- 104 -
CONCLUSIONS
Contrary to original intention, this study has not dealt
exclusively with one aspect of diocesan financial management, but has
ranged widely, and in parts only shallowly, over a large area. This
makes it difficult to summarise, and unwise for it to be too precise
in conclusion - it will probably be felt to have raised more questions
than provided answers - something which is not unusual in a new field
of research, but which may, justifiably, leave diocesan management
feeling something less than satisfied.
This result is partly due to the constraints - especially of
time - under which the study was conducted but partly also to the
inherently diffused nature of the diocesan management structure. Not
only is there no single person or group of persons who could be said
to be in total control - there is insufficient recognition that firm
control is necessary if the Church is to adequately handle the
economic and financial problems it is increasingly facing. Parish
stands jealous of parish, diocese cooperates not with diocese, and
each level views with caution the prospect of greater control being
exerted by any higher level. Indeed the Church of England as a whole,
and the Diocese of Bradford in particular, are uncertain about the
proper role in their organisation for management of their material
affairs. There is so much diversity, both theologically, which is
well known, and administratively, which has emerged from this study,
within the ranks of the Church that it is probably unwise to treat
it as an homogeneous whole. Opinions on the merits of good material
management range from those who see it as essential, to those who
dislike it intruding more than can reasonably be avoided. There must
be a consensus on this and a decision to settle on a point somewhere
along that continuum before much can be done to evolve practical forms
