ASSUMPTIONS ASSUMPTIONS FOR USE IN THE PLANNING PROCESS......................................7
CRITERIACRITERIA FOR EVALUATING PARISHES AND MINISTRIES..................................8
TIMELINE PROPOSED TIMELINE FOR PASTORAL PLANNING...........................................13
PARTICIPANTS KEY PARTICIPANTS IN THE PROCESS OF STRENGTHENING OUR PARISHES AND MINISTRIES.............................................................................................14
MODELSPARISH MODELS -- FOR CONSIDERATION......................................................15MODEL ONE: COLLABORATIVE PARISHES......................................................15MODEL TWO: LINKED PARISHES....................................................................16MODEL THREE: MERGED PARISHES...............................................................16MODEL FOUR: IN SOLIDUM TEAMS...............................................................17MODEL FIVE: PARISH LIFE DIRECTOR.............................................................17MODEL SIX: PERSONAL PARISHES..................................................................17
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
GoalsGOALS OF FAITH IN OUR FUTUREAfter consultation with the various consultative bodies of the Diocese of Trenton and prayerful reflection, Bishop David O’Connell has established several goals for this important diocesan planning initiative.
Strengthen and enliven the parishes of the Diocese as well as Diocesan-sponsored organizations and ministries.
Explore new models of leadership in parishes and ministries in institutional settings (schools, colleges, hospitals, nursing homes, prisons, etc.) in order to address the challenges presented by the anticipated retirement of a large number of clergy and religious over the next ten years.
Improve our stewardship of personnel, finances, and facilities and other parish and Diocesan resources.
Establish collaborative relationships among the parishes and ministries of the diocese that will build upon the gospel to re/evangelize the local church, especially those who live on the fringes of the church, as well as those who do not yet know Christ.
Provide for pastoral ministry to Hispanic Catholics, the fastest growing segment of our Diocesan population, within our parishes and organizations.
In order for these goals to be attained the Diocese is undertaking a planning initiative named Faith in Our Future. This project will guide our one hundred seven parishes to evaluate their current ministries as well as other Diocesan-sponsored ministries in their geographic areas. Individual parishes, as well as groups of parishes, will develop plans to enhance ministries and to collaborate in order to share resources, so that all our ministries can be more fruitful and effective. In the process, parishes and Diocesan-sponsored ministries may be restructured to fulfill the goals described above.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
ProcessEIGHT STEP PARISH & MINISTRIES PLANNING PROCESSIn order for a parish strengthening process to be successful throughout an entire Diocese leading to the Collaboration, Linking, or Merging of parishes or to In Solidum teams, parish life directors or personal parishes, many steps are required in a specific order. These include:
STEP 1 Conversations take place at the diocesan, parish, and cohort level
The goals and criteria for Faith in Our Future were established in conversations at the diocesan level with the Bishop, his advisory bodies and his diocesan staff.
Core teams at the parish level will now begin the process of conversation.
Several months from now, the core teams will begin conversations with 3 to 5 other parishes in a cohort
STEP 2 Suggestions are made by the Cohort of Parishes about the best parish Model or Models (Collaboration, Linked, Merged, In Solidum Team, Parish Life Director and Personal Parish) that will address and meet the goals of Faith in Our Future, with a rationale, to the Diocesan Planning Commission.
STEP 3 Preliminary Recommendations of the Diocesan Planning Commission are sent back, with a rationale, to the Cohort of Parishes.
STEP 4 Conversations about the Preliminary Recommendation take place at the Cohort level and a response is developed.
STEP 5 Responses are sent by the Cohort Core Team to the Diocesan Planning Commission regarding a particular Model or Models with a rationale.
STEP 6 Final Recommendations of the Diocesan Planning Commission are sent to Bishop O’Connell with a rationale.
STEP 7 Decisions are made by Bishop O’Connell after appropriate consultation and based on the Final Recommendations made to him by the Diocesan Planning Commission. Preparations to implement the decisions will then begin.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
RolesROLES OF THE PARISH CORE TEAMWHAT IS THE PARISH CORE TEAM?
The Parish Core Team is made up of the pastor/administrator and four parish leaders, including one of the trustees, who the pastor/administrator selects to help lead the planning process in the parish and to contribute to the work of the cohort. Members of the staff are not on the core team.
