Impact case study database

The implications of innovative research at King’s Business School gained widespread attention within the Church of England. The findings contributed to a significant organisational shift towards evidence-based policymaking within the Church, improving clergy effectiveness and the wellbeing of their communities.

Encouraging a shift to evidence-based policymaking in the Church of England

The project produced over 20 internal reports for the Church of England, tackling issues related to clergy wellbeing and effectiveness across the country [A]. The reports were viewed by a range of national policy bodies, including the House of Bishops and Ministry Council, and discussed annually at the National Continuing Ministerial Development Panel. As noted by Dr Tim Ling, former Head of Ministry Development in the Church of England, “The results [referring to A, (i)] were circulated to all diocesan Bishops in the Church of England and to their lead offices. This resulted in active debates about the nature of good practice, resource allocation and policy development” [B]. The research was drawn upon within key debates regarding clergy wellbeing at national and local levels [C]. For example, in June 2017, the General Synod dedicated a large proportion of their meeting to discussing clergy wellbeing, keeping the findings from this research at the heart of discussion on the need to better understand wellbeing issues for change to occur [C, (i)]. The research contributed to conversations about clergy work more widely, with the Church Times publishing three articles about the findings [D]. The articles highlighted the need for greater support for clergy under pressure, explicitly stating that “the study will inform ongoing work in the House of Clergy on well-being” [D, (ii)].

These sustained conversations led to a shift in thinking within the Church of England. A major legacy of the project is its role as a catalyst for a change in the organisational mindset relating to evidence-based policy development within the organisation. As noted by Dr Ling “… the decision-making culture within the National Church of England in this area has fundamentally changed in terms of the extent to which it draws on evidence and has resulted in increased investment in new research to support future policy decision, including the appointment of a full-time researcher in its Ministry Division nationally to lead on the Living Ministry Project” [B].

Enhancing clergy wellbeing and effectiveness

The shift to evidence-based policy-making across the Church of England has had a concrete, positive impact on the working lives of clergy. The evidence provided by King’s research led to higher investment in clergy wellbeing and professional development. One of the most significant and high-level impacts was on the future of nationwide theological education. The research provided evidence to support a major review by the Archbishops’ Council, seeking to understand the impact of investment on theological education nationally (GBP12,000,000 per annum). “The findings influenced how individual dioceses invested in continuing professional education shifting their practice and investment to areas of work identified by the research as being effective. The work also informed the formation of a new national Nurture Course (Pilgrim) for new Christians” [B].

A second notable investment, again in direct response to the research findings, is the Mission Partnership Development Worker (MPDW) project launched by the Diocese of Sheffield. The Church of England granted the Diocese GBP1,000,000 to run the MPDW project from 2015 to 2021 [E]. The project provides administrative support to clusters of 33 neighbouring parishes in the most deprived areas of Sheffield to allow clergy to devote more time to their calling and connecting with parishioners. A video prepared by the research team to promote the scheme to prospective clergy members of the Diocese of Sheffield features clergy who found the new scheme helpful. Rev Philip Ireson explains that he has noticed a difference in his workload since the beginning of the scheme: “I can now be thinking of developing youth work, for instance, which I couldn't have done” [F].

Thirty clergy members gave further description of the impact that the project had had on their lives, demonstrating a reduction in their administrative workload, freeing time for other activities. For example, two years into the MPDW project, compared with those from a control group (n=18), clergy with a support worker (n=13) reported spending more time on mission-related activities and performing activities that they feel competent at [A, (iii)]. Other reported advantages of reduced administrative workload included feelings of connectedness, closer working relationships with clergy in other parishes and more opportunities to share resources and ideas. The Project Manager to the Diocese of Sheffield, Graham Millar, noted the value of the scheme beyond clergy wellbeing: “ the Mission Partnership Development Workers have benefitted clergy in receipt of such workers, parishioner attendance and the financial position of their churches” [E].

Improving community life in the Dioceses of Sheffield

The MPDW project created jobs for nine support workers and potentially benefitted the 3,000 parishioners within the parishes that received additional support. For example, findings in internal reports produced for the Church of England [A] demonstrated that clergy with support were able to spend more time working with children and young people within their parish. A year later, the support workers remained in their roles and virtually all clergy involved in the project cited community events and new parishioner-led activities that were made possible by the project. One priest with a support worker reported that “having an MPDW lift the burden of admin has enabled me to spend more time with people, in particular running groups and courses in evangelism and discipleship. These groups and courses have been hugely beneficial in the spiritual health of our church family”. [A, (iv), p2] Another clergy member stated that “Within six months [of getting a support worker] we have got a messy church off the ground, new Sunday morning activities, more school engagement” [A, (iii), p6].

Two prominent parishioners in the diocese noted the impact of the scheme on the activities and initiatives that were run in their parishes:

“The parish nursing programme would not have happened without our Development Worker and it has greatly impacted the community by encouraging healthy children and families in one of the ten most deprived parishes in the country. The nursing scheme reaches out to people who are on the fringes of society who otherwise could not or would not contact GP services, because they may not have the means or confidence” [G].

“Having a Development Worker means we are more capable running larger events that extend much further into the community… activities included soft archery and Dr Bike and the event was attended by the police, fire, and ambulance services (who brought their vehicles). The children saw the emergency services in a different light which is hoped will build trust between children and these groups. Building such trust is crucial, especially with the police” [H].

Overall, the seven-year King’s research programme has significantly influenced decision-making within the Church of England, leading to enhanced clergy wellbeing and effectiveness, and improved activities and services for the parishioners of the Diocese of Sheffield.