Way Forward

Foreword

This document is commended to the sponsoring Churches of the Northumbrian Industrial Mission. It comes from the Management Committee and Chaplains of NIM who, over the last few months have been addressing the challenges and opportunities faced by both NIM and the Churches ecumenically.

The rapid and changing economic situation within the North East together with the financial difficulties faced by the Churches encourage us to look again at the vision of industrial and economic mission together with NIM’s response to these challenges.

Asking how we can most effectively undertake mission in and to the workplace and economy in this 21^st century, the following document outlines both the issues and our proposals which we believe are a positive and practical response to the changing mission of a changing Church in a changing world.

In a fast moving, complex, and contradictory economic order the Church must continue to speak of God, being engaged with the pain and the possibilities, which both individuals and institutions experience. God is already present and working in the world, so to be serving the kingdom means being a Christian in the world – living out the gospel through the structures and mechanisms of our society.

NIM commends ‘The Way Forward’ to you and requests your support and endorsement.

“ When the Church tries to be a good neighbour to people in need and challenge injustice it keeps rubbing up against economic questions. Some horribly complex. When the Church seeks to increase awareness of God’s love it finds people so stressed by their work or the loss of their pension that they cannot see the beautiful vision. When the Church seeks to make more followers of Jesus Christ people raise awkward questions about where are the kingdom values in the places they know. Letting our light shine into the economic world is part of Our Calling.” (Let Your Light Shine, A paper for the Methodist Council, 02)

John Smith - Chair of NIM

May 2003

A. Purpose

1. Reaffirm the call of the Church’s mission to the world of work & the economy;

“In a changing economy ‘mission in the economy’ is always relevant; but every generation needs to recast its purpose and style to meet the contemporary challenges.” (Let Your Light Shine, A paper for the Methodist Council 2002)

2. Respond positively to the challenges facing the Church and relate strategically to Durham Diocese’s Localities Plan, the Methodist paper ‘Let Your light Shine’ (2002), Roman Catholic ‘clusters’, URC Northern Synod document ‘Enabling Mission by the Local Church’ (2002), other ecumenical mission plans and local ecumenical bodies e.g. the ‘Report on the Northumberland Consultations’ (NECCT 2002).

3. Commit NIM to work in partnership with local Church groupings to deliver the Church’s mission in the economy;

“We should also be working together to develop and resource lay ministries in each natural community, in full consultation with people living in those areas.” (The Northumberland Consultations, NECCT 2002)

4. Refocus NIM’s method of working to increase its ability to work ecumenically in partnership with local church structures. This would ensure that Industrial Mission is ‘not separate from parochial ministry but in partnership with it’, allowing it to play

‘ a prophetic part in a priesthood which is as valid in the workplace as in the local church’ (Durham Diocese, ‘Setting the Compass’ Jan 2000) and which is part of the local churches’ shared ministry and outreach.

5. Request endorsement, ownership, and support for ‘The Way Forward’ from NIM’s sponsoring churches together with a commitment to continue to provide the financial resources needed to ensure its success.

Challenges Challe 1. 1.The continuing fall in church attendance / membership, and the increasing financial pressures on Church central bodies and parishes have caused the Churches to take a serious look at their resources. Not least at the ways in which they are used: at what they do, why they do it, at what cost and, where it can be measured, with what outcomes. However such assessments are usually made in secular and not spiritual terms and spiritual benefits are often difficult to measure.