WHAT ARE THE ROLES OF THE CORE TEAM?The Core Team has six primary roles. These include:
Leading1. To lead the parish through the planning process.
Engaging2. To be responsible for engaging the members of the parish in an
evaluation of the parish according to criteria established by the Diocese.
Completing3. To be accountable for the parish summary report and verification of data.
Proposing4. To participate in cohort planning and in suggesting a parish model or
models for the most effective way they can work together in the future and meet the goals of Faith in Our Future.
Responding5. To respond to the Diocesan Planning Commission’s Preliminary
Recommendations and Final Recommendation for their cohort.
Supporting6. To ensure support of the Diocesan Planning Commission’s decision for
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
WITHIN THE CORE TEAM, WHAT IS THE ROLE OF THE PASTOR?
Inviting 1. Pastor invites the members of the core team.
Serving2. Pastor serves as a member of the core team, but is not its Chair.
Leading3. Pastor leads the parish in prayer and reflection during the Faith in Our
Future process.
Modeling4. Pastor models openness and concern for the local diocesan Church and
the surrounding parishes, as well as his own parish.
WHAT IS THE ROLE OF CORE TEAM CHAIR?
1. Schedule meetings and ensure that there is a working agenda.2. Convene the group and lead prayer or ask someone to be prayer leader.3. Act as a communication link with other parish leadership groups.4. Ensure that the parish as a whole is aware of the work of the Core Team
through on-going communications.5. Keep the group on task and ensure that the group accomplishes its tasks
according to the timeline.6. In cohort meetings, work with other Core Team Chairs to facilitate the
work and accomplish the tasks needed to produce a Suggestion Form to be sent to the Diocesan Planning Commission.
7. Work with Cohort Team Chairs to complete a Response Form based on the Preliminary Recommendations sent to the cohort by the Diocesan Planning Commission.
8. Ensure that there is an implementation plan in place after the Diocesan Planning Commission announces their final decisions.
WHAT IS THE ROLE OF THE CORE TEAM SECRETARY?
1. Have access to a computer and the internet.2. Keep notes or minutes from each meeting and distribute them
appropriately.3. Ensure that the various forms are properly filled out and presented in a
timely manner to the appropriate groups.4. Ensure that there is on-going communication with the parish on
appropriate aspects of the work of the Parish Core Team and the Cohort Core Team.
The Diocesan Planning Commission for the Diocese of Trenton is appointed by Bishop O’Connell and is advisory to him. It is made up of 20 members, who are respected clergy, religious, and lay leaders from diverse backgrounds and geographic areas within the Diocese. People with experience in Catholic schools, catechetical programs, liturgy, and human concerns are also represented in the group as well.
PURPOSE
The Diocesan Planning Commission fulfills the following purposes by giving general advice to Bishop O’Connell on the planning process and making recommendations to the Bishop after: Reviewing criteria for assessing parish vitality considering Mission,
demographics, and stewardship Studying available data about parishes and diminishing number of priests Reviewing suggestions and responses from the Cohort Core Teams Preparing Preliminary and Final Recommendations
FUNCTION
Bishop O’Connell selected Msgr. Leonard Troiano to be the Diocesan Project Coordinator of Faith in Our Future. In order to insure transparency, and that all sides and points of view have been heard on the parish and cohort levels, the Diocesan Planning Commission will evaluate all final proposals submitted by the Parish and Cohort Teams, thus assuring that the process has been followed and all opinions respected. The Diocesan Planning Commission will meet initially on an as needed basis and will participate in two 3-day planning retreats. One will be in June 2016 where the Group will study the Cohort Team Suggestions and make Preliminary Recommendations back to the cohorts. The second planning
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
retreat will be in October 2016 when the commission will study the Cohort Responses before making the Final Recommendations to Bishop O’Connell about the structure of the parishes and ministries in the future.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
AssumptionsASSUMPTIONS FOR USE IN THE PLANNING PROCESSAssumptions inherent in this planning process include:
1. The Incarnation of the Lord Jesus Christ and his Paschal Mystery are both central to our faith and to this planning process. Possible changes in parish, school and Diocesan structures resulting from the planning process are examples of the life-death-resurrection mystery.
2. A commitment to the Eucharist, prayer and the spirituality of communion and mission is a necessary component of the planning process.
