Future Learning, Training and Development for Discipleship and Ministry: Cumbria Christian Learning

Future Learning, Training and Development for Discipleship and Ministry: Cumbria Christian Learning Bishop s Council Residential: 23 January 2016 DBF Finance Committee: 27 January 2016 A: Issue 1. Future arrangements for providing learning, training and development in the Diocese, including ordination training and the successor to the Lancashire and Cumbria Theological Partnership (LCTP). B: Recommendation 2. Bishop s Council is recommended to: a. approve the proposals to re-form the existing Diocesan Ministry and Training Department (MTD) and LCTP as Cumbria Christian Learning, with a remit extending across all training, learning and development for discipleship and ministry in the Diocese, and, where appropriate, for other denominations. b. approve the appointment of a shadow board to be appointed as soon as possible to work to establish CCL. c. ask the DBF Finance Committee to consider how working capital can be provided while student numbers and associated income builds up and comment on the proposals for financing to be provided in the next week. {see Section G). 3. The Finance Committee is recommended to consider and agree the proposals for financing CCL, subject to any points raised at Bishop s Council. 4. Subject to 2c and 3 above, the Council is recommended to agree the timeline for implementing the changes contained in Annex 2. 5. The remainder of this paper sets out the background, analysis and proposal. Information on the financial implications and proposals for providing start-up capital is still being developed and will follow. More detailed information about the proposal as a whole is contained in Annex 1. C: Background 6. Diocesan learning, training and development for Discipleship and Ministry is currently offered through the in-house MTD and LCTP. LCTP is a separate charitable company owned by Carlisle and Blackburn Dioceses and the University of Cumbria. It principally delivers ordination and initial reader training and academic validation for curates training and some other courses. The MTD s main role is to provide or manage learning and development for clergy, curates, lay ministry and discipleship. Vocations work is now undertaken by the Diocesan Director of Ordinands/Vocations Development Officer, whose post was created in 2015 as part of the Resourcing Review implementation. 7. Work to review the future of LCTP was begun in 2014 following concerns about the institution s financial viability and the University of Cumbria s likely disengagement as a result of the national church s decision to give Durham University an exclusive role in 1

validating ordination training. That work finished when Blackburn Diocese decided to use All Saints (a training institution serving Manchester, Liverpool and Chester Dioceses) for most of their future ordination training. D: Strategic Context 8. The proposal is set in the context of the development and agreement of the joint strategies for ministry, for outreach and for buildings which have been combined into a consolidated strategy for mission under the heading God for All. 9. Within this broader programme, the Cumbria Ministry Strategy calls for the establishment of Mission Communities across Cumbria, each being an enabling and energizing missional umbrella for a number of Anglican, Methodist and United Reformed Churches. 10. The Ministry Strategy requires significant change and growth in the full range of ministries. This represents a significant net increase in the scale and scope of activity in relation to the programme of learning and development currently offered. Specifically, the strategy anticipates: a reduction in numbers of Anglican stipendiary clergy a major shift of role and emphasis within the remaining body of stipendiary clergy towards a more episcopal and missional role a significant increase in numbers of self-supporting or non-stipendiary ordained Anglican ministers a significant expansion in authorised and accredited lay ministries a greater diversity of lay activity and role including leadership of fresh expressions and of local congregations growth in missional discipleship for Christians at grassroots level E: Analysis and Proposal 11. The proposal is to build upon the foundation of existing work by evolving LCTP with the MTD into a single umbrella organisation (Cumbria Christian Learning) providing or sourcing the full range of learning, training and development for discipleship and ministry. Where possible this will be offered and delivered ecumenically. See paras 7-10 of Annex 1 for detail of the provision in scope and 11-18 for principles of how CCL would develop and deliver that provision. 12. The rationale for the proposal to create CCL has a number of strands including: the vast majority of the ministry required by our strategy needs to be grown locally and developed in contextually-relevant ways. Although education and formation for ordination to stipendiary ministry will continue to be relevant and some ordinands from the Diocese may continue to train at colleges outside the county, most of our ordination training and lay ministry development will be for local, self-supporting ministry based in Mission Communities. We therefore need a delivery organisation that is based in Cumbria, provides for the Cumbrian context and is an integral part of the Diocesan operation. 2

