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Our vision is to build on what we have, to develop a vibrant, living, purposeful ministry to children and young people. This will be done by bringing people and other resources into formal partnerships.

Sections Appendices

1 The Resolutions I Centre Director's Job Description

2 Why the Task Group? II Centre Chaplain Job description,

3 The Task Group's Appraisal III Youth Secretary Ð additional matters

4 Possibilities considered IV The Executive Committee

5 A developed Centre V Budget for Development

6 Implementing the Vision VI Budget for Closure

7 The alternative VII How the Task Group worked

8 Conclusion VIII Beyond the present vision

1 THE RESOLUTIONS 11-13 are in the Mission Council report page 41.

2 WHY THE TASK GROUP?

2.1 Following the review of youth and children's work and after lengthy discussion at the 2002 General Assembly, the following resolution was agreed:

'General Assembly agrees to set up a task group to work with the Youth and Children's Work Committee, the Centre Management Committee, the local Church and the Northamptonshire District Council to appraise the National Youth Resource Centre and explore the future role of Yardley Hastings in the light of the recommendations in the review report, seeking help as necessary from Mission Council and to bring proposals for decision to the next meeting of the General Assembly.'

2.2 The Group established by the General Assembly's Nominations Committee consisted of Howard Bridge, (elder from West Midlands Synod), John Humphreys (convenor, minister from Scotland Synod), Deborah McVey, (minister from Eastern Synod), John Peet (secretary, elder from Mersey Synod) and Rosemary Pullen (minister from Wessex Synod).

2.3 We have worked with the partners mentioned in the resolution of General Assembly; we have sought advice from Mission Council. Mission Council has requested that Assembly discusses this report and the future of Yardley Hastings using the procedure of placing alternative resolutions before Assembly. This we do, making it clear that we have concluded that at this time the United Reformed Church should not merely affirm but develop the contribution to youth and children's ministry and that the Centre has a major role to play.

3 THE TASK GROUP'S APPRAISAL

3.1 We were instructed to appraise the National Youth Resource Centre and make recommendations about the future role of Yardley Hastings buildings. Our conclusion is that the National Youth Resource Centre has contributed to work with children and young people and will continue to do so in a way which is VITAL for the church as it develops its understanding, exploration and practice of and ministry with children and young people:

Vision is essential in the life of the church. Much is good in ministry with children and young people but it is a challenging ministry. The Centre will be a place of vision explored and shared, it will relate directly with other places of exploration beyond the United Reformed Church, the children and young people of our denomination will lead and contribute to this exploration and visioning through those inspired by the Centre both in Yardley Hastings and in their home locality.

Investment in children's and youth ministry cannot be quantified, it is essential. The Centre we recommend will be a conscious act of investment in youth and children's ministry by our denomination and enrich the outreach of the church catholic.

Training, development and education are at the core of our recommendations. The Centre will be a place of training and development for children and young people, for those working with them in the church and beyond. The Centre will be a source of education with the specific challenge of exploring the cultures of today's youth; enabling ministers, local church leaders and others to focus on these issues.

Advocacy of children and youth ministry will be strengthened through this place of constant comings and goings. The affirmation of this resource for our denomination, the development of its co-operation with other bodies ecumenically and the constant buzz of interaction with congregations, District/Areas and Synods will enliven youth and children's ministry.

Locally delivered youth and children's work is central to the proposals of the youth and children's work review. The Centre will be pivotal in the development of local leadership, the Centre will be essential in providing encouragement and leadership across the denomination, the Centre will empower youth and children's work across the denomination and beyond.

3.2 This report points to a new and creative way forward for the National Youth Centre at Yardley Hastings with the purpose of supporting ministry with children and young people throughout the United Reformed Church.

3.3 At the heart of this vision is a team, some of whom would work mainly from Yardley Hastings, others of whom would network through Yardley Hastings.

