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Archdiocese of Atlanta Planning Committee Planning Committee Meeting June 4, 2009.

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1 Archdiocese of Atlanta Planning Committee Planning Committee Meeting June 4, 2009

2 Confidential 2 Agenda Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote Planning Study Synopsis (10 minutes) – Peter Faletti Current Status of Initiatives (65 minutes) – Business Model / Chancery Operations (Total of 20 minutes) Communications Strategy – Pat Chivers Strategic Sourcing – Paul Maggard Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner Cost Control within the Chancery Operations – Brad Wilson – Facilities Model (15 minutes) – Valerie Landau, George Barrie – Education Model (15 minutes) Catholic Schools – Diane Starkovich GRACE Scholars, Inc – Karen Vogtner – Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote Q & A (10 minutes)


4 Confidential 4 Phase One: Data, Input and Strategic Framework Demographic Analysis Historical Facts Projected Trends Developed the strategic framework for the 10-year plan o Needs prioritization o Vision elements o Mission elements o Values statements (internal and external) o Operating model guidelines Developed the strategic framework for the 10-year plan o Needs prioritization o Vision elements o Mission elements o Values statements (internal and external) o Operating model guidelines Primary Inputs Archdiocese of Atlanta Strategy Map Planning Committee Output Stakeholders Interviews Pastors Principals Archdiocesan Offices Parishioners Market Research Telephone survey (Non-Hispanic White Segment) Online survey (Open to all) Facilitated group surveys in ethnic parishes/missions Studies Hispanics in the Archdiocese (2002) Priest Convocation (2006) Black Catholic Study (2006) Young Adult Catholics FACTS on Growth Articles Catholic Education and Future Affiliation Where Are Those Missing Catholics? Opening Arms to Strangers A Bold Move

5 Confidential 5 Strategy Map Vision Elements Catholic traditions Active parishioners Time, talent, and treasure High growth Open and inclusive Learning and meeting the needs of society Increasing vocations Catholic education Communication Healthy, thriving parishes United Archdiocese / one Church Readily Available Sacraments Committed Evangelization Heartfelt, vibrant worship experience Foundations Processes Technologies Organization Skills Roles Internal and External Values Business ModelFacilities ModelEducation Model Discipleship Model Mission: To bring eternal salvation to the people of North Georgia Sacramental Availability and Pastoral Counseling Faith Formation Throughout Life Evangelization Pastoral Catholic Education Social Services and Charity Fellowship Elements Critical Success Factors Increase vocations / Support system for priests Multi-cultural service delivery model Defined roles and decision making processes Accountability and performance measures Customer-centric support Improved communications Develop new / expanded facility process Demand-based input to Archdiocesan programs Coordinated program delivery Vibrant worship experience Coordinated religious education Professional skills development / Continuing education Expanded school availability Defined school funding model Greater focus and emphasis on evangelization Pastoral and administrative support for priests Expand revenue sources Increased stewardship

6 Confidential 6 Phase II: Building the Foundational Operating Models Focus Day to day operations and communications within the Archdiocese and between the Archdiocese and its parishes and schools Objectives Implement an efficient and effective customer- centric business model capable of supporting the vision and mission of the Archdiocese in a multi- cultural operating environment. Eliminate “silos” within the Archdiocese Improve trust between the Archdiocese and its parishes and schools Business Model Focus End-to-end facilities planning, funding and construction process that supports the future facilities needs of the Archdiocese Objectives Implement an integrated, professional, end-to-end model for planning, locating, contracting, and constructing facilities to meet Archdiocesan needs. Implement an efficient facilities upgrade/major maintenance model to support parishes and schools Facilities Model Focus Needs assessments, chartering and day to day operations of Archdiocesan Catholic schools Objectives Develop a model for expanding the availability of high quality Catholic schools that are affordable to a wide range of economic segments Education Model Focus A discipleship-based model capable of supporting the future ministry and financial needs of parishes, schools, and the Archdiocese Objectives To instill the true meaning of Catholic discipleship throughout the Archdiocese Discipleship Model