“The result is overstretched people – lay and ordained - who, without any doubt are trying hard to serve God in this kingdom, but are finding it increasingly difficult to carry out any new mission initiatives. Keeping the existing ‘show on the road’ is hard enough.” (URC paper ‘Enabling Mission by the Local Church’, issued by Northern Synod. Oct. 02)

2. The reaction of the Churches has been to focus their, “diminishing financial resources on congregational based pastoral ministry” (Let Your Light Shine) making it more and more difficult to get resources for Industrial Mission and other ‘engaging’ ministries. (Over the past 5 years, Durham Diocese has reduced its commitment to NIM from 3.5 full time equivalent stipendaries to 1.5, a 57% reduction). The ‘parochial sector’ has also ‘suffered’ from the need to reduce stipendiary costs. The parochial argument seems to be – parishes raise some of the money which sustains Industrial Mission but IM Chaplains do not put anything back into the ‘kitty’. As Canon Maurice Simmons has highlighted;

“It is still true however, that there remains a great divide between many of the clergy who are engaged in parochial ministry and the Chaplains. Those not engaged in the building up of congregations or contributing to the financial resources of the Church, have been and still are perceived as expensive luxuries which cannot be afforded in times of financial stringency. Failure to communicate the true nature of Industrial Mission, with the result that the work of the Chaplains has not been fully accepted by many of their parochial colleagues, must be of continuing concern.” (MS Simmons MA Thesis Newcastle University 2002)

3. Although the thrust of Industrial Mission reflects at least three, and probably all five of the Marks of Mission, it has not managed to move ‘mission in the workplace & economy’ to the centre of the Churches’ mission concerns. Only the Methodist Church appears to have a Church policy on ‘Mission in the Economy’. This paper seeks to address that real problem.

1. NIM is responding positively to the new opportunities emerging within the Church, both within our region and nationally, and wish to develop the opportunities resulting from the organisational changes taking place at the local level in all denominations. NIM seeks to commit itself afresh, in partnership with the Churches in the region, to the demanding missionary task set within the context of the current economic and social order.

2. NIM’s priorities remain mission and witness to God at work in his world. NIM will refocus its modus operandi to improve its ability to work in partnership with the local churches so that the ownership and delivery of mission to and in the workplace and economy is a fully shared ministry.

3. NIM will build on its present policy of seeking out and training voluntary Associate Chaplains in partnership with the local church structures (NIM currently supports 8 voluntary Associate Chaplains – see appendix 3).

4. The role of NIM’s stipendiary Chaplains will change over time. Whilst increasing their own strategic areas of responsibility the Chaplains will also become ‘mission enablers’ to the local churches working with them to identify volunteer Associate Chaplains and mission opportunities.

5. This change will take time: first the stipendiary Chaplains will need to identify and train voluntary Associate Chaplains to take over elements of their own work in order to free up time for work across a wider area.

6. NIM will train, resource and support the voluntary Associate Chaplains and ensure that common agreed standards are set, met and maintained.

7. The voluntary Associate Chaplains will be based in their local churches/church groups supported by them as well as by NIM. It is anticipated that the training provided and the Chaplains’ experience will be an extra resource to the local churches and lead to an increased focus on mission in the wider context helping the local church(es) to include the whole of daily life in its activities and worship.

8. The change in emphasis will also require some funding (a) the continued funding of the present Chaplains and (b) the voluntary Associate Chaplains, for certain training expenses e.g. the Ushaw College Chaplaincy Course, and for expenses of office (see section E. Funding).

D. The Reasons

1. As an ecumenical organisation it is essential that NIM links to the strategies currently being developed by the Churches as they look towards the challenges of mission in the 21^st century, and seek to discover new ways of understanding God’s relationship with his people and his purposes for the world. The working out of vision and action must go together:

“One of the major challenges for the URC, along with other denominations, is how to reinvigorate mission in the local church.” (‘Enabling Mission by the Local Church’, URC Northern Synod. October 02)

2. NIM is a vital tool of the Church, empowering people to find meaning in their working lives and taking the message of Scripture into the economic structures of our society. It enables the Church to deliver its Mission to the world of work and the economy. NIM is part of the total mission of the Church and its work needs to be owned and re-affirmed.

