Stewards for Tomorrow - PowerPoint Presentation

Slide1

Stewards for TomorrowPastoral PlanningHartford Deanery

Archdiocese of HartfordSlide2

Presentation

Our Call to Unity and Action

Mission,

Stewards for Tomorrow,

Reality, Trends, Strategic Priorities

Parish and School

Assessment and Design Research

Stewards for Tomorrow

Pastoral

Planning Process

Key

Next Steps

Select Data: Hartford Deanery

Feedback

on Parish, City, and Deanery ConditionsSlide3

The Impetus for Pastoral PlanningThe Holy Father Francis

“I dream of a ‘missionary option’ - i.e., a missionary impulse capable of

transforming

everything

…,”

Evangelii

GaudiumSlide4

Mission - Our Core Purpose and CallingThe faithful

of the Archdiocese of Hartford

have

a

mission by Baptism,

to

be living signs of communion with

God and to

be

His

instruments for the redemption of the

world by

bringing to

it

the light of faith

and

the joy of the

Gospel, in an effort to bring others

into our shared

communion with

the Father, Son and Holy Spirit.Slide5

Stewards for Tomorrow What We Intend to Create

We envision a local church characterized by spiritual vitality, organizational efficacy and accountability, and social and financial responsibility - all for the sake of fulfilling

our

mission. Slide6

Stewards for TomorrowSpiritual VitalityHigh quality…

Liturgy and Sacraments

;

homilies, music, welcoming, environment, and one’s experience of community

Life-long Faith Formation

;

comprehensive, compelling, grounded in social justice and evangelization

Pastoral Care

;

from conception to death, for individuals and families, across a variety of needs and delivery channels

Outreach and Service

;

locally, regionally, and globally to live out our faith in serving others because we are CatholicSlide7

Stewards for TomorrowOrganizational Efficacy & Accountability

D

esign

for parishes and schools

Best match

of pastoral strengths and community needs

Clergy, religious, staff, and lay leadership

capacity and skill development

Embracing

of

best practices, policies and procedures

Fitness of ministries and services

to the needs of the local communities and the faithfulSlide8

Stewards for TomorrowSocial and Financial Responsibility

W

ords and actions, reporting and interactions meet the

high standards for ethics and civility, transparency and accountability

F

iscal, human, and physical goods

management practices are sound, consistent, and structured

in protocols and systems

S

tewardship of secular and sacred goods, facilities, and grounds

is clear and demonstrable

Leadership and decision making practices

are sound, visible, collaborative, through which we enliven and strengthen the gifts, talents and passions of the faithful.Slide9

Key Trends We Cannot Deny or Ignore…

Declining pastoral resources:

174 to

126

or fewer priests by 2025

Increasing fiscal stress: stewardship and management

Declining sacramental

a

ctivity and engagement

Wide-range of workload among clergy

Declining enrollment in Catholic schools and faith formation

Increasing financial frailty of Catholic Schools and impact on parishesSlide10

Stewards for TomorrowStrategic Priorities – Focus for Change

Comprehensive design of

our

parishes and schools

Promoting

and leveraging our Catholic identity

Reinvigorating evangelization, catechesis

, and social

justice

Reinvigorating our liturgical, sacramental, and devotional life

Assuring physical health and spiritual growth of

clergy and religiousSlide11

Design ResearchArchdiocese of HartfordSlide12

Design Research ProcessMulti-Variable Index

Data provided by parishes and schools

Includes sacramental, demographic, enrollment, staffing, and financial data

Comparative norms established relative to the Archdiocese as a whole

Some comparative norms relative to best practices

Index based upon Archdiocesan averages and best practicesSlide13

Archdiocese of HartfordDesign Research

Assessing parishes/schools need for change based on the likelihood of achieving…, “

spiritual

vitality; organizational efficacy and accountability, and social and financial

responsibility.”

Archdiocese of Hartford

Probability of Change

Number of Parishes

Number of Schools

Low probability to remain as is

59

10

High probability to remain as is*

63

10

Requires additional

study

92

29

*

Could take on other parishes through merger activitySlide14

Hartford DeaneryDesign Research

Assessing parishes/schools need for change based on the likelihood of achieving…, “

spiritual

vitality; organizational efficacy and accountability, and social and financial

responsibility.”