It would include -

Centre Director Secretary for Youth Work

Centre Chaplain Children's Advocate

Centre Staff Pilots Development Officer

Youth and Children's Work Training and Development Team (working primarily with Synods, Districts/ Areas and congregations)

Community Team (of up to 12 young volunteers trained and based at the Centre and going out from the Centre to congregations throughout the denomination)

• Through regular contact and presence, this team would -

• be creative in pushing forward boundaries and developing ideas for children's and youth ministry

• share information and ideas

• support the programme work of congregations, Districts/ Areas, Synods and the Centre

• Through placement in congregations, some of the young volunteers will stimulate and support children's and youth ministry

• Through the integration of the team and its work, churches will be able to turn to one source - a one-stop portal - for all their children's and youth work resources, information and help

• Crucial research and development in relation to youth culture could be addressed through this sharing and the work of the Centre Chaplain

• Through the Centre itself, a wide range of resources and events will be provided, including:

ã Jigsaws - for youth groups and churches to explore issues of faith and society

ã Youth events - for individuals and groups

ã Courses - to equip, train and refresh those ministering alongside children and young people

ã Support and networking - for employed youth workers

ã Support and networking - for District/ Area and Synod children's and youth workers

ã Training events - for Pilots and other groups

3.4 Much of this work will continue to unfold and develop. It will involve ecumenical cooperation and manifest a deep commitment to dynamic and relevant children's and youth work.

We believe that place is vitally important in the development of this vision. We see the need for a place where -

• staff, young people and children constantly interact

• a sense of community and a broader vision be experienced and caught

• a bridge be built with other groups and organisations

• the vision and quality material is constantly being developed and presented

We believe that Yardley Hastings already provides the ideal foundations for the development of this vision.

4 WE CONSIDERED A RANGE OF POSSIBILITIES

The Task Group considered the following options for keeping the Centre open:

• The status quo

• A 'do it yourself' residential centre

• Working in tandem with Windermere

• An all age retreat centre

• An ecumenical project

Each had merits, but none offered sufficient justification on their own for keeping Yardley Hastings open.

5 A DEVELOPED YARDLEY HASTINGS

5.1 The Task Group is mindful of four significant issues before our denomination:

• The review of youth and children's welcomed by the 2002 Assembly places an emphasis on developing youth and children's work in the localities where children and young people live. The vision we place before Assembly will support and further this.

• We recognise that our denomination is embarking on a major examination of its life. This is billed as being a radical exploration. It is also billed as an examination which will be carried out in the foreseeable future and not be endless. We believe that to let go of a resource such as Yardley Hastings at this stage would be folly.

• The denomination's budget is tight. For this reason and because we place a time limit on the Centre proving itself, the Task Group's proposals do not involve the denomination in major expenditure, in fact there is some saving for the denomination in the budget (see Appendix V). The Task Group has identified other sources of funding to help resource the mission of the Centre.

• Our urgent need, along with other churches, to explore the theology that underpins our engagement with children and young people as emphasised in last year's review.

5.2 The Task Group, after full consideration and weighing the above range of options, agreed that the recommendation should be one of adopting a radical model. This model

• requires accountability

• demands determination to manage the children and youth service

• enables direct connection and interaction with children and young people

• offers real, tangible, meaningful service and experiences to children and young people

• Builds on the current commitment to children's and youth ministry.

5.3.1 We have concluded that at this crucial time for the United Reformed Church it is right to take a risk. This risk involves entrusting particular people with particular responsibilities and creating the support to enable them to deliver. This risk involves doing our utmost within the confines of being responsible employers to enable the Yardley Hastings campus to become a 'national youth resource centre'. To this end, and within this context, we recognise:

National to mean:

• Assembly

• A meeting place for the whole Church

• A place and a community that is in direct and reciprocal relationship with other Assembly staff, particularly with the community of Tavistock Place

Youth to mean:

• Children also!

• A Centre to explore and identify the principles of children's and youth ministry

• A place to equip, train and refresh those engaged in children and youth work

Resource to mean:

• People

• A place of knowledge and expertise

• A source of ideas

• A library of many materials

• A place where people turn to

• A point of contact with Assembly staff

Centre to mean:

• A living vibrant community

• A place of welcome to children and young people

• A place where Assembly staff and all ages meet, share, interact and inform one another

• A place of welcome to those working with children and young people.

• A place from which personal support, encouragement, programmes and projects are delivered to congregations, District/ Areas and Synods

• A place to which people naturally turn and from which they receive a prompt and helpful response

• A one stop portal for support, guidance and information

• A place for renewal, retreat and inspiration

5.3.2 We recommend the Centre be called: 'The Yardley Hastings Centre for Youth and Children's Ministry (United Reformed Church)'.

