The Archdiocese of Chicago and St. James 2011-16 Strategic Pastoral - - PowerPoint PPT Presentation

The Archdiocese of Chicago and St. James 2011-16 Strategic Pastoral Plan

(Archdiocese of Chicago/Brian Brach)

January 2011

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• Align & focus so we all work as “one” on a

common set of Initiatives that will help us achieve our Vision

VS

St. Jam es

Wayside

RE

Ministry

School

Why a Strategic Plan?

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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

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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

Introduction

In each age with its particular challenges and promise, the Church must reclaim her responsibility for fulfilling the mission entrusted to her by the Lord.

– Archdiocese SPP document

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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

• rganized 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 This Strategic Pastoral Plan is:

Introduction

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The St. James Strategic Pastoral Plan is a combination

• f 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

Introduction

Is a 5 year plan with Annual Initiatives that work towards

• ur Overarching Goal.

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The Strategic Plan Chicago Archdiocese

• St. James Parish

Vision “To be a vibrant and growing Catholic community as the body of Christ.” (Chicago-Archdiocese) Values “The values of the Archdiocese [and St. James] reflect the values of Catholicism and…are a given for planning purposes.” (Chicago-Archdiocese) Mission

• St. James Mission Statement

Strategic Plan 5 Overarching Goals 5 Arch. Goals

• Arch. Goals

applied to St. James

• St. James unique

goals Annual Initiatives Annual Themes Initiatives

• Arch. Initiatives

applied to St. James

• St. James unique

initiatives & actions Overarching goals 20% Growth Improve the number of active, involved & participating parishioners by 20% by 2016

+ +

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This Strategic Pastoral Plan is the result of a process

• f 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

Introduction

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STEP ACTION

• I. Vision, Values, and

Mission Statement

• Reviewed each & made sure they are

clear & guide us

• II. Gathered Data Listened
• How are we doing at St. James

specifically?

• How are doing as Catholics in the

area?

• St. James Survey of Parishioners &

leaders

• Archdiocese conducted a survey of the

entire Chicago Archdiocese (McKinsey)

• 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

The Process at St. James

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• A perceived drift among

many from practice of the faith, e.g., Sunday attendance

• Uneven commitment to the

Church in general and to the parish in particular

• A growing perception

among many that the parish is more a service delivery system than a community of faith

• An uncertainty that a new

generation or even the previous one has the tools to express and live out the faith, including: knowledge

• f doctrine or teaching,

knowing the ways of prayer, and familiarity with principles of morality that direct decisions and behavior

• As one moves to younger

and younger people in the Church, there is a proportionate decrease in the ecclesial socialization

• r a sense of belonging to

the Church

• Fewer and fewer people

are supporting an increasingly aging infrastructure

• Although there are

shifting demographic needs, we do not have a corresponding capacity to shift our material resources for maximum efficiency

• The most visible, active,

and supportive population in the Church is aging rapidly and is not being replaced by younger people

Parish Vitality/ Finance Formation

Issues deferred for future study: Vocations / Leadership Development and Social Justice

Evangelization

• A perceived drift

among many from practice of the faith, e.g., Sunday attendance

• Uneven commitment

to the Church in general and to the parish in particular

• A growing perception

among many that the parish is more a service delivery system than a community of faith

Pastoral Phenomena that Led to the Planning Process (Archdiocese)

Catholic education issues are being addressed simultaneously by the Office of Catholic Schools and the Archdiocesan School Board.

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• A perceived drift among

many from practice of the faith, e.g., Sunday attendance

• Uneven commitment to the

Church in general and to the parish in particular

• A growing perception

among many that the parish is more a service delivery system than a community of faith

• People who are new to St.

James, or are just starting

• ut to getting involved,

many times, do not know how or where to start.

• St. James is so large it can

be overwhelming.

• There is a need for

effective, state-of-art communication to reach all parishioners.

• Overall the majority of St.

James Parishioners feel welcome, comfortable, and happy.

• There are some people

that feel alienated and this must be considered and acted upon to achieve the highest success in Parish Vitality.

Inclusiveness & Inviting Information & Communication Involvement

• People need a personal

connection to St. James in order to become active & involved.

• People’s busy lifestyles

prevent from becoming involved, or put caveats

• n their volunteered

time.

• Many people do not feel

comfortable with their knowledge of our Faith

• r their leadership

skills, thus do not get involved.