bringing together in one organisation all work on supporting the growth of discipleship, identifying vocations and developing ministry will allow for a more integrated approach. This will include establishing a pathway for some people through pre-ordination & ordination training, curacy and in-service development. it will also enable the creation of a honeycomb of opportunities which can be accessed according to individual needs and roles, and which candidates for ordination and lay ministers can undertake alongside each other. the greater size of CCL as compared with MTD and LCTP means that it should be able to pool resources and share ideas to achieve economies of scale, provide greater flexibility and widen the range of provision offered to students. 13. Other options to creating CCL include: a. continuing as-is with LCTP and the MTD: LCTP cannot continue without substantial change given the decision by Blackburn and the University to withdraw. Continuing as-is would not provide the integrated approach offered by CCL and would not give opportunities for economies of scale. b. partnering with another institution to provide ordination training and formation in the Diocese [eg Cranmer Hall (Durham), St Melitus (Liverpool), or All Saints (south North-West)]: this option does not provide integration or economies of scale and reduces our control over what is provided. If we want to send appropriate students to these institutions we can still do so. c. stopping delivering ordination training in the Diocese (ie everyone has to train elsewhere): this option discourages those potential students (potentially many of the new SSMs who we need to deploy) whose circumstances do not allow them to train elsewhere. Under this option we would lose the opportunity to contextualise the provision to suit our strategy and could not provide the integrated pathways envisaged. F: Governance 14. CCL will be a charitable company limited by guarantee. The Diocesan Board of Finance will be the sole member of the company and there will be a board of Directors/Trustees. We propose to set up a shadow board as soon as possible to help manage the transition to CCL including handling recruitment and business planning. Details of the proposed Governance arrangements, and how they relate to LCTP s existing arrangements, are set out in paras 21-24 of Annex 1. 15. The Diocese (and partners) and CCL will agree a business plan for what CCL will be funded to deliver. We envisage that Bishop s Council will appoint Directors to CCL s Board whose role in addition to usual governance will particularly be to help shape the business plan in response to the Diocese s strategic and operational needs. G: Financial Implications 16. Most of CCL s expenditure is relatively easy to forecast because the key component is staff cost and we have a working staffing model that includes 5.5 full time equivalent delivery posts and associated support for administration and managing an on-line Virtual Learning Environment. 3

17. Grant income from the DBF is easy to budget for, with the starting point that the funding identified for the work of the MDT in the 2015-20 budget will be available to CCL. Other income is harder to forecast because the two key variables that determine fees for ordination training ie student numbers and the unit price are uncertain. We have now seen the proposals contained in Resourcing Ministerial Education (RME) the national review of how ordination training is resourced but these remain subject to consultation. There are likely to be different levels of funding for students of different ages and welcome flexibilities to use funding prior to and after ordination training. We know how many extra SSMs our ministry strategy envisages but we can only make assumptions as to whether the numbers are achievable and the timescale over which they may be achieved. 18. What is clear is that the costs of putting place ordination training will be higher than fee income for a number of years and that working capital will therefore be needed to cover costs while student numbers build up. 19. We are currently working on budget scenarios which are expected to show a range of working capital requirements over the period 2016/17 to 2020/21 and options for finding that working capital. Information will be available prior to the Bishop s Council and DBF Finance Committee meetings. H: Risks We have identified a number of risks with the proposals which include: Risk low student numbers reducing income beyond the assumptions made in the budget scenarios non validation by Durham/min div Likeli hood: h/m/l 3/2/1 Impact: h/m/l 3/2/1 Potential Mitigation 2 3 - appoint Vocations Advisor/Diocesan Director of Ordinands and implement vocations initiative 1 3 - submit early application to give time for iteration - limit the extent of change to courses inability to recruit salaried and lay staff of required quality 2 3 - ensure package is attractive - create culture of learning in age of current volunteer tutors Mission Communities - make clergy ma/phd study conditional on teaching commitment - create build new capacity through IME2 provision difficulty of designing 1 3 - build into work programme 4

provision that is sufficiently flexible and individualised takes too long to design training etc so that mission communities can t get going with developing ministry planned provision is not seen as attractive/accessible to laity from outset 2 2 - set timetable for staff recruitment and adhere to it 2 2 - ensure adequate consultation with laity in mission communities and parishes - effective lay representation on board Diagram showing CCL s proposed organisational structure 5

