The Archdiocese of Chicago and St. James 2011-16 Strategic Pastoral Plan January 2011 (Archdiocese of Chicago/Brian Brach ) www.stjamesah.org
Why a Strategic Plan? • Align & focus so we all work as “one” on a common set of Initiatives that will help us achieve our Vision Ministry VS Wayside St. Jam es RE School www.stjamesah.org
Introduction All authority in heaven on earth has been given to me. Go, therefore, and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything that I have commanded you. And remember, I am with you always, to the end of the age. – Matthew 28:18-20 2 www.stjamesah.org
Introduction In each age with its particular challenges and promise, the Church must reclaim her responsibility for fulfilling – Archdiocese SPP document the mission entrusted to her by the Lord. The Archdiocese Strategic Pastoral Plan (SPP) • Will unite, align and guide us to work towards our holy mission of evangelization The St. James Strategic Pastoral Plan (SPP) • Will Guide us to implement changes to make us an even more vibrant Parish than it already is today 3 www.stjamesah.org
Introduction This Strategic Pastoral Plan is: Pastoral – because it is framed by pastoral realities Strategic – because it approaches a renewal of mission for the Church in the Archdiocese of Chicago in a series of organized and related steps Planning – because it offers not a set of detailed prescriptions or a fully elaborated blueprint but rather because it indicates important pastoral directions with some specific initiatives | 4 www.stjamesah.org
Introduction The St. James Strategic Pastoral Plan is a combination of the Archdiocese SPP and our own Parish Strategic Plan Executes the Archdiocese SPP as it applies to our Parish Supplements the Arc-SPP with our own Strategic Initiatives The Arch-SPP focuses on initiatives of evangelization that will bring us closer to God and our relationship with Jesus The St. James plan addresses more operational issues to help make us more Inclusive, Connected and Involved Is a 5 year plan with Annual Initiatives that work towards our Overarching Goal. 5 www.stjamesah.org
The Strategic Plan Chicago St. James Parish Archdiocese “To be a vibrant and growing Catholic community as Vision the body of Christ.” (Chicago-Archdiocese) “The values of the Archdiocese [and St. James] reflect Values the values of Catholicism and…are a given for planning purposes.” (Chicago-Archdiocese) Mission St. James Mission Statement Arch. Goals + Strategic Plan 5 Arch. St. James unique applied to St. 5 Overarching Goals Goals goals James Annual Arch. Initiatives St. James unique + Annual Initiatives Themes applied to St. initiatives & Initiatives James actions Improve the number of active, 20% Overarching goals involved & participating parishioners Growth by 20% by 2016 www.stjamesah.org
Introduction This Strategic Pastoral Plan is the result of a process of discernment and reflection that: Listened carefully to pastoral realities Collected research on the faith life of Catholics in the Archdiocese of Chicago Drew from the most effective principles of good-functioning systems and organization Most importantly, tried to detect where God is leading us in this moment | 7 www.stjamesah.org
The Process at St. James STEP ACTION I. Vision, Values, and • Reviewed each & made sure they are Mission Statement clear & guide us II. Gathered Data Listened • St. James Survey of Parishioners & leaders • How are we doing at St. James specifically? • Archdiocese conducted a survey of the entire Chicago Archdiocese (McKinsey) • How are doing as Catholics in the area? III. Parish & Community Analysis • Analyzed all data to develop a list of Findings & corresponding Initiatives that are “Strategic for success” IV. Objectives & Goals • Developed the Strategic Plan with Strategic Objectives www.stjamesah.org
Pastoral Phenomena that Led to the Planning Process (Archdiocese) Formation Parish Vitality/ Evangelization Finance An uncertainty that a new A perceived drift generation or even the Fewer and fewer people among many from previous one has the tools are supporting an A perceived drift among practice of the faith, to express and live out the increasingly aging many from practice of the e.g., Sunday faith, including: knowledge infrastructure faith, e.g., Sunday attendance of doctrine or teaching, attendance Although there are knowing the ways of prayer, Uneven commitment Uneven commitment to the shifting demographic and familiarity with to the Church in needs, we do not have a Church in general and to principles of morality that general and to the corresponding capacity the parish in particular direct decisions and parish in particular to shift our material A growing perception behavior resources for maximum A growing perception among many that the As one moves to younger among many that the efficiency parish is more a service and younger people in the parish is more a The most visible, active, delivery system than a Church, there is a service delivery and supportive community of faith proportionate decrease in system than a population in the Church the ecclesial socialization community of faith is aging rapidly and is or a sense of belonging to not being replaced by the Church younger people Catholic education issues are being addressed simultaneously by the Office of Catholic Schools and the Archdiocesan School Board. Issues deferred for future study: Vocations / Leadership Development and Social Justice | 9 www.stjamesah.org
Pastoral Phenomena (St. James) Information & Inclusiveness & Involvement Communication Inviting People need a personal People who are new to St. Overall the majority of St. connection to St. James James, or are just starting James Parishioners feel A perceived drift among in order to become out to getting involved, welcome, comfortable, many from practice of the active & involved. many times, do not know and happy. faith, e.g., Sunday how or where to start. People’s busy lifestyles attendance There are some people prevent from becoming St. James is so large it can Uneven commitment to the that feel alienated and involved, or put caveats be overwhelming. this must be considered Church in general and to on their volunteered and acted upon to There is a need for the parish in particular time. achieve the highest effective, state-of-art A growing perception success in Parish Vitality. Many people do not feel communication to reach all among many that the comfortable with their parishioners. parish is more a service knowledge of our Faith delivery system than a or their leadership community of faith skills, thus do not get involved. | 10 www.stjamesah.org
Research Findings and Imperatives – Evangelization What We Found What This Means We Should Do Most Catholics who leave Focus on evangelization of teens regular practice of their faith do so by age 24 Focus on evangelization of parents , especially when children Most of the majority of are being presented for Catholics who do not attend sacraments Mass regularly are there on occasion and want their Build understanding of the children to receive sacraments meaning and value of the sacraments That said, many Catholics undervalue the sacraments Rebuild pride in the Catholic Church (address detractors from Catholics have mixed pride in pride; address moderate pride in the Catholic Church fundamental aspects) | 11 www.stjamesah.org
Research Findings and Imperatives – Formation What We Found What This Means We Should Do The majority of Catholics feel Foster lifelong learning about the somewhat ill-equipped regarding Catholic faith their knowledge of their faith Identify opportunities to engage Significant gaps occur for the hearts of Catholics as they Catholics in the transition mature in their spiritual lives between knowledge and conviction Identify ways to improve the Catechists are committed consistency of teaching about Catholics and teachers, but have the faith gaps in their knowledge, beliefs, and practice | 12 www.stjamesah.org
Research Findings and Imperatives – Parish Vitality / Finance (Non-St. James Specific) What We Found What This Means We Should Do The majority of parishes Roll out parish turnaround struggle financially – >60% of program, known as “Parish parishes ran cumulative deficits Transformation Initiative” from 2005-09 Do more centralized purchasing There is an urgent need for and shared services action – the deficit parishes are creating a solvency threat as parishes spend down their savings Improve accountability for parish results There is real basis for hope – high variability of results among Improve visibility into parish like parishes suggests significant finances improvement opportunity | 13 www.stjamesah.org
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