will of course continue to support the project as an integral part of its work through the services provided by Human Resources, Finance, the Mission Department, Communications and through senior diocesan staff.

Each Local Missional leader will be entitled to a personal training grant of £300 per year whichwillneedtobeapprovedbytheDirectorforMultiplyingCongregationstomeetspecificindividual needs.


LiverpoolCathedraliscommittedtosignificantinvestmentintheproject.TheDirectorofthe Joshua Centre is one of the three full time Residentiary Canons at the Cathedral as an expression of the Chapter’s ongoing commitment to multiply congregations in and through the Cathedral. The Cathedral has become emblematic of this wider diocesan vision and a vital advocate centrally and across the Diocese.

Forfulldetailsofthefundingperiodcoveringyears1to5andthedetailedfinancialprofileofthe project see the spreadsheet in Appendix 6.

Project sustainability

We believe that the project can be sustainable beyond the 5 years of its funding through a combination of the following measures: • TheDirectorforMultiplyingCongregationsbecomesamainstreampostwithinthe DBF budget (one of the 10 designated ‘episcopal posts’ currently held within the diocesan budget). • ThereisaspecificallocationofDeaneryMission&GrowthFunds(possiblytopsliced) to create capacity for congregational grants. • Establishedcongregationswillbeencouragedtopayintoadesignatedfundtocreate capacity for new congregational grants (as a Parish Share equivalent) • IfnecessaryanadditionallinewillbeaddedtooverallParishSharetogenerate further funding (we would not anticipate this as being more than 1% as the absolute maximum).

SDF Appendix 6 Budget spreadsheet - Diocese of Liverpool 35

Appendix 6: Budget Spreadsheet

Diocesan contribution Year 1 Year 2 Year 3 Year 4 Year 5 Total

Level of volume contribution 0 1,000 2,000 3,000 4,000 No. congregations 6 0 No. congregations 6 6 6,000 No. congregations 6 6 6 18,000 No. congregations 6 6 6 6 36,000 No. congregations 6 6 6 6 6 60,000

TOTAL 0 24,000 36,000 36,000 24,000 120,000

Director Josh Centre 50,000 50,000 50,000 50,000 50,000 250,000 Office costs 10,000 10,000 10,000 10,000 10,000 50,000 TOTAL 60,000 66,000 78,000 96,000 120,000 420,000

SDF grant

Year 1 * Year 2 Year 3 Year 4 Year 5 Total

Level of JC contrib 6,000 5,000 4,000 3,000 2,000 No. congregations 9 54,000 No. congregations 9 6 84,000 No. congregations 9 6 6 108,000 No. congregations 9 6 6 6 126,000 No. congregations 9 6 6 6 6 138,000

TOTAL 270,000 120,000 72,000 36,000 12,000 510,000

Leadership develop 5,000 10,000 15,000 20,000 25,000 75,000 Admin 10,000 10,000 10,000 10,000 10,000 50,000 Resource officer 15,000 15,000 15,000 15,000 15,000 75,000 Director for Mult Congs 50,000 50,000 50,000 50,000 50,000 250,000 Other 8,000 8,000 8,000 8,000 8,000 40,000

TOTAL 142,000 177,000 206,000 229,000 246,000 1,000,000

Notes Year 1* Assumes that 3 projects will not proceed to year 2


Risk Area Risk Potential Impact Level of risk Measures to address risk

1.Staffing

Recruitment - failure to recruit to posts

Project delayed, loss of impetus

Outcomes not met within timescale. Loss of interest by participating or potential congregations

Low to medium Robust recruitment procedure in place

Personnel leaving before the end of the project

Project delayed whilst recruitment takes place, little time left to fund replacement

Additional work for existing team

Low to medium Diocese willing to offer additionalresources(finance/staff time)

FailuretorecruitsufficientFellows

Inabilitytooffersufficientsupport to emerging congregations

Additional work for existing team

Low to medium Willingness to buy in the capacity

Clash between DMC or Fellows and congregations

Failure to progress the congregation

Complaint/challenge to the process

Low Offer of alternative support (DJC or another Fellow)