Hartford

Deanery

Probability of Change

Number of Parishes

Number of Schools

Low probability to remain as is

5

0

High probability to remain as is*

3

0

Requires additional

study

6

1

*

Could take on other parishes through merger activitySlide15

Parish CriteriaPercent of Catholicity

Average number of annual sacraments

Birth to funeral ratios

Mass

count as a

%

of households

Average annual net operating surplus or (deficit)

Average household giving

Number

of

households

Total population and population

change

Growth

in offertory income

Days cash on hand

Offertory

as a % of operating income

Growth in operating income

Extraordinary

revenue as a %

of total Revenue

Archdiocesan

obligationsSlide16

School CriteriaEnrollment and trend

Student cohort survival ratio

Student teacher ratio

Average collected tuition

Average cost to educate

Average net operating surplus or (deficit)

Tuition

as a

%

of operating

income

Tuition as a % of operating expense

Grant/foundation

income as a % of operating revenue

Parish

investment as a % of operating

revenue

Building capacity usage

Archdiocesan

obligationsSlide17

Parish Design IndexSlide18

Parish Design IndexSlide19

Stewards for TomorrowPastoral Planning ProcessArchdiocese of HartfordSlide20

Pastoral Plan Development

Grounded in consultation/collaboration, with clarity as to…,

Why

we’re doing this;

What

we seek to create;

What will not

be considered or tried

Guided and supported by the Archbishop and archdiocesan offices

A ‘

bottom-up

’ versus ‘

top-down

’ approach, led and energized by deans,

pastors, parish staff and parishioners

Strengthened by transparency, data, research, and imagination

Energized and enlivened through prayer, reflection, and discernmentSlide21

“The Why” of Pastoral Planning

Conditions of concern and trends of decline

and change require a comprehensive review and

design

of parishes and schools

Declining number of pastors

due mostly to retirements and currently delayed by not having priests retire at age 75

Too many Sunday liturgies

, in too many places, too sparsely attended

Increasing diversity

in our Catholic populations

Increasing aging

of our traditional Catholic populationsSlide22

“The Why” of Pastoral Planning (cont.)

Decreasing attendance

in most, but not all, of our parishes

Broad yet frail Catholic School system

with decreasing enrollment, increasing costs, and increasing pressure on parish and Archdiocesan finances

Parish culture and practices

of both collaboration and competition, of operating in abundance and scarcity

Wide-spread economic downturn

since 2007 due to national and state conditions, policies, statutes, and practicesSlide23

“The What” of Pastoral PlanningA. Healthy

and Vibrant Archdiocese

Growing Catholicity across the

Archdiocese

Increasing clarity of Catholic identity and beliefs

Financial stability and growth

Increasing vocations to

priesthood, diaconate and consecrated life

Archdiocesan

Stewards for Tomorrow

Pastoral PlanSlide24

“The What” of Pastoral Planning (cont.)B. Healthy

and Vibrant

Parishes and Schools

Increasing registered households

60 + % of HH attending Sunday Liturgy

70 + % of HH engaging in

stewardship

Robust and energized

evangelization

Robust & vibrant parish ministries

Financial and facilities health/stability

3 Year Parish Strategic Pastoral Plans

3 Year Catholic School Strategic PlansSlide25

“The What” of Pastoral Planning (cont.)

C. Healthy

and Vibrant

Clergy and Consecrated Religious

Best match

relative to the numbers of

clergy and consecrated religious, and

their respective competencies

Equitable

work week with delegation of management responsibilities where possible

Promotion of spiritual health and on going spiritual development

Engagement

in daily prayer,

reflection

Annual professional growth in leadership/pastoral competencies and skillsSlide26

What “We Cannot Do” in Pastoral Planning

Knowingly violate Canon or civic law, policy, and protocols

Ignore or discount the data, research and analysis

Avoid engaging in civil and substantive consultation as an Archdiocese on the Archdiocesan

Stewards for Tomorrow

Pastoral Plan

Ignore discrepancies in workloads among priests and deacons

Operate in isolation from other clergy, consecrated religious and parish leadership groupsSlide27