7 Confidential 7 Sacramental Availability & Pastoral Counseling Catholic Education (Schools) Ministry - Social Services / Charity Fellowship Faith Formation Throughout Life Evangelization Re-energized Discipleship Master Planning Parish-based Foundation Deanery Level Summary Archdiocesan Summary Support New Parish Facility Planning Data Updates Tools Customer-driven Business Model Improved New Capital Project Process New CCSI New Parish Elementary School Model Demographic Data Regional Coordination New Missions / Parishes Master Plan Data Strategic Sourcing Construction Resources Blessings and Challenges Growth Personnel Facilities Multi-Cultural Mix Unity without Uniformity Phase II: View of the Future

8 Confidential 8 First Quarter 2009 December 2008 – January 2009 November 2008 October 2008 September 2008 Implementation Projects Phase III: Building the Future Acquire demo tools and parish reports Define facility planning tools Identify priority parishes for pilot Master Planning to Enable Growth Prepare overall approach Collect/distribute/analyze demographic data Create front-end Facility tools Gather facility tool information Build Facility tools Start pilot work parishes/missions Complete recommendations and seek approval for first pilots Build Facility Web site Develop automation and roll-out of process and tools Consistent Communication Internally and Externally Internal meetings Parishioner focused communication Council of Priests meetings- Secretaries meetings (full) What I’ve Seen and Heard - Georgia Bulletin articles Increasing the Affordability and Availability of Catholic Education Deanery Solutions Presentations Final Report September 2008 – April 2009 Collaboratively Grow Discipleship Parishes Define initial partners Conduct parish assessments Define parish support needs Track Discipleship progress Designate Discipleship leader Identify approach for inviting parishes to collaborate Invite parishes to participate Confirm parish participation, staffing and funding Finalize collaborative approach and resources Launch parish teams with Theme Team support Conduct parish Discipleship assessment process Set aspirational growth path for programs, facilities and funding Develop plans for closing the “gaps” Begin Discipleship Initiative pilot with parishes Modify approach to fit smaller parishes Complete parish survey template and approach Identify core Chancery functions Focus Chancery Services on Parish Needs Parish program needs and prioritization Analyze future support options Electronic communications Conduct Parish Surveys (leverage Deaneries) Define Chancery service delivery model Programs logic models and outcome measures Mechanisms for transparency and trust Analyze parish survey results Develop pro-forma budget impact Finalize recommendations: programs staffing, org Develop approach and implement opportunistically Strategic Sourcing Savings for Schools, Parishes and Chancery Determine potential spend and savings size Size the savings potential Go / no go decision

9 Confidential 9 Today: Transformation Governance Structure RoleResponsibilities Planning Advisory Council Archbishop Gregory, Msgr. Luis, Msgr. Joe, Mike Cote, current outside Planning Committee members, Brad Wilson Current Planning Committee transitions to a new Planning Council Meets quarterly to review status of Planning Study initiatives (after June 2009) Members chair the initiative teams Provides counsel and advice regarding existing and emerging issues Recruits resources as needed to support initiative teams Transformation Office Archbishop Gregory, Msgr. Luis, Msgr. Joe, Mike Cote, Secretariat Members provide Executive Sponsorship and Leadership for each initiative On-going review of initiative status - leverages existing weekly meeting schedule of the Secretariat Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling Ensure resource availability for initiative teams Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of Priests, Chancery – transparency is the greatest asset for progress Initiative TeamsExecutive Sponsor acts as champion for the initiative with all stakeholders Internal Lead develops initiative charter and work plan and report status and issues to the Transformation Office as required on a timely basis Recruit additional members as needed Execute initiative work plan Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures Communicate initiative status and results to stakeholders Chancery Department Heads Actively and visibly support all approved initiatives Participant on and/or support initiative teams Provide timely information and feedback as requested by the initiative teams and Transformation Office