5.4 Key are:

• Centre Director (Appendix I), Centre Chaplain (including the research element outlined in Appendix II),

• The Executive Committee (Appendix IV)

• The commitment of other Assembly youth and children's work staff to the Centre and especially the Youth Secretary (Appendix III) in a coordinating role.

• FURY's continuing enthusiasm and commitment

• People: it is an ecumenical and international place of encounter

• Community Team: The community team should be increased to 12, and whilst having Yardley Hastings as its base, will provide some of the services to the congregations. We envisage that at any one time 50% of the community team will be out in local Churches, with 50% working within the Centre itself. The Community Team will continue to be international. An achievable objective will be the support and development of the whole team, who will share expertise and experiences with each other.

• The Staff: their continued support and commitment

• The local Yardley Hastings Church continuing to build upon the very special relationship that has developed, which has seen the local Church grow in numbers, attracting people with gifts and expertise, primarily because of the existence of the Centre. There are many positive lessons to be learned from this relationship which should be encouraged and supported. The Task Group feels the need to record the patience shown by the local Church, which seems to stretch beyond what anyone could reasonably expect. The local Church has consistently persevered to enable the Resource Centre to work; this needs to be acknowledged.

6 IMPLEMENTING THE VISION

The Task Group commends the following plan (the timing is intentionally ambitious but worth aiming for):

6.1 Within 4 months:

• The Youth and Children's Work Committee appoint the Executive Committee and its Convenor (See Appendix IV paragraph 3.)

• The Centre Management Committee hands over to the Executive Committee.

• The Executive Committee and the Officers of the General Assembly work with the Youth and Children's Work Committee to end the posts of Centre Minister and Centre Manager recognising the needs and rights of employees

• The Youth and Children's Work Committee and General Assembly appoint a Centre Director

• The Moderators' meeting seeks a candidate for Minister of Yardley Hastings United Reformed Church and Chaplain to the Centre.

• The Secretary for Youth Work and the Centre Director along with the Children's Advocate, Pilots' Development Officer and the Youth and Children's Work Trainers begin to plan the contribution of the Centre to youth and children's work

• The United Reformed Church should learn to speak of and understand the next five years as an investment in children and young people, an investment in exploring youth culture and ministry and not a subsidy for a set of buildings and a few enthusiasts.

• The Youth and Children's Work Committee, the Centre Director, the Executive Committee and the General Secretariat begin to implement the vision. (These matters may not be tackled immediately, see Appendix VIII below.)

6.2 Within 7 months:

• The Director and Executive Committee review all practices of the Centre, including the administrative and domestic.

• Communicate widely a planned programme for the next 12 months

• The Centre Director to consult with ecumenical partners, the Council for World Mission, Time for God, education authorities, General Assembly committees and others to ensure maximum use of the premises

6.3 Within 12 months

• The Centre Director reports to General Assembly

6.4 Within 36 months

• Youth and Children's Work Committee (through Mission Council) reports to General Assembly on the implementation of these recommendations

7 THE GENERAL ASSEMBLY CEASING TO USE YARDLEY HASTINGS

7.1 The report given to the Assembly in 2002 recommends that the United Reformed Church cease to use the Centre as a resources centre for Assembly youth and children's work. The Task Group has considered and rejected this recommendation but can identify the following reasons for ceasing to use the Centre:

• The Task Group is mindful that there has been no lack of dreams during the last ten years. The vision which enabled the Centre to be established was profound, but the vision has never been turned into reality in its entirety.

• It is clear that the Centre's contact with congregations has been patchy through the years. This is certainly true in its recent history, though there is evidence which indicates that even when most extensively used the Centre did not receive the support of a wide range of congregations.

• Some have argued that the Centre is not value for money and a drain on the denomination's slender resources. The argument is that on average the cost to the Church in latter years of about £300 per 'United Reformed Church' young person, attending the Centre, is too heavy a commitment for our denomination.