3. Parishes exist for the mission of the Church as a presence of Christ within the local church.
4. Stewardship of human, financial and facility resources is essential for advancing and supporting the quality of parish and Diocesan life.
5. A shared, communal vision of the Church is more important than any solely individual or personal vision of the Church and must serve the common good. People must be encouraged to think positively toward the future on both the parish and Diocesan levels, always in communion with the Universal Church.
6. Respecting distinctive and established ecclesial roles and responsibilities as well as effective and collaborative pastoral leadership by clergy, religious and laity are needed for planning to succeed.
7. Effective parish planning must be ongoing and oriented toward the future, not simply a matter of crisis management. Collaboration among parishes whenever possible is the desirable result of such planning. To create a sense of common ownership while diminishing resistance in the parish and region, those most affected by planning should be invited by parish leadership to participate as fully as possible in planning.
8. When planning is done at the local level and there is meaningful involvement by those who will be affected by the changes, there is more ownership of and less resistance to planning (subsidiary).
9. Planning resources will be provided in English and in other languages appropriate to populations when necessary.
10. Support for pastors and staff should be made available to explore issues of transition and change.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
CriteriaCRITERIA FOR EVALUATING PARISHES AND MINISTRIESSACRAMENTAL LIFE
#1. The Eucharist is the source and summit of the Christian life (Vatican II: Lumen Gentium, 11). The Sunday celebration of the Eucharist is, therefore, the center of parish life, and should be given the primary focus of the parish’s attention, energy and resources. Following appropriate preparation, the other sacraments should be celebrated with fitting dignity.
[Goals 1, 3, 5]
Indicators:a. Number of Saturday/Sunday masses is appropriate for size of
congregation.b. Diversity of ministries – each serving in the proper liturgical role, and one
role at a time.c. The clergy, music ministry, readers and ushers all work together to bring
about the full, conscious and active participation of the assembly (Active singing, responses, listening, praying--not spectators).
d. Homilies are well prepared, relevant and engaging; they help the faithful to apply the Word of God to their own lives.
e. Each year, is the attendance at Masses increasing? (Indicating that people are actively engaged in the worship experience, and they bring their family/friends).
f. Celebrations of the other sacraments all derive from, and point to, participation in the Sunday assembly and the celebration of the Eucharist on a regular basis.
g. Parishes with more than one language group develop strong Sunday celebrations and also devotional practices in each language – and—develop a way to pray together for the Triduum and other special celebrations throughout the year so that they have the experience of being one Body in Christ.
h. Parish clergy and pastoral care ministers provide the sacraments of the Eucharist, Penance and Anointing of the Sick for patients of a hospital, residents of nursing homes and correctional facilities within its territory, regularly.
EVANGELIZATION, CATECHESIS AND CATHOLIC SCHOOLS
#2. Every activity undertaken by the parish community is “suitably channeled for the evangelization of today’s world rather than self-preservation.” (Evangelii Gaudium, # 27)[Goals 1, 4]
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
Indicators:a. The Parish is growing. New parishioners join the parish; school and/or
religious education enrollments are increasing, and baptisms exceed funerals.
b. The registration of new parishioners is a personal process involving more than just completing forms.
c. Baptisms, Godparent/Sponsor forms, Weddings, Funerals are appreciated as opportunities for establishing relationships with the individuals and families that are critical to the evangelization process. Making arrangements and preparations are organized accordingly.
d. The Parish has a developed RCIA team and a year-round process for the initiation of adults and children over the age of 7 years.
e. The Parish offers practical ways for parishioners to grow in their life with Christ; includes Bible Study, Small Group Faith-Sharing, Retreats / Programs, Book studies, Prayer groups, Spiritual reading and recordings that can be used independently.
f. There is intentional outreach that is bringing Inactive Catholics back to regular practice.
