Wesley House in the 2010s

(part i, to Summer 2014)

​​1. Strategic Context & the Fruitful Field Process

a. Emergence of Fruitful Field

• The Fruitful Field review proposed significant reforms to ministerial training, aiming to reduce the number of training institutions and create two national training hubs.

• From 2011, Trustees recognised the strategic uncertainty it posed to Wesley House, triggering risk assessments and internal planning.

b. Advocacy for Wesley House’s Role

• Wesley House submitted detailed responses to the consultation, promoting its:

  • Ecumenical setting in the Cambridge Theological Federation.

  • Access to world-class academic resources.

  • Diverse, international student body.

  • Methodist ethos and historic presence in Cambridge.

  • Capacity to serve a global Methodist Church.

• Trustees, staff, and students all contributed to this advocacy, with particular concern for candidating students and staff in closing institutions.

c. Risks and Delays

• Trustees warned that delays in Connexional decisions put Wesley House at risk of financial insolvency by 2014.

• The Church inspection of 2011 and the requirement for an Inspection Action Plan in 2012–13 further stressed the need for a clear resolution from the Methodist Church.

d. Outcome and Strategic Pivot

• It became clear that Wesley House would not be designated a Connexional training hub.

• Planning shifted decisively toward a new, independent future focused on postgraduate theological education, international engagement, and a reimagined Methodist presence in Cambridge.

 

2. Governance & Incorporation

• In 2014, Trustees signed a new Trust Deed, laying the legal foundation for Wesley House to operate as a charitable company.

• Governance reforms included:

  • Defining a quorum (six Trustees, five of whom must be Methodists).

  • Establishing a Transition and Development Director role (Bob Evans).

  • Planning the transfer of assets and endowments under the new structure.

  • Preparing a business case for long-term sustainability, separate from Connexional funding.

 

3. Strategic Vision & Restructuring

• Wesley House embraced a new mission as a centre of postgraduate theological scholarship rooted in the Methodist tradition.

• A steering group was created to oversee the transition.

• A new prospectus and marketing materials were produced and shared at Methodist Conference.

• Trustees and staff emphasised Wesley House’s global, ecumenical, and academic contributions as part of this future direction.

 

4. Financial Oversight

• Wesley House’s finances stabilised during this period:

  • Unqualified audit results and reduced risk indicators.

  • Repayment of a loan from Chapel Aid.

  • Responsible drawdowns from investment reserves to support operations during transition.

• Trustees approved disposal of surplus items ahead of redevelopment and managed tenancy arrangements for the Principal.

 

5. Academic & Ministerial Life

• The tutorial team, led by Revd Dr Jane Leach, Revd Dr Jonathan Hustler, and Revd Dr Cindy Wesley, delivered teaching and research in areas including:

  • John Wesley’s sermons

  • Methodist spirituality and formation

  • Development of new MA-level courses and Holy Week conferences

• Sabbatical and visitor programmes were reviewed due to low uptake.

• Tutors were commended for resilience and creativity amid transition.

 

6. Student Life & Community

• The student community was diverse, engaged, and resilient despite institutional challenges.

• Trustees regularly expressed appreciation for student leaders and their role in sustaining communal life.

• Chaplaincy and alumni links were prioritised to maintain long-term relationships with students post-transition.

 

7. Estates & Redevelopment

• In 2013–2014, Trustees approved the sale of the Jesus Lane site and initiated planning for redevelopment.

• Property and Health & Safety Committees were dissolved; responsibility transferred to the Transition Director and F&GP.

• A Preventative Maintenance Plan and compliance with Connexional grant conditions ensured basic safety during this transitional phase.

 

8. Compliance & Quality Assurance

• A major Church inspection in 2011 required a detailed Inspection Action Plan, implemented over two years.

• By April 2013, the Lead Inspector confirmed compliance and closure of the inspection process.

• The Cambridge Theological Federation passed its QAA inspection in early 2014, further affirming academic quality at Wesley House.

 

9. Methodist Church Engagement

• Ongoing interaction with:

  • Methodist Council

  • Ministries Committee

  • Connexion officers

• Despite not being selected as a training hub, Wesley House remained engaged as a Methodist presence in theological education, planning for independence while preserving its heritage and relationships.

• Special events like Founders and Benefactors Day and visits from Methodist leaders were used to maintain visibility and support.

 

10. Federation Relations

• Wesley House remained a committed member of the Cambridge Theological Federation, participating in governance reform and programme validation (transition to Durham’s Common Awards).

• CTF Trustees worked to secure Highly Trusted Sponsor status for international students.

• In 2014, Professor Simon Lee became the Federation’s Executive Director and attended Trustee meetings to support closer alignment.