130809 Integrated Document… · Guardian!AngelsParish! LongRange!Strategic!Plan!–!June!2013!...
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Long Range Strategic Plan June 2013
Transcript of 130809 Integrated Document… · Guardian!AngelsParish! LongRange!Strategic!Plan!–!June!2013!...
Long Range Strategic Plan June 2013
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 2
Table of Contents
Foreword by Fr. Rodger Bauman ................................................................................................... 1
Table of Contents ................................................................................................................................. 2
Summary “At-‐a-‐Glance” ..................................................................................................................... 3
1.0 Guardian Angels Mission, Heritage, and Values ............................................................. 4
2.0 Parish Initiatives ....................................................................................................................... 5 2.1 Apply Communication Technology .................................................................................................. 6 2.2 Engage Parishioners at All Life Stages ............................................................................................ 7 2.3 Be A Welcoming Community .............................................................................................................. 7 2.4 Be a Caring Community Partner ........................................................................................................ 8 2.5 Looking Back – Parish Initiatives ..................................................................................................... 9
3.0 Financial Status and Plan .................................................................................................... 10
4.0 Vectors of Change – Demographics and Trends .......................................................... 12 4.1 Demographic Highlights ................................................................................................................ 12 4.2 SWOT Analysis and Current Trends ........................................................................................... 15
5.0 Member Survey ....................................................................................................................... 17
6.0 Town Hall Meeting – February 2013 ............................................................................... 18
Attachment A: Pastoral and Temporal Ministries ................................................................ 19
Attachment B: Guardian Angels Organization ....................................................................... 21
Attachment C: Planning Process ................................................................................................. 24
Attachment D: GROW Demographic Detail ............................................................................. 27
Attachment E: Parish Survey Detail .......................................................................................... 33
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 3
Summary “At-‐a-‐Glance”
If we think about Guardian Angels as a parish three to five years from today – what does it look like? This is what a group of 60 parishioners considered at a Town Hall meeting in February 2013. The Town Hall was one of several means by which we determined our focus to improve as a Catholic parish. In addition, three Council of Ministry meetings were held over a six-‐month period and much work has occurred “behind the scenes” by the planning team, Commissions, parish staff, and others.
The goal for the planning process has been to update the June 2010 LRSP version. While much of that plan remains valid today, several factors have evolved. This 2013 LRSP version builds upon previous planning efforts but incorporates our thoughts regarding changing demographics, the church “market,” the needs and desires of our members, and the focus and priorities of the Archdiocese.
As described in Section 1, we have refined our Mission Statement. Our goal was to encapsulate who we are and what we are about in a statement that is memorable and easily recalled by everyone – Engaging in God’s Service.
The focal point of this plan is how to most improve Guardian Angels. The defined actions are called Parish Initiatives. We will be dedicating energy and resources to implement and measure our progress in the following areas:
• Apply Communication Technology
• Engage Parishioners at All Life Stages
• Be a Welcoming Community
• Be a Caring Community Partner
Section 2 expands upon the Parish Initiatives and provides guidance for the Parish Council and Finance Council to oversee implementation. These Councils will work with the Commissions (volunteers and staff) and others to that end. Section 3 summarizes our financial condition and outlook, which provides a solid foundation for implementation. Sections 4, 5, and 6, plus the attachments, describe additional detail and some of the underlying data that has shaped this plan.
An underlying premise of this plan is that we must view our members not as a homogeneous group but as a collection of specific audiences. While we will maintain “things that work” within our ministry programs, we will be experimenting and fine-‐tuning our programs to be receptive to and “connect” with each individual. Paraphrasing from the Town Hall meeting, our goal is to provide ministry programs relevant to where people are in life and offered in a manner that readily connects with their daily lives. We desire to be welcoming and work both inside and outside the boundaries of our parish to love and serve the Lord.
We invite you to more fully explore the contents of this plan. In addition to this one-‐page summary, the next 10 pages describe our direction and areas of emphasis, while the later sections provide supplementary detail for the reader.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 4
1.0 Guardian Angels Mission, Heritage, and Values
Mission: Engaging in God’s Service Our Mission Statement tells the world who we are and why we exist. It guides the actions of us all, and resonates with the diversity inherent within Guardian Angels. Our mission inspires commitment, innovation and courage and we desire that all can recall and recite it readily.
Our mission calls us to continuously live the life of a disciple. Guardian Angels community is a large tent, encompassing many varied ministries that serve each other and the world.
Heritage: Living Water for your Journey We have a rich heritage of over 150 years, as reflected in the tagline of our Guardian Angels logo. Just as the earliest settlers paused at the well halfway between St. Paul and the river communities of Stillwater and Hudson to refresh themselves on their journey, Guardian Angels remains a welcoming, nourishing and empowering respite to all travelers on their journey through life with God.
Values: How we Work Our values include:
• Preserving our traditions, • Gathering frequently in prayer and worship, • Stewarding our resources with justice, • Providing service to others, and • Providing opportunities for lifelong learning and fellowship.
Our pastoral programs fulfill our Mission, Heritage and Values, while temporal programs attract and manage the resources essential to that end. Attachment A provides additional detail.
Members say...
“Puts our lives into perspective -‐ what we value -‐ a place to practice our faith...”
“We are all connected through our faith, values, and beliefs...”
“Proud to be members of this faith-‐filled community...”
“I want to set a good example for my kids...”
“Our children and grandchildren are here -‐ they can understand and share what Christian outreach is all about...”
“With Teustepe, we develop relationships and are Catholics
together”
“In our baptismal promises, we commit to the mission of Christ -‐ to minister to one another in this community and
beyond...”
“We are mentors to the youth of our community -‐ doing this together has made us stronger as a
family...”
“It will just make you ‘feel good’ that you are doing something for yourself and others in the community...”
“Guardian Angels is my faith family -‐ this is my church -‐ my home...”
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 5
2.0 Parish Initiatives
Parish Initiatives address key success factors for Guardian Angels that enable significant progress beyond “business as usual” activities. They span ministry areas addressed by Commissions and improve Guardian Angels to benefit everyone. The parish focuses extraordinary effort and resources to establish sustainable momentum in these areas.
The Parish Pastoral Council and Finance Council oversee planning and implementation of Parish Initiatives. The initiatives do not duplicate the role of Commissions, although Commissions (and parish staff) are involved and may assume ongoing responsibility, as outcomes are sustainable and assimilated into the organization.
The initiatives described in this section are a re-‐focusing of those defined in the June 2010 LRSP: 1) how to market Guardian Angels; 2) becoming more intergenerational in Ministry Programs; and 3) being a leader in regional collaboration. Significant progress has been achieved in each of these areas and the desire is to “take it to the next level.”
Each initiative has a similar approach – formation of a task group, development of a plan, followed by implementation. However, specifics will vary for each initiative.
In addition to other input, the February 2013 Town Hall meeting and the 2012 Member Survey have influenced the definition of these initiatives and the outcomes desired.
Figure 2.1: Town Hall Vision
!!
GA!is!An!Active!and!Inviting!Faith!
Community!and$!
A!Caring!Community!Partner!that! Respects!&!Accepts!Everyone!
Inspires!Lifelong!Faith!Formation!&!
Enrichment!
Serves!&!Engages!Youth!!
• Activity!supports!
aliveness!in!faith!
• Open!dialogue!in!
small!groups,!study!
&!prayer!
• Be!relevant,!truthful!
and!active!
• !!Mass!attendance!
• 1/3!of!members!
attend!regularly!
• More!small!groups!of!
all!kinds!
• Invite!friends!
• Active!&!engaged!
participation!at!
weekend!liturgies!
• Drive!membership!
growth→active!
• Openly!discuss!GLBT!
relations!