Stewards for TomorrowNext Steps

Deanery-based discussions

- deans, pastors, pastoral

a

ssociates

Deliverable: Initial proposal for a new deanery designs of parishes and schools

Deliverable: DRAFT 1 Archdiocesan-wide design of deaneries, parishes and schools

Parish-based discussions

-

pastors share proposed models with parish

clergy

, trustees, council

members and others

as appropriate

Deliverable

:

feedback /refinement consultation for refined

deanery

designs

Deliverable:

DRAFT 2

Archdiocesan-wide

refined design

of

deaneries, parishes

and

schoolsArchdiocesan-based discussions - Episcopal Vicars, deans and other key consultors provide consultation on Archdiocesan-wide refined design of parishes and schoolsDeliverable: DRAFT 3 Archdiocesan-wide refined design of deaneries, parishes and schools4. Final decisions - FINAL Archdiocesan-wide design of deaneries, parishes and schools and pastoral appointmentsSlide28
Slide29
Slide30

Select DataHartford DeaneryArchdiocese of HartfordSlide31

School Design IndexSlide32

Hartford DeaneryU.S. Census - Population Demographics

Between 2010 and 2015:

The total population

across the deanery

declined

by 0.2%

The total white population

declined

17.7%

from

19,667 to 16,191

The total

Hispanic population grew

7.7% from 54,185 to 58,333

The

total population of persons of color

(

other than Hispanics)

declined

1.7%

from

50,923 to 50,032

By 2015

the total population across the deanery was comprised of

Whites

- 13.0%Hispanic - 46.8%Persons of color - 40.2%By 2020 The total population across the deanery is expected to increase 0.4% to 125,044The total population of whites is expected to decline 17% to 13,431 where they will comprise 10.7% of the total populationThe total Hispanic population is expected to grow 6.6% to 62,190 where they will comprise 49.7% of the total populationThe total population of persons of color (other than Hispanics) is expected to decline 1.2% to 49,423 where they will comprise 39.5% of the total populationSlide33

Parish Design IndexSlide34

Hartford DeaneryU.S. Census - Age DemographicsCurrently, those ages 65 and older comprise 10.2% of the total population in the deanery

Between 2010 and 2015 the total population of those aged 65 and older grew 14.3% from 11,103 to 12,692

By 2020 the total population of those aged 65 and older is expected to grow another 10.3% to 13,996 where they will comprise 11.2% of the total population

Currently, 0-14 year olds comprise 20.5% of the total population in the deanery

Since 2010, the total number of 0-14 year olds has

declined

3.6% from 26,550 to 25,587

Since 2010, 0-4 and 10-14 year olds have experienced

declines

:

0-4 year olds (3.6%) from 9,452 to 9,113

10-14 year olds (4.3%) from 8,192 to 7,840

Between 2010 and 2015 5-9 year olds grew 0.2% from 8,460 to 8,476

By 2020, growth is projected among:

0-4 year olds (1.5%) from 9,113 to 9,247

10-14 year olds (0.9%) from 7,998 to 8,069

By

2020, it is estimated that

5-9 year

olds will experience

a

decline

:

5-9

year olds

(4.1%)

from 8,476 to 8,125By 2020 it is estimated that 0-14 year olds will comprise 20.3% of the total populationSlide35

Hartford DeaneryCatholicityBetween 2010 and 2015 the total number of Catholic households registered at parishes across the deanery has

declined

29.0% from 10,601 to 7,527

In 2015,

approximately 30.8%

of all registered Catholic households registered at a parish in the deanery reside within the deanery boundary

In 2015 the percentage of Catholic households residing within the deanery boundary is approximately 5.9%

Between 2010 and 2014 the reported total number of weekend mass attendees across the Deanery has declined 16.4% from 8,153 to 6,817

Between 2010 and 2014 the reported number of weekend mass attendees as a percentage of the total number of registered parishioners has declined from 32.0% to 30.4

%

Between 2010 and 2014, the average number of weekend mass attendees was 7,406 which represent approximately 28.3% of all registered

parishionersSlide36

Hartford DeanerySacraments & Pastoral LeadershipBetween 2010 and 2014 the total number of sacraments administered across the deanery

declined

by 44.7% from 1,664 to 920

Declines

in sacraments were seen

:

Baptisms

– 44.3%

First Communions

– 50.5%

Confirmations – 48.9%

Weddings – 36.9%, and

Funerals – 39.4%

In 2010 the baptism to funeral ratio

was 1.49, and in 2014 it was 1.37

The age range of priests currently serving at parishes within the deanery is 35 to 64, and the median age is 46

By 2025, 0 of 11 priests serving parishes within the deanery will be eligible to retire assuming age 75 retirementSlide37

Hartford DeaneryCatholic Schools & Religious Education

Between school year 2006/2007 and 2015/2016 PK-8 student enrollment

declined

23.9% from 180 to 137

Between school year 2006/2007 and 2015/2016 K-8 student enrollment

declined

19.9% from 156 to 125

By school year 2020/2021 PK-8 student enrollment is projected to grow

2

3.4% to 169

By school year 2020/2021 K-8 student enrollment is projected to grow

24.8% to 156

Between 2003 and 2012, the total number of resident births in the City of Hartford

declined

9.5% from 2,174 to 1,968

Between 2010 and 2014, religious education enrollment

declined

59.7%

from 1,533 to 960

Approximately 4.9% of all 6 – 18 year olds across the deanery are enrolled in Catholic schools

or

participate in religious education programsSlide38

Hartford DeaneryStudent Sweet Spot AnalysisSweet spot analysis identifies future geographic areas that will most likely produce high student yields

Sweet spot #1

combines projected

school age population (ages 0-14),

school-age population as a % of total population,

Catholicity and

Income

Sweet spot #2

combines projected

school age population (ages 0-14) and

school-age population as a % of total populationSlide39

School Design IndexSlide40

School Design IndexSlide41

Number of Parishes are represented as follows

:

Between

2010 and 2014:

Offertory income

has remained flat in current

dollars and has

declined

by

2.93%

when adjusted for inflation

Of the

14 parishes

in the Deanery

:

Hartford Deanery Parishes

Financial Analysis

10 parishes had average offertory income of less than $200,000 per year

with

1 parish

having and

average offertory income of less than $100,000 per year

6 parishes still operated with a net deficit after

extraordinary activity with an average cumulative deficit totaling $380,000

11 parishes operated with operating deficits and averaged annual cumulative operating deficits of $2,200,000, with the Cathedral accounting for the majority of that amount

5 parishes received Archdiocesan funding totalizing

$2,300,000 with the Cathedral receiving the majority of the amount

5 Low probability

to remain as is

3 H

igh probability

to remain as is

6 Require

additional studySlide42

Hartford Deanery Parishes

Financial Analysis

(

cont

.)

As of Fiscal Year 2014:

8 parish had financial reserves less than $200,000 and of those, 5 had reserves of less than $100,000

3

parishes had financial reserves greater than $

1,000,000

At current spending rates:

3 parishes

will deplete all reserves within

2 years

4 parishes will deplete all reserves within 4 yearsSlide43

Number of Schools are represented as follows:

Over the last 15 years, K – 8 Enrollment has

declined

82.8% from 663 in 2000 to 114 in 2015

Current

fiscal year 2015/2016 enrollment is

125 and building

capacity

usage

of 27%

The

total number of K-8 schools has declined from 3 schools in 2000 to 1 in 2016

Hartford Deanery Schools

Financial Analysis

1 Require additional studySlide44

Between 2011 and 2014Tuition

income has decreased approximately 2.53%

On average, grants and foundation income accounted for 77.98% of total operating revenue followed by tuition income at 13.13%, and program income at 5.73%

On

average, Special Program activities generated a

deficit

and averaged a deficit of approximately $55,000 per year

Hartford Deanery Schools

Financial Analysis

(cont.)

2011-2014

Average

Archdiocesan

2011-2014 Average

Avg

Collected

Tuition/Student

$1,438

$3,517

Avg

Cost to Educate/Student

$9,676

$5,760

Tuition

as % of Operating Revenue

13.13%

62.38%Slide45
Slide46

Pastoral PlanningArchdiocese of Hartford