• Geography is often cited as an argument about the Centre. This argument could be used wherever such a centre might be located; if people want it they would go for it! (Each time we met in Yardley Hastings we came from Wessex, West Midlands, Eastern, Mersey and Scotland Synods, often by public transport, without any major difficulty). The other aspect of geography is the plain fact that it is more expensive for some people to get to than for others.

• The place has memories, some of which have been negative to the furtherance of a youth centre.

• There has not been professional leadership at the Centre. Again, let's be careful to understand this. The place is partly a hotel; there has been no professional hotel management. The Centre is a youth centre, but there has been no person qualified in youth and community work responsible for running the place and the events. This is not to say that people have not worked hard, nor that those involved have not been professional in their work and ministry.

• Refurbishment of the premises to develop a future role will cost the denomination money at a time when the denomination is seeking to cut back on costs in all areas of Church life.

• It has not worked in the last decade under a variety of leadership and with a wide range of people managing it.

• Closure would be the easiest option for the Task Group. Granted there would be costs (see Appendix VI), there would be personnel issues to work out (about which the personnel office of the United Reformed Church would need to give guidance), there would be consequences for the local congregation (about which the Church Meeting, District Council and the officers of the General Assembly would need to consult and act), but these questions could be worked through by the relevant Councils and personnel of the Church.

7.2. If alternative resolution 2B is approved by Assembly then the consequences are as follows:

• The Central Management Committee should prepare a programme to moth-ball the premises by Easter 2004
• The District Council should call and enable discussion between the Church Meeting of Yardley Hasting United Reformed Church, the Centre Management Committee and the Officers of the General Assembly of the United Reformed Church about the place for Church worship and life beyond Easter Sunday 2004
• The budget for this eventuality is in Appendix V, but does not include the cost of holding events/ meetings that would have been held in the Centre.
• The Youth and Children's Work Committee should work with the Centre Management Committee and Officers of the General Assembly to effect this change, recognising the rights and needs of employees and customers.

8. CONCLUSION

8.1 The Task Group established by the General Assembly is convinced that at this stage in the life of the United Reformed Church it is vital that we not only maintain but risk developing the role and leadership of the Yardley Hastings Centre for Youth and Children's Ministry (United Reformed Church). We thank the General Assembly for entrusting us with this task.

8.2 The Task Group is confident that its recommendation can address the challenge of working with children and young people within our Church. We base our confidence on the enthusiasm and commitment of those who have responded to the call to challenge the recommendation that the Yardley Hastings Centre should no longer be regarded as a 'national resource'. The vision is convincing and financially attainable, particularly so when the contribution from the Church is regarded as an investment, not as a subsidy. However, we do regard this as a bold step to take. We accept that this is not the best of times in which to support a radical model. We believe that should the model show itself not to be able to deliver the services, as detailed, within 3 years, nor reach its potential within 5 years, the door should be firmly closed on this recommendation. We see this period of time being a reasonable period in which to run the recommendation. This time scale also fits in very well with the review being conducted by the General Secretary.

ACKNOWLEDGEMENTS

We would like to thank all those with whom we have been in touch and have given of their advice. Particularly we would like to thank the staff at Tavistock Place and Yardley Hastings for their care and hospitality. To mention two people by name, we wish to record our gratitude to both Mr Tim Banks and Revd Liz Byrne for the generous and committed way in which they have worked with us to develop a vision for Yardley Hastings particularly knowing that their current posts would cease to exist.

The Task Group is also very grateful for the work undertaken by the Local Action Group which has been made up of representatives of the local Church, the District Council and the Centre Management Committee. We are grateful for the supportive conversations that we have had with the Youth and Children's Work Committee. They, and the review group which reported to them, have made available the material on which their recommendations were based.

APPENDIX I

THE UNITED REFORMED CHURCH

YOUTH & CHILDREN'S WORK

JOB DESCRIPTION

JOB TITLE DIRECTOR, YARDLEY HASTINGS CENTRE FOR YOUTH & CHILDREN'S MINISTRY

ACCOUNTABLE TO GENERAL ASSEMBLY THROUGH THE YOUTH & CHILDREN'S WORK COMMITTEE AND THE DEPUTY GENERAL SECRETARY. THE YOUTH AND CHILDREN'S WORK SECRETARY HAS RESPONSIBILITY FOR CO-ORDINATING ALL STAFF WITHIN THE YOUTH & CHILDREN'S DEPARTMENT.