3. New ways of delivering the Church’s mission to the world of work and the economy need to be found in the light of increasing pressure on our sponsoring Churches’ limited resources and the increasing demands for Chaplaincy services on the reduced number of NIM stipendiary Chaplains. These proposals are not a no cost option but they are a cost effective option.

4. The proposals outlined are a natural extension of what NIM is currently doing in order to ‘bridge the gap’ between demand and supply for Chaplaincy services and fit naturally into the thinking currently being explored by the denominations.

5. These proposals are based upon working in partnership with local church structures so that the churches’ ‘mission in the workplace & economy’ becomes part of the local mission scene.

6. NIM expects that its relationship with the Church will be strengthened by the increasing use of voluntary Associate Chaplains who, by the nature of their position, form bridges between the local church and Industrial Mission, helping people to make the essential connections between faith and work.

7. The experience of NIM’s ‘professionals’ and the training and support provided by NIM should ensure that common standards are set, met and maintained. Under the proposals outlined, NIM’s stipendiary Chaplains increasingly become ‘enablers’, a resource for the local churches in identifying, training, resourcing and supporting growing numbers of local Associate Chaplains;

“To be effective our churches probably need expert advice and assistance if they are to get involved and learn to exploit (these) developing mission opportunities.” (Northumberland Consultations, 2002)

8. The proposals enhance the concept of a shared and collaborative ministry by providing the opportunity of alternative ministries at the local level both clerical and lay and could link with schemes for ordained local ministry. NIM is committed to the development of a new focus for the delivery of mission in the workplace & economy with a largely lay-centred approach at the local level. In this way it becomes a truly shared ministry in ecumenical partnership also owned and delivered by local church groupings.

9. NIM has a good management record and with the drive and co-operation of the local churches and the ownership and support of its sponsors believes that it can deliver. As Canon Maurice Simmons highlights, NIM;

“has the most comprehensive management and support structure for its clergy and ministers to be found in any part of the Church. Work is monitored regularly. Chaplains are accountable for the way in which they spend their time, their objectives for any given period are scrutinised carefully and they are required to report on their activities at regular intervals. This discipline is rarely found in other aspects of the ministry of any of the Christian Churches.” (M.S.Simmons, Newcastle University MA Thesis, 2002)

E. Funding and Costs

1. Currently funding comes from the Diocese of Durham , a combination of Connexional and district funding from the Methodist Church and covers stipends, housing/housing allowance, Council Tax, water rates and expenses of office. The MetroCentre Chaplaincy is funded 90% by Capital Shopping Centres, 10% by the Church Commissioners and Newcastle International Airport make a contribution to the Methodist Church in respect of approx. ½ Chaplain’s time.

Methodist Church Charlotte Osborn . Newcastle Diocese provides administrative support for NIM including a part-time (20%) secretary at an approximate cost of £2,500 p.a.

4a. Voluntary Associate Chaplains are encouraged to claim ‘out of pocket’ expenses from NIM. NIM also pay their training costs. The Ushaw College ‘Ecumenical Certificate in Chaplaincy’ course costs £350 over three weekends. ‘Out of pocket’ expenses totalled £2376 in 2002.

b. The Methodist Church made a grant of £2000 in 2001 & 2002 towards the training and expenses of lay voluntary Associate Chaplains. A further £2000 is expected in 2003.

Some of this occurs already and should increase as the proposals in section C evolve and develop;

A number of Chaplains already receive some direct expenses such as training & associated travel, together with indirect expenses such as on site office provision, meeting rooms etc. This funding enables Chaplains to carry out extra work at no further cost to the sponsoring denominations. It also highlights the goodwill and appreciation shown to the Chaplains by those with whom they work. Some larger businesses may be willing to pay for the services of a Chaplain as do MetroCentre and Newcastle International Airport. Others may be prepared to make donations for Chaplaincy services as happens with the Newcastle City Centre Chaplaincy;

· Particular streams of government or other funding may be available for certain NIM operations e.g. Regeneration, Learning and Skills.