2. Poor Financial planning

Failure rate or success rategreater/ less than anticipated, grants run out

Grant money runs out before the end of the project period

Lossofconfidenceintheproject, disappointment and demotivated

Low to medium Governance structures in place tomonitor.Financeofficertomonitor and advise

Central costs get out of alignment with the budget

Reduced scope for congregational grants

Fewer congregations able to be supported

Low Clear budget and expenditure authorisation processes in place

Appendix 7: Risk assessment Trafficlightsystemformeasuringriskred = high, orange = medium, green = low

SDF Apendix 7 page 2 - Diocese of Liverpool 37

Risk Area Risk Potential Impact Level of risk Measures to address risk

3. Project outcomes

Unabletoidentifysufficientnew congregations

Insufficientstart-ups Inability to meet project targets

Low to medium Interrogation of diocesan data to identify missional activities.

Unabletoidentifysufficientleaders

Congregation unable to sustain or develop

Growth stalls or falls back Medium Additional leadership development programmes.

Congregations don’t grow Threat to sustainability Funding will be pulled Mediumto high Awaydays/review meetings to assess options. Bring in additional leadership from outside.

Voluntary contributions less than anticipated

Reductioninfinancialsupportto congregation

Unable to meet targets/ objectives

Mediumto high Stewardship department in the Diocese will offer additional support.Full access to the Parish Giving Scheme.

4. Poor project governance

Reporting systems and management structures ineffective

Pace of project delivery affected

Low Three levels of management governance proposed – each level providing check and balances

5. Change of context

Change of bishop/dean leading to reduced priority for the Joshua Centre project

Loss of diocesan and/or cathedral support and resource

Reduced support to the Joshua Centre and therefore to the congregations

Low Project based on ongoing direction of travel within the Diocese - new Growth Agenda approvedfornextfiveyearsstarting in 2017 supports project direction Cathedral also fully signed up.

SDF Apendix 7 page 3 - Diocese of Liverpool 38

Risk Area Risk Potential Impact Level of risk Measures to address riskGeographical skew Newly formed congregations

are overly representative of where there is already missional strength

Failure to build missional strength across the wider diocese, leading to a further concentration of resource into better churched areas

Medium Identifying and working intentionally with leaders able to plant into under-represented areas. Working in creative partnerships to generate capacity to plant into under-resourced areas. Core role of archdeacons in identifying new possibilities.

Demographic skew Newly formed congregations mirror the current demographicprofileofdiocesan churches

Continuing inability to engagesignificantlywithyounger and BAME people

Medium to high SpecificfocusonyoungerandBAME congregations, including specificmonitoringandevaluation criteria

Re-interrogation of missional data to identify emerging possibilities

Pro-active recruitment of leaders capable of planting congregations/building leadership capacity in under-represented areas

Poor safeguarding practice Newly formed congregations lack structures to ensure excellent safeguarding practice

Unacceptable safeguarding risks

Low to Medium All congregations will be required to follow best safeguarding practice as a condition both of start-up and on-going funding

Loss of Anglican identity Newly formed congregations spin off into forming their own networks and, effectively, their own diocese

Continuingdrainoffinanceand talent away from Anglican churches

Low to Medium Emphasis throughout on a close relationship with the parent Anglican church

On-going importance on integration of diocesan, cathedral and Joshua Centre strategies


Appendix 8: Timelines

Beforefinancialdrawdown

Recruitment process

• Adverts,roledescriptionswillbereadytogo

• The“pumppriming”activitiesbyDiocesanStaffwillbeaccelerated Aninformationbankwhichidentifiesnewcongregationswillalreadyhavebeenprepared. Process and documentation for new congregations will be ready, based on the documentation prepared for this Strategic Funding bid.

Months 1 – 3

Director for Multiplying Congregations appointed

Administrator appointed

ResourcesOfficerappointed

Accommodation and equipment prepared

Establishing a pattern of Project Management Group and Steering Committee meetings

Two additional Joshua Centre Fellows appointed

Vision casting strategy mapped

Diocesan missional activities database interrogated

Months 3-6

With the full team in place, induction of staff.