Cumbria Christian Learning: Organisational functions Ministerial Review, Support and CMD (Clergy, Readers, Local Lay Ministers, Mission Community Leaders, Local Church Leaders) Ministerial Development and Support Leadership Development for Mission Communities Initial Ministerial Education and Formation IME 2 for clergy (curate training and support) Resourcing Disciplers (training and support for trainers, mentors, supervisors) Formal/validated training and formation for: Ordinands Vocational discernment and Reader candidates selection Local Lay Ministers Local Church Leaders Independent students Discipleship Partnership, resourcing and support for discipleship initiatives within mission communities Education for Discipleship delivery (e.g.: Called to Serve, Mission Shaped Ministry, Spirituality Course) Regional short courses (e.g.: worship leading, bereavement, pastoral care) Resourcing for ministry/discipleship in the world Vocational Development

Annex 1 Cumbria Christian Learning: Growing Disciples and Ministers Introduction 1. Over the last few years the Diocese of Carlisle, the Cumbria Methodist District and the United Reformed Church in Cumbria have worked together in developing and agreeing joint strategies for ministry, for outreach and for buildings with the themes growing disciples and growing together. Elements of these strategies have been combined into a consolidated strategy for mission under the heading God for All. 2. Within this broader programme, the Cumbria Ministry Strategy sets out a programme for the re-shaping of ministerial and church structures by 2020, in order to support the missional calling of the Church in Cumbria. The strategy calls for the establishment of Mission Communities across Cumbria, in the form of enabling and energizing missional umbrellas for a number of Anglican, Methodist and United Reformed Churches. Growing disciples is at the heart of a mission community it is both what the community is about and what will sustain it and allow it to grow and flourish. Mission Communities will be a primary strategic focus of activity for the Diocese of Carlisle, the Cumbria Methodist District, and the United Reformed Church in Cumbria. 3. The Ministry Strategy is predicated upon significant change and growth in ordained, authorised and accredited ministries across the denominations. This has major implications for the provision of formation and learning in support of this priority, representing a significant net increase in the scale and scope of activity in relation to that currently offered. Specifically, the strategy anticipates: a reduction in numbers of Anglican stipendiary clergy by approximately 20% by 2020, from 145 in 2013 to 110 in 2020. a major shift of role and emphasis within the remaining body of stipendiary clergy, which will need to be supported by initial and in-service training, and by dedicated opportunities and structures for on-going ministerial development; a significant increase in numbers of self-supporting or non-stipendiary ordained Anglican ministers, from 50 in 2013 to 150 in 2020; a significant expansion in authorised and accredited lay ministries, both in terms of numbers and in terms of expanded roles and responsibilities. In terms of numbers, overall expansion will be from 350+ across the denominations in 2013 to 400-500 by 2020; a greater diversity of activity and role. Laity will be enabled and released into leadership and ministry within Mission Communities, in a variety of non- 6