12 Confidential 12 Communications Strategy Initiative Issue/Challenge Addressed Team Members  Jim Judson (Chair)  Pat Chivers (Internal Lead)  Fr. Joseph Shaute  Fr. Bryan Small Key Steps Taken to Address the Issue/Challenge – Diverse members of Communications Strategy Task Force met for three months. – Reviewed process of understanding, envisioning and planning including the background, recommendations from the GA Bulletin Task Force, planning input, geo-demographics, and discussed audiences and demographic changes. – Received input and prioritized communications objectives. – Identified key multiple media outlets for each audience with input from peers of each task force member. – Developed recommendations to Archdiocese of Atlanta Planning Committee. In order to reach a broader range of audiences through multiple media (print, online, and broadcast), there is a need to transform the communications strategy of the Archdiocese of Atlanta. There is also a need to identify a new funding model for the Georgia Bulletin and the multiple media outlets to be implemented in  Lewis Walker  Graciela Zamarron  Patricia Ramos  Nick Going  Diane Guyton  Jay Yoon  Veronica Diaz  Jessica Handley  Salvador Arias  Dorothy Polchinski

13 Confidential 13 Communications Strategy Initiative Recommendations – Evangelize through technology and faith by encouraging communities to build around new media technologies, such as Facebook, Twitter, blogging, etc. In the future, hire a New Media Evangelist to maintain a daily presence by writing and responding to questions and comments. – To meet the needs of youth and to assist with the increased demands for web presence by all departments of the Archdiocese of Atlanta, a web developer is needed to assist the web master to design a website for teens and to meet additional needs. – Create a monthly e-Newsletter to parishioners who subscribe through the website to receive this e-message. The e-Newsletter will include news, events, highlight stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian, highlight a department or ministry, etc. YAM will continue their weekly e- Newsletter.

14 Confidential 14 Communications Strategy Initiative Recommendations (continued) – Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this year with bi-weekly publication of print version. Explore the possibility of sending an electronic edition of the paper by to those who subscribe as we decrease the print edition. – Create public service announcements for radio and television with messages from Archbishop Gregory. Funds are needed to contract with a production company to create the PSA’s. – Hispanic community: Broadcast Mass, catechesis, and public service announcements on Hispanic radio stations, internet radio, newspapers, and television. Funds are needed to purchase air time on radio stations and a translator is needed as soon as possible. – Other language groups: Funds are needed to translate materials for parishes to distribute in Vietnamese, Korean, Portuguese, etc.

15 Confidential 15 Communications Strategy Initiative Next Steps – The Georgia Bulletin reports to Communications Director. – Bi-weekly publication begins June – Request funding for Spanish radio air time beginning July – Monthly E-newsletter from communications office begins July – New position of web developer filled July 1, – Presence on Twitter and Facebook begins immediately. – Public service announcements by Archbishop Gregory beginning immediately with invitation to Eucharistic Congress. – Donated billboard space with three messages begins immediately (Pro-life message, Family Life message and Archbishop Gregory welcome message).

16 Confidential STRATEGIC SOURCING INITIATIVE Paul Maggard 16

17 Confidential 17 Strategic Sourcing Initiative Issue/Challenge Addressed Team Members  Paul Maggard (Chair)  Salvador Arias (Internal Lead)  Fr. John Walsh Key Steps Taken to Address the Issue/Challenge – Interviewed other Diocese to understand various approaches and trends in purchasing – Developed stakeholder group of top parishes and schools and worked in the parishes – Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing – Looked at alternative approaches to pursue savings while maintaining a voluntary approach – Analyzed parish expenses to identify top categories and explored creative ways to reduce cost of analyzing parish expenses – Interviewed numerous consultants to identify positive way forward and select trusted vendor To identify an approach and make recommendations on how to secure significant savings in purchasing supplies and services for the Archdiocese parishes and schools, with the goal of saving from 5-20% on all purchases and supplies  Tom Campbell  Tricia DeWitt  Frank Moore  Stan Ford  Sharon Connelly  Jim Herrel  Jack Bushe  Barbara Henderson  Jenny Miles