PURPOSE OF THE JOB

• To manage the Yardley Hastings Centre for Youth & Children's Ministry, Yardley Hastings. To ensure that effective and efficient use is made of this resource. To ensure that the services available at this Centre and those services provided 'in-house' together with those services provided on an outreach basis serve the local churches.

1. To ensure that the Centre is run in accordance with the detail and spirit of the report produced by the Yardley Hastings Task Group (March 2003), to ensure that the reviews are held in accordance with that report.

2. To ensure that there is a diversity and sufficiency of activities to meet the needs of children and young people, that programmes are produced and developed to meet the ever-changing needs of young people.

3. To actively promote the Centre and its services.

4. To manage staff, including administrative, domestic, catering and community team members. To ensure that they are adequately supervised, appraised and supported, this to include ensuring arrangements are in hand to deal with their spiritual needs also.

5. To work within the youth and children's work team as a full member of that team, sharing in the planning, goal setting and duties to attain the identified objectives. This requires detailed and effective communication with other team members, together with a willingness to share in the team concept.

DUTIES AND RESPONSIBILITIES

This is not a comprehensive list of all the tasks which may be required of the post holder. It is illustrative of the general nature and level of responsibility of the work to be undertaken.

1. Management.

• The Director will use their experience and expertise to ensure the business success of the Centre in a style of management that is conducive to good care practice. Staff will be enabled and empowered to promote a good quality of care to children, young people and others who use this Centre.

• The Director will ensure that appropriate programmes are developed for users of the Centre and its services, ensuring that such programmes are implemented.

• The Director will participate in the budgetary process for the Centre, specifying aims and objectives, together with areas of service to be developed and the delegation of responsibilities to staff and volunteers.

• The Director will be responsible for the effective and efficient management of the Centre's budget, balancing income against expenditure and taking early and appropriate action against predicted overspends, in consultation with the Deputy General Secretary and the Honorary Treasurer and Financial Secretary.

• The Director is responsible for the management and day to day implementation of the Health & Safety policy and procedures. The Director will carry out risk assessments and ensure that appropriate action is taken to reduce risks to a tolerable level. The Director will be aware of the Fire Policy and the Food Safety policy and procedures.

• The Director will participate in the recruitment and selection of staff in line with best practices and legal requirements.

• The Director will be responsible for the effective allocation of staffing budget hours ensuring that rotas are completed in advance and are in line with relevant legislation (e.g working hours directive)

• The Director will at all times promote good employee relations within the Centre. The Director will develop a motivated team. The Director will deal with problems involving employees at an early stage and will act as advised by the Deputy General Secretary and the Personnel Officer. The Director will be responsible for effective communication within the Centre.

• The Director will ensure that effective induction; regular (not less than monthly) supervision and annual appraisal is conducted of all staff.

• The Director will be responsible for establishing a repair and renewals programme for the Centre, internally and externally. Additionally, for establishing a capital works programme. These shall be submitted through the Deputy General Secretary for amendment/approval.

• The Director will be responsible for the development and implementation of a Quality Assurance programme and establishment and maintenance of Quality Assurance Audits.

2. Professional.

• The Director will promote the Centre to a high standard and will develop good relationships within the church and with outside agencies. The Director will maximise every opportunity to develop new contacts and potential service developments

• The Director will be a full and key member of the youth and children's work team, attending meetings as appropriate and sharing duties within the team as appropriate.

• The Director will ensure that effective communication takes place with the Chaplain, having particular regard to the spiritual support and needs of all staff and volunteers.

• The Director will ensure that the administration within the Centre is conducted effectively and efficiently, using IT where available and appropriate.

• The Director will keep regular contact with the Executive Committee and will attend meetings as appropriate.

• The Director will play a leading role in identifying the training and developmental needs of staff and volunteers, promoting continuous development in the workplace. The Director will also assist in the training of staff attending training events.

3. Service Delivery

Due to the nature of the service given within and without the Centre, involving children and young people across the wide range spectrum, along with adults there is a requirement for knowledge and understanding of the differing needs of each group, each individual. Some will be vulnerable and require additional care; all will have different needs and experiences.

