6. Some Facts and Figures Most Patrons come to St Peter’s because its quiet, friendly, peaceful and a cheap cup of tea! 79% of the Patrons come to St Peter’s for the coffee shop, only 7% use St Peter’s for worship. Most Patrons have been coming here for over 5 years, some for over 15 years. 50% of the Patrons are aged from 60 upwards, and the other 50% are mainly adults and their children – there is no real engagement with teens and young people. 81% of Patrons think the Centre’s money goes back into the Church, when instead it is held and managed by the centre.
7. St Peter’s Issues The Ecumenical Vision could be better met. The Centre struggles to act as a true ecumenical platform and the gospel is not being spread as well as originally envisioned. The Heritage of the Church is sadly neglected and is in danger of being forgotten. The cost of the building’s upkeep is not being met. Larger aims and Missions of the Church of England are not being met, such as Fresh Expressions. Division of management between the Church and the Ecumenical Centre makes items such as, health and safety polices, insurance and building maintenance difficult and expensive to administer
8. What About The Future? St Peter’s future is uncertain. Its income doesn’t match its expenditure, and the original ecumenical vision is not being met as well as it might be. We wish to unite the Church and the Centre, and put St Peter’s at the heart of the city. We wish to introduce a Fresh Expression for the Church, using it as a Church of the Night, and to engage with non-church young people. We wish to improve the facilities in St Peter’s, creating an improved centre to better serve the community and its socially excluded.
9. The Review The Review was undertaken November last year, and the final version was published this July. The review outlined the issues already mentioned, and it also outlined three solutions for the development of St Peter’s, which are considered later in this presentation.
10. The Project’s Strengths The St John and Peter’s Heritage Project was set up as a sub-committee of the PCC, and was given responsibility for the development of St Peter’s. The SJP team has myriad skills that they can use to help develop St Peter’s. Here is an overview of what they have achieved thus far in 2 years Created a shop and refreshment counter for St John’s Received £130,000 from English Heritage to repair upper stonework of St John’s Recruited 46 volunteers; 86% of whom are not from the parish Built links with 3rd sector; i.e. the University, Chester Renaissance, Cheshire West and Chester Council Implemented best practice procedures and full health and safety codes Built an Internet Café in St Peter’s, used by all sectors of the community, but particularly the unemployed and socially excluded. Launched an appeal for St John’s and secured £500,000 from the Duke of Westminster over 10 years Secured £160,000 from the council to improve the area around St John’s and link it with the amphitheatre
12. ‘Solution 1 - Separate Entities’ The PCC and Centre Management Committee continue to operate the Church and Centre independent of each other. Health and Safety policies would need clarification and elucidation. The constitution of the Centre would need clarification and rewording. The Centre would contribute £11,492 p.a. to the Church, however the financial security of the Church is not guaranteed. There is no certainty that Ecumenical Activities would be developed and expanded.
13. ‘Solution 2 – Third Party Control’ The Church would be rented to a private provider for c.£25,000 p.a. Health and Safety and public liability would be clarified as the Provider would be solely responsible. Religious services would still continue, and the Provider would have to close for services. The Church may become more widely publicised, however the Parish would lose control over how the Church is perceived, as the Provider would dictate the terms of their own publicity. Renovations and refurbishments would be more difficult, as the Provider would have to be consulted before any changes could occur. St Peter’s would lose the facility for low cost refreshments, which the popularity of our cafe make clear is necessary. There would be no opportunity for Ecumenical development at the heart of the city.
14. ‘Solution 3 – Single Body Management’ The PCC would take over full control of the management of both the Centre and the Church. This would bring financial stability as all money would be properly managed and reinvested into the Church. 10% of the Centre’s income would continue to be donated to charity. Facilities would be improved, with additions such as a second toilet, and the opening of the South Gallery. Volunteer management would be clearer, with Best Practice and Code of Conduct Guidelines put in place. They would also be given more representation, for example one volunteer would sit on the PCC in order to have the Volunteer’s views made known. Clear parameters would be put in place for the future development of St Peter’s. Ecumenical development, alongside ideas such as ‘Fresh Expressions’, would be guaranteed to be introduced. The Church would be used more as a faith building, working in partnership with organisations such as Cheshire Churches Together, The Light Project and the University of Chester.
15. Where we are Today? The Review has undergone public consultation, and a large amount of feedback has been received from various parties.
16. Feedback Informal feedback has brought up a concern regarding the finances of St Peter’s . The fear has been expressed that we are just after the money the centre holds, and some are concerned that the money will not be solely reinvested back into St Peter’s. Whilst financial details can be addressed more fully at a later date, we have looked at developing an alternative solution to address the various issues raised. Each of the solutions previously presented raised issues, with none of them proving to be without problems. As such a new solution is being crafted.
18. Solution 3.1 St Peter’s Development Trust Solution 3.1 would work on broadly similar terms to solution 3 – both the Parish and the Centre would be united, and managed by one body. In solution 3.1 this governing body is not the PCC, but instead would be a Trust, constituted under the PCC and set up specifically to manage St Peter’s and the Centre; ensuring that the finances are properly managed and that the Christian mission can be properly developed. The ‘St Peter’s Development Trust’ would therefore be a joint venture between the PCC and the Management Committee, aiming to meet the goals of the previous mission statement.
19. The Trust would have five key areas of development: Faith/Mission Development: Promotion and implementation of new ecumenical activities. Development and implementation of Fresh Expressions, such as using St Peter’s as a Church of the Night. Community Development: Develop the IT facilities, the Cafe and look at creating more provisions for the ‘down and out’ through community outreach. Restoration and Building Development: Restore the fabric of the building, and plan and fund renovations such as the re-opening of the South Gallery.
20. Heritage Development: Development of visitor interpretation. To produce better literacy in the history of the building, and look at using IT for this purpose. To engage with outside agencies, such as Chester Living History, in order to promote St Peter’s history. Financial and Best Practice Development: To ensure that finance is properly reinvested back into St Peter’s. To develop volunteer Best Practice and Code of Conduct guidelines. To ensure Health and Safety regulations are transparent and enforced. Income Development Mission
21. Whatever the Solution the Focus Must Remain; Non-Churched Young People Community Development The Vulnerable and Downtrodden The Christian Mission Heritage Development Fresh Expressions Faith Development Ecumenical platform Building Development Volunteers Social Development Community Outreach St Peter’s needs to re-order itself in order to nurture what we have, and grow for the future.
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