18 Confidential 18 Strategic Sourcing Initiative Recommendations – Maintain voluntary approach (not centrally mandated or controlled) to go with national diocesan trend away from central purchasing – Bring together numerous entities to gain price savings volume and purchasing power – Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart Purchasing Project in a cross-entity approach Volunteer pilot program for 5 parishes and 5 schools No up front fee. Parishes on a sliding scale pay out of realized savings Parishes and schools sign off to engage, realize savings and make payments – Pending Success of Phase I, negotiate phased roll-out to allow additional entities to engage in the Smart Purchasing Project and all gain from additional volume savings and cost reductions Next Steps – Legal review and final negotiation of Master agreement and parish/school sign-off – Complete pilot parishes/schools buy-in and begin Phase I

19 Confidential PASTORAL SUPPORT TRANSITION PROJECT Deacon Dennis Dorner 19

20 Confidential 20 Pastoral Ministries Transition Project Issue/Challenge Addressed – Recommendations / goals / and directions were not clearly defined Must begin with the end in mind Information provided for making the decisions (priest input) was limited – Integration of dissimilar processes and programs Team Members  Monsignor Luis Zarama  Deacon Dennis Dorner  Bill Hughey Key Steps Taken to Address the Issue/Challenge – Meetings with Archbishop Gregory – Meetings with the Archdiocesan Planning Committee – Meetings with the Pastoral Ministries Task Force – Review of data from the Fall 2008 Archdiocesan Pastor Survey – Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team Transforming the Offices and Ministries included in the Pastoral Support team from program-based units to information and networking support units supporting parish delivery of services through their local ministries. This is the type of support that the pastors requested through the survey. This will require a re-engineering of the processes and systems used by this team going forward.  Father Bob Frederick  Father Dan Stack  Father Fabio Sotelo  Father Kevin Hargaden  Ed Konopka  Joyce Guris  Ed McCoy  Irene Miranda  Mary Boyert  Mary Ellen Hughes

21 Confidential 21 Pastoral Ministries Transition Project Recommendations – Education Initiatives Family Life Office – Moves to Formation/Discipleship Office – Consolidation and integration of current staffs Disabilities Ministry – Education assistance portion moves to Formation/Discipleship Office – Advocacy Initiatives Pro Life – Moves to Communications Office Disabilities Ministry – Advocacy and Toni’s Camp moves to Communications Office – Resource to Formation/Discipleship Office HIV/AIDS – Eliminate the office and the associated personnel positions – Offer grant to Catholic Charities to take on this responsibility » How CC staffs for this responsibility is up to CC Next Steps – Schedule Meetings with new Department Heads Assess Needs Consolidation of staff and budget – Logic Model review of all programs and servic es


23 Confidential 23 Cost Control within Chancery Operations Issue/Challenge Addressed Team Members  Brad Wilson  Chuck Thibaudeau  All members of the Secretariat Key Steps Taken to Address the Issue/Challenge – Implement Job Grades and Pay Scale – Improve budget process and review – Utilize tools such as the Logic Model to prioritize resources – Invest in the technology required to implement recommendations – Continually question the prioritization of and the need for spending – Recruit new Finance Council members with expertise to assist in Cost Control activities With the many initiatives underway, ensure that the total costs of the Chancery remains flat to the 2008/09 budget. Continued cost control will be needed as some costs naturally increase and as new resources may be needed to execute the new initiatives.

24 Confidential 24 Cost Control within Chancery Operations Recommendations/Progress To Date – One additional position in Finance was eliminated (total of 4 over two years) – Implement the recommendations of the various committees – Monitor additional costs from new initiatives and prioritize spending – Harvest the benefits of our existing and new investment in technology – New Finance Council member skills in HR, Treasury, Insurance, and Construction Next Steps – Complete budget with reorganized departments – Work with Team Leaders to complete implementation of recommendations