a. At the close of its financial year on the 31 December 2002 NIM had £15,800 in its Training & Development Account. After allowing for the future requirements of its stipendiary Chaplains, the cost of the Annual Report and other promotional literature, NIM could, in theory finance an extra 10 Associate Chaplains over two years to end of 2005. This however, would be very tight and a contribution of £2000 from the sponsor Churches in 2005 would be desirable.

b. In the longer run the Training & Development Account would need to be topped up. If the target was 10 new Associate Chaplains a year then upto £13000 a year, could be required for 2006 & £16500 in 2007 (2002 prices).

c. 35 – 40 voluntary Associate Chaplains is probably as many as 3½ stipendiary Chaplains can train, support and supervise. After that target has been met the annual training costs should fall and ‘out of pocket’ expenses stabilise (see table). 35 – 40 part-time volunteers at ½ a day is equal to 4 FT stipendiary Chaplains at an annual cost of about ½ one FT stipendiary.

d. If these proposals for the future delivery of the Churches’ ‘Mission in the Economy’ are to succeed it is essential that NIM’s sponsors:

ii. Continue the core funding at least at the current level of stipendiary Chaplains;

iii. As the new strategy evolves and is proven be aware of the potential need to contribute towards the funding for the training and ‘out of pocket’ expenses for the additional voluntary Associate Chaplains from 2006.

e. NIM, as an ecumenical body, believes that all the sponsoring Churches should make a financial commitment towards the total costs of Chaplaincies.

Associate Chaplains: 5 yr. Forecast for Training & Expenses

Notes

i. by end 2005 NIM’s Training & Development a/c will be severely reduced. £2000 needed end 2005 and larger sums* from 2006 onwards.

1. 38-40 considered to be the maximum number of voluntary Associate Chaplains which could be managed.

2. It may not be possible to progress at the annual increase projected. It is a top estimate. The probable outcome is a slower build up over a longer period.

1. In the economic life of the region, NIM seeks to be an effective partner enabling the local churches and individual Christians to fulfill their social mission. This work depends on the efforts of voluntary and stipendiary Chaplains working together. It depends for its vigour on actual engagement with the economy, using the expertise and experience of the people who are involved in its life. Without the prayer and practical support of the sponsoring bodies, none of this would be possible.

2. NIM has stated what it will try to deliver, with the co-operation and goodwill of the local churches. This is NOT a no cost option, but it is a value for money option, which requires essential core funding. These are exciting proposals which will help “reinvigorate mission in the local church” providing real and meaningful opportunities for local mission by local people, which is owned and supported by their local church. NIM believes that its proposals are a positive and practical response to the changing mission of a changing Church in a changing world. NIM commends its proposals to you and requests your support and endorsement.

Appendix 1

Background to The Northumbrian Industrial Mission

a. The Northumbrian Industrial Mission is an ecumenical team of lay and ordained Chaplains from Anglican, Methodist, Roman Catholic and other mainstream Christian Churches, working with employers, employees, the unemployed and others in specific economic sectors and/or a specific geographical area.

b. NIM was formally established as a separate body (with charitable status) in 1971 to cover the Northumberland, Tyneside, Wearside and Durham areas. The founding sponsors were the Anglican Dioceses of Durham & Newcastle, the Roman Catholic Dioceses of Hexham & Newcastle, the Newcastle District of the Methodist Church and the Northern Province of the United Reform Church.

c. The Chaplains’ stipends, housing, expenses of office and some training expenses are paid by the sponsors in respect of the chaplaincies they are sponsoring (Section E ). Other organisations – business, charitable, government may also sponsor chaplaincies. Currently Capital Shopping Centres (90%) and the Church Commissioners (10%) sponsor the MetroCentre Chaplaincy and Newcastle International Airport make a significant contribution to the Transport Chaplaincy.

