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Vision and Strategy 

 Our focus to 2030

I am not ashamed of the gospel, because it is the power of God that brings salvation to everyone who believes.

Romans 1.16

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Throughout our history, CPAS has been marked out by a radical missional imagination, focused on helping local churches respond to the cultural needs of the day.  Today, the needs of UK churches continue to change, giving us unique opportunities which have shaped our strategic priorities for this five-year period.  Though our culture is changing, the gospel of Jesus Christ remains as transformative as it has ever been. 


 

Identity


CPAS is an Anglican evangelical mission agency working with churches, mainly in the UK and Republic of Ireland.

Purpose


CPAS enables churches to help every person hear and discover the good news of Jesus Christ.

Vision


CPAS works to see a Christ-centred, Bible-based, evangelistically-focused Church where leaders serve to transform churches, pioneer new worshipping communities and deliver creative residential ministry, effectively helping children, young people and adults hear and discover the good news of Jesus Christ. 


Prayerful Aspirations


Our four aspirations which direct our work and which we are praying for churches:

Every church 

a pathway to faith 

Every leader 

a catalyst for evangelism 

Every Christian 

a courageous witness 

Every child 

a chance to explore Jesus 

Values


The founders of CPAS were inspired to ‘take the gospel to everyone’s door with a single eye to the glory of God.’ We continue to serve the mission of Jesus in our fast‑changing culture through a focus on equipping local churches and Christian residentials for contemporary mission.

 

As an Anglican evangelical mission agency, we are committed to the historic Christian faith, revealed in Scripture and centred on the life‑transforming gospel of Jesus Christ. We aim to use our opportunities for influence to foster this faith entrusted to the church, and work graciously with all.

 

CPAS has a track record of creating high‑quality resources to support effective Christian leadership in local churches and on Christian residentials. We want to be agile in creating well‑timed and innovative contributions which address the needs and opportunities which will face the church of the near future.

 

Because the same Spirit that raised Jesus from the dead is at work in the church today, we respond to challenges with honesty and with a confidence that is founded in our resurrection faith. We aim to be a non‑anxious presence, enabling Christian leaders who encounter us to face their pressures with renewed hope and courage.

 

Strategic Priorities 

 


In line with our aspiration that every child will have the chance to explore Jesus, we will do the following:

A. Develop resources and training to create discipleship pathways between churches and schools
  • We will encourage the development of discipleship pathways for Church of England primary school children through their local church.
  • Train clergy and headteachers to work together for Christian discipleship of children in Church of England primary schools.
B. Develop excellent leadership training to support local churches to reach and disciple children and young people

In this period, CPAS will develop a three‑fold approach to leadership training:

  • Clergy training.
  • Learning communities for CYP leadership teams.
  • Continuing professional development (CPD) for children, youth, and family ministers.
C. Re‑develop our support for Christian residential holidays

Recognising the key role that Christian residentials play in children and young people coming to faith in Jesus, we will:

  • Conduct and implement reviews of Venture and Falcon holidays.
  • Unlock the full potential of our Falcons fund to enable greater support for children living in areas of deprivation to explore the Christian faith and experience residential holidays.

In line with our aspiration for every leader to be a catalyst for evangelism, we will develop a ‘leadership through life’ pathway which is both integrated and relational.

A. Develop and promote a ‘leadership through life’ offer

We will develop a ‘whole‑life’ leadership journey, to enable Christian leaders to be resourced by CPAS at all stages of their life and ministry, e.g.:

  • Growing younger leaders as teenagers.
  • Training young adult leaders (18–25).
  • Discerning vocations.
  • Ordination training.
  • Curate training.
  • New incumbent training.
  • Arrow leadership programme (25–40).
  • Mid‑ministry training.
  • Moving on for those considering a new post.
  • Retiring well.
2. Develop a relational approach to supporting local church leaders

Church leaders benefit from our targeted interventions through courses, but many are asking for relationship. We want to respond through developing:

  • Group coaching circles.
  • Consultancy.
3. Explore ways of supporting church leaders working in areas of deprivation, such as
  • Facilitating a network for leaders working in low‑income communities.
  • Training for urban evangelists.
  • Exploring a grant‑funding relationship with key funders to achieve shared goals.
4. Deepen impact of current areas of work. We will:
  • Keep a high priority on leading in evangelism.
  • Promote and refresh ‘legacy’ resources.

The addition of 150 parishes to the CPAS Patronage portfolio in the previous five-year period has given CPAS increased influence as the largest patron in the Church of England. Amidst the current turbulence in the Church of England, we believe that patronage has a strategic role to play in enabling evangelical ministry to continue to flourish. Therefore, we commit to:

  • Develop a ‘Patronage Plus’ offer for CPAS patronage clergy.
  • Develop new models for appointments which are not reliant on historical rights of patronage.
  • Consolidate our place as an evangelical patron.

In order to better support our public-facing ministries, we will develop our core operational work to deliver a transformed digital infrastructure, confident and effective communications, clear and positive working practices, financial sustainability, and a healthy and robust safeguarding culture. We will:

  • Secure financial sustainability.
  • Transform our digital infrastructure.
  • A brand refresh.
  • Develop a carbon policy.
  • Develop staff terms and conditions.
  • Further develop our commitment to safeguarding.
  • Resolve complexities regarding governance and historic assets.