4. Any other duties appropriate to the skills and experience of the post holder, as instructed by the Deputy General Secretary. However such duties will be reasonable and due discussion will take place.

Prepared by __________________

Date ________________________

A person specification has been worked out

Appendix II

Job Title: YARDLEY HASTINGS MINISTER AND CHAPLAIN

MINISTER OF YARDLEY HASTINGS UNITED REFORMED CHURCH & CHAPLAIN TO YARDLEY HASTINGS CENTRE FOR CHILDREN'S & YOUTH MINISTRY

This ministry is scoped as a 100% ministry. The appointment to this ministry will be made by the Church Meeting of Yardley Hasting United Reformed Church and the appointment group established through the Children's and Youth Work Committee. The post is open to any minister of Word and Sacraments eligible to seek a call within the United Reformed Church.

This ministry shall be made up of three parts:

• Minister of the Yardley Hastings United Reformed Church

The three elements will and should overlap. Nevertheless it is vital that there is recognition of the three parts. It is important for the life and mission of the local congregation that they know when they are working with the minister, it is important that the minister has significant time with those engaged in the life and ministry of the Centre and it is essential that the denomination recognises the benefits of such research. The Minister/ Chaplain shall seek to continue the deep, special and creative relationship between Yardley Hastings United Reformed Church and the Centre. This relationship is focused in worship during the week and on Sundays, it is focused in the reciprocal support that the one gives the other (congregation/ Centre), it is focused in the many creative and supportive relationships and it is focused in the fact of the very existence of the Centre has been a major factor in the growth of the congregation an in enabling people to continue in their pilgrimage.

The Minister of Yardley Hastings United Reformed Church will be scoped as a 25 % ministry. The Minister will be called by the Church Meeting and exercise his/ her ministry in partnership with the elders, members and community of Yardley Hastings United Reformed Church. The congregation will have prepared a pastorate profile on the basis of which the suitable candidate will be sought. The Minister will be responsible to the elders and Church Meeting of Yardley Hastings United Reformed Church and will play his/ her part in the Northamptonshire District Council and the East Midlands Synod.

The Chaplain of the Yardley Hasting Centre for Children's and Youth Ministry will be scoped as a 50% ministry. The minister will exercise his/ her ministry in accordance to the requirements indicated below:

1. The Chaplain will exercise pastoral care for all those involved in the life and ministry of the Yardley Hastings Centre

2. The Chaplain will exercise care for the spiritual development of the Community Team and for those who use the Centre

3. The Chaplain will have pastoral care for those out-with the Centre, specifically for the community team on placements away from the Centre

4. The Chaplain will be available to support the Centre on a rota basis alongside other staff

5. The Chaplain will be available to lead events at the Centre on roughly the basis of one per six weeks

Youth Ministry Consultant In this part of the ministry we are responding to the invitation to the whole church expressed in the review (General Assembly Reports 2002, p200). We recognise that the invitation was delivered to the whole church, but we also recognise that to get a difficult task done it helps if the Church declares that it lies on someone's agenda. This consultancy will not solve all problems in relation to the Church's ministry with young people, but it should be so designed as to help us in this most testing of pilgrimages. Integral to the role of Chaplain will be the responsibility to act as consultant in Youth Ministry. The Task Group identifies Youth Ministry as opposed to Children's Ministry as it recognises that, already, the United Reformed Church, through the Youth and Children's Work Committee, is being served excellently by the Children's Advocate and the Pilots' Development Officer. There may be additional duties for the Secretary for Children and Youth Work, to have a consultant as is being suggested will be helpful.

There is need for further exploration. The Task Group believes that between Mission Council and the General Assembly it would be possible to explore this side to the proposed ministry in detail. The Minister would need proper support for this and would need to be linked into the work being done by other denominations, further the Task Group recognises that there may well be sources of funding which would provide support for such a ministry. The theology section of the 2002 review is the basis on which this part of the ministry is to be based. The nature of this ministry would depend on the particular skills, experience and personal gifts of the person appointed to the task. The ministry would be designed to help inform and equip the United Reformed Church in this ministry which puzzles so many in these early years of the 21st century.