#3. Beginning in the Catholic home and continuing with Catholic schools and/or religious education programs, life-long faith formation is undertaken with enthusiasm and the responsibility is shared by the whole parish community. Adult faith formation is a critical part of this endeavor. [Goals 1, 3, 4, 5]
Indicators:a. Catechetical programs attend to all six tasks: Promoting knowledge of the
faith, Liturgical education, Moral formation, Teaching to pray, Education for Community Life, Missionary initiation.
b. Religious Education and Sacramental Preparation of Children is accomplished in cooperation with, and in support of, the parents as primary educators in the faith.
c. The Parish has a professionally-prepared, qualified Catechetical Leader; and well-trained catechists who actively give witness to the faith by the lives they live themselves.
d. The Parish is explicit in its encouragement to enroll children in Catholic Schools, and makes its commitment to Catholic schools concrete through ongoing financial contributions (subsidy or co-sponsorship).
e. The Parish is developing a Comprehensive Youth Ministry model with a designated Youth Ministry Leader and Team, and budgets appropriately for it; or collaborates with area parishes to bring about the same.
f. The Parish undertakes continuous Adult Faith Formation Programs for all ages and phases of life.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
g. Provision is made to accommodate non-English speaking Catholics in their native language, if not at the parish then at a nearly parish with particular ministry for that group.
#4. The Parish utilizes effective methods of communication, especially social media, to build community, to inform and motivate parishioners and to attract newcomers. [Goals 1, 4, 5]
Indicators:a. The telephone at the parish is answered by a person during normal
business hours.b. A simple-to-follow telephone system provides mass times,
announcements, and voicemail access when parish offices are closed.c. Phone messages are returned within 24 hours.d. The Parish website is well-developed, inviting, and user-friendly.
Information is kept fresh; updated and content is reviewed weekly.e. The Parish website includes a link to the Diocese of Trenton website.f. The Parish uses the weekly bulletin to educate and inform parishioners.g. The Parish utilizes social media effectively to engage parishioners and
visitors.h. The Parish uses methods for group communication: email distribution,
text-message distribution, or phone message delivery system.i. Signage and advertisements communicate a consistent message of
welcome.j. The Parish communications methods utilize English and any other
language spoken by a significant population within the parish.
COMMUNAL LIFE
#5. The Parish reaches out with compassion to individuals and families with particular needs. [Goals 1, 4]
Indicators:a. The Parish nurtures marriages and encourages the family as the domestic
church.b. Clergy and parishioners visit those who are sick or homebound, celebrate
the Sacrament of the Anointing of the Sick and bring Communion when requested.
c. The Parish upholds the dignity of all human life from conception to natural death by its teaching, witness, and its advocacy efforts.
d. The Parish provides care and companionship to the grieving, those caring for those who are ill or disabled and their family members, and assists those in need; or collaborates in ministry with surrounding parishes to accomplish the same.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
e. The Parish collaborates with those who minister on college campuses, and those who work with other Catholic ministries or organizations within their geographical area.
f. The Parish is a “good neighbor” – participating in ecumenical, interfaith and civic initiatives in support of the common good.
#6. Under the leadership of the pastor and pastoral team, the parishioners work to achieve a sense of unity within the parish, while appreciating the diversity of cultures, of experiences, and of worship preferences and styles. [Goals 1, 5]
Indicators:a. The Parish is intentionally welcoming, inclusive and hospitable.b. The integration of groups into the parish, forming a community of
communities—not isolated on their own, or assimilated into the general parish—is the goal toward which the parish is working.
c. Clergy, parish staff, and key leaders are trained in intercultural competency.
d. Ministry among non-English speaking Catholics extends beyond just the celebration of mass and is offered in other languages.
e. Non-English speaking Catholics are treated as equal members of the parish.
f. Adequate resources are devoted to spiritual development and the development of leaders within each cultural group in the parish community.
STEWARDSHIP & LEADERSHIP #7. Members of the Parish identify/see themselves as disciples and practice stewardship;
they express a sense of shared responsibility for mission and for the life of the parish and Diocesan communities. [Goals 1, 3]
Indicators:a. The Congregation is presently of sufficient size and age distribution to
undertake the full range of parish liturgical, catechetical, pastoral care and outreach ministries.
b. At least 40% of registered households financially support the parish.c. The Parish operates within its ordinary income (no deficit spending) and is
current with all diocesan assessments, benefits, and insurances (no debt to the diocese).
d. New people are constantly invited to participate in ministry and leadership.
e. The Parish employs intentional strategies for engaging young adults (18–35 years of age) in the life and ministry of the parish.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
f. Parishioners undertaking ministry initiatives are properly trained and supervised.
g. The Commitment to Protect Children and Youth is evident in the procedures of the parish, and in the training and background checks of all clergy, parish staff and youth-serving volunteers.
#8. Parish priests, deacons, religious and lay staff serve the Parish community’s needs and effectively lead it in mission.