Pastoral Phenomena (St. James)

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What We Found What This Means We Should Do Focus on evangelization of teens Focus on evangelization of parents, especially when children are being presented for sacraments Build understanding of the meaning and value of the sacraments Most Catholics who leave regular practice of their faith do so by age 24 Most of the majority of Catholics who do not attend Mass regularly are there on

• ccasion and want their

children to receive sacraments That said, many Catholics undervalue the sacraments Catholics have mixed pride in the Catholic Church Rebuild pride in the Catholic Church (address detractors from pride; address moderate pride in fundamental aspects)

Research Findings and Imperatives – Evangelization

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What We Found What This Means We Should Do The majority of Catholics feel somewhat ill-equipped regarding their knowledge of their faith Significant gaps occur for Catholics in the transition between knowledge and conviction Catechists are committed Catholics and teachers, but have gaps in their knowledge, beliefs, and practice Foster lifelong learning about the Catholic faith Identify opportunities to engage the hearts of Catholics as they mature in their spiritual lives Identify ways to improve the consistency of teaching about the faith

Research Findings and Imperatives – Formation

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What We Found What This Means We Should Do Roll out parish turnaround program, known as “Parish Transformation Initiative” Do more centralized purchasing and shared services Improve accountability for parish results Improve visibility into parish finances The majority of parishes struggle financially – >60% of parishes ran cumulative deficits from 2005-09 There is an urgent need for action – the deficit parishes are creating a solvency threat as parishes spend down their savings There is real basis for hope – high variability of results among like parishes suggests significant improvement opportunity

Research Findings and Imperatives – Parish Vitality / Finance (Non-St. James Specific)

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What We Found What This Means We Should Do We must make personal & sincere requests for help. Parishioners need a personal connection to get involved. They want to feel as though they belong and their time is really needed.

• St. James - Research Findings and Imperatives – Involvement

If people feel as though their time was not well spent they will stop volunteering Lack of time results in people avoiding to get involved, or they fear they will get asked to do more and spiral out of control We are not aware of Parishioners skill sets so we cannot tap into the resources of our Parish effectively. We must be sensitive of Parishioner’s time and make sure it is effectively used. Consider:

• Term limits on most ministries,
• A real effort to bring in new

members to relieve others,

• A feedback and review process for

all ministries at the end of ea. Year.

A process to inventory all Parishioner’s skills, both professionally and personally should be implemented

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What We Found What This Means We Should Do Provide adequate training and implement the Archdiocese Initiatives for Lifelong Learning. Parishioners do not feel comfortable in their knowledge of their Faith and as a result do not volunteer

• St. James - Research Findings and Imperatives – Involvement

Considering offering basic tutorials

• r materials that will aid people on

how to lead a small group at St. James Parishioners do not take on leadership responsibility in the Parish because they do not feel comfortable in their leadership skills

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What We Found What This Means We Should Do Adopt a “Think Big, but Act Small” mentality in all areas of the Parish.

• A roadmap to getting involved can

be developed and made available for Parishioners to reference.

• For new members an orientation

package can be developed as well as a “partnering program.”

Many Parishioners don’t know how to navigate St. James because of it’s size.

• St. James-Research Findings and Imperatives – Information & Communication

There are many forms of communication that St. James does not employ that will more effectively reach Parishioners State of the art communication media and Social Networking can be used to connect Spiritually with Parishioners Consider all effective means to

• communication. Use state-of-the-

art tools to reach out such as e- mail, text, website, Facebook, Twitter, etc.

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What We Found What This Means We Should Do Consider to bring opposing groups together such as, a committee of RE and SJS families whose

• bjective would be to increase

interaction between the groups The majority of Parishioners feel welcome, comfortable and happy

• St. James - Research Findings and Imperatives – Inclusiveness & Inviting

There are some that feel alienated either individually or as a group due to unintended messages sent within the Parish.

• Families who do not have children

at St. James vs. those that do (School vs. RE)

• Those that make sizeable financial

contributions & those that cannot.