Initialcongregationsidentified(minimumof3)

Initial contact made and stage one conversations started

Leadershiptrainingpartneridentified

Vision casting sessions started

Months 6-12

Vision casting sessions completed

Initial congregations proceed through stage 2 assessments

6morecongregationsidentifiedandproceedthroughstage1and2assessments

6 congregations awarded year 1 funding

6 LMLs commissioned

Leadership training sessions started

Year 1 report issued


Appendix9:Profiles

Thefollowingbriefprofilesindicatetheexperienceandexpertisecurrentlyinplacetosupportthe multiplication of congregations across the Diocese of Liverpool and to which the three proposed additional posts will be added.

1. Richard White, Director of Joshua Centre: Prior to ordination, Richard worked for Youth With A Mission for eleven years including a three year secondment to Anglican ... Church Planting Initiatives where he worked assisting Bob and Mary Hopkins. During this time he co-authored “Enabling Church Planting”, a practical booklet published by CPAS. Richard then led the YWAM base in St Helens for four years, experimenting with “cell church” in a very deprived urban context. Richard served his curacy under Phil Potter at St Mark’s Haydock, where he was involved in the start of the “DREAM” network of alternative worship groups. He was then appointed as Pioneer Minister overseeing the Dream as well as working with CMS and coordinating the Anglican Cell Network. In 2009 he was appointed Canon for Mission and Evangelism at Liverpool Cathedral.In2011heestablishedZone2asthefirstnewcathedralcongregation planted which led the following year to initiating Zone2 partnerships with parishes. A growing Iranian ministry developed and in 2013 he started “Sepas”, the Iranian congregation. He has recently agreed to become Regional Coordinator for Pioneering Training in the North West (working with the National Adviser for Pioneer Development).

2. Frank Hinds, Fellow of Joshua Centre: Frank is a Pioneer minister and church planter,whowasordainedin2008aspartofthefirstcohortofpioneerministerstobe selected before training. He comes from a missionary background (he grew up in Africa with long-term missionary parents), and brings that combination of mission and pioneering to his ministry. During his curacy he planted a regional youth church called The Unit, alongside planting a young adults cluster in St. Mark’s Haydock. In 2012 he planted a church called Gateway, a church plant that is, in turn, looking to plant missional communities into the various networks and neighbourhoods that make up Wigan town centre.

3. Duncan Petty, Fellow of Joshua Centre: Duncan was very involved in a church plant in Southampton as a new Christian in 1990. In 2004, following his curacy in the Diocese of Liverpool he was commissioned to plant a church into the Tanhouse area of Skelmersdale, an estate of some 5000 people and an area within the bottom 5% on the deprivation index. The church now functions from a base in a community house, with Sunday worship in the local pub. Duncan was recently appointed Area Dean with a view to dovetailing that role with his remit as one of the Fellows of the Joshua Centre. Alongside potential new congregations in Skelmersdale, he mentors the lay leader of a church plant for 18-30 year olds which has been running for three years and has grown to a community of around 35.


4. Linda Jones, Director of Mission: Linda has been actively involved in mission since 1976 with Waltham Forest Youth for Christ and since 1981 with the local churches in Walthamstow, Leyton and Dagenham in the Diocese of Chelmsford coordinating outreach and developing small groups. In 1990 she moved to the Diocese of Liverpool and completed the Archbishop’s Diploma for Readers. She was Chair of the Diocesan Board of Mission until 2002 when her role evolved into her current role as Director of Mission. Alongside this she has been actively involved in developing missional communities in parishes in Bootle and Ormskirk. She believes that “the future for the church is in developing multiple congregations reaching out to appropriately share the good news of our Lord Jesus Christ relationally and intentionally”. In her role as Director of Mission her passion has been to explore what is authentic missionally for parishes in their local community. She has overseen the development of Local Missional Leaders and the School of Leadership which is offered annually to clergy to challenge and equip them to be leaders in mission in their contexts. Supporting pioneering work by lay and ordained people is a large part of her role, ensuring that a network is available for support and learning. Linda is a member of the Chapter of Liverpool Cathedral, working closely with Canon Richard White (Director of the Joshua Centre) as well as Canon Paul Rattigan (Canon for Discipleship) in evangelism and leader training.