• Keep!the!“buzz”!
• Invite!the!“youth”!to!
join!
• Customized!
variations!in!
Mass/liturgy!
• Continue!to!support!HJH!shelter!
• Make!HJH!permanent!&!build!upon!mission!
• Increased!INVOLVEMENT!of!parishioners!in!
JUSTICE!&!OUTREACH!
• Stay!the!course,!liturgy,!social!justice!
• More!invitations!and!outreach!
• More!daytime!activities!for!seniors!
• More!diverse!group!worshiping!together,!
broader!community!
• Church!as!the!source!of!community!
• Cross!connect!with!community!groups/orgs!
• More!collaboration!with!other!churches!
• Seek!collaboration!with!neighboring!
parishes/Christian!Communities!
• GA!space!relevant!to!community!needs!
• Use!social!media!to!reach!broader!community!
• Work!with!other!local!Catholic!churches!
• Website!more!inclusiveV!local!churches!
• Healing!space!for!human!issues!
• Health!&!wellness!(mental!health)!
dialogue/services!
• Caring!community,!faith!based!wellness,!
shelter,!social!outreach,!one!on!one!
• GA!involved!in!infrastructure!of!community!
(getting!here)!
• GA!engaged!in!local!and!state!issues!
• Access!for!
disabilities!through!
education,!
interpreting,!and!
technology!
• Cultural!diversity!
including!Sr.!Parish!
• Successful!at!
involving!all!
members!
• Remove!feeling!
that!door!swings!
out.!“No!perfect!
people!allowed.”!
• Honest!and!
fearless!
• Welcoming,!
inclusive,!
increased!ethnic!
diversity!
• Accessible!
scripture!
• Education!that’s!
family!focused!
• Educational!
opportunities!
adult,!youth!
• Multiple!youth!
and!adult!
educational!
programs!
• Speaker!series!
that!appeals!to!
local!community!
• Youth!group!
involved,!active!
contributing!for!
our!future!
• Youth!serve!as!
ministers!at!Mass!
once!a!month!
• Use!of!future!
technology!
(animation,!social!
media)!
• Triple!size!of!youth!
ministry!
• Active!youth!
participation!
• Greater!youth,!
young!adult!
involvement!
• Get!young!families!
involved!
• Internships!for!
youth!on!our!
councils!&!
commissions!
!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 6
While the Parish Initiatives are a re-‐focusing of the initiatives from the 2010 LRSP, there is a distinct mapping of the Parish Initiatives to the vision identified from the February 2013 Town Hall meeting, as shown.
Figure 2.2: Mapping of Parish Initiatives to Town Hall Vision
The paragraphs below describe the Parish Initiatives in more detail.
2.1 Apply Communication Technology
Effective communication with parishioners and other desired audiences is critical to growth and continued success – whether to establish awareness, provide a forum for two-‐way interaction, or to promote and influence ideas. Communication has two dimensions: 1) the channels to reach desired audiences and 2) creation of the messages (i.e., content) to “get the point across.” Channels are the media employed – paper-‐based, interpersonal, and digital. Increasingly, digital is the medium of choice – it is both cost-‐effective and essential to reach certain audiences – especially younger age groups.
The intention is not to create a “virtual church” in which digital communications displace personal communication and involvement in Guardian Angels’ activities. Instead, the goal is to apply digital technology in a manner that is complementary. Increasingly, technology is employed in the delivery of ministry programs and services.
Desired outcomes include the following: • Research and adopt best practices in digital communication and incorporate
available tools more fully. This includes social networking – Twitter, Facebook, Google groups, YouTube, expanded use of email, and others.
• Evolve the GA website to a new level of capability including information architecture and technical architecture to incorporate micro sites, distributed content creation and publishing, among other criteria. A budget and phase plan should be part of the planning activity.
• Define acceptable use guidelines for content creation and the use of the available channels. Conduct training, as appropriate. Create common themes for GA communication and encourage messages that reinforce these themes.
GA#is#an#Ac)ve#and#Invi)ng#Faith#Community#
A#Caring#Community#Partner#
Respects#and#Accepts#Everyone#
Inspires#Lifelong#Faith#Forma)on#&#Enrichment#
Serves#&#Engages#Youth#
Apply#Communica)on#Technology# �! �! �! �! �!
Engage#Parishioners#at#All#Life#Stages# �! �! �!Be#a#Welcoming#Community# �! �!Be#a#Caring#
Community#Partner# �!
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This initiative relates to all areas within the Town Hall chart (Figure 2.1). It provides a foundation to reach all parishioners.
2.2 Engage Parishioners at All Life Stages
People in our society go through stages as they advance through life. While the stages often correlate with age and other demographic factors, there are opportunities within all stages to be engaged with church. Examples of life stages include newly married, parents with young children, working professionals, college students, active retired, widowed, new parishioners, and so forth. In addition, with changes in society, there are many variations to the structure of families in the US and worldwide. Engaged members have a bond with the church and consider themselves part of the community. They may be “serving,” “being served,” or a combination of both in their relationship with the church. The engaged are spiritually connected and value their relationship as “family.” Based on their current circumstances, they have varying degrees of ability to give, in terms of treasure, time, and/or talent to the church, but they are engaged spiritually, emotionally, and psychologically with the church.
Surveys show, on average, that within the United States about 29% of church members are “engaged.” The remainder is either not engaged or is actively disengaged. In his book Growing an Engaged Church, Winseman expands on these definitions and suggests ways to engage members more fully. Guardian Angels parish has a foundation of “engaged” members upon which to connect with others more fully. This goal is consistent with the Archdiocesan Rediscover initiative.
Desired outcomes include the following:
• Research and define relevant life stages and the services and styles that attract individuals at each stage. Leverage the extensive research that has been conducted by JustFaith Ministries and others. Perform benchmarking of successful models in church and other areas.
• Identify parish services and styles to test and/or implement within Guardian Angels. The goal is to consider the needs and wants of not-‐so-‐engaged current and prospective members, while preserving the successful services and styles in place.
• Experiment with identified approaches and develop measures to determine feedback from members and the level of participation based upon life stage groups. An area of focus is young adults within the 25-‐45 age group, although life stage can vary significantly within this age group.
This initiative relates particularly with the Town Hall chart (Figure 2.1) first, fourth, and fifth columns, which provide additional detail to desired outcomes.
2.3 Be A Welcoming Community
As input to the 2010 LRSP, Guardian Angels performed a SWOT (strengths/weaknesses, opportunities/threats) analysis. One of our observations was that, while our initial welcome to members and visitors is a strength, our follow-‐through to invite and engage was a weakness. While a warm greeting at the door (literally and figuratively) must
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continue, welcoming goes beyond this and we must find more ways to extend our welcome to more fully engage visitors and members. This Parish Initiative relates to “Engaging Parishioners at All Life Stages.” As we examine what is means to be engaged as a member, it begins with being welcomed by the entire community – whether as a visitor to GA or as a member not actively engaged. Welcoming evolves into invitation and service (serving or being served) in meaningful ways that result in spiritual and psychological connections. As examples, the sacraments are an opportunity to engage – weddings, baptisms, first communion, confirmation, and funerals.
Desired outcomes include the following:
• Identify “entry points” for visitors and not-‐so-‐engaged members. Ensure that GA has the services and styles that address their needs and preferences and begins to form the desired bond. Identified entry points will include “digital” entry points including the website, GA social networking presence, etc.
• GA will expand the initial welcome and the “first impression” to all entry points in a manner that is consistent with each situation. Entry points may often align with the life stages identified earlier.
• GA will achieve measurable progress in advancing individuals from initial welcome to invitation, to service (serving or being served), and to being engaged.