[Goals 2, 3]
Indicators:a. The priest(s) assigned to the parish care for the parishioners as the Good
Shepherd cares for his flock; they are available and present to the people of the parish.
b. Pastors share the responsibility for pastoral ministry in a parish with a pastoral team, which may include other priests, deacons, religious or lay pastoral associate/assistants, Director of Religious Education, Youth Minister, etc. The Pastor is not the only pastoral minister for the parish.
c. Priests are able to take a day off every week, overnights as prescribed, and vacation periods a few times a year.
d. The Parish has a qualified Business Manager; or shares one with a nearby parish.
e. Responsibilities are clearly defined (job descriptions) and feedback for improvement is offered (annual evaluation).
#9. Facilities are adequate and well-maintained. [Goals 1, 3, 4, 5]
Indicators:a. All facilities and surrounding environments (sidewalks, stairs, etc.) are
well maintained and kept in good repair; there is nothing that poses a risk to the health and safety of parishioners, employees or others who may visit the parish.
b. Facilities are handicap accessible.c. The Parish has developed and follows a written “Repair and Maintenance
Plan”.d. A minimum of 5% of ordinary income is set aside annually as reserve for
major repairs/replacement of HVAC and other systems.e. Facilities are appropriate for the size of the congregation, its regular
worship and adequately meet the needs of parish life.f. Parking is adequate, properly lighted, and well-maintained.g. Signage clearly identifies buildings, offices, entrances and exits.h. The property (landscaping, hardscapes and building exteriors) looks
cared-for and inviting to parishioners and visitors.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
TimelinePROPOSED TIMELINE FOR PASTORAL PLANNINGTIMELINE: JANUARY 2016 – JULY 2017
STEP #
By Whom? Delivered to Whom? By When?
1 Conversations
Parish Core Team Training in November, 2015
Cohort Core Team Training in March, 2016
Parish Core Teams with their Parishioners, Cohort Core Teams
September 2015 thru May 2016
2 Suggestions of a particular model (Collaboration, Linked, Merged, In Solidum Team, Parish Life Director and Personal Parish) or models with a rationale
Cohort Core Team Diocesan Planning Commission
June 1, 2016
3 Preliminary Recommendations with a rationale Planning Commission Retreat
June, 2016
Diocesan Planning Commission
Cohort Core Teams June 30, 2016
4 Conversations about the recommendation
Cohort Core Teams
July thru September 2016
5 Response Cohort Core Teams
Diocesan Planning Commission
September 30, 2016
6 Final Recommendations Planning Commission Retreat
October, 2016
Diocesan Planning Commission
Bishop O’Connell October 31, 2016
7 Decisions Bishop O’Connell Everyone Advent 2016
8 Implementation- begins with Training in early 2017
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
ParticipantsKEY PARTICIPANTS IN THE PROCESS OF REVITALIZING AND STRENGTHENING OUR PARISHES AND MINISTRIES
Bishop – Bishop O’Connell initiates the diocesan-wide process of parish strengthening, and enlivening, approves the project goals, reviews all Final Recommendations, and makes the final decisions after appropriate consultation.
Diocesan Project Coordinator – Msgr. Leonard Troiano manages the personal contacts and logistics for the planning process within the diocese and coordinates all planning initiatives with the Bishop, diocesan and parish leadership, and the consultants.
Diocesan Planning Commission – A group of 20 ordained, religious and lay leaders broadly representative of the diocese who are delegated by the Bishop to affirm the planning assumptions and criteria, study the parish/cohort evaluations and suggestions, make preliminary and then final recommendations after a review of each cohort’s response.
Presbyteral Council and other diocesan advisory groups – These groups provide needed advice and/or consent to the Bishop as he requests.
Episcopal Council – This group of Pastors and Diocesan officials advised the Bishop during the preliminary phase of the project, and will advise the Bishop in the Implementation phase of Faith in Our Future.
Diocesan Staff—These leaders are important resources to assist parish and cohort core teams with their work.
Parish Core Teams – Groups consisting of the pastor/administrator and four other parish leaders who are responsible for seeing that all required work is completed at the parish level, including involving parishioners in the planning process, maintaining open and direct communications within their parishes, and representing the parish in all cohort meetings.
Parish Pastoral Council and Parish Finance Council – While the Parish Core Teams are “responsible for seeing that all required work is completed at the parish level,” it is vital for input to be provided by the two councils in the parish.
