Our Five Year Journey of Faith - St. Austin Catholic...

Our Five YearJourney of Faith

St. Austin’s ParishOne Heart One Mind

‘Cor unum et Anima Una’

2011 - 2015

St. Austin’s Parish: One Heart One Mind

2011 - 2015 STRATEGIC PLAN ii

ForwardOne Heart One Mind


It is with great joy that we present our first strategic plan covering the years 2011-2015. In Proverbs 29:18, the word of God counsels us that “where there is no vision, the people perish.” Our strategic plan focuses us on our vision for the next 5 years. It is a product of so many meetings of representatives from all Parish groups. This five year journey of faith ushers in a more effective way of doing things in St. Austin’s Parish with great involvement of all parishioners and improved transparency and accountability.

Vatican II called the Church the family of God. At St. Austin’s, we want to be a model of such a family. We are privileged to be the first Inland Mission in Kenya. As a very historical parish, our parish activities must be well planned and executed such that all of us can read from the same script and be able to evaluate our performance with specific measures.

I encourage all members of our Parish to take an active role in the implementation of this strategic plan. Let us put our hearts and minds together in deepening our spiritual life and meeting our bodily and physical needs. We shall, together in the spirit of ‘One heart one mind’ be able to improve our worship, faith and personal growth, and outreach to the less privileged in our Parish and in the community around us.

Fr. John Mbinda, CSSp.


2011 - 2015 STRATEGIC PLANiii

Acknowledgement

“Where there is no vision, the people perish. (Proverbs 29:18)”

Any institution within the society exists to add value to people’s lives. For the institution to add that value, it must first identify what that value is, develop it and finally deliver it to the people. St. Austin’s Parish used the Balanced Scorecard Strategy and Performance Management framework, to identify the value it must create for its members, determine how it will develop that value and ultimately how it will deliver it to members and other stakeholders. The strategy was developed with the help of volunteers (“the Team”) who gave their time freely to brainstorm and come up with an appropriate road map for the the Parish. The strategy development was facilitated by the Balanced Scorecard Eastern Africa, led by Peter Ndaa. The strategy team, led by Mr. Peter Kimani, Chairman of the Parish Council and Fr. John Mbinda, included the following people:

The Parish Priest, Fr. John Mbinda, and the Parish Council Chairman, Mr. Peter Kimani, acknowledge the support of the Parish Finance, Development & Planning Committee and volunteers who dedicated themselves to the process of developing this Strategy. In particular they recognize the Strategic Leadership Team for leading the process by defining strategic elements, committing resources, establishing schedules and approving all score-card work; the strategic development team for their invaluable input in the brainstorm workshop.

Special thanks to the Balanced Scorecard Eastern Africa team for fascilitating the development of this strategic plan on pro-bono basis - Peter Ndaa for facilitating the process and Faith Njeri for documenting and packaging the strategy documents.

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©Balanced Scorecard Eastern Africa, Nairobi

BSEA retains all copyrights in any text and graphic images, owned by BSEA and/or its affiliates and partners and hereby authorizes St. Austin’s Parish to copy or publish

such text and graphic images solely for its own use. Except as expressly provided above, nothing contained herein shall be construed as conferring any license

or right under any of BSEA’s or its affiliates and partners’ copyright, patent or trademark.

Senior Leadership TeamPeter KimaniFr. John MbindaSamuel MwauraPius NziokaFr Damascius KayembaTony de Souza

Strategy Process ChampionSamuel Mwaura

Strategic Development TeamAnne Tei MukunyaMichael OtienoPatrick IrunguElias JoshuaTimothy Mwenda Rosa Mwololo

Patrick FuchakaCaroline OcharoMusanga MuteshiAlbert MakhanuFaith NjeriNicholas Murumbi


