Agenda Volume 2 - Methodist Conference

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41. The Discipleship and Ministries Learning Network Summary of the Key Staffing Recommendations of the Fruitful Field Project Report 4.1 The Fruitful Field report recommended the establishment of a single team of expert staff, distributed across the Connexion. The key recommendations regarding the formation of the DMLN are found in Section H (paras.157-186) which needs to be considered carefully alongside the recommendations on ‘Expenditure, Funding Streams, Funds and Assets’, contained in Section L (paragraphs 259-270) of the report. 4.2 The report recommended the formation of a single team of expert staff focused upon the four purposes of the Network: ●● ●● ●● ●● discipleship development; ministry development (lay and ordained); church and community development; scholarship, research and innovation. 4.3 Regional Teams – paragraph 164 recommended the setting up of regional teams which would ‘normally’ consist of five full-time postholders - ‘normally’ in this context recognised the fact that the eventual configuration of regions might result in regions that were irregular in terms of their geography, membership, numbers of ordained staff etc. Five focuses for posts were recommended: ●● ●● ●● ●● ●● the development of lay ministries and roles (para.164.1); the development of ordained ministries and roles (164.2); the development of the gathered ministry of the church community (164.3); the development of the dispersed ministry of the church community (164.4); the development of the diversity of the church community (164.5). In addition to individual focuses of responsibility, the report envisages that up to 25% of staff time would be utilitised for a number of additional activities including discipleship development (para.166.1), scholarship, research and innovation (para.166.2), working in partnership across and beyond the Methodist Church (paras.166.3 and 166.4) and quality assurance and enhancement (para.166.5). One of the post holders would be identified as a ‘coordinator’ (para.167). 4.4 Centre-Based Posts – the report went on to recommend the setting up of staff teams within centres (The Queen’s Foundation and Cliff College). The report envisaged that posts within this category would have a primary focus on either ministry development in all its forms or church and community development (paras.173.1 and 173.2). In addition 454 Conference Agenda 2013
41. The Discipleship and Ministries Learning Network to this primary task each post is envisaged as having capacity for various combinations of the following activities: ●● ●● ●● ●● discipleship development (para.174.1); scholarship, research and innovation (para.174.2); working in partnership within and beyond the Methodist Church (paras.174.3 and 174.4); quality assurance and enhancement. It should be noted that these posts were envisaged as additional posts to those posts at the Queen’s Foundation and Cliff College which are not currently funded by the Methodist Church (para.176). 4.5 The Coordinating Team – in the report (para.178) the setting up of a coordinating team consisting of eight directors including a director of the Network, the Principals of the Queen’s Foundation and Cliff College, a director of the regional teams, a director of discipleship development, a director of ministry development, a director of church and community development and a director of scholarship, research and innovation, was recommended. 4.6 It should also be noted that the report recommended that the DMLN incorporate within its work the majority of work currently undertaken by the Discipleship and Ministries Cluster of the Connexional Team (para.183) including: chaplaincy; children and youth; evangelism, spirituality and discipleship; and ministries, learning and development (para.182). The implication of the report was that significant amounts of policy, advocacy and development work currently undertaken in the Cluster would be delivered by the DMLN, including the work of the Youth President and the Methodist Children and Youth Assembly (para.184). Changing Needs and Complexities 4.7 In the eight months following the 2012 Conference those charged with the implementation of those sections of the report as adopted by the Conference faced a number of issues and complexities which created challenges in the development of the staffing structure. These focused around five main issues. i ii Governance and centres - as outlined above. Network Regions – the Methodist Council at its meeting in January 2013 agreed the configuration of the Network regions, comprising nine regions in England and one each in Wales and Scotland. The regions established are varied in size and context and this inevitably impacts upon the staff distribution across the regions. Conference Agenda 2013 455
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The Methodist Church Agenda volume
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60. Referred Memorials and Notices
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Index to Volumes One and Two Member
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©Trustees for Methodist Church Pur
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Agenda Volume 2 - Methodist Conference

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