This initiative relates particularly with the Town Hall chart (Figure 2.1) first and third columns, which provide additional detail to desired outcomes.
2.4 Be a Caring Community Partner
A vital factor for successful strategic partnering is to reach beyond the boundaries of the organization to establish win/win partnerships with other organizations. The Archdiocese has established models of consolidation, clustering, and collaboration such that each parish has the critical mass to offer the ministry programs and services needed by members. The collaboration model is most relevant to GA when we work with other parishes and churches for the benefit of our collective membership. However, a certain level of clustering: i.e., direct sharing of resources (such as youth minister and communication staff member) is relevant.
GA is a leader with the high-‐profile Hope for Journey Home shelter for homeless families located in our parish house. Our Sister Parish relationship with St. Rita’s in Teustepe, Nicaragua is the longest standing such relationship in the Archdiocese. We are told this is an excellent sister parish model. Beyond these, however, there are other collaboration activities underway in social justice, education, and other ministries. The aim of this initiative is to expand our capability and activities in resource sharing and collaboration.
Desired outcomes include the following:
• Continue the success and growth of the Hope for Journey Home. Identify how to move the shelter to the next level in terms of organizational structure and partnerships.
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• GA will become more proactive with partnering. In addition to responding to further opportunities for community service as they arise, GA will initiate contact with other Catholic parishes and other regional organizations, as needed, to advance mutual goals.
This initiative relates directly to the Town Hall chart (Figure 2.1) second column, which provides additional detail to desired outcomes.
2.5 Looking Back – Parish Initiatives As mentioned earlier, the Parish Initiatives defined above are a re-‐focusing of directions with which Guardian Angels has been working. Parish Initiatives bring awareness to all within Guardian Angels and align activities toward making substantial progress. It is important to note that, while the Parish Council oversees implementation of the initiatives, many individuals and ministry programs have contributed in substantial ways to advance GA’s effectiveness in areas that benefit everyone. Highlights from the 2007 and 2010 LRSP documents:
• Communication Effectiveness – the Angel News and current web site were developed from this objective.
• Develop Future Leaders – the Leadership program, which evolved into the Discipleship Workshop, was created.
• Attract and Manage Resources – the Stewardship Commission was formed and significant progress has been made to expanding volunteer (time and talent) activities. During this same period, the Finance Council re-‐vamped parish finances and introduced measures and accountability that have brought Guardian Angels into sound financial condition.
• How to Market Guardian Angels – the principal activity was an updated mission statement and identity – including a new tagline “Living Water for Your Journey.”
• Expand Intergenerational Participation in Ministries – a principal activity was the Wings and Fire Event, which launched the Youth Council and subsequent participation for youth in all ministries, as well as activities tailored for them.
• Be a Leader and Catalyst in Regional Programs – the Hope for Journey Home shelter is a centerpiece, but there is an increased level of participation among parishes and other churches in other events. A spirit of cooperation is emerging that is a solid foundation for taking it to the next level.
These are examples of progress. However, much has happened beyond what is mentioned. Parishioners should expect substantial progress in the coming months and years with the newly defined Parish Initiatives – and everyone is invited to participate!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 10
3.0 Financial Status and Plan
Guardian Angels’ financial condition has improved steadily during the past five years. Our parish has been transparent, sharing its financial status to all parishioners on a quarterly basis. This creates trust, and our parishioners have responded with steady financial support. We have balanced our operating budget every year during this period and, through the Angel List (a website listing of needed capital projects), have generated over $700,000 of financial support to cover much-‐needed repairs and improvements.
In addition, we have taken advantage of low interest rates to reduce our debt to a manageable level. All long-‐term debt has been consolidated into the mortgage and we are paying this off on a ten-‐year schedule. According to plan, we will be debt-‐free in 2023. In recent years, we have repaid $750,000 to the Archdiocese for past pension contributions, liability insurance, and assessment payments. We have no debt to the Archdiocese.
This financial support has been combined with reducing costs and adhering to tight operating budgets. This included the agonizing decision to reduce staff. A positive factor has been the creation of a volunteer culture among parishioners of all ages. Without volunteers helping out in so many ways, we would not have been able to achieve this financial turnaround, which was accomplished during difficult economic conditions.
Looking to the next five years, we require a net annual increase in income of 1% to 2%. This will be challenging since the assessment from the Archdiocese will increase and the refund for the Catholic Services Appeal is being eliminated. This results in a decrease of $45,000 income annually. Inflation will also be a factor. We need to continue to control our costs, operate within budget, and build our reserves.
During the past five years, the cemetery operation has been self-‐sustaining and operates as a separate budget center. The cemetery has an endowment of over $50,000 that will
Financial Highlights
• Goal is to be debt-‐free in 10 years. All debt (including Archdiocese arrears) has been consolidated into a low-‐interest mortgage.
• 1-‐2% net increase in income per year required for operations – changing mix – new sources being explored while others declining.
• Facilities in good shape and capital needs planned. No foreseen need to conduct a capital campaign.
• Reserves vital to future and dealing with the unforeseen. Grants, endowments, and other sources are in process.
• The generosity of members and other volunteers contributing their time, talent, and treasure has been vital to achieving the financial foundation to be “Engaging in God’s Work.”
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 11
continue to grow and provide perpetual care for decades. Including the addition of three columbaria, irrigation to all sections, and substantial road repairs, we have invested over $100,000 of restricted funds into the cemetery. We project the unused cemetery property will be sufficient for more than 50 years.
We plan to replace the roof over the Worship Space within the next two years and we have a restricted savings account of $225,000 for that purpose. Within the next five years, we have two other major capital projects identified – replacing the parking lot and replacing the roof on the parish house. We plan to establish a Parking Lot Fund similar to the Raise the Roof Fund and will explore the use of grants to cover the Parish House roof.
Emergency or unforeseen repairs and improvements will be paid for through our Capital Project Savings account. Our Park and Ride lease will generate $20,000 (adjusted for inflation) each year for the next 25 years. We have decided to designate these funds for capital projects. We have developed a 25-‐year plan for capital project needs and currently see no need for a capital campaign.
Another method of assuring continued financial stability is through planned giving. While the endowments in place will help cover capital and cemetery needs, we also require similar underlying support for operating needs. During the next several years, we will communicate with parishioners over the age of 50 to consider estate-‐planning ideas that will keep Guardian Angels as a vibrant parish into the future. Many methods exist – including gifts of cash or stock, a bequest in one’s will, setting up a charitable gift annuity, life insurance or IRA beneficiary designations, and donations of a business, personal property or real estate.
We have demonstrated the ability to do the extraordinary, and the effect has been to more fully engage parishioners in all parish activities. For example, our Hope for the Journey Home shelter has positioned Guardian Angels as a regional catalyst and leader and as A Caring Community Partner. Over 40 regional churches are working with us and we will continue to be aggressive in applying for grants and financial support from our partner churches to cover the operating expenses for the shelter.
Parishioner support of time, talent and treasure has allowed the staff and parish leadership to position Guardian Angels in such a favorable position amidst challenging economic conditions. The volunteer culture that has developed among parishioners has been the foundation of our financial turnaround during recent years!
Guardian Angels’ sound financial position is the direct result of hard work by staff, trustees, the Parish Pastoral Council, and especially the Finance Council. We will continue to be transparent and vigilant as we manage the finances of our parish.
With continued support from parishioners, the Finance Council believes that Guardian Angels has a solid temporal foundation by which to carry out our mission and achieve the initiatives outlined in this Long Range Strategic Plan.
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4.0 Vectors of Change – Demographics and Trends
There are a number of factors that influence how we operate at Guardian Angels, and it is important that we have a realistic understanding of them. As a Catholic parish in the East Metro area of the Twin Cities, our region has certain demographic characteristics. In addition, Guardian Angels parish today has certain characteristics.