26 Confidential 26 Facilities Planning and Construction Transformation Issue/Challenge addressed Team Members – Facilities Advisory Board  Valerie Landau (Chair)  Salvador Arias (internal Lead)  Monsignor Joe Corbett Key Steps Taken to Address the Issue/Challenge – Recommended and formed Facilities Planning and Construction Advisory Board with lay experts and pastors – Reviewed Archdiocesan Planning Committee results Facilities Sub-committee (North Highland Study) Results Planning Committee Recommendations Implementation Status – Divided 12 priority transformation tasks into five named committees Executive Policy and Legal Finance Process Improvement Customer Advocacy Provide recommendations to the Archbishop on the transformation of the Facilities Planning and Construction Process to improve the performance and enable the projected growth of the Archdiocese  Bill Morrison  John Schiavone  Doug Tollet  Fr. Fernando Molina- Restrepo  Fr. Paul Flood  Fr. Dan Fleming  David Boring  Christa Cook  Mark de St Aubin  George Barrie  Brad Wilson  Jenny Miles

27 Confidential 27 Facilities Planning and Construction Transformation Progress to Date – By-laws drafted and board purpose and role being refined – Succession of Master Planner with emphasis shifted to facilities master planning and leading the transformation of Facilities Planning and Construction Next Steps – Finalize and approve the By-Laws – Finalize job description for Master Planning and hire professional resource – Prioritize and plan sub-committee key transformation tasks

28 Confidential PLANNING STUDY FOR CATHOLIC SCHOOLS Diane Starkovich 28

29 Confidential 29 Planning Study for Catholic Schools Issue/Challenge addressed Team Members  Chris Reynolds (Chair)  Karen Vogtner (Vice Chair)  Msgr. Luis Zarama The Education Model Subcommittee was asked to address the affordability and availability of Catholic schools in the Archdiocese. In addition, the Archbishop retained the Center for the Advancement of Catholic Education of The Catholic University of America to assess the needs of the schools, to develop a comprehensive plan as to how to use the resources in the Archdiocese to meet those needs, and to identify future locations for new schools and opportunities to expand existing ones.  Rene Cote  Myrtle Davis  Dennis Johnson, Jr.  Fr. Greg Hartmayer  Fr. Frank McNamee  Deacon Dennis Dorner  Gary Lee  Paul Maggard  Bill Maron  Gary Meader  Steve Spellman  Diane Starkovich  Brad Wilson Catholic University of America  Dr. John Convey  Dr. Len DeFiore

30 Confidential 30 Planning Study for Catholic Schools Key Steps Taken to Address the Issue/Challenge – Collect data: enrollment, financial, demographic – Surveys: educators, parents, parishes – Consultation: Priests – October 2007 – Problem Element Meeting – October 20, 2007 – Solution Element Meeting – April 2, 2008 – Development of Preliminary Recommendations – Consultation: St. Theresa, Douglasville – November 13, 2008 – Consultation: St. Pius X Catholic High School – November 17, 2008 – Consultation: Prince of Peace – November 24, 2008 – Consultation: St. James the Apostle – December 4, 2008 – Consultation: Transfiguration – December 11, 2008 – Consultation: Priests – December 17, 2008 – Education Model Subcommittee – monthly meetings from September 2007 to April 2009

31 Confidential 31 Planning Study for Catholic Schools Recommendations The full report will be posted to the Archdiocesan website. Key recommendations include: – Archbishop to issue a statement on Catholic education – Assignment of pastors supportive of Catholic schools – Orientation for new pastors of parishes with schools and ongoing support for all pastors in their school leadership roles – Monitoring of “vital signs” – academic, Catholicity, finances and enrollment – Establish an endowment for tuition assistance which could include: aggressive discipleship and stewardship programs, major development campaign for tuition assistance, and/or special collection for tuition assistance – Maintain the school assessment tax at 12% and, as the debt service decreases, gradually shift the savings into tuition assistance. The level of school assessment should be evaluated periodically in light of the success of stewardship efforts and HB1133 (G.R.A.C.E.) – Continue to award funds for tuition assistance to the schools – New schools will be parish based or in some cases, a collaboration of several parishes to form an interparochial school – Possible new school locations identified. Recommendation for expansion of one current regional school (Queen of Angels) – Increase efforts to market schools to students from minority populations