The elements that of this ministry include:

• An effective support, advisory and reflection group

• Partnership wherever possible with other denominations and organisations

• A clear link to a place of study (there are excellent models of how the church as well as the individual concerned can use study in a mutually beneficial way)

• A continuity between the ministry of Chaplain and the Consultancy work

• The Task Group would seek to limit the amount of time the Minister would be away from Yardley Hastings

• This part of the minister's role should relate specifically to FURY council, FURY Assembly and other aspects to the life of FURY as may develop as a result of the 2002 review and as may be agreed with FURY Council

Support, Advice and Reflection

There is always great danger in the creation of posts which are spread over too many responsibilities and which can result in an unfocused ministry which is satisfactory neither for the minister nor for those with whom the minister is called to serve. It is, therefore, planned that there should be one reference point for the minister that brings together the totality of this ministry. This reference point is to be entrusted to a particular group which shall be known as The Yardley Hastings Minister and Chaplain Support, Advisory and Reflection Group (SAR Group).

Purpose

The purpose of this SAR Group is:

• To hold this ministry together.

• To provide a focus for the Minister to reflect on the totality of this ministry, to seek advice and insight

• To provide regular opportunity focus where the minister may reflect on the direction and emphases in the total ministry and in the consultancy role in particular

Membership

The Yardley Hastings Minister and Chaplain SAR Group shall consist of:

• 2 representatives of the Yardley Hastings United Reformed Church

• 2 representatives of the Youth and Children's Work Committee

• 2 representatives of FURY Council

• 2 representatives of the overseeing body (to be clarified, possibly a college) for the consultancy side of ministry

• 1 representative of the Yardley Hastings Centre Executive Committee

• 1 representative of the Northamptonshire District Council

This Support, Advisory and Reflection Group shall appoint its own Convenor and Secretary. The cost of its meetings will be from within the Centre budget. It will normally meet at the Centre at least once every two months.

Funding

The Yardley Hastings United Reformed Church will scoped 25% ministry and contribute to MMF according to the principles of the East Midlands Synod.

The 50% ministry of Chaplain will be an Assembly appointment, the stipend coming through the MMF of the United Reformed Church, the expenses coming through the budget of the Yardley Hastings Centre for Children's and Youth Ministry.

The 25% Consultancy Ministry will ultimately be the financial responsibility of the Assembly for stipend and the Centre as far as expenses are concerned but the Task Group believes that there is the possibility of external funding for this work.

(The Centre Treasurer shall handle the funding of the post.)

Wider responsibility

The Yardley Hastings Minister and Chaplain will be an ex officio member of the Centre Executive, and the United Reformed Church's Youth and Children's Work Committee.

Appointment process

If the Assembly accepts the recommendations of this Task Group and the District Council continues to scope Yardley Hastings United Reformed Church at 25% then the Moderators' meeting should immediately seek suitable candidates for this post, making introductions in the usual way.

The Youth and Children's Work Committee in association with those responsible for the appointment of Assembly staff will arrange for an appointment group to be available to interview candidates when one is identified by the Moderators' meeting. If a candidate is acceptable to the appointment group then the candidate can be introduced to the congregation through the interim-moderator in the normal way. If the Church meeting calls the candidate then the District Council along with the Youth and Children's Work Committee and Assembly Secretariat shall arrange for induction service to take place in Yardley Hastings.

Details and cooperation should be worked out before hand between the interim moderator and the Assembly Secretariat.

The Deputy General Secretary should be the line manager for the Minister/ Chaplain

APPENDIX III

Additional matters for the post of Youth Secretary

The Task Group has suggested the following amendments in light of the decisions about Youth Secretary made by the Mission Council in March 2003.

• The Youth Secretary shall live accessible to both Yardley Hastings and Tavistock Place

• Additional responsibility - also for co-ordinating the work of all Assembly staff working with children and young people.

• Key Tasks, amend key task number 3, to read, 'As prima or primus inter pares, to co-ordinate the work of and to collaborate with the Children's Advocate, Pilots Development Officer, The Director and staff of the National Youth Resource Centre, the Assembly responsibilities of the YCWT Team, to liaise with the Chaplain.'

• Additionally, to be a full active member of the Centre Executive Committee.

APPENDIX IV

Executive Committee - membership and terms of reference.

