Stewards for Tomorrow - PowerPoint Presentation

Slide1

Stewards for TomorrowPastoral PlanningMeriden 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: Meriden 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

Meriden 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.”

Meriden

Deanery

Probability of Change

Number of Parishes

Number of Schools

Low probability to remain as is

1

0

High probability to remain as is*

7

1

Requires additional

study

8

3

*

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

Select DataMeriden DeaneryArchdiocese of HartfordSlide30

Parish Design IndexSlide31

Meriden DeaneryU.S. Census - Population Demographics

Between 2010 and 2015:

The total population across the deanery grew

.2%

from

149,072 to 149,394

The total white population

declined

4.5%

from

114,332 to 109,177

The total

Hispanic population grew

18.4% from 22,626 to 26,794

The

total population of persons of color

(

other than Hispanics) grew

10.8%

from

12,114 to 13,423

By 2015

the total population across the deanery was comprised of

Whites

- 73.1%

Hispanic - 17.9% Persons of color - 9.0% By 2020 The total population across the deanery is expected to increase .5% to 150,087The total population of whites is expected to decline 4.8% to 103,915 where they will comprise 69.2% of the total populationThe total Hispanic population is expected to grow 17.2% to 31,398 where they will comprise 20.9% of the total populationThe total population of persons of color (other than Hispanics) is expected to grow 10.1% to 14,774 where they will comprise 9.8% of the total populationSlide32

School Design IndexSlide33

Meriden DeaneryU.S. Census - Age DemographicsCurrently, those ages 65 and older comprise 17.3% of the total population in the deanery

Between 2010 and 2015 the total population of those aged 65 and older grew 13.9% from 22,713 to 25,868

By 2020 the total population of those aged 65 and older is expected to grow another 12.8% to 29,190 where they will comprise 19.4% of the total population

Currently, 0-14 year olds comprise 17.5% of the total population in the deanery

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

declined

5.2% from 27,584 to 26,160

Since 2010, 0-4, 5-9 and 10-14 year olds have experienced

declines

:

0-4 year olds (5.9%) from 8,517 to 8,018

5-9 year olds (6.4%) from 9,223 to 8,634

10-14 year olds (3.4%) from 9,844 to 9,508

By

2020, it is estimated that

0-4, 5-9

and 10-14 year olds will experience

declines

:

0-4

year olds

(1.0%)

from

8,018 to 7,937

5-9 year olds

(6.1%)

from 8,634 to 8,11010-14 year olds (4.8%) from 9,508 to 9,052By 2020 it is estimated that 0-14 year olds will comprise 16.7% of the total populationSlide34

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

declined

21.1% from 21,838 to 17,225

In 2015, approximately 91.0% 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 29.3%

Between 2010 and 2014 the reported total number of weekend mass attendees across the Deanery has

declined

12.8% from 12,600 to

10,983

Between 2010 and 2014 the reported number of weekend mass attendees as a percentage of the total number of registered parishioners has grown from 23.4% to 29.6

%

Between 2010 and 2014, the average number of weekend mass attendees was 11,447 which represent approximately 25.4% of all registered

parishionersSlide35

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

declined

by 15.2% from 2,766 to 2,345

Declines

in sacraments were seen: Baptisms

– 26.9%

First Communions

– 3.6%

Confirmations

– 14.0%, and

Funerals

– 20.8%

Weddings grew 24.5%

In 2010 the baptism to funeral ratio

was .92, and in 2014 it was .85

The age range of priests currently serving at parishes within the deanery is 54 to 75, and the median age is 66

By 2025, 8 of 14 (57.1%) priests serving parishes within the deanery will be eligible to retire assuming age 75 retirementSlide36

Meriden DeaneryCatholic Schools & Religious Education

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

declined

24.7% from 960 to 723

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

declined

27.5% from 861 to 624

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

decline

9.8% to 652

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

decline

11.0% to 556

Between 2003 and 2012, the total number of resident births in selected cities across the deanery

declined

14.3% from 1,290 to 1,106

Between 2010 and 2014, religious education enrollment grew 25.6%

from 5,259 to 7,068

Approximately 33.0% of all 6 – 18 year olds across the deanery are enrolled in Catholic schools

or

participate in religious education programsSlide37

Meriden 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 populationSlide38

School Design IndexSlide39

School Design IndexSlide40

Number of Parishes are represented as follows

:

Between

2010 and 2014:

Offertory income

has

declined

by 3.05% in

current dollars and has

declined

by

4.96%

when adjusted for inflation

Of the

16 parishes

in the Deanery

:

Meriden Deanery Parishes

Financial Analysis

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

3 parishes had operating

deficits

averaging an annual cumulative total of $140,000, and still operated with a

deficit

even after including extraordinary

1 Low probability

to remain as is

7 High probability

to remain as is

8 Require

additional studySlide41

Meriden Deanery Parishes

Financial Analysis

(

cont

.)

As of Fiscal Year 2014:

2 parishes had financial reserves greater than $1,000,000

3 parishes had reserves less than $200,000 and of those, 2 had reserves of less than 100,000

At current spending rates:

3

parish will deplete all reserves within

4 yearsSlide42

Number of Schools are represented as follows:

Over the last 15 years, K – 8 Enrollment has

declined

49.01% from 1,508 in 2000 to 769 in 2015

The total number of K-8 schools has declined from 7 schools in 2000 to 4 in 2016

Current

fiscal year 2015/2016 enrollment is

624 and building

capacity

usage

of 47%

Meriden Deanery Schools

Financial Analysis

1 high probability

to remain as is

3

Requires additional studySlide43

Between 2011 and 2014Tuition income has increased approximately 1.62%

3

schools had average annual operating

deficits

with a cumulative total operating deficit of $

115,000

1

school still operated with a

deficit

in excess of $10,000 even after including special program net

surplus

Meriden Deanery Schools

Financial Analysis

(cont.)

2011-2014

Average

Archdiocesan

2011-2014 Average

Avg

Collected

Tuition/Student

$3,201

$3,517

Avg

Cost to Educate/Student

$5,261

$5,760

Tuition

as % of Operating Revenue

61.35%

62.38%Slide44
Slide45

Pastoral PlanningArchdiocese of Hartford