Cohort Core Teams – Groups consisting of parish core team members from all parishes in a given cohort who study the various parish self-evaluations, complete a cohort evaluation, decide upon a cohort suggestion and rationale, review the preliminary recommendation from the Diocesan Planning Commission, and make a cohort response and rationale.
Campus Ministers, Hospital Chaplains and Prison Chaplains – Active participants in the planning process.
Parochial Vicars – Active participants in the planning process. Deacons – Active participants in the planning process.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
Parish and School Staff members and Parishioners – Active participants in the planning process.
Consultants – A team of professional consultants from The Reid Group experienced in prophetic planning and parish restructuring.
Diocesan Parish Facilitators – Experienced men and women from around the diocese who will help in facilitating meetings at the parish and cohort levels when requested.
ModelsPARISH MODELS -- FOR CONSIDERATION INTRODUCTIONThe Diocese of Trenton has been blessed with many parishes which have served millions of people for more than 130 years. Today, given changing demographics, the increasing needs of the parishioners, the anticipation of fewer priests to serve the diocese, and the strain on facilities and finances, we are called to better steward our resources so that we can truly and in the best way possible meet the needs of active Catholics and share our faith with those who are marginalized or who have not yet heard the Good News.
As we look to the future, new models for parishes are needed. Cohorts of parishes are being asked to consider models related to the best ways to serve the Catholics in the diocese. An overall principle of Faith in Our Future is that parishes are more effective if they work together in ministry areas. It is envisioned that every parish community will collaborate with other parish communities where appropriate and feasible.
While six models are outlined below, it should be noted that, in many cohorts, more than one model will be suggested by the cohort of parishes as they prepare their Suggestions that are due in June 2016. All suggestions will be reviewed by the Diocesan Planning Commission as they prepare Preliminary Recommendations by late June 2016.
MODEL ONE: COLLABORATIVE PARISHES Parishes become collaborative when they enter into formal cooperative relationships with other parishes for the sake of jointly promoting the Gospel and the New Evangelization, preparing and garnering resources for in-depth prayer and worship experiences, presenting comprehensive life-long Christian formation practices, and being advocates for and serving people who are most in need.
One of the underlying values of Collaborative Parishes is being good stewards of spiritual, human, and temporal resources. Collaborative Parishes
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
seek to avoid unnecessary duplication of staff, facilities, and services, so that they are able to expand ministry and meet needs that currently go unmet. Even parishes with ample resources or parishes with unique needs and ministries often consider the Collaborative model to enhance what they are already doing, or to develop new ministries which would be more effective if done with other parishes.
Some characteristics of well-functioning Collaborative Parishes include, but are not limited to, the following:
Common training of catechists and liturgical ministers Parts of youth ministry programs held in common, such as service
projects, retreats, and mission trips Jointly planned and implemented adult formation programs Sharing of some staff Developing priestly, religious, diaconal, and lay ministry vocation
strategies Staff in-services, parish council in-services, etc. Joint outreach programs, i.e. food pantries, sharing space for AA
meetings, etc., cooperative programs with Catholic Charities Mutually beneficial sharing of programs and other resources among and
between urban, suburban, and/or rural parishes Training RCIA and various catechetical teams
MODEL TWO: LINKED PARISHESLinked Parishes are formed when two or more parishes share a pastor. Linked Parishes do as many things cooperatively as possible, especially given that the pastor is striving to serve two or more separate parishes. This model may be one that is used occasionally in a unique parish situation where the pastoral needs are best served by having one pastor for two or more parishes. Linked Parishes may also be in collaborative relationships with other parishes in the cohort or beyond the cohort.
Characteristics of Linked Parishes include: The parishes remain distinct canonical and corporate entities The parishes are encouraged to work toward combining parish council
meetings and to establishing common committees where possible According to canon law, Linked Parishes must have separate finance
councils Linked Parishes do many things cooperatively, such as programs and in-
services Joint staff meetings where cooperative planning happens are marks of
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
MODEL THREE: MERGED PARISHESThe merging of parishes is not an end in itself. The merger aims to create a new parish that is stronger and better equipped to minister to the members of the faith community and to reach out to the wider community at-large. After parishes merge, they often develop cooperative relationships with other parishes to be more even more effective in mission and ministry.