authorised, accredited and authorised roles. This includes leadership of fresh expressions, and of local congregations; underpinning these aspirations there will be need to resource growth in missional discipleship for Christians at grassroots level within Mission Communities, both to encourage and stimulate growth in vocations to ministry within the churches required by the strategy, but more importantly in order to resource all Christian disciples to witness and minister for Christ in their communities, homes and places of work. Cumbria Christian Learning 4. It is proposed that, in order to deliver the requirements of the Cumbria Ministry Strategy and God for All, a new institution or organisation be created. The purpose of this institution will be to support the mission of the Christian Church in Cumbria by helping to grow disciples and ministers of Christ. It is proposed that the name of the new institution be Cumbria Christian Learning (hereafter CCL). 5. The new institution will be built upon the foundation of existing provision, by evolving the Lancashire and Cumbria Theological Partnership (LCTP) with the Carlisle Diocese s Ministry and Training Department (MTD) into a single umbrella organisation for Christian education and ministerial formation. Whilst CCL will be built upon a foundation of Anglican structures, it will seek to address the needs of all three denominations, primarily through collaborative working with mission communities, but also through collaboration with regional and national provision of the Methodist and United Reformed Churches. 6. CCL will have four overlapping primary areas of activity, each served by a Team of salaried and unpaid staff. As outlined above, the structure is designed to be both flexible and resilient, allowing staff to support each other across Teams and to cope with fluctuations in workloads. A significant amount of cross-team working is anticipated in the model. 7. Discipleship. As noted, the Ministry Strategy and God for All anticipate increased growth in discipleship and ministry within Mission Communities. CCL will work closely with Mission Communities to support this growth. This could be done through a variety of means, such as: partnership, resourcing and support for discipleship initiatives within mission communities; developing, sourcing and disseminating resources to help Christian disciples discern and grow in their mission and ministry in the family, community or workplace; developing resources to help develop particular ministerial needs within mission communities (e.g.: worship leading, bereavement support, prayer ministry, pastoral care), or offering regional courses in these areas; 7

county-wide courses to support growth in discipleship and mission (e.g.: Called to Serve; Mission Shaped Ministry; Nourishing the Soul); providing resources, support and training for ordained and lay disciplers, trainers, Christian educators, mentors and supervisors within mission communities; significant expansion of access to high quality online learning which will support and nurture growth in discipleship within Mission Communities. The emphasis in this area will be on maximising accessibility and relevance of resources to the needs of mission communities, and of individual Christian disciples within those communities. This will be a major area of development in the early stages of CCL s operations, requiring close links to be formed with mission communities so that their needs can be clearly discerned and adequately addressed. As noted, online resources are expected to be a major (though not the only) mode of delivery. This will build on existing expertise from the use of VLE in IME 1, and development of the VLE provision provided through Common Awards, but will also require further training and development, care in recruiting staff with the necessary skills, and possibly the use of consultancy to optimise CCL s use of online resources. 8. Initial Ministerial Education and Formation. The strategy requires expansion in the provision of ordained, licensed, authorised and accredited ministries. CCL will provide necessary education and formation through a range of provision: Initial Ministerial Education (IME) for ordained and lay ministries as required by national Church frameworks (e.g.: IME Phase 1 and 2 for ordained ministers, IME Phase 1 for Anglican Readers, Methodist local preacher training); HE-validated modules and pathways which address national framework requirements, but tailored to serve the strategic needs and context of the Cumbrian Church; flexible modular pathways which can be accessed either for HE credits or not, as a structured linear pathway for ministries which require it or in a more gradual/organic way as a honeycomb or portfolio for those which don t; specific provision for particular ministries, as required by the Cumbrian churches (e.g.: local church leaders; local lay ministers; evangelists); maximising availability and accessibility of learning opportunities for all Christian disciples, particularly through development of opportunities for online learning. 9. Vocational Development and Discernment. The strategy will require enhanced provision in stimulating, discerning and nurturing vocations to a broad variety of ministries both within and beyond the structures of the Church. Indicatively, this might include: providing resources and opportunities to help Christian disciples within mission communities discern God s particular calling on their lives, and to resource them in responding to it; 8