2011 - 2015 STRATEGIC PLAN iv

OUR PATRON SAINT ST. AUGUSTINE (AUSTIN) OF CANTERBURY

In 596 St. Augustine was sent by Pope Gregory the Great with some 40 monks to evangelize to the Anglo-Saxons in England. Hardly had he and his men reached Gaul (France) when they heard stories of the cruelty of the Anglo-Saxons and of the treacherous waters of the English Channel. Augustine returned to Rome and to St. Gregory the Great, the pope who had sent them. The pope assured Augustine and his team that their fears were groundless. Augustine again set out and this time the group crossed the English Channel and landed in the territory of Kent ruled by King Ethelbert. A pagan married to a Christian called Bertha. Ethelbert received them kindly, set up a residence for them in Canterbury and within the year, on Pentecost Sunday, 597, was himself baptized. After being consecrated a bishop in France, Augustine returned to Canterbury, where he founded his see. He constructed a church and monastery near where the present cathedral now stands. As the faith spread, additional sees were established at London and Rochester.

Work was sometimes slow and Augustine did not always meet with success. Attempts to reconcile the Anglo-Saxon Christians with the original Briton Christians (who had been driven into western England by Anglo-Saxon invaders) ended in dismal failure. Augustine failed to convince the Britons to give up certain Celtic customs at variance with Rome and to forget their bitterness.

Labouring patiently Augustine let pagan rites and festivals be transformed into Christian feasts retaining local customs as far as possible. The limited success Augustine achieved in England before his death in 605, a short eight years after he arrived in England, would eventually bear fruit long after in the conversion of England.

Truly Augustine of Canterbury can be called the “Apostle of England.” He is also truly the patron of St. Austin’s Parish which was the first Catholic mission in Kenya (1899) and from which the Catholic Church spread in the country. The parish shares the missionary spirit of St. Augustine and is proud to be the “mother of all Catholic churches in Kenya”.The feast day of St. Augustine is celebrated on May 27th. He is also known as St. Austin.


2011 - 2015 STRATEGIC PLANv

A History of St. Austin’s Parish

“I know the plans I have for you, declares the Lord, plans to prosper you and not to harm you, plans to give you hope and a future. (Jeremiah 29:11)”

St. Austin’s Catholic Parish, located in Muthangari, off James Gichuru Road, was founded by a small group of Holy Ghost Fathers and Brothers (the Spiritans) in 1899. They were the first Catholic missionaries in East Africa, arriving in Zanzibar in 1860, and quickly moving to the mainland Tanzania to Bagamoyo, north of Dar es Salaam. This was the transit point for slave trade from the African mainland to the markets of Zanzibar. The first missionaries addressed slave trade by accepting liberated slaves from naval ships and using their meagre resources to redeem slaves from the markets in the Island. They formed these unfortunate victims of exploitation into self-supporting Christian villages (called Liberty Villages) centered on the Church. Generally their local environment was seen as hostile, which united them more into cohesive groups.

The initial community setup by the Church was not to emphasize individual conversions, but the formation of believing communities centered around the Church. The communities were extraordinarily industrious and started the coffee industry in Kenya among other ventures. The assumption of the model was that these communities would attract many indigenous converts in the surrounding areas. But this proved not to be the case. The Christian villages were seen by the locals as alien, and the villagers saw themselves as alien. They did not integrate with the locals (in the case of St. Austin’s - the Kikuyu). Their origins as slaves proved a barrier to respect and integration. Very soon the strategy of the Liberty Villages was abandoned. The strategy of St. Austin’s and its daughter parishes changed to direct attempts to form communities of indigenous people gathered around the parish church. Progress was very slow in the first fifty years. The major growth started in the 1950s, coinciding with the movement towards independence in Kenya.

The village life was centered on worship and work shared in common. The villagers were encouraged to intermarry and so the villages grew. As they grew they needed to expand. The missionaries used the model of the beehive subdividing, or the notion of nurseries for transplanting. Thus the villages multiplied to Mhonda, to Morogoro in Tanzania and then across the border to Bura, in Taita Hills - Kenya and then in 1899 to St. Austin’s. This was the start of our Parish, and the beginning of the Catholic Church in Kenya!

A century later, the Parish continues to serve communities of people that are very different in origin and beliefs from the original parishioners. The Parish has changed over the years to accommodate changes that have occurred. However, many of the elements of the original strategy continue to the present day.