1. The Executive Committee has a key role to play in the monitoring and oversight of the Yardley Hastings Centre for Youth & Children's ministry.

2. The Executive Committee has an advisory role to play, it is not in the line management structure, but this is not to minimise its role.

3. The Executive Committee has a membership which includes representatives from the local church (3), the Secretary for Youth & Children's work, The Director of the Centre, a representative from the Youth and Children's Work Trainers (1) together with a representative from FURY council (1). Plus 3 other people chosen by the Youth and Children's Committee for their particular skill(s)/expertise. These appointments will need to live within easy reach of the Centre. Additionally, they should be people who will complement the skills of the Director of Yardley Hastings Centre, taking into account the particular skills and attributes of the Director.

4. The Convenor of this Committee will be appointed by the Youth and Children's Work Committee. However the Convenor will not be a member of the Children's and Young Persons staff group.

5. The Executive Committee will ensure that this centre has clearly as its focus the opportunities for children young people and others who use the centre and its services to explore their faith, ensuring that opportunities are readily provided for private and public worship.

6. The Executive Committee will ensure that there is a robust financial monitoring system and will have as one of its key tasks that of income and expenditure monitoring.

7. The Executive Committee should ensure that it is properly informed and aware of the services provided by the centre, both within the centre itself, together with services given to local churches and elsewhere.

8. The Executive Committee is to concern itself with ensuring that all legislative requirements are being met, be these child care, health & safety, food hygiene, employment related or whatsoever.

9. The Executive Committee is not there to make day to day decisions, nor to usurp or circumvent the role of the Director, or the Secretary for Youth and Children's Work. They are there to complement the skills of the Director and to bring a local, lay element into the planning and performance of the service.

10. The Executive Committee is there to assist the staff, by bringing ideas, views and feedback to the centre, to question and be aware of the activities and the programmes, the plans that are being considered.

11. The Executive Committee is a 'sounding board' for suggestions, ideas and general 'blue sky' thinking on development of services to young people within our church.

12. The Executive Committee will also concern itself with the breadth of service development within an ecumenical context.

13. The Executive Committee is to monitor the service given at the centre, to satisfy itself that the report submitted by the Task Group to general Assembly, July 2003, is still relevant and being implemented.

14. The Executive Committee is there to assist the Youth and Children's Work Committee and to bring to the attention of this committee any concerns or problems they perceive.

15. This is in no way to detract from the main role of the Executive Committee which is to work with the Secretary for Youth and Children's work, the Director of the Centre, the Chaplain and all others in ensuring that the best possible service is given to all those who use this centre and its services.

APPENDIX V

Budget for Yardley Hastings being developed for a five-year period

The following budget has been developed by the Centre Minister and the Local Action Group in support of the option preferred by the Task Group. Income is shown by activity and where possible an estimate has been made of the number of people who will benefit.

OTHER CHRISTIAN ORGANISATIONS

OTHER

EXPENDITURE

URC beneficiaries approximately 1400, i.e. approximately £70 per person.

Please note the Expenditure figures do not include the cost of the Centre Chaplain.

CAPITAL EXPENDITURE

BED OCCUPANCY

Currently 40 beds are available for visitors. A larger Community Team and the need for more office space could reduce this number to 30. In 2002, 3331 bed spaces were taken out of a capacity of 13,600, an utilisation of only about 25%. Under the preferred option capacity is reduced and utilisation increased as follows,

Weekend 1640

Capacity 2500

Utilisation 66%

Midweek 3761

Capacity 6000

Utilisation 63%

Total 5401

Capacity 8500

Utilisation 64%

APPENDIX VI

Budget for Yardley Hastings no longer being used by the Assembly

The following budget has been developed by the Centre Minister and the Local Action Group in support of the option to close and sell the Centre. The costs are those for keeping the property up to the point of sale and agent's fees for preparing proposals for disposal. No value is shown for the proceeds of sale and no costs are shown for re-housing the local church.

It seems unlikely that approval will be given for anything other than use for residential accommodation.

The local church assumes that as they gave the old manse to the Centre they will be given use of the new manse.

To this should be added the cost of housing and running elsewhere those activities/ meetings etc that would normally have been held in the Centre.

EXPENDITURE (£)