supporting the role of Mission Communities as a focal context for discernment and nurture of vocations to a wide range of ministries both within and beyond the Church; to offer regional or county-wide provision for vocational development, exploration and discernment (e.g.: Called to Serve); developing flexible and responsive processes for vocational nurture and discernment which work with the pattern of candidates lives so as to maximise opportunity for response to God s calling; administering selection processes for ordained and nationally accredited ministries; supporting candidates throughout the vocational journey through mentoring. 10. Ministerial Development and Support. As noted, the strategy anticipates major change in ministry patterns in the coming years. There will therefore be need for support for existing ministers in adjusting to new structures and patterns, and for sustained support of the ministers produced as a result of the strategy s implementation. This might include: ministerial review for ordained ministers; continuing ministerial development (CMD) for ordained ministers under national frameworks, including sabbatical provision; provision of mandatory training (e.g.: safeguarding) CMD for authorised or accredited ministers; transitional support for existing ministers through process of strategy implementation; equipping for clergy in particular as teachers, disciplers and trainers who can confidently grow disciples, and discern and nurture vocation; support structures for ministers (e.g.: mentoring, spiritual direction) How Will Provision Be Developed? 11. The proposed model for CCL is for an integrated, mutually-supporting structure with two major orientations. On the one hand, CCL will work closely with mission communities to develop resources and support the ability of mission communities to function as active learning communities in their own right. One way of doing this will be through the development of a honeycomb of modules and learning opportunities which will support mission community development and growth in discipleship. It is envisaged that this will involve a variety of delivery modes (including online learning), and offer opportunities for learning at a range of levels, ranging for instance from post-alpha to more stretching opportunities for disciples of decades standing who might be exploring vocation or simply wishing to deepen a mature faith. Crucially, there is currently a degree of provisionality to what this provision will look like: mission communities are still in the process of forming, and needs will not be uniform across the county. CCL s development of provision will need to be closely consultative, iterative and responsive to the emerging needs of mission communities. 9

12. On the other hand, CCL will also need to orientate towards nationally regulated programmes and pathways for ministerial training. This will require less development, as existing relationships and good practice are already established, but constant review will be required both to allow for adaptation to a changing national situation, and to ensure that IME provision meets the strategic requirements of the Cumbrian churches. 13. Most urgently, in addition to the bullet-points above, the ecumenical strategy for Cumbria requires that a particular focus of activity in the imminent future will be on supporting the implementation of God for All in the formation of Mission Communities. This process will need support in two particular areas: discernment, support and enabling for Local Church Leaders support and enabling for Mission Community leaders 14. The model proposed expects a high degree of collaboration and co-operation between area teams, which would require strong oversight and co-ordination to ensure effective and efficient delivery of provision. The model also assumes close working and engagement with the expertise and insight of various officers and advisers in the churches in Cumbria, for example those involved with fresh expressions enablement, or youth, children and family evangelism, or vocations and discernment. 15. Flexibility will be essential in implementing the strategy. CCL will need to weather a significant period of transition over the next few years, after which it is expected that structures will settle into a new (albeit more flexible) steady state. The staffing structure is therefore intended to be flexible to allow for staff to support each other across Teams and to cope with fluctuations in workloads. Some aspects of work would be spread across the entire organisation. 16. After initial developmental work in each area in turn, the strategy anticipates a sustained heightening of levels of demand and a higher tempo of activity compared to the present. In time, the expectation is that the structure will generate a selfsustaining tempo of energy and activity, resourcing sustained growth in discipleship and ministry for the churches in Cumbria. The proposed model anticipates that after an initial period of increased local investment CCL will generate significant resources through access to national funding structures, rendering the proposed model both affordable and sustainable. 17. Flexibility for individual students/ministry candidates will be provided by diversification of delivery to improve accessibility, allowing for greater tailoring of training to particular needs. This will include the provision of validated and nonvalidated pathways and modules at a variety of levels, and accessible in a variety of ways (including open access online learning). Whilst the current proposal is predicated on CCL being able to deliver high-quality validated learning, it is not expected that the majority of people engaging with its provision will be on validated pathways or courses. Core staff will be well qualified academically and 10