We must assess our competencies and recognize areas for improvement. Being effective and efficient in the development and delivery of quality Ministry Programs is good stewardship of the resources (time, talent, and treasure) that God has entrusted to us. To that end, we must understand the composition of our parish within its environment. Our parish database, while incomplete, is augmented by the May 2013 GROW Parish Pastoral Planning Report developed by TeamWorks International and provided through the Archdiocese – and by data from the CARA Center at Georgetown University.
A graphic summary is shown below.
4.1 Demographic Highlights
• We are a religious community of 2,339 households located in the southeastern corner of Oakdale, MN
• Our registered household level has been steady during the past five years
• 72% are married households with 75% having children
• 28% are single households with 40% having children
• Our median household income is calculated at $85,413 annually
• 57% of our households contribute financially to support the parish
2345
2310
2274
2310
2339
22202240226022802300232023402360
2009 2010 2011 2012 2013
Enrollment has been steady
Diverse households, most with children
12%
18%
16%
54%
Married with childrenSingle with chidrenMarried without childrenSingle without children
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 13
• Our members live in 75 ZIP code areas in Minnesota and Wisconsin
• 50% are located within the official Guardian Angels boundary, and 50% are located outside that boundary
• 80% live within an 8-‐mile radius of Guardian Angels
• 27% of the 4,400 registered Catholic households located within the official Guardian Angels boundary belong to Guardian Angels.
• The remainder are registered with 81 other Catholic parishes
• Our overall membership is 7,250
• 53% of our members are female
• 47% of our members are male
• 55% of our members are adults
• 45% of our members are children
• Leadership in Commissions and Councils is currently 55% male and 45% female
• The mean age of the residents in our
primary serving area is 37.3 years • The mean age of our member is 39 • Sacraments (3-‐year average):
o 56 Baptisms o 62 First Communions o 75 Confirmations o 18 Weddings o 44 Funerals
Majority of Catholics within our parish boundaries are still
waiting to be welcomed
50%
30%
20%
Within GA serving boundary (5 miles)
Extended GA serving radius (5 to 8 miles)
Beyond GA extended radius (over 8 miles)
Women are the majority of parishioners and
leaders
29%
25%25%
21%
Female AdultsFemale ChildrenMale AdultsMale Children
200
723 734
1143
730
11171009
597
351
196
0
200
400
600
800
1000
1200
0
to
5
6 t
o 1
3
14 t
o 1
9
20 t
o 3
0
31 t
o 4
0
41 t
o 5
0
51 t
o 6
0
61 t
o 7
0
71 t
o 8
0
81 t
o 1
00
Deficit of 30 – 40 year old members
Guardian Angels welcomes members from a wide geographic area
A good balance of membership across Men, Women, Adults and Youth
Need more 30-40 year old members!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 14
• 1,600 regularly attend weekend Mass • Per Mass, 33% of seating capacity is used • 725 of our members actively volunteer • 145 members hold leadership positions
• 80% of our members live within an 8-‐mile radius of Guardian Angels (this is our primary serving area)
• 116,182 residents live in this primary serving area
• 43,397 households are located in this primary serving area
• 9,441 or 22% are registered Catholic households
• 1,862 or 20% of those Catholic households are registered Guardian Angels members
• Our membership is diverse and generally mirrors the ethnic and racial populations found in our primary serving area
• The median household income is $78,463 and projected to grow 10.9% over the next five years
• The overall population is projected to grow 4.4% over the next five years o White population growth: 1.2% o Asian population growth: 13.3% o Ethnic Hispanic population growth:
16.5% o Other (non-‐specified) population
growth: 17.9% o Black population growth: 24.3%
Majority of Catholics within our primary serving area are still
waiting to be welcomed
4%
18%
78%
Registered Catholic - Guardian AngelsRegistered Catholic - Other Parishes
All Other Households
Diversity mirrors primary serving area,
all are welcome
8 1 %
8 %
6 % 5 %
White Population
Asian Population
Black Population
Other Population
Strong core of leaders with room to grow
22.0%
7.0%
2.0%
25.0%
5.0%
1.5%
0.0% 10.0% 20.0% 30.0%
% Who Regularly AttendMass
% Who Actively Volunteer
% Who Participate inLeadership
US Catholic Church /MSP ArchdioceseGuardian Angels
Diversity mirror primary serving area – all are welcome
Strong core of leaders with room to grow
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 15
4.2 SWOT Analysis and Current Trends
At key points in the planning process, the LRSP planning team sought input from parishioners and staff – including the Council of Ministries, Parish Council, Finance Council, Town Hall, meetings of individual commissions, and articles in the Angel News.
Strengths and areas for development focus on Guardian Angels as we are today.
Strengths identified include: • Guardian Angels is a welcoming parish. This parish is considered warm and
inviting. We have a rich, extensive rural history that has a neighborly feel and an excellent physical location and visibility.
• Our programs in worship and music are outstanding and have proven to be excellent entry points and/or new additional opportunities for adult engagement.
• We are actively engaged in justice and outreach, and this provides many opportunities for people to become involved, including younger people and families.
• We are committed to diversity and accessibility in the tradition of our Catholic faith. As all are members of the human family, we draw no lines, build no barriers, and work to extend God’s reign in this world.
• Our financial house is in order. We have continued to set our expenditures to match our income. We have paid off our Archdiocesan debt, and remaining debt is manageable.
• Our facilities/buildings and grounds have already seen significant improvements making them safer, sturdier and more energy efficient. We have sufficient funds available to cover short-‐term emergencies and near-‐term maintenance (e.g., new roof). We have a good understanding of ongoing maintenance and capital expenditures in the longer term.
Areas for improvement include: • Communication needs to be improved in both content and form. Feedback
from parishioners indicates that communication needs to be clearer, and that results of surveys and planning are not well communicated. While we have the pulpit, the Angel News, the weekly bulletin and the website, there is still a need for enhanced communication, which effectively reaching all parishioners and potential parishioners at different life stages and recognizing the different ways people access information.
• Engaging new members still needs work. While we are welcoming to those who walk through our door, and although we have many ways for folks to engage, there is a gap between our warm initial welcome and actively engaging new members in parish activities.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 16
Opportunities and Threats (challenges) identify critical issues to be considered as we plan for the future.
Opportunities include:
• Ethnic diversity is increasing, providing an opportunity to welcome newcomers into our Church and country.
• The Hope for the Journey Home shelter provides opportunities for not only our parishioners to be engaged, it has been a way of connecting the broader community in a concerted effort to act as people of faith to address a community issue: homelessness.
• People no longer feel compelled to stay within a “neighborhood” parish and are seeking communities of faith that speak to them. We have a broad base of membership living in 75 ZIP codes. Our liturgies and opportunities for social involvement are attractive and could translate to new members.
• Social media provides opportunities to connect with younger audiences we may not presently be reaching.
• Youth programs and the development of Wings and Fire and the Youth Council are attracting youth from GA as well as other denominations in the area. They can be a way to draw new families into our communities.
• There is a yearning for spirituality in our busy lives. Our society is often troubled and there is a growing complexity to life, while at the same time, there is an increasing desire for faith and purpose to life. Some have difficulty with the required commitments of work, family, and school life; others are stressed financially. Guardian Angels has an opportunity to welcome in those who yearn for “healing waters for their journey”.
Threats (challenges and difficulties) include:
• Attitudes toward church are generally declining – there is less confidence in the institution, reduced denominational loyalty, reduced loyalty to one’s home church (people often attend several churches), and declining attendance. There are mixed perspectives about change and traditions in the Church – conservatism and pre-‐Vatican II versus contemporary and Vatican II changes.