2011 - 2015 STRATEGIC PLAN vi

TABLE OF CONTENTS

Step 1: Identifying Member Value 1

Part I: Situation Analysis 1 St. Austin’s Parish 1 Enablers and Challenges 2 Members and Stakeholders 3 The Parish Promise to Members/Member Value Proposition 3

Step 2: Determining the Strategic Foundations of St. Austin’s Parish 5

Part I: Mission, Vision, and Core Values 5 Our Mission 5 Our Vision 5 The Parish Values 6 Part II: Strategy 6 Strategic Themes & Results 6 1. Spiritual Development 6 2. Parish Governance 6 3. Community Development 6 4. Parish Image 7 Perspectives 7 The St. Austin’s Parish Strategy House 8

STEP 3: Designing the Strategic Architecture 9

Theme Maps 9 1. Spiritual Development Map 10 2. Governance Map 10 3. Community Development Map 11 4. Parish Image Map 11Church-Wide Strategic Objectives 12Performance Measures and Strategic Initiatives 14Strategic Initiatives 16Definition of Terms 17


2011 - 2015 STRATEGIC PLAN1

STEP 1: IDENTIFYING MEMBER VALUEPart I: Situation Analysis

“Prepare your work outside; get everything ready for yourself in the field, and after that build your house.” Proverbs 24:

St. Austin’s ParishPerched on a hill overlooking the Nairobi River in Muthangari, Nairobi, St. Austin’s Parish is centrally located to serve the Nairobi residents domiciled in and around the Lavington, Riverside, Hurlingham, Kawangware, Westlands, Kangemi and Kilimani areas. With over a hundred years of history and a solid tradition, St. Austin’s has a strong foundation and claims a place in the history of the Catho-lic Church in Kenya. The Parish compound is approximately 3.5 acres. The main structure on the compound is the Parish Church. Constructed over 100 years ago, the Church has a seating capacity of 1,200. Other structures that are equally old include the priests’ residence that also houses the Parish office, a pastoral centre, and a nursery School. The buildings are solid and well designed but have never had a facelift. The effects of time are evident on the centenary old buildings. In December 2009, an upgrading program was initiated starting with the paving of the car park. The most recent construction, the Multipur-pose Hall, is in its final completion stages. It is a two storey building with a holding capacity of 1,000 built mainly for the purpose of hosting community welfare programs. A private road off James Gichuru Road serves the Parish Centre, the St. Mary’s School and the headquarters of the Parish’s founder congregation, the Holy Ghost Fathers/Spiritans, cutting through to Rhapta Road.

The Parish offers spiritual, individual and community development services to the members including;

The Parish is administered by the father-in-charge with the help of the assistant priest and the Parish Council. Making sure that the roles and responsibilities are undertaken is a challenge being addressed to improve service delivery.

Faith Formation • Catechesis• Celebrating the Lectionary • Christian Initiation • Family Life • Liturgical Catechesis • All registered/recognized church groups

Worship • Homiletics/Preaching • Liturgy • Music and Music Ministry • Celebration and Administration of Sacraments • Scripture

Personal Growth• Career Development • Ministry Development • Relationships • Justice/Peace

Outreach• Grief and Bereavement• Education


2011 - 2015 STRATEGIC PLAN 2

Sources of Parish Funds and other ResourcesThe main source of funds and other resources is the Sunday collection and subsidies generated from fundraising projects including Walks, Golf Tournaments, amongst others.

Members and other StakeholdersSt. Austin’s Parish fosters a mutually beneficial relationship with her neighbours and other stakeholders. The Parish enjoys close collaboration with its immediate neighbours – the Holy Ghost Fathers/the Spiritan and the St. Mary’s School..

By virtue of its locality, St. Austin’s Parish serves members from across the social stratum - a situation brought about by several factors including; continuous rural urban migration, weakening of traditional systems of social support, collapse of traditional and cultural ways of life, civil conflicts, poor economy leading to joblessness, gender inequality and disease, and astronomical growth in technology and infrastructure in the last decade. The Parish continuously strives to remain relevant to all its members. From the above analysis, the Team summarized the factors that will enable (enablers) or impede (challenges) St. Austin’s Parish from creating value and delivering it to its members. They further generated a list of primary members/ stakeholders and their needs. Tables 1 and 2 list the enablers and challenges, and the primary members and stakeholders of St. Austin’s Parish,respectively.