professionally, but able to engage and enthuse Christian learners at a range of levels, in a range of contexts, and using a range of delivery methods. 18. The proposed structure expects that where different people can be taught or resourced together, they will be. Within a honeycomb of available modules, the same module (e.g. on Dealing with Conflict, or John s Gospel ) may be used by one participant for lay discipleship, by another participant as part of their Vocations Development, by another as part of Initial Ministerial Training, and by another as part of their Continuing Ministerial Development. This integrated model provides for maximised efficiency in focussing and concentrating resource, but also for promoting the collegiality and collaborative ministry which is fundamental to Growing Disciples and God for All. This will require careful co-ordination and planning of pathways, but should be more easily achieved through the structure proposed. Provision of such a honeycomb model will require co-ordination by CCL with other elements of learning and training which happen outside the current MTD/LCTP for instance, safeguarding training, training of Network Youth Church Leaders, or the Ecumanical Spirituality Group. A particular challenge will be to integrate open, flexible and fluid opportunities for learning within the honeycomb approach with the more structured pathways required for ministerial training. Again, though, an integrated organisational structure should allow CCL to more effectively address this. Ecumenical Aspiration 19. Whilst the objective of this proposal is to serve the ecumenical strategy set out in God For All, the majority of resource (at least initially) will come from Carlisle Diocese. This arises for two particular reasons: Carlisle diocese finds itself due to a number of reasons in the position of having urgently to provide for sustainable ordination training. This is felt to be best achieved by integrating the work previously undertaken by LCTP with the work of the Ministry and training Department; partner denominations are comparatively more constrained in terms of available financial resources. Locally deployable resources are more limited, and nationally accredited ministries (e.g.: Methodist local preachers and ordained ministers) can currently only be trained through accredited denominational schemes, with ring-fenced funding. Cumbria Christian Learning will seek to work actively and ecumenically from its inception in support of Mission Communities and in other areas of training and education where co-operation is possible and beneficial. In the longer term, it is hoped that the new organisation will be able to work within the national structures of all three partner denominations to provide a full range of education, training and formation for the Church in Cumbria. 11

Staffing 20. The current proposal for Core staffing (subject to further work to refine the roles) of CCL is based around 7 full time equivalent posts including support for administration and managing a Virtual Learning Environment: Director (full time) IME (ie ordinands and curates (2.0 fte) Discipleship (full time) Vocations Development and Ordinands (full time) Ministerial Development (half time) Managing VLE Administrative support Something like this level of staffing represents the minimum requirement for CCL to be set up. In time, we expect that the core staffing will expand in response to increased student numbers and level of engagement. It is important to emphasise that the majority of CCL s work, as is currently the case, will be performed by ordained and lay volunteers. The work of CCL core staff will therefore include substantial amounts of co-ordination, supervision and development of their teams, alongside generation of resources and direct delivery of learning opportunities. Governance and Oversight 21. Cumbria Christian Learning will be a charitable company limited by guarantee, legally a reshaped version of the existing Lancashire and Cumbria Theological Partnership (LCTP), but integrating within that corporate structure Carlisle Diocese s wider work supporting the development of, and learning for lay and ordained ministry. It will retain the powers and objects of LCTP as set out in LCTP s Memorandum of Association. 22. The Carlisle Diocesan Board of Finance will be the member of the company. The member(s) will appoint the Directors/Trustees who are expected to include one or both our Bishops, the Diocesan Secretary, four lay and clergy representative of the Diocese with relevant knowledge and experience (nominated by Bishop s Council) and a representative from each of the URC and Methodist churches. 23. The business of the institution will be managed by a Council of Management (the company board), chaired by a Bishop and consisting of the Directors/Trustees with key staff in attendance. Responsibility for the day-to-day operation of the institution will be delegated to the Director and their team. In order to ensure full integration 12

into the operation of the Diocese, the Director will be a permanent member of the Bishop s Staff team. 24. Student and Stakeholder input will continue to be provided with a stakeholder group established and a student representative participating in Council meetings. Financial management and accountancy support will continue to be provided by the Carlisle Diocesan Board of Finance. 13

Summary Table showing Governance arrangements for CCL Issue Cumbria Christian Learning (new institution) Lancashire and Cumbria Theological Partnership (previous institution) Powers and objects no change set out in Memorandum of Company Membership Directors/Trustees Council of Management Relationship to Diocese Student input Stakeholder involvement Carlisle Diocesan Board of Finance Appointed by Carlisle Diocesan Board of Finance, expected to include: one or both of Bishop of Carlisle (Chair) and Bishop of Penrith Diocesan Secretary four lay or clergy with relevant knowledge and experience nominated by Bishop s Council one from United Reformed Church one from Methodist District Consists of Directors/Trustees with key staff in attendance Director line-managed by Chair of Council Director a permanent member of the Bishop s Staff Annual business plan agreed with Diocese and other stakeholders Annual report and accounts presented to Bishop s Council and Diocesan Board of Finance Elected student representative reports to and attends Council meetings Stakeholder group with broad membership meets regularly Association Carlisle Diocesan Board of Finance Blackburn Diocesan Board of Finance 2 members from University of Cumbria 2 appointed by Carlisle Diocesan Board of Finance (Diocesan Secretary and Bishop of Penrith) 2 appointed by Blackburn Diocesan Board of Finance (Diocesan Secretary and Bishop of Blackburn) 4 appointed by University of Cumbria Consists of Directors/Trustees plus one co-option from Methodist Church, with Principal in attendance Principal line-managed by Chair of Council Principal invited occasionally to Bishop s Staff meetings Student representative reports to and attends Council meeting annually Stakeholder group with broad membership meets regularly Financial Management and Accounting Provided by Carlisle Diocesan Board of Finance Provided by Carlisle Diocesan Board of Finance 14