32 Confidential 32 Planning Study for Catholic Schools Progress To Date – Marketing & public relations plan produced by subcommittee of the Archdiocesan School Advisory Council – Monitor and improve academic excellence and Catholic identity in all schools – Common religious education curriculum secured for schools and parish schools of religion – Common catechist certification process for school-based and parish-based catechists – Principals completing school viability self-assessment – G.R.A.C.E. marketing efforts renewed – Reduction of operating subsidies to two under enrolled schools in collaboration with the CFO – Submitted grant applications for programs to address students with special needs – Initial contact with 3 parishes regarding the establishment of parish or interparochial schools.

33 Confidential 33 Planning Study for Catholic Schools Next Steps – Work with communications office to issue Archbishop’s statement. – Archdiocesan School Advisory Council to assist in establishing school benchmarks and identifying “red flags.” – Work with other archdiocesan offices to explore funding and operating resources to support the best education possible for the large and often poorly served minority populations in the Archdiocese. – Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to lobby for school choice efforts (vouchers). – Follow-up with guidance to new school exploratory committees established in parishes. – Work with principals and local school advisory councils to implement those recommendations specifically listed for schools.

34 Confidential GRACE SCHOLARS MARKETING Karen Vogtner 34

35 Confidential 35 Grace Scholars Marketing Issue/Challenge addressed Team Members  Karen Vogtner (Chair)  Salvador Arias (Internal Lead)  Steve Spellman Key Steps Taken to Address the Issue/Challenge – Subcommittee given background and identified primary obstacles – Focus groups and surveys with target segments used to understand obstacles and value propositions – Information gathered from Florida’s success with similar tax credit program – Breakout sessions to develop marketing plan for specific primary target groups – Reviewed and approved drafted segment marketing plans Dramatically increase donations by quickly creating a marketing plan and modifying the value propositions for GRACE Scholars to various target groups: Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of Columbus  Pat Mannelly  Steve Siler  Bill Garrett  Scott Garrett  Kevin Kelly  Jackie Tardy  Fr. Frank McNamee  Fr. Gregory Hartmayer  Diane Starkovich  Chuck Thibaudeau  Jenny Miles

36 Confidential 36 Grace Scholars Marketing Recommendations – Develop and implement segment campaigns for all 6 segments with priority on parishes and corporations – Adopt key donor provisions: designation of schools and multi-year scholarships – Identify Catholic corporate executives and run a campaign directly to them starting with Archbishop’s letter – Develop parish campaign with pastors opening the door, recruiting parish teams and incorporating large meetings with top donors – Cross-sell to national corporations donating to Florida and create low-income fund to attract corporate giving – Retain experienced, professional development person to drive GRACE campaigns – Samples of completed State forms with easy to reach personal assistance and new communications materials with pro bono tax expertise to help potential givers Next Steps – GRACE Board to approve marketing plans and new provisions – Finalize new marketing materials, website, forms and examples – Hire development person – Ask all present to donate to GRACE and get involved in parish and school campaigns Grace children with a life-changing Catholic education and receive a 100% tax credit. Redirect your Georgia taxes to GRACE Scholars

37 Confidential DISCIPLESHIP INITIATIVE Dennis Johnson, Jr. and Steve Siler 37

38 Confidential Team Members  Monica Oppermann (Chair)  Fr. Eric Hill (Vice Chair)  Jim Judson 38 Discipleship Initiative To foster renewal of Catholic life in the Archdiocese of Atlanta Grow mature disciples Grow vibrant communities of faith To refine the understanding and practice of stewardship among believers Issue/Challenge Addressed  Trish Johnston  Charlie Douglas  Dr. John O’Shea  Fr. Fred Wendel  Fr. Vic Galier  Patty Childs  Danny Dorsel  Christine Heusinger  Dennis Johnson, Jr.  Barbara Henderson