• Perceived cliques can form and

alienate new members to a ministry

Continue to build upon the good things we do at St. James Promote a “Faith in Action” initiative to stress that non- financial alms giving is equally as important as financial

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What We Plan to Do: Involve and Help Parishes with Evangelization

• Teens
• 18 to 24 year-olds

Formation

• Parents
• Renewed sense of mission and stable

financials Parish Vitality

Overarching goal– Improve total Archdiocese October count by 20% in each parish by 2016

Governing theme – Over the next five years, more deeply incorporate baptized Catholics into the Catholic Church, as the body of Christ, and do so over the entire course of their lives

Governing Theme of the Strategic Pastoral Plan

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Launch Dates

Strategic Initiatives – “Years of” Series to Launch Full Archdiocesan Focus and Support

Ongoing Parish Transformation/Financial Stability July 2011 July 2012 July 2013 July 2014 Year of

• Teens
• 18 to 24 year-olds

Year of Sunday Mass Year of Parent Formation Year of the Sacraments

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The St. James and Archdiocese - SPP

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Governing Themes Overaching Goals Focus Areas

THE ARCHDIOCESE & ST. JAMES STRATEGIC PLAN FOR 2011-2016

The St. James Strategic Planning Committee proposes the following plan for the 2011-2016 time periods. This plan is a combination of the St. James Strategic Plan and the Archdiocese Plan.

Governing Theme, Overall Goal, and Focus Areas

• Governing themes of the strategic plan:

Archdiocese:

Over the next five years, more deeply incorporate baptized Catholics into the Catholic Church, as the body of Christ, and do so over the entire course of their lives. Explanation: Of course, baptized Catholics are already incorporated into the Body of Christ, his Church. Often, however, as Pope John Paul II indicated when he raised the challenge of the New Evangelization, people may be Catholic Christians in name but not in fact. Deeper incorporation means a more deliberate and a more intentional faith commitment that narrows the gap between notional and real faith. This deeper incorporation in Christ and the more authentic appropriation

• f faith happens not in a moment but in the course of a life’s journey that the Church sustains

and accompanies.

• St. James:

Make St. James an even more vibrant and growing parish by ensuring our Mission Statement is at the forefront of all we do.

• Overarching goals:

Improve the total Archdiocese October count in each parish by 20% by 2016. Explanation: this overarching goal is not just a quantifiable product; rather, it would be a sign and a manifestation that greater vitality has taken hold of this local Church.

• St. James:

Improve the total number of active, involved and participating parishioners by 20% by 2016.

• Focus areas:

The St. James Strategic Planning Committee proposes the following areas to focus upon in addition to the Archdiocese areas of focused attention:

• St. James:
• 1. Increase Involvement: attention to attracting more involvement by St. James parishioners

and utilizing the talents of those involved to their highest potential.

• 2. Information and Communication: attention to communicating effectively with all

demographics in the parish both when the parish seeks to gain one’s attention as well as when someone is seeking to gain information.

• 3. Inclusive and Welcoming: make sure all feel welcome and included throughout the Parish.

Archdiocese:

• 4. Evangelization: attention to teens / early young adults (13- 24)
• 5. Formation: attention to parents when they present their children for the sacraments, as a

means of fostering the faith formation of the parents as well as that of the children

• 6. Parish Vitality: attention to insuring the vitality of the parish system through a renewed

sense of mission and stable financials, so that the mission (evangelization and formation) and support for the mission (financial stability) can yield a renewed sense of parish vitality. 1.

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Aspirational in vision Bias toward local implementation, although with central support and guidance where relevant Focus on incorporating lay and ecclesial ministry in a very active way, with a bias toward approaches that could go viral where possible Respect diversity and ensure that approaches reflect changing demographic composition Employ empirical measures to gauge impact as well as gathering narratives

Principles to Guide Specific Initiatives

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Strategic Deployment at St. James

Implementing the Strategic Pastoral Plan

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Champions that will take on a single Strategic Initiative and are responsible to lead it through to its fruition Strategic Deployment Committee – Made up mostly of Strategic Champions and meet every 4-6 weeks as a group to discuss progress and resolve any issues that arise along the way Strategic Initiatives are lead by Strategic Champions

Strategic Deployment Process

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Develop an action plan to carry out the Strategic Initiative

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Initiative Champions Do:

• Establish their own teams
• Are Responsible to implement that Initiative
• Develop an overall plan to be carried out over time
• Seek help and guidance from others

Initiative Champions Do Not:

• Do all of the work themselves to execute a plan
• Do not have to get everything done in one year. This

is a 5 year plan Strategic Initiatives are lead by Strategic Champions

Strategic Deployment Process

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