by Revd Canon Mark Bennet, Team Rector in the Thatcham Team and member of General Synod
I reviewed a book a while back for the journal Practical Theology. Written by Gail Cafferata, and based on research mainly in the US, it was called The Last Pastor: Faithfully Steering a Closing Church. It was about how to close a church well, and what happens to people and buildings and resources and memories afterwards. Published in 2020, strangely it appears not yet to have appeared on the reading list of any course I am aware of in Church leadership – in spite of the fact that there are in fact many people who do close churches, and closing them well is very much better than closing them badly. If it is a common task – and Cafferata contacted over 130 pastors in five different denominations – then why are we not intentionally learning lessons from those who wear the T-shirt? It is an example of the learning we don’t want to do – we’d rather be (against the trend) growing churches and doing exciting things rather than attending to what is actually in front of many of us.
None of us want to face a major safeguarding issue in our context – my own context is a parish. But if we do face such an issue, it would be good to have some deep research which goes beyond crisis and reputation management. Within six months of taking on my role of Team Rector I had to deal with two situations involving two different youth leaders in the parish, one of whom ended up spending time in prison. I mentioned an outline of my issues in a speech at the July 2023 General Synod in the debate on safeguarding reviews. ‘Lessons learnt’ is a term used all the time in these reviews, but I mentioned in passing the learning we apparently don’t want to do, about treating victims and survivors well over the long term. But my main focus (which the Church Times missed in its Synod report) was on the learning we haven’t even thought of doing: about the impact on, and care of, communities in which abuse has happened. When it happened to me, I had no body of learning to which I could refer to guide me in my unexpected and unwelcome new context.
I hope that such experiences have a low incidence, but over time even a low incidence of scarring and damage unhealed can start to have a substantial impact, as cases mount up. Do you know what it feels like to face the prospect of doing youth work in the face of the “younger and more diverse” agenda when there has been a double betrayal in the parish? That has been one of my questions, but if the damage is low incidence, we must note also that our contexts of ministry are very diverse. Not many will have a single church building serving a parish of over 25,000 people. So I was arguing at Synod that we need, as a church, to capture, consolidate and reflect on the learning from the contexts where abuse has happened, so that people like me have resources which have a chance of mapping onto something like their own situation if the worst happens to them. It may be that reviews are the wrong tool for this work and that ongoing intentional research would capture the learning and the stories more effectively.
What I do know is that if no-one is learning, then mistakes will be made – and no-one has yet put themselves out to learn from me and my experience. It is hard work to be the pastor of a congregation in which abuse has happened. In many cases it seems to divide the community between those who believe the stories are true, and those who would defend a “good person” or the reputation of the church. My journey covered five years, conflict, unexplained decisions and judgments and a serious case review encompassing the church and two schools (I was chair of governors of one – not, as it happens, a church school). The impact lasted for longer than that. Just to illustrate some of the questions which arose for me over this extended period:
How do you preach over time: are there problematic Bible passages?
How do you negotiate your relationship with local schools where you are a governor and parents are getting their best information from the local newspaper?
How do you deal with newspaper stories in those community contexts?
How do you manage a PCC which knows little of the story? And Churchwardens likewise?
How do you manage a team when some can know things that others do not?
What are the considerations about continuing the youth work in the parish (other partners may be involved)?
How do you survive the incorrect comments and factually inaccurate narratives which emerge in your community when you can say nothing to challenge them?
How do you cope with being called “paedo” in the street or in a public place?
The demands and pressures of being embedded in a community where abuse has happened over a considerable period are not comms issues, or problem solving, or even sometimes actually safeguarding issues – they are issues of relationship and trust, and at heart are pastoral issues. As I mentioned in my speech, a community can be strongly divided, with emotion running high – as a work context, it can be demanding and at times relentless.
I hope I never face the same issues again – my learning is of little use to me. But it could be of huge value to an unknown colleague facing some of the same challenges in a different context. What do we lose by putting ourselves out to learn the lessons?