39 Confidential 39 Discipleship Initiative DATA REVIEWED – Input from the Planning Committee – Comments from interviews with pastors, school principals, Archdiocesan leadership and parishioners – Results of third-party market research OUTSIDE REPORTS REVIEWED – USCCB Report: Stewardship: A Disciple’s Response – Diocese of Wichita: The Characteristics of a Christian Steward – Diocese of Wichita: The Pillars of Stewardship OTHER INFORMATION REVIEWED – Interview summary from the Diocese of Wichita – Interview summary from the Archdiocese of Chicago – Interview summary from St. Mary’s on the Hill parish, Augusta, GA Key Steps Taken to Address the Issue/Challenge

40 Confidential 40 Discipleship Initiative Discipleship Subcommittee Findings 1. The meaning of stewardship is often misunderstood 2. The quality of parish life, not parish size, has a direct impact on the level of discipleship and stewardship 3. Pastors are not always the champions of stewardship in their own parishes 4. The mantra of “time, talent and treasure” is not resonating with people today. 5. The concept of stewardship varies significantly across cultures and countries. 6. Many, many good works are accomplished every day in the Archdiocese of Atlanta; however, much of this work goes unnoticed. 7. There is no single approach to discipleship. 8. Subcommittee discussions made it clear that stewardship could not be adequately addressed without also addressing the concept of discipleship.

41 Confidential 41 Discipleship Initiative Discipleship Subcommittee Recommendations 1. Make increasing the overall level of mature discipleship in the Archdiocese a top priority 2. Create a “discipleship department” within the Chancery to lead the initiative 3. Implement the “model parish” in each deanery 4. Increase the Archbishop’s visible support of discipleship 5. Expand discipleship training for seminarians, clergy and lay leaders throughout the Archdiocese 6. Recognize and address multi-cultural opportunities and challenges 7. Communicate the good that we do—humbly but effectively 8. Pursue other (non-offertory) funding sources aggressively Progress to Date 1. Created a Discipleship Directorate within the Chancery to lead the initiative Integrated-approach to discipleship and stewardship Process not program Collaborative and organic (not “top-down”) Adaptable to multicultural realities Networks parishes and chancery structures Fosters ongoing engagement

42 Confidential 42 Discipleship Initiative 2. Initiated work with Pilot Parishes ParishLocation Implementing St. Jude (N Metro) Msgr. James Fennessy Sandy Springs St. Matthew (South) Fr. Vic Galier Tyrone St. Andrew (N Metro) Msgr. Hugh Marren Roswell Shrine of the Immaculate Conception (Central) Msgr. Henry Gracz Atlanta St. Oliver Plunkett (NE Metro) Fr. Jim Henault Snellville Cathedral of Christ the King (Central) Fr. Frank McNamee Atlanta St. Ann (NW Metro) Fr. Tom Reilly Marietta St. Thomas Aquinas (N Metro) Fr. Greg Goolsby Alpharetta Preparing Christ Our King and Savior (SE) Fr. Philip Ryan Greensboro St. Mary Magdalene (SW) Fr. Dan Fleming Newnan Discerning Holy Family (NW Metro) Fr. Darragh Griffith Marietta On Hold Peter Chanel (N Metro) Fr. Peter Rau Roswell Prince of Peace (NE Metro) Fr. Paul Berny Flowery Branch St. Francis of Assisi (NW) Fr. Dan Stack Cartersville

43 Confidential 43 Discipleship Initiative Next Steps – Continue to support pilot parishes in their evaluation, planning, and implementation efforts – Facilitate an ongoing parish-based renewal process Coordinating: – Organize and form parish team Assessing: – Prepare, refine, and execute assessment tool Reviewing: – Evaluate results and identify improvement steps Executing: – Initiate improvement plan, review and adjust as needed – Develop communication tools for sharing best practices – Develop standards for evaluating progress of initiative

44 Confidential CLOSING REMARKS 44

45 Confidential 45 THANK YOU!

46 Confidential Q & A 46

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