When a merger occurs: Two or more parishes come together to form a new parish community There is a new name which represents the new community being formed Net assets and liabilities of the merging parishes go to the newly formed
parish The parish may have more than one worship site
MODEL FOUR: IN SOLIDUM TEAM
In accord with Canon 517, 1 the Bishop may appoint a moderator of a team of priests who will serve three or more parishes (often four or five parishes). Lay ministers, Religious and Deacons may work with the In Solidum Team to assist with the pastoral life of the parish. Though parishes under the care of an In Solidum Team remain distinct entities, it is encouraged that they cooperate with each other as in the Linked Parish model.
MODEL FIVE: PARISH LIFE DIRECTOR
In accord with Canon 517, 2 the Bishop may appoint a Deacon, Religious or Lay person to be the day to day leader of a parish community. In some dioceses this person is called a “Parish Administrator” or a “Parish Life Director.” When this appointment is made, the Bishop also appoints a priest who is endowed with the powers and faculties of a Pastor to supervise the pastoral care. This priest, or another, may be the sacramental minister for the parish.
Parishes under the leadership of a Parish Administrator may also be in collaborative relationship with other parishes.
MODEL SIX: PERSONAL PARISHES
In accord with Canon 518, as a general rule, a parish is to be territorial, that is, one which includes all the Christian faithful of a certain territory. When it is expedient, however, personal parishes are to be established determined by reason of the rite, language, or nationality of the Christian faithful of some territory, or even for some other reason.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
Personal parishes may be in collaborative relationship or linked with another parish. They may be under the care of a Pastor, of an In Solidum Team, or of a Parish Administrator.
Diocese of Trenton – Faith in Our Future Section I – Foundational Material
Prophetic PlanningTHE REID GROUP APPROACH
I. PROPHETIC PLANNING
The Reid Group has significant experience in planning within a wide variety of organizations at the diocesan, cohort, parish, and school levels using an approach called “prophetic planning.” This approach has four main elements as follows:
1. Planning for the future is based on knowledge and appreciation for the story of the Diocese that has evolved from the past.
2. The realities of faith, conversion, and healing are central to quality planning and effective organizational development.
3. While appreciating what has been, this approach to planning invites leaders to be bold, and ask questions like, “What would we do if we were 10 times bolder?” and “What would we do if we REALLY considered ourselves a For Prophet organization?”
4. Prophetic planning seeks to discern the movement of the Spirit and the will of God for an organization at this moment in time.
While believing in and being experienced with prophetic planning, The Reid Group also believes that a “one size fits all” approach to planning is not appropriate. Therefore, each planning process must address the unique circumstances of every organization within a particular diocese.
II. SUCCESSFUL PLANNING
There are 6 key elements to a successful planning process. These include:
1. Participation by many different people with varying experiences of and perspectives on the organization.
2. Crafting of clear suggestions and responses with rationales as well as clear statements of goals, objectives, and action steps in the implementation phase of the project.
3. Addressing the important issues facing the Diocese and its parishes – e.g. staffing, funding, facilities, relationships, etc.
4. Creative promotion of the emerging plan throughout the planning process and during the important implementation period.
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Transition ProcessREFLECTIONS ON THE MEANING AND REALITY OF TRANSITION 1. Transition and the Reid Group
Thoughts, feelings, images about transition . . .
2. What is a Transition (Source: Bill Bridges)A transition involves a process of change from a reality of things that are ENDING through an in-between time or WILDERNESS ZONE where there is some uncertainty to a NEW BEGINNING. Movement through these stages of transition takes time and is facilitated through reflection and action on some key questions/issues.
3. Change and You Recall an experience of change that was/is a struggle and/or a
success What helps and hinders your movement through times of change? Change Continuum
4. Lessons from the Continuum Knowing where you are in a particular change event is very
important Recognizing that most people are not where you are in a particular
change moment is very important Believing that every new loss in a person or group’s life brings up
unresolved prior losses also makes a big difference
5. Key Questions (Source: Gordy Myers) What is changing and what is staying the same? (Remaining or
Growing) How can I/we remember and celebrate the past? (Traditions &
Realities) Where am I? Where are we right now? (Strengths & Struggles) What are the hurts and what can be let go of? (Losses, Scars & Letting
Go) Where am I? Where are we heading? (Hopes & Dreams)