d. NIM has a Management Committee, to which each sponsor appoints one clerical, and one lay representative. There are also a number of co-opted members. The Management Committee has, “All such powers as are necessary to carry out the objects of the Mission.” (NIM Constitution) Individual Chaplains work with a Management Support Group through which they are accountable to the Management Committee and their sponsor. There are currently 6 stipendiary Chaplains (4.5 full-time equivalent) and eight part-time, voluntary Associate Chaplains.

e. NIM is a well-run organisation, it has a comprehensive management and support structure for its clergy and ministers, with work being monitored regularly. Chaplains are accountable for the way in which they spend their time, their objectives for any given period are scrutinised carefully and they are required to report on their activities at regular intervals.

2. What NIM does

a. The origins of Industrial Mission lie in a concern for mission and a belief that to follow Christ means being with people where they are. The economy touches everyone’s life - many of the local issues, which concern people, have economic roots, which they often feel inadequate to address. The Church needs to equip people for ministry and mission within this economic context. Industrial Mission is in a unique position for such work, its strength coming from direct engagement with people on their own ground. Industrial Mission is therefore very Christ-centred in its theology. Believing that God is active in the world, we look for signs of God’s activity in unaccustomed places, wrestling with the nature of Christian faith and with the nature of our society. NIM is one of approximately 30 Industrial Mission teams working ecumenically across the U.K.

· Be a primary instrument of the Churches in relation to economic affairs and people at work;

· Bring the consciousness of God’s presence in the work-place to the maximum number of people;

· Enable Christian reflection and action on the effects of economic activity on the quality of life of individuals, organisations and communities.

To these ends Industrial Chaplains aim:

· To represent to those in authority people’s experience and perception of work and to raise questions with those who make decisions;

· To help Christians at work to make their own connections between faith and work;

· To share with the Church and the world experiences of God’s presence in the workplace; and

· To work collaboratively with ministries in other sectors, in local churches and with other agencies.

c. Over the last 30 years or so, NIM has moved from a focus on the major industries of North East England, such as shipbuilding and heavy engineering, to a much wider spread of concern. As those major industries have declined they have given way to a more diversified economy - with new businesses and employment opportunities – including growth of the service sector and a growth of women’s employment, but also keeping many in mundane jobs, and others on low pay or in unemployment.

d. NIM has witnessed increases in stress, temporary employment, short-term contracts, restructuring (all of which can lead to job insecurity) and other changes in employment practice. Even the newer, high technology industries of the region are subject to changes in the global economy that can lead to contraction and closure, as well as expansion and inward investment.

e. It is within this changing, complex, and contradictory economic order that the Church must speak of God, being engaged with the pain and the possibilities, which both individuals and institutions experience. God is already present and working in the world, so to be serving the kingdom means being a Christian in the world – living out the gospel through the structures and mechanisms of our society.

f. The rapid and changing economic situation within the North East together with the financial difficulties faced by the Churches encourage us to look again at the vision of industrial and economic mission together with NIM’s response to these challenges.

a. Through regular workplace visiting Chaplains meet large numbers of people often with no other contact with the Church. Through pastoral involvement and engagement with issues they learn about people’s hopes and concerns earning for the Church the right to formulate comment on wider prophetic themes. Chaplains are actively involved in a range of industrial and economic matters including: manufacturing, transport, information technology, small business, retail, the service sector, local authorities, training bodies, economic development, urban regeneration, the community and voluntary sector and in the general economy of the area.

b. Chaplains also play an active role in the TUC, Chambers of Commerce, Jobcentre Plus, various training schemes, community employment projects and regeneration. Chaplains play a leading role in bringing together different groups to promote good social and economic structures in the region. In other situations they encourage and affirm activities that bring hope, especially to people who are disadvantaged.

c. NIM works in general collaboration with other Industrial Missions around the UK and in particular with CRC, TVM, Newcastle City Centre Chaplaincy and the Scottish Churches Industrial Mission.

d. Part of an Industrial Chaplain’s task is to help individual Christians make a connection between their spiritual and their everyday lives and to encourage local churches to engage with the economic life of their area. Chaplains do this through involvement with:

· Regular preaching engagements, Churches Together groups, North East Ordination Course (NEOC) - Management Committee and Faith and Life Practical Theology Unit, Cranmer Hall & the Wesley Studies Centre (providing student placements).