Funding 25. The funding model for Cumbria Christian Learning comprises three principal components: Diocesan grant; national funding streams (principally for ordination training); and from fees. Primary expenditure will be on the staffing and programme costs of delivering the range of education, learning and development activities for which CCL will be responsible. 26. What follows is in some respects an in principle model, given significant current uncertainty in a number of areas: the outcome of the national Review of Ministerial Education and its implications for funding the precise detail of the staffing structure for the new institution the precise range of activities to be delivered by the new institution the impact of the Diocesan target of increasing SSM numbers by 100 (to be in training by 2020), alongside a 20% reduction in stipendiary clergy numbers, upon training models the extent of any transitional support requested from the Diocesan Board of Finance while ordination student numbers build up, and the extent to which the final staffing model can be introduced in a phased manner to limit the size of such a request 27. It is therefore difficult to provide an exact, detailed budget at this stage. However, the Diocesan Budget agreed for 2015-2020 (prior to the development of the CCL model) allocates 425,000 in 2015 for training and ministry development and this provides the baseline for the funding of work that is expected to be provided by the new institution. This money is expected to provide a substantial part of the institution s income. 28. Most of this funding is expected to be paid as a block grant from the Diocesan Board of Finance to cover the costs of delivering a programme of activity agreed with the Diocese. The exception is likely to be just over 30,000 fee income for Reader training which is contained in the budget but will be paid on the basis of student numbers rather than as a block grant. The budget rises to 447,000 by 2020. The grant will change over time as the demands placed on CCL by the denominations involved evolve. 29. In addition to this income will be fee income paid by independent students and parishes and fees paid for IME phase 2 (training curates) by participating Dioceses (currently Blackburn). There is scope to generate income from partner denominations (Methodist and United Reformed Church) but we are not expecting this to be significant in the early stages. 30. A significant area of developmental need but also of current uncertainty is IME Phase 1 (ordination training). Income from the National Church for ordination training is obviously dependent upon student numbers. The table below sets out the budget planning assumptions that we are working to. 15

31. There will be a need for a level of working capital from Carlisle diocese for the IME Phase 1 area of work, pending the anticipated rise in numbers of students from current low levels. Carlisle diocese is committed in principle to funding a level of staffing (including a full-time Principal of IME Phase 1) and programme provision appropriate to national quality expectations, pending a state of critical mass in which national funding structures cover the cost of the work. [budget planning assumptions and scenarios to follow] 16

Annex 2: Timeline for Creating CCL Date Activity Comment 23 Jan 16 Bishop s Council decision on creating CCL 27 Jan 16 DBF Finance Cttee decision on funding may require more detailed appraisal of funding options February 16 Appoint shadow Board may need to follow February Bishop s Council March 16 Shadow Board agree Staffing structure March July Appoint staff 16 April Develop and agree business plan August 16 June 16 Validation and Institutional Approval by Durham and UoC 1 Sept 16 New company/charity structure takes effect Blackburn and UoC to resign 17

This is a diagram of the kind of modular menu that might be available to Mission Communities and individuals. Modules (many are already in existence in various places) are colour coded to respond to the needs of different roles and the needs of learners but each module could be accessed by individuals in any configuration within the constraints of the learning context e.g. group work would need to be delivered in a group setting. This set of modules will slot into the learning modules for ordination, curate and reader training as well as be accessed by the wider learning community. The list is not exclusive and would evolve and change as needs required.