5. Janice Hill, Diocesan Missioner: Janice who has an MA in Mission and Ministry has been “Mission Enabler” and now interim priest at St Michael Blundellsands where she has facilitated the parish in establishing a vision for a new congregation called “Heavenly Food”. She has been Diocesan Missioner for the past year working with Local Missional Leaders in the Diocese, leading the Pioneer Network together with Duncan Petty, and overseen the collection and use of Statistics for Mission including the Missional Activities database. Janice previously has experience establishing a café church, leading and working with a young church plant as well as starting Toddler Church.


Appendix 10: Job descriptions

Director for Multiplying Congregations Job Description Aim: A full-time post to lead, enable and serve the establishment of thirty new congregations that are effective in mission and sustainable. Location: St James House, with expectation of travelling across the Diocese Reporting to: Director of the Joshua Centre (DJC). This post will require an experienced practitioner and gifted leader of leaders. The working relationship with the DJC will be one of interdependent collegiality and managed overlap. The DJC has overall strategic responsibility for the Joshua Centre and multiplying congregations, actingasthefirstlineofliaisonwithCathedralChapterandtheBishop’sseniorstaffaswellas with the national church. The DJC will also continue to carry hand on responsibility for line management of new congregations within Liverpool Cathedral. Main duties:

• Champion,alongsidetheDirectoroftheJoshuaCentre,thecauseofmultiplying congregations across the Diocese of Liverpool.

• Develop,deliverandoverseeacompellingprogrammeforsharingthevisionfor multiplying congregations with clergy and laity across the Diocese of Liverpool.

• Consultwithparishes,clergy,layleaderstodevelopandimplementplansfornew congregations.

• Overseeinitialandongoingassessmentofnewcongregations,enablingteamsto developclearobjectivesandfulfilthem,actingasacriticalfriend.Make recommendations to the Joshua Centre Steering Group regarding appropriate levels of support and grant assistance.

• Overseethesupportgiventoleadersofnewcongregationsandtheirteamsthrough the Fellows of the Joshua Centre and other diocesan mechanisms.

• WorkwiththeDJCtoprocureandoverseetrainingforleadersandteamstobe delivered by an outside agency.

• Collectandsharelearningemergingfromtheprocessofstartingnewcongregations.

• OverseeanddeveloptheprayersupportstrategyfortheJoshuaCentre.


Personspecification: • Experiencedandreflectivemissionpractitionerwhohasstartednewcongregations with a track record of growth. • Giftedcommunicator,abletoarticulatevisionclearly,toteachandtotrain. Strategic thinker. • Teamplayerwithexperienceofcollaborativeleadershipatasignificantlevel.

Skilled consultant, mentor and coach.

• Breadthofunderstandingofchurchtraditions,abletoworkacrosstheDiocese.

Wise, with good judgement.

• AcommitteddiscipleofJesus,withaheartformission.

Additional Information:

Asignificantpartoftheprojectadministrator’srolewillbetoactasPersonalAssistanttoboththe Director of the Joshua Centre and the Director for Multiplying Congregations.

An enhanced DBS check will be undertaken for the successful candidate.


JoshuaCentreResourcesOfficerJobDescription Aim: A half-time post to develop a highly effective online resource hub to equip the multiplication of congregations across the Diocese of Liverpool.

Location: St James House.

Reporting to: Director of the Joshua Centre

Main duties:

Create a Joshua Centre resource hub to include:

• Genericresourcestobeusedbyleadersandteamsofanysortofnewcongregation across the Diocese.

• Furtherdevelopmentofoldoakresources.comasatoolforstartingallage,newcafé style congregations.

• Equivalentresourcesforothertypesofnewcongregationincludingthoseamongst asylum seekers, young adults, children & youth and the elderly.

• SignpostedresourcesoutsidetheDiocese.

Personspecification:

• Excellentwrittencommunicator.

• Understandingofandenthusiasmfortheestablishmentofnewcongregationsin response to mission opportunities.

• OutstandingITskills,ideallyincludingexperienceinwebsitemanagement.

• Abilitytoevaluatetheusefulnessofresourcesforparticularcontexts.

• Breadthofunderstandingofchurchtraditions,abletoworkacrosstheDiocese.


Joshua Centre Administrator Job Description

Aim: A half-time post as PA to the Director of the Joshua Centre and the Director for Multiply-ing Congregations and overseeing all administrative aspects of the work of the Joshua Centre.