Enablers and ChallengesEnablers are current and future factors that will enable the Parish to deliver value and make a difference to members and stakeholders. Challenges are those current and future factors that may impede the Parish from creating and delivering value. Table 1 outlines the enablers and challenges identified by the Team.

Table 1: St. Austin's Enablers and Challenges

Pains/Challenges • Fads including new sects• Social disparity/challenges - Poverty/unemployment, Drug Abuse, HIV/Aids• Competing needs • Career demands• Negative technology content• Few vocations• Poor planning and governance systems• Weak calendar• High turnover of priests• Weakening social systems• Infrastructure in dire need of repair• Inadequate housing facilities• Inadequate office facilities

Enablers • Strong Church tradition and heritage• Resources - Priests, physical facilities• Influential supportive members• Social diversity• The School Community• Developments within the Catholic Church – Media, Insurance• Geographical Location• New services – multipurpose hall• Technology• CDF and other development funds• Parish Sacco• Tourist parishioners• Adequate human capacity



ImageThe image St. Austin’s wants to portray is;• Dynamic• All inclusive• Caring• Accountable• Visionary

RelationshipThe relationship that St. Austin’s want to have with its faithful could be described as:• Open communications• Trustworthy• Mutual respect• Dependable

Members needs • Counseling & spiritual development• Mentor• Information/Communication• To belong• Role models• Economic empowerment• Entertainment• Adequate physical facilities• Care and attention• Rehabilitation• Prayers• Education• Networking/Peer GroupsStakeholder Needs• Recognition• Opportunity to improve self• Public safety• Acceptance of responsibility• Respect of responsibility• Information• Access

Members • Men • Women• Children• Youth• Sick• Those with special needs e.g. elderly, alcoholics, abandoned, refugees, street children, homeless, orphans and IDPs etc.• Priests and religious• Catholic International Community (CIC) • Communauté Catholique Francophone De Nairobi (CCFN).

Stakeholders• Cardinal• The Central Deanery• Government• Corporates• Donors• Schools – St. Marys, Kianda, etc

Members and Stakeholders

Table 2: Members/Stakeholders & their Needs

The Parish Promise to Members/Member Value PropositionThe Team identified the value dimensions of the Parish services to its members (see Table 3 below), and brainstormed on ultimate impact of the services on members.

Table 3: The St. Austin's Member Value Dimensions

Member Value DimensionService AttributesThe services provided by St. Austin’s have the following characteristics:• Accessible• Efficient• Nurturing



The key attributes of the Parish’s Value Proposition are:

Accessible • Open to all. There is easy access to the Parish facilities,

information and services

Nurturing • Able to support holistic sustainable growth including faith

Efficient • Timely communication and delivery of services

Dynamic • Keeps abreast with changing environment

All inclusive • All are and feel welcome and creates opportunities for fellowship

and community-hood

Caring • Empathetic and responsive

Accountable • Open to scrutiny

Visionary • Has foresight

Open • Presence of two way communication/feedback

communications

Trustworthy • Can be depended upon by members

Mutual respect • Having the same relationship each to the other

Dependable • Present/available when a need arises

St. Austin’s Value Proposition is the unique benefits provided by its services to meet the needs of its members. The Member Value Proposition/Promise is derived from the above attitudes.

Our Promise:One Heart One Mind




STEP 2: DETERMINING THE STRATEGIC FOUNDATIONS OF ST. AUSTIN’S PARISH Part I: Mission, Vision, and Core Values

A Mission gives the scope of an institution’s operations, defines why it exists and reflects its purpose. A Vision statement is the

desired result accomplished when an institution delivers value to its members. It is an institution’s picture of future success -

where it wants to be in the future. Core Values are the institution’s guiding principles that bind the members together. The St.

Austin’s Parish Mission, Vision and Core Values are outlined as follows:

Our MissionTo carry out the work of Christ