• New churches in the community are attractive and inviting. • There is increasing competition for the time, talent, and treasure of our
members. Young families have many competing interests. The economy affects participation.
• The Archdiocese is experiencing financial difficulties and will be relying more heavily on the strength of successful parishes.
The objective and subjective analysis of Guardian Angels on both macro and micro levels support the Parish Initiatives in this 2013 LRSP – as well as provide a useful benchmark for measuring progress.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 17
5.0 Member Survey
In the first quarter of 2012, Guardian Angels conducted a survey of its membership to better understand the degree to which the parish was meeting their needs and preferences. Over 500 members responded to the survey.
This section summarizes some results of the survey. The survey results are also reflected in the SWOT analysis in the previous section and in Attachment E.
Parishioners indicated they wanted more spiritual growth opportunities for young adults. They wanted an expansion of the spiritual educational opportunities for all adult parishioners. They indicated that most parishioners are busy and need to be personally invited to become more involved. These findings relate to the new initiative to “Engage Parishioners at All Life Stages.”
The initiative to Apply Communication Technology has the potential to reach busy parishioners more effectively through digital technology. For example, JustFaith and Engaging Spirituality groups could be formed online.
Parishioners indicated that we are a welcoming and inclusive parish. However, they want us to be more progressive in our welcoming and follow-‐through. This need is reflected in the new initiative to Be a Welcoming Community. To do so, we must identify the entry points for visitors and not-‐so-‐active parishioners to become more engaged.
Other survey findings are being implemented and assessed by our commissions, committees, and staff. They are:
• Youth Ministry: Due to the expressed need to strengthen our youth ministry, a new staff member was hired in the fall of 2012.
• Masses: We have diverse preferences. These include traditional, contemporary, engaging, shorter Masses and differing Mass times.
• Music: We have diverse wants – varying from “no change” to more upbeat and energetic to more traditional music. Some desire less music and singing.
• Sermons: We have diverse suggestions mainly centered on relevance and inspiration.
• Administration & Finance: Most wanted to improve contributions, increase revenues and sources of income. Others expressed that we are living within our budget and that the parish is well run.
Refer to Attachment E for in-‐depth detail.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 18
6.0 Town Hall Meeting – February 2013
The trends, demographics, SWOT analysis, and member survey are all part of the process employed to develop a roadmap for Guardian Angels – including where we are today, the mountains and valleys along the path, and the directions for our future. An important step in setting our future direction was the previously described Town Hall meeting.
Guardian Angels’ Town Hall meetings have been in place for many years as a way to solicit input and feedback from parishioners. At the meeting in February 2013, two questions were put forth to the community:
What is the desired future state of Guardian Angels in 3 to 5 years? What do we want to see in place in 3 to 5 years as a result of our actions?
There were four components to the process. • Brainstorm – over 50 quality ideas resulted. • Organize – like responses into categories. • Name – the categories to encapsulate the meaning at a glance. • Reflect – on the 3-‐5 year vision for Guardian Angels.
The result of the Town Hall meeting can be summarized as follows. This process was key in shaping the definition of the Parish Initiatives defined in Section 2. Figure 2.1 provides additional detail to the result of the brainstorming and organizing activities.
Guardian Angels is an
Active and Inviting Faith Community, and
A Caring Community Partner, that
Respects and Accepts Everyone,
Inspires Lifelong Faith Formation and Enrichment
Serves and Engages Youth, and
Embraces Stewardship.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 19
Attachment A: Pastoral and Temporal Ministries Our Mission is primarily served through our pastoral programs, while our temporal programs are essential to attract and manage the resources required to fulfill that Mission. The following framework summarizes Guardian Angels’ ministries.
Figure A-‐1: Overview of Guardian Angels Ministries
Pastoral Programs Pastoral programs consist of the following:
§ Liturgy (worship) – The communal celebration of the Eucharist is the source and summit of the life of our parish. All liturgical celebrations flow from this one source. In our liturgies we express who we are as Christians. Liturgy continues to form us in the ways of our Christian life. The celebrant of the liturgy is the entire community, from priest to parishioner, from musician to minister of hospitality in full, conscious and active participation.
§ Learning (education) – Forming our faith is a lifelong process necessary for adults as for children and youth. We are committed to grow and mature our faith into a faith that makes a total and free self-‐commitment to the Body of Christ. Education is the beginning of this full and rich development; providing expanded knowledge and new perspectives that are later reinforced and internalized through experience. This process shapes who we are, individually and as a community.
Discipleship!(living the commitments of our Baptism)!
People (time & talent)
Finances (treasure)
Facilities (infrastructure)!
Temporal!Programs!
(resources)!
Liturgy (worship)!
Learning (formation)!
Life (living our faith)!
Pastoral!Programs!(core mission)!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 20
§ Life (living our faith) – Christian Life is a commitment to right relationships, peace, justice, and reconciliation. Christian Life consists of the Inner Life and the Public Life. The Inner Life represents the development of personal spirituality and the nurturing of community through Christian hospitality and ministry programs that focus on pastoral service and fellowship to meet the needs of GA parishioners. The Public Life invites us to be disciples in the world and live out our call to faithful citizenship. Guided by the Gospel and Catholic Social Teaching, we seek to shape a society that is respectful of human life and dignity, and committed to justice and peace, with a special concern for the most vulnerable. Through mutuality and solidarity, we seek to assure that everyone has the means to meet basic needs, and that no one is excluded.
Temporal Programs Temporal programs consist of the following:
§ People – A parish is ultimately its people ministering to one another – the time and talent of each of us, individually, and all of us, collectively to the full extent of our abilities.
§ Facilities (infrastructure) – To effectively accomplish our goals in a practical sense, we require infrastructure, in the form of buildings and grounds, supplies, technology, etc.
§ Finances – Money is required as the means to support our infrastructure, maintain our staffing, and share our gifts with others outside our parish.
Together, the pastoral programs and temporal programs within Guardian Angels provide an effective avenue for each of us to live out our Baptism.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 21
Attachment B: Guardian Angels Organization The Pastor, as parish leader, guides the members and staff to collaboratively establish parish focus and direction. The Pastor is advised by the Parish Pastoral Council (PPC) in pastoral matters and by the Finance Council (FC) in temporal matters. Trustees, in addition to their temporal role as officers of the corporation, are ex officio members of the Parish Pastoral Council and the Finance Council.
Organization Chart Commissions are the “backbone” of our parish leadership – every ministry program is aligned with a Commission and each Commission has direct linkage with the GA mission. Commissions define the direction and lead the implementation activities for their respective areas. Each Commission has committees and an organizational structure suitable to its needs. The PPC and FC serve to ensure consistency of direction and prioritize the allocation of resources within the means of the parish. The Council of Ministries, which meets periodically to share ideas, comprises the Pastor, PPC, FC, and Commission leaders. The following is a diagram of the Guardian Angels organization. We use the servant leader management style and organizational model to emphasize that GA’s primary goal is to serve our members and other communities with quality ministry programs.
Figure B-‐1: Guardian Angels Organization Summary
Council of Ministries!