Location: St James House

Reporting to: Director of the Joshua Centre

Main duties:

Personal Assistant to DJC and DMC to include:

• Dealingwithmail(incomingandoutgoing)–answeringphonecalls/queries.

• Diarymanagement.

• PreparePowerPointspresentations.

• Calculateandcompleteexpenseforms.

• Researchviainternetandothermedia.

Organisation and administration of meetings and events:

• Bookingmeetingvenuesandarrangingsetupandpracticalities.

• Manageadministrationforvisionsharingandtrainingevents.

• Prepareandadministerconferenceinformation.

• AdministrationofJoshuaCentrerecords,dataandbudgets.

Personspecification:

• Excellentorganisationalandtimemanagementskills

• Willingtoworkaloneoraspartofateam

• ExcellentITskillstoincludeMicrosoftWord,ExcelandOutlook

• Attentiontodetail

• Abilitytoplanandprioritise

• Excellentcommunicationskills

• EmpathywithChristianethos

• Confidentiality

SDF Appendix 11, 11a and 11b - Diocese of Liverpool 46

Appendix 11: Forms

Appendix 11a: Initial Proposal Summary Form This form captures the outcomes of conversation and consultation between Parish Incumbent/Area Dean, Joshua Centre Fellow and Director for Multiplying Congregations leading to a proposal for the Steering Group to consider.

Requesting funding under Multiplying Congregations Grants scheme

Contact name: _____________________________________________________________

Tel number: ________________________________________________________________

email: ____________________________________________________________________

Role: _____________________________________________________________________

Background to congregation - overview of how the idea for this new congregation arose. Current situation- what is already in place as mission engagement showing potential for a new congregation?

Vision – what could be expected to be in place in six years?

How will the funding and support enable the vision?

Appendix 11b: Initial Assessment:

Archdeaconry: Deanery:

Parish: Incumbent:

Name Congregation: _________________________________________________________

Name Congregation Leader: ___________________________________________________

Congregation:

Description of congregation – background, location, time, day, activity, target group

• Clarityofmissionvision

• Potential/existingleader

• Potential/existingleadershipteam

• Existingcommunitymissionengagementactivity

• Commitmenttoengagefullyintheproject’songoingtraining,supportand accountability programme.

Funding- what will the funding be used for and how will this help the congregation to grow?

SDF Appendix 11b page 2 and 11c - Diocese of Liverpool 47

Next steps – what action is planned for the next year? How will this be measured?

Date of visit:

Recommendation to Steering Committee for funding yes ❏ no ❏ not yet ❏

Please list the reasons for your recommendation: ___________________________________

__________________________________________________________________________

__________________________________________________________________________

**************************************************************************

Feedback given: Date:

Grant funding – date processed

Appendix 11c: Post funding agreement visit

Visit by: Date of Visit:

Congregation: ______________________________________________________________Leader: ___________________________________________________________________

Name of Fellow of Joshua Centre :

1. Leadership:

LML update – application, commissioned, ongoing support

Leadership Team

2. Success criteria including numerical targets to be achieved to qualify for next year funding

❯

❯

❯

3 Support agreed:

Fellow of the Joshua Centre allocated:

Leadership Programme details:

Grant funding

4. Review Date:

SDF Appendix 11c page 2 - Diocese of Liverpool 48

Additional Notes

Agreed on: _________________________________________________________________

Signed By: ____________________________ ____________________________

on behalf of the Congregation Director for Multiplying Congregations

SDF Appendix 11d - Diocese of Liverpool 49

Appendix 11d: Local Missional LeaderRole Description and Working Agreement

Local Missional Leader at: ___________________________________________

1.Nameofbenefice(s): ___________________________________________

2. Deanery: ___________________________________________

3. Archdeaconry: ___________________________________________

4. Licence: Bishop’s Authority as expressed with a letter of commissioning from the Bishop. 5. Supervision: Through supervising Incumbent plus programme of Diocesan meetings.

6. Local Missional Team: The LML will be expected to identify at least two people to be appointed, in conjunction with supervisor, with whom they will work collaboratively.