· CRC, North East Christian Churches Together (NECCT), Newcastle City Centre Chaplaincy, Sunderland Minster & Sunderland University Chaplaincy.

e. Not only have new opportunities been afforded Chaplains for traditional relationships with manufacturing industry, but also new industries in service, government and retail with a number of employers requesting the presence of a chaplain on site. Indeed contact with workplaces visited by Chaplains highlights how much their work is valued by those who benefit directly from it. At the heart of all this activity is the belief that God is at work throughout the world and throughout the week (see Appendix 2: Work Profile).

Members of the NIM team of stipendiary full-time, part-time and voluntary Associate Chaplains are engaged in a variety of situations within the North East economy. Their chaplaincies involve them in various sectors of industry, commerce and the service and leisure industry, for example:

· Retail: MetroCentre-Gateshead, The Bridges-Sunderland, Traidcraft – Gateshead;

· Transport: Newcastle International Airport, Stagecoach North East, Port of Tyne Authority;

· Service Industry: Call Centres-Doxford International Business Park, Hendon & Peterlee;

· Training: Northumbria Churches Training Consortium (NCTC), East Training Enterprise and Community Ltd (ETEC) Sunderland, Jobcentre Plus –various schemes and planning committees, Springboard Mentoring – Sunderland;

· Government Bodies: The Department of Pensions-Tyneview Park, Newcastle; Child Benefit Agency-Washington, and the Inland Revenue-Peterlee & Sunderland

· Intermediate Labour Market: working in partnership with North East Employment Forum (NEEF)

Chaplains are also members of official regional or local authority boards that make strategic decisions on the regeneration of particular areas, mainly involving the stimulation of economic activity and the lowering of unemployment levels:

· SRB/regeneration: North Tyneside at Work-North Tyneside, Sunderland Housing Group, East End & Hendon – New Deal for Communities (Sunderland).

While other Chaplains are members of the following groups that deal with similar or related issues:

· Community: North Shields Partnership for Education, Training and Employment (PETE); Sunderland Housing Group;

· Trade Union: Regional TUC Executive and local Trades Councils in Sunderland & Gateshead;

· Professional: North East Chamber of Commerce, Chartered Institute of Personnel & Development (CIPD);

· Regional: CRC, NECCT, North East Employment Forum (NEEF), Refugee Education and Employment Group.

At the heart of all this activity is the belief that God is at work throughout the world and throughout the week.

The role and contribution of Associate Chaplains

· Voluntary Associate Chaplains are attached to specific places of work within the geographical area covered by NIM;

· They visit employees at all levels within these places at agreed & regular intervals;

· They develop an understanding of the structures and issues that define that workplace, as well as an understanding of the economic sector within which it is set, whilst maintaining an ‘independent’ voice;

· They provide a ‘listening ear’ and pastoral support where appropriate and within their own competence;

· Where the need exists they offer the help of appropriate bodies (including the paid staff of NIM);

· They report regularly to the Chaplaincy team and the Management Committee of NIM in order to inform and develop the wider strategic role of NIM;

· They undertake regular training appropriate to their own needs and the needs of the workplace that they seek to serve;

· They are supported and managed by NIM Chaplains and Management Committee and by their local church.

Appendix 4

How NIM will contribute to the new Localities Strategy within the Diocese of Durham

The Church has always existed to further the Mission of Christ, and NIM welcomes the opportunity to work with the new strategy of Localities - as the way of shaping effective mission at local church level within the Diocese of Durham.