Members and Communities Served
Standing & Ad Hoc Committees - (determined by Commissions)
Education Commission
Faith Formation Adult Enrichment Vacation Bible School Little Angels others
Liturgy Commission
Worship Music Initiation Ministries others
Justice & Outreach Commission
Peace & Justice Action Hope for Journey Home Sister Parish, JustFaith Gardening Angels Loaves & Fishes, others
Stewardship Commission
Shared ministry (time and talent) Income sources (operations & capital) Accounting & audit
Parish Life Commission Pastoral Care Accessibility Clubs / Events Befrienders others
Administration Commission
Building Information Technology Office & Administration Cemetery others
Pastor Staff
Trustees
Archdiocese Corporation & Employees
Parish Pastoral Council Finance Council Planning & Communications
Commission!Youth Council!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 22
Roles and Responsibilities Each commission block in Figure B-‐1 shows a partial representation of the areas of responsibility and/or committees reporting to the Commission. The general charter for each organization follows; refer to Ministry Program Plans for additional detail. ° Parish Pastoral Council – Representative of the Parish as a whole, the PPC advises
the Pastor regarding the pastoral needs of the Parish. The PPC maintains two-‐way communication with the membership and with organizations whose primary focus is pastoral in nature – to coordinate and prioritize Ministry Programs to the best benefit of the Parish.
° Finance Council – Representative of the Parish as a whole, the FC advises the Pastor regarding temporal matters of the Parish with an emphasis on finance. The FC works closely with the administrator to coordinate budgets and with the Stewardship Commission for fund raising. The FC ensures timely and accurate financial reporting to the Archdiocese and the membership and is responsible for the treasury function.
° Planning and Communications Commission – The P&C Commission is the “process owner” for the GAPP process. The P&C Commission acts on behalf of the PPC and FC to recommend parish-‐wide initiatives that would benefit all ministry areas and to assist in communicating GA’s direction to the membership and beyond.
° Council of Ministries – It is expected that all organizations will communicate with each other, as needed, to effectively coordinate GA’s planning and implementation activities. The Council of Ministries provides a forum for periodic meetings among leaders for awareness and dealing with issues. The P&C Committee coordinates Council of Ministry meeting agendas on behalf of the PPC and FC.
The Commissions listed below have similar roles relative to their respective areas. While there are similarities, however, there are unique aspects. Generally, Commissions are responsible to establish direction and oversee the execution and measurement of their Ministry Programs. While the P&C Commission coordinates GAPP activities, events, and milestones (process), Commissions are responsible for the content of their plans.
Each Commission is closely connected within Guardian Angels to its members. In addition, each Commission is aware and engaged in their activities external to the Parish, the Archdiocese, and national organizations. The first four Commissions are most closely aligned with the Parish Council and the latter two with the Finance Council.
° Liturgy Commission – responsible for the worship, music, and initiation ministries. Liturgy is the common experience among all members of Guardian Angels and the basis of our individual and collective faith lives.
° Education Commission – responsible for developing and conducting educational programs for all age groups within Guardian Angels.
° Parish Life Commission – responsible for living our faith ministry programs focused on pastoral, service, and social activities and events for GA parishioners.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 23
° Justice & Outreach Commission – responsible for living our faith ministry programs that advocate the principles of Catholic Social Teaching.
° Stewardship Commission – responsible for ministry programs that attract and manage resources – time, talent, and treasure – for the benefit of all other programs. This encompasses fund raising activities and efforts to develop infrastructure (e.g., data base technology) and information gathering activities to register people’s interests. It also encompasses promoting the “stewardship way of life” to Guardian Angels membership.
° Administration Commission – responsible for day-‐to-‐day operations of the Parish and for the infrastructure (building & grounds, information technology, etc.) required.
Commission Operations Internally, Commissions operate similarly. Increasingly, the parish relies upon members to be the leaders and volunteers within our ministry programs. This “Disciple’s Response” is essential due to the reduced availability of clergy in the Catholic Church and the tight budgets that are becoming the norm.
Figure B-‐2: General Roles and Responsibilities within a Commission
Each Commission has a Chair and Vice Chair (or Co-‐Chairs) to organize the activities of the Commission. All Commission members (including the leadership) establish the direction and goals of their respective Commission. Staff representatives perform a consultative role in setting the direction and have the primary responsibility for leading and coordinating the activities of volunteers. The goal is a collaborative relationship among staff and lay leaders (volunteers), in which each leverages the strengths of the other. Committees (under Commissions) may opt to operate similarly.
Chair & Vice Chair
Membership • Establish direction and
goals representative of GA member needs!
• Primary resource for program execution!
• Develop agendas & convene meetings!
• Guide activities/workflow!• Report to stakeholders -
PPC, FC, GA members!
Staff Representative(s) • Consultant/coach in
direction-setting process !• Ensure GA resources
(information and support) available, as needed!
• Lead the execution of defined plans!
• Recruiting & training!• Measurement and
reporting!
PPC / FC Liaison
Pastor & Admin • Oversight &
communication!• Priorities & tradeoffs!• Decision authority!
• Expertise & commitment to program - attend meetings!
• Communicate what’s happening in the PPC / FC!
• Advocate for program!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 24
Attachment C: Planning Process
Planning is vital at every level within Guardian Angels. Through effective planning, we communicate and test our ideas, provide for broad participation in setting purpose and direction, and develop a shared understanding and commitment to this purpose. Of equal importance, we must effectively communicate and realize our plans. Every member of Guardian Angels should understand the direction and his/her role in contributing to success. We believe that effective planning and communication are vital to be good stewards to manage the time, talent, and treasure that God has entrusted to us.
GAPP Process Overview Guardian Angels Parish Planning (GAPP) is a collaborative and repeatable annual process performed within the Guardian Angels fiscal year (FY) from July 1 to June 30. The first half of the FY, we focus on longer-‐term thinking to describe the “goal state” for ministry programs within Guardian Angels. In the second half of the FY, we focus on a 12-‐month horizon to identify the specific objectives, budgets, and measurements for the upcoming fiscal year. The GAPP process is summarized as follows:
Figure C-‐1: GAPP Summary
GAPP Documents Planning teams publish documents to record decisions reached. While planning, per se, is a continuous and dynamic activity, the documents provide a “snapshot” of the status as of the publication date. While the documents are an essential ingredient of planning, the
Program Planning!Ministry Program Plans!
LRSP Development!
Visioning and !Discovery Sessions!
AOP - Tactics / Measures /! & Budgets!
Joint Meeting of!PPC, FC, Trustees!
July June February
Implementation, Adjustments,
& Measurement
Previous Year
Planning Teams (Volunteers and Staff)!
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 25
significant value is the collaboration among volunteers, staff, and leaders that results in a shared understanding of direction. Is the word “plan” a noun or verb? It is both!
Figure C-‐2: GAPP documents
The Ministry Program Plans (MPPs) and the Long Range Strategic Plan (LRSP) are developed with a 3-‐5 year horizon. They establish a direction for Guardian Angels that is aggressive and desirable, while on the other hand, the goals must be achievable, timely, and measurable. The LRSP defines the GA mission and vision, establishes a framework for the GAPP process, and identifies directions and initiatives that are parish-‐wide and pertinent to most, if not all, ministry areas. Ministry Program Plans describe programs and initiatives for the major pastoral and temporal areas. As described in Figure C-‐1, these longer-‐range documents are developed during the first half of the fiscal year.
In early February, work begins on the Annual Operating Plan (AOP). While longer-‐range plans provide general guidance for parish activities, the AOP has a 12-‐month horizon and is very specific relative to goals, budgets, measures, etc. It is during the AOP process that priorities and tradeoffs must be applied such that the Parish is living within its budget and other constraints. At the end of the fiscal year (June), Parish leadership meets to approve the AOP, which is then used to manage the implementation activities during the new fiscal year.
Archdiocesan Parish Visitation Process and GROW framework
The Guardian Angels Parish Planning process has been in use during the past decade and has evolved to meet our needs during that time. Historically within the Archdiocese, about 10% of parishes have adopted a planning process and only half of those have had
Long Range Strategic Plan (3-5 years)
Program Plans
Ministry Program
Plans (3-5 years)
Annual Operating Plan (12-month horizon)
Execution & Measurement
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 26
measured efforts to implement their plans. As such, we are distinguished for the relative quality of our planning efforts and results.
During the past five years, the Archdiocese has conducted its own planning effort, which has resulted in many actions and initiatives to improve its own operations, as well as those at the parish level. At the parish level, a Pastoral Visitation Process has been defined to assess operational effectiveness and efficiency. To that end, a variety of assessment and planning tools were developed and assembled into the GROW framework.
Guardian Angels is currently scheduled for its Pastoral Visitation in 2015. We have reviewed the GROW framework and look forward to the thoroughness by which we will be able to assess our operational activities. This will enable us to view our strengths and weaknesses, as well as identify areas of improvement, at a whole new level of vitality.
Areas reviewed during the Pastoral Visitation include pastoral ministry, evangelization, lifestyle and ministerial duties of the clergy, sacred liturgy, and temporal administration. The Parish Vitality Matrix provides a tool for us to rate our current level of performance, as well as to understand the attributes of best practices to which we would aspire.
Our goal is to retain the benefits of the Guardian Angels Parish Planning process that have been successful, while incorporating improvements offered by the GROW framework and the Pastoral Visitation Process.
We plan to publish a revision to this Long Range Strategic Plan in 2015 that reflects our progress in implementing this plan and the insights gained from the Pastoral Visitation.
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 27
Attachment D: GROW Demographic Detail
Attached are the introductory pages of a report produced under the auspices of the Archdiocese Planning Process (GROW) by TeamWorks International. The report provides in-‐depth demographics of the eastern metropolitan area and for Guardian Angels, in particular.
The following pages give a good idea of the content of the report. The entire report is very detailed and consists of about 40 pages. Those interested in receiving the full report should contact the Parish Administrator for a copy.
MAY 2013
PARISH PASTORAL PLANNING
ARCHDIOCESE OF SAINT PAUL AND MINNEAPOLIS
TEAMWORKS INTERNATIONAL
GUARDIAN ANGELS - OAKDALE GROW PARISH PASTORAL PLANNING REPORT
GUARDIAN ANGELS - OAKDALE
PARISH PASTORAL PLANNING REPORT
1 INTRODUCTION
4 POPULATION AND RACE DEMOGRAPHICS BY PARISH BOUNDARY
5 POPULATION AND RACE DEMOGRAPHICS BY REVISED BOUNDARY
15 POPULATION AND AGE DEMOGRAPHICS BY PARISH BOUNDARY
22 CATHOLICITY DEMOGRAPHICS BY PARISH BOUNDARIES
23 PARISHIONER SOCIOECONOMIC AND LIFESTYLE DEMOGRAPHICS
25 PARISH AND SACRAMENT ANALYSIS 26 APPENDIX 1: SUMMARY OF LIFESTYLE CLASSES
1 Guardian Angels – Oakdale: GROW Pastoral Planning Report
INTRODUCTION - SEEDS FOR GROWTH IN THE GROW PROCESS EVANGELIZATION Archbishop Nienstedt called for “a revitalized and sustainable local Church, one that is responsive to the pastoral needs of all our brothers and sisters in Christ” in the 2010 Archdiocesan Strategic Plan. The GROW process for parishes was designed to align with the Strategic Plan as well as Archdiocesan initiatives such as the Rediscover initiative for individuals. Just as individuals need to be focused on Prayer, Study, Generosity, Hospitality, and Evangelization, so, too, the parishes need to be focused on these elements – both in supporting individuals in their efforts to become more dynamic Catholics and collectively as a communion of believers. In addition to the seed for individual growth, GROW also focuses on the elements of parish viability that sustain Communion, Mission, Administration, and relationship to the Local Church. PRAYER GROW, with Christ as our center, will look at how prayer life is experienced through the Mass and the sacraments. It will look at the liturgy and opportunities that the parish uses to foster prayer and build dynamic Catholics. STUDY GROW looks at opportunities for parishioners to study their faith. It examines overall satisfaction with faith formation for both children and adults while starting a conversation on parish support of overall formation. GENEROSITY GROW examines generosity, looking at ways the parish inspires stewardship through giving of time, talent and financial resources to the parish. HOSPITALITY GROW does an examination of how individual experience the parish as a welcoming community. It offers parishioners a chance to voice their thoughts on the welcoming nature of the parish.
GROW, looks at evangelizations as a way to help create the possibility of an encounter with Jesus Christ. Parishes speak the truth of the Catholic faith in its fullness and in love. Pastors and parishes offer these truths with encouragement and welcome, adding greater meaning and purpose to people’s lives. VIABILITY GROW gives parishes solid information that ties all these seeds together and keep them in balance. By examining the various elements of viability – from leadership to governance to finance to schools, parishes get in-depth demographic and financial analysis that enables both the parish and its Catholic school to develop a data-driven pastoral plan that supports the Strategic Plan’s identified “Criteria for Long-Term Viability” for parishes (Communion, Mission, Administration, and Relationship to the Church) and for schools (Catholic Identity, Academic Programming, Financial Management, and Community Outreach). ABOUT THE ARCHDIOCESE The diocese was established by the Vatican in 1850 (originally Minnesota and the Dakotas), and elevated to archdiocese 38 years later. Now comprising a 12 county area, the Archdiocese has 217 parishes and is home to approximately 825,000 Catholics (roughly 25% of the population). During the past ten years, 100,000 new members have joined the Archdiocesan Catholic family. Approximately 9,000 infants and 300 adults are baptized annually in Archdiocesan parishes. Mass is celebrated in nine different languages each Sunday within Archdiocesan parishes. Within the area are six Catholic nursing homes, four Catholic hospitals, ten retreat centers, and six monastic communities. Currently, 495 priests, 1,400 religious sisters, brothers, deacons, and thousands of lay personnel and volunteers serve in the parishes and in many other ministries. Quality Catholic education is a high priority within the Archdiocese. There are more than 80 elementary and 12 secondary schools which serve a total
2 Guardian Angels – Oakdale: GROW Pastoral Planning Report
Catholic student enrollment of over 34,000. Approximately 48,400 children and youth are enrolled in parish religious education programs. Through various forms of social outreach, Archdiocesan agencies help those in urgent need by providing nearly 3 million meals a year, over 5,000 places to sleep for the homeless, a home for troubled children, and 2,000 low-income housing units. Archdiocesan support programs serve and provide advocacy support for the poor, the handicapped, persons with AIDS, the divorced and separated, people in prison, refugees, and others with special needs. The Catholic Church is the largest non-governmental provider of social services in the United States. PURPOSE OF THIS STUDY The Archdiocese of Saint Paul and Minneapolis has requested TeamWorks International of Centerville, MN to assist in the GROW Parish Pastoral Planning Process in partnership with Catholic Finance Corporation (CFC). The ultimate purpose of this study is to work towards long-term parish and school viability to fulfill what is called for in the Strategic Plan. This study focuses on Guardian Angels Catholic Church in Oakdale, Minnesota (Map 1). The data presented here reflects demographic data based in the 2010 U.S. Census, the ongoing American Community Survey, consumer data and surveys, and data obtained from Guardian Angels Parish.
Map 2: Guardian Angels Study Area Boundary and Parishioner Households
6 Guardian Angels – Oakdale: GROW Pastoral Planning Report
Guardian Angels Parish Long Range Strategic Plan – June 2013 Page 33
Attachment E: Parish Survey Detail
As described in Section 4.0, this attachment provides a detailed summary of the results of the Parish Survey conducted in early 2012. Those wishing additional detail beyond the following pages may request the underlying data from the Parish Administrator.