7. LML Community: The LML will be expected to be part of a Local Missional Leaders’ Community where support and some obligatory training will be made available. 8. Days: Flexibility around days and time is a requirement of this post. ___________________________________________ (Please enter an approx time per week) 9. Expenses: To be reimbursed in full, monthly, at Diocesan rates.

10. Probationary Period: There will be a six month probationary period. During months 4-6, at a programmed diocesan meeting with the Supervising Incumbent and LML, completion of Probationary period will be discussed.

11. Review: Ongoing programme of review meetings with Supervising Incumbent and programme of diocesan meetings see table attached. Any substantial changes to the Role Description should be agreed with the relevant Archdeacon.

SDF Appendix 11d page 2 - Diocese of Liverpool 50

12. Duration: The post will be for a period of three years. Between months 30-36, there will be a full review of the post to determine any renewal. 13. Mediation: Intheeventofdifficultiesarisingoverpersonal relations or working arrangements between the LML and or team members which cannot be settled betweenthem,eitherorbothmayconsultinthefirst instance with the LML’s supervisors, who may advise personally or, if appropriate, will refer the situation to the Archdeacon. 14. Safeguarding: There will be a DBS procedure requiring references and attendance at Safeguarding training is mandatory.

15. Primary Responsibilities

The Local Missional Leader will give vision and spiritual direction to the worshiping community / church.

• Toworkcollaborativelytodevelopandimplementa3-5yearMissionPlan.

❯

❯

❯

❯

16. General Responsibilities

The Community - as appropriate to the context but should include community outreach Worship - as appropriate to the context but might include planning worship, leading some service and/or preaching, arranging priestly cover where necessary and appropriate, nurturing the spiritual growth of people; especially children and young people. Pastoral Care - as appropriate to the context including facilitation of pastoral care and might includearrangementsforbaptism,confirmation,marriagesandfunerals. Management -workingwiththechurchwardensandofficers,appointedbythePCC,ensure effective management and maintenance of assets. There is an expectation that this role description will include a statement about membership of the PCC, Deanery Synod, Chapter and other organisations which are important to the life and future of the worshipping community/church. Training and Development - The LML will receive a training grant and is expected to access training and development opportunities as appropriate to the context through the Diocese.

SDF Appendix 11d page 3 - Diocese of Liverpool 51

Signed: _______________________________________________________________ LML

_________________________________________________________ Incumbent

_____________________________________________ Director of Church Growth

_________________________________________________________ Archdeacon

Copies to: Warren Hartley, St James House, 20 St James Road L1 7BY


Appendix 12: Strategic documents

Copies of the following documents are available online as listed below:

1. “Growing in Christ” Diocese of Liverpool Growth Agenda Document 2014 http://www.liverpool.anglican.org/userfiles/files/About%20the%20Diocese/ whatwedo/OurGrowthAgenda/10%20Growth%20Agenda%202%20Doc%20v3.pdf

2. “Fit For Mission” Paper http://www.liverpool.anglican.org/userfiles/files/Events/2015/synodmarch/13%20 Fit%20for%20Mission%20Mar%2015.pdf

3. Liverpool Cathedral 2024 Strategic Plan - The full Strategic Plan is available at http://issuu.com/liverpoolcathedral/docs/strategic_plan_nov_2013_spreads_web

4. Local Missional Leaders Introduction and Flyer http://www.liverpool.anglican.org/index.php?p=1441

http://www.liverpool.anglican.org/userfiles/files/About%20the%20Diocese/whatwedo/OurGrowthAgenda/10%20Growth%20Agenda%202%20Doc%20v3.pdf

http://www.liverpool.anglican.org/userfiles/files/Events/2015/synodmarch/13%20Fit%20for%20Mission%20Mar%2015.pdf


Contact:Address:Email:

Canon Richard White Director of The Joshua Centre for Pioneer MinistryLiverpool Cathedral, St James’ Mount, Liverpool L1 7AZ(0151) 702 7243

Bigger Church, Bigger Difference

www.liverpool.anglican.org

Documents

Strategic Development Funding - Anglican Diocese of Liverpool · Strategic Development Funding STAGE 2 - Diocese of Liverpool 1 Strategic Development Funding Stage 2 application Multiplying