NIM’s Mission Statement is ‘Christian Care, Thought and Action in the Regional Economy.’ Through engagement with communities, industry and commerce, public authorities, the community and voluntary sectors, and particularly with people in their places of work, NIM’s Chaplains build relationships in order to both encourage and, where necessary challenge, from an informed and respected position. NIM Chaplains seek to hold in prayer all of the work they are engaged in and to express within the context of mission, nurture and worship, God’s concern for the work and involvement with it through the Holy Spirit.

The chaplaincies involve both laity and clergy, and in line with the ‘Building Localities’ document, NIM sees within its future operations an increased role for the laity. To this end, it is increasing its number of voluntary Associate Chaplains and adapting the roles of its current stipendiary Chaplains to allow them more time for an enabling and supporting function with the Associate Chaplains. Because of this NIM will be building expertise in training and resourcing lay missioners and looks forward to working with the BSR on their ‘Thy Kingdom Come’ initiative within localities.

NIM seeks to be prophetic in its applied theology offering a resource to the Region’s religious, civic, and secular agencies. NIM Chaplains seek to be informed about the local and regional economy and social structures, and about the business and current situations of the organizations they are involved with, and to reflect theologically upon their input with them. NIM Chaplains will focus more on this activity at the sub-regional and local level.

NIM seeks to reflect to the Church (i.e. CRC, NECCT, BSR, Denominational Councils) the needs of the business community and social structures, the issues effecting people in the workplace, and to promote within the Church areas of interface. NIM would seek to resource individual ‘Localities’ who wished to engage with commercial or community organizations ‘on their patch’ – helping them to see how the church relates to the wider community so that they can become better interpreters of society and the gospel for their congregations. NIM wishes to become actively involved with the training programmes for Ministry Development Teams and with those for Ordained Local Ministers. In this way the agenda for voluntary Associate Chaplaincy with NIM can be raised at an early stage with those who will help shape Locality mission.

NIM Chaplains work within wider partnerships both within the Church and through other religious and secular organisations. This experience could be made use of at both Locality and Diocesan levels.

NIM’s style of mission is co-terminus with many aspects of ‘Locality’ mission. It has always operated on an ecumenical basis and its Chaplains seek to work with people of all faiths as well as those of no declared faith. The shape of our Church is changing and NIM is seeking to develop ways of using its resources to make the Church’s ministry and mission as effective and vital as possible for this 21^st century.

The Methodist Church is in a unique position within the work of Industrial and Economic mission by virtue of having a national structure. Working under the banner of MIBIC (The Methodist Church Engaging with Business, Industry and Commerce) and co-ordinated by Mr. John Ellis (Connexional Secretary for Business and Economic Affairs), 100 Chaplains provide wide geographical coverage. Of this number, 10 are full-time paid Chaplains, 25 part-time paid and the balance is part-time voluntary Chaplains. Of this NIM have the services of 1 full-time Chaplain and 3 part-time voluntary Associate Chaplains. An additional part-time voluntary Chaplain works with Newcastle City Centre Chaplaincy.

John Ellis is currently seeking to develop a forward-looking strategy for the work of MIBIC. In consultation with various ecumenical partners, the document ‘Let your light shine’ will be presented to Methodist Council in early 2003. The document proposes a future structure that will seek to offer both a regional response to the economic world (through paid officers known as Economic Mission Enablers) and a constantly growing network of locally resourced workplace Chaplains. This is likely to result in many more circuit ministers including an economic dimension within their work and the recruitment of more lay people as voluntary Chaplains. The Methodist Church will continue to encourage ecumenical work wherever possible.

It is likely that the regional Economic Mission Enabler posts will gradually evolve from the current District Industrial Chaplain appointments and will receive significant funding from central sources.

The document also proposes a small number of time-limited appointments with significant central funding to be used to develop particular pieces of work. These would be high profile projects designed to open up new areas of engagement with the economy on a regional and national basis.