Parish Survey Summary by Christine Hermanson and Greg Hagen
Last December our parish conducted a survey which has helped us gain a pulse on our parish and define areas of concern. We appreciate every response that you provided and all the suggestions. While it is impractical to implement every recommendation, we will try to address many of them, if only to explain why things are done one way or another. Please continue to share your thoughts with the Parish Council, Denny Farrell, or Father Rodger and keep all of us on task as we steer Guardian Angels to better meet the needs of individuals, the parish and the larger community.
Greg Hagen has analyzed and graphed responses to the survey, with particular interest to the demographics of the responses. He provides a very clear snapshot of where our parish is coming from and where it would like to go. Christine Hermanson and Bonnie Wheeler reviewed it differently, consolidating comments about different aspects of our parish and parish life. Our complete reviews will be available in the Information Center for your perusal (and we recommend it) since the following is only a general summary.
Mass Many people shared their thoughts about our Masses. Those asking
for a more traditional mass wanted more reverence during the mass with less conversation in the sanctuary, fewer announcements, less activity at the back of church, more kneeling, less hand holding, confessions heard before masses, and the request for the crucifix to be permanently on the altar. A similar number want mass to be more contemporary and engaging, with more upbeat music to appeal to youth and young adults, even to have a designated youth mass. There is some disappointment at the recent mass changes, from wordings to not having the priest sit with the congregation. Shorter masses with concise homilies and less music and consequently less standing were also requested. There were ideas for different mass times, perhaps eliminating one Sunday Mass or having one at 4 pm Saturday or 6 pm on Sunday. Collaboration with adjacent parishes to have a rotating 6 pm Sunday youth mass was also proposed. Printed mass programs were suggested especially for Easter and Christmas when overflow crowds in the back of church cannot see the projection screens. Other ideas included offering a Spanish mass and checking out ‘new age’ religious services that draw in young people and incorporating their Catholic-compatible features into our mass.
Music The music program is greatly appreciated and people are members because
of it. Roger Stratton welcomes participation at all levels and financially supporting the music program is essential. Comments (in equal proportions) however ranged from wanting more energetic, upbeat music, to having more traditional songs which are already known and sung in English. Some felt there was too much singing, that we should consider one music-free mass (quicker), that the music at times is too loud, and that the organ is too large. As a way to increase involvement, it was suggested that we consider having live music nights with young local artists performing current and trendy music, not gospel music.
Administration & Finance Most comments reflected satisfaction with our current administration and
finance council. We should not try to be all things to all people, but focus on what we do best. There was sincere concern for assuring a sound financial foundation for our parish. Ideas about improving contributions/cash flow ranged from increasing membership, to additional fund raising events, to opening a gift store/coffee shop. We were encouraged to live within our budget, eliminate extraneous programs, reduce staffing costs, go green with paper use and heating & cooling costs. It was thought we could do a better job of advertising our events to the community (a digital sign), as well as be more informative for new parish members. We were also encouraged to provide more resources for teen, elementary and early childhood programs.
Staff Unanimous support was voiced for our pastor, Father Rodger. His homilies
are interesting and inspiring, but people would like him to promote and be involved in more of the ministries at GA. They also asked for commentary in the bulletin from him regarding theology, etc. Appreciation was expressed for the staff’s hard work and kindness. Staff could be more involved in coordinating volunteers so they won’t be overwhelmed by their jobs. While some recommended that we reduce staff positions or hours to save on expenses, others wanted more staff to help with adult faith formation, stewardship, and youth ministry. Mike Strande was complimented for his explanations of the Mass changes, and was encouraged to answer more questions about our faith-perhaps before Mass.
Youth There was a resounding call for improving our youth programs. The preschool
and Sunday programs for children in grade 2 and younger were complimented, but the elementary program needs to be strengthened, with better textbooks, more substance, more teacher coaching, and more help for at-home faith formation groups. Our youth ministry program should be strengthened with improved Confirmation training, more youth involvement and leadership within the parish, more community service opportunities for youth, and more nurturing of teens’ spiritual growth (small groups and youth-centered Masses). Wings & Fire and the Youth Council are great starts.
Adult Enrichment Form groups for different ages, especially young adults (18-30) for community
service, fellowship, or bible study so they get to know others with similar values. Many asked that we revive the successful Family Ministry with Round Robin dinners, stay-at-home moms group, family group religious education, and quick and easy volunteer opportunities for families. Many members wanted more opportunities for spiritual growth such as retreats, bible study or discussion groups, and a speaker series, especially during Lent. There was also a desire to expand the social groups such as Men’s & Women’s Clubs to increase bonding within the parish. Fun workshops and events were suggested as well as political discussion groups. We could also use support groups for caregivers or widowed, and classes about death and dying.
Sermons Many had opinions about sermons, wanting them to be inspiring but not
scolding, pertinent to today’s society and today’s families and youth, more bible-based…and shorter in length. A few people also let us know they don’t appreciate politics from the pulpit, movie references or jokes, or as much about the bible. In summary, people want to be inspired and challenged.
Welcoming We are generally perceived as a welcoming parish, but a number of people
felt we could improve on that by introducing ourselves to others after Mass, welcoming more diverse ethnicities, having families volunteer to personally welcome and follow-up with new families, and striving to make new people feel more welcome in established groups.
We have members who are happy with the less traditional and more inclusive bent of GA, members who would like us to be more conservative, and members who want us to be more progressive. Several people expressed frustration with the archdiocese and its dictates.
Involvement As expected, people told us that their involvement with GA may be limited
because of family and job demands, because they are elderly and have physical ailments, or because they are not familiar enough with our programs. Ideas proposed to increase involvement included educating members about our ministries and exactly what they involve, promoting stewardship in which each member is expected to be involved in at least one thing, and just asking people individually to join a group. We could recruit within our large senior membership, offer small group activities (less intimidating), and provide leadership training. Support was expressed for our existing diverse group of ministries, while at the same time there was concern that we are already spread too thin.
Our Guardian Angels Community Members are quite happy with our parish, as demonstrated by their
comments. That is not to say that everything is perfect. We would like to see more young people at Masses, and make the Catholic Church alive and growing. We would like to see hearts changed as we encounter God through Christ. But in the end Guardian Angels is ‘welcoming...and has become our home’. It is ‘the best blend of beliefs with a contemporary approach’. We are ‘pleased with all the volunteerism’. We ‘like the small town feel of the parish’. ‘I expect a bright future- we’re headed in the right direction.’
What should Guardian Angels be doing in our surrounding Communities?
Ministry programs you would like Guardian Angels to consider?
All Good, Con=nue Current Outreach
Addi=onal Outreach/Support for the very
poor
More Outreach within our
community and parish
More ecumenical/collabera=ng
Addi=onal Outreach/Support for ederly
More volunteer and service projects, eg.
Habitat
Reach out to the disenfranchised, eg.
LGBT
Count 34 30 15 12 8 5 4
0
5
10
15
20
25
30
35
40
Respon
ses
More/Enhanced Youth Programs
Small Study/Discussion Groups
More Community Outreach
Some Type of Family Program
No More / Currently Too Many
Young Adult Programs Support Groups
Count 24 21 11 10 6 5 3
0
5
10
15
20
25
30
Respon
ses
What ministry area is the most important to you?
In what areas do you feel Guardian Angels is best fulfilling its mission as a faith community
Liturgy Educa=on & Faith Forma=on
Fellowship & Community
Social Jus=ce and Outreach Music Youth Ministries Pastoral Care
Total 116 58 58 46 46 21 10
0
20
40
60
80
100
120
140 Re
spon
ses
Music Welcoming Liturgy Social Jus=ce -‐ Outreach Youth Educa=on Pastoral Care Adult Educa=on
Count 251 247 244 228 125 115 82
0
50
100
150
200
250
300
Respon
ses
