The 2000s

The Trustee minutes for the decade show various themes that were discussed regularly.

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1. Core Mission and Ministerial Formation

• The Trustees consistently reaffirmed Wesley House’s primary purpose: the formation of people for ministry (lay and ordained), particularly within the Methodist tradition.

• Formation was a recurring strategic focus, often emphasized during discussions about Federation strategy and resource allocation.

• Increasing emphasis was placed on new patterns of training such as Continuing Development in Ministry (CDiM), pioneer ministry, and international exchanges (e.g. South African student links).

 

2. Strategic Reviews and Governance Reform

• A significant strategic review process began in the mid-2000s and intensified after the 2009 Strategy Away Day.

• Reforms introduced:

  • Skills audit of Trustees

  • Fixed terms of office for Trustees

  • Establishment of a Standing Committee for more responsive governance

  • Clarification of Trustee vs. operational staff roles

  • Appointment of a Trustee Secretary (role oversight and implementation tracking)

• Trustees also explored their legal and fiduciary responsibilities in light of Trust Deed interpretations and Charity Commission requirements.

 

3. Finance, Property, and Sustainability

• Deficits and cash flow issues arose repeatedly—most notably a £207k deficit in 2007/8.

• Key financial actions:

  • Improvements in rent collection systems

  • Delegation of financial decision-making to the Finance & General Purposes (F&GP) Committee

  • Appointment of a Finance Manager by 2010 and devolved budgeting to staff

• Regular property-related investments, including:

  • Chapel refurbishment

  • Boiler replacement (with ongoing issues)

  • Compliance with DDA and H&S regulations

  • Library and archive upgrades

• Maintenance backlog remained a concern throughout, alongside rising costs and aging infrastructure.

 

4. Federation Relations

• Wesley House was deeply involved in the evolution of the Cambridge Theological Federation:

  • Trustees often questioned the visibility of Methodist identity in ecumenical structures

  • Discussions centered on space allocation, academic staff loads, and shared governance

  • Regular concern about Wesley House’s voice within Federation strategy groups

• Reviews of the formal relationship with the Federation were initiated and tracked from 2008 onward.

 

5. Student Community and Educational Life

• Student numbers remained low, often between 8–12 annually.

• Students consistently praised the quality of teaching and practical ministry experience.

• Trustees valued student input and supported opportunities like mission projects, South African exchanges, and improved community diversity.

• Worship and community life were affected by numbers, but efforts were made to involve local preachers and integrate broader educational opportunities.

 

6. Staffing Transitions and Leadership Changes

• Significant leadership transitions:

  • The Revd Dr Philip Luscombe resigned as Principal (2010)

  • The Revd Dr Jane Leach appointed as new Principal (starting 2011)

  • Dr Stephen Plant resigned as Tutor (2010)

• Posts advertised for Vice-Principal and Director of Pastoral Studies

• A unified staffing structure was implemented; however, employment vehicles and terms remained a work-in-progress for several years.

 

7. Trust Funds and Legal Compliance

• Trustees began auditing and updating legacy trust funds (unchanged since 1997), with the aim of consolidating and using them effectively.

• Regular filing of Charity Commission returns became a standard item post-2009 to ensure compliance.

• Expertise in trust law and governance was flagged as a priority area for future Trustee recruitment.

 

8. Forward Planning

• Site development options (including possible sale of parts of Jesus Lane) and partnership approaches (e.g. with Woolf Institute or Jesus College) were informally explored.

• By 2010, Trustees signaled clear intent to move from crisis management to strategic sustainability, seeking:

  • Trustees with specialist skills (e.g. legal, engineering)

  • External input on strategic development

  • Consolidation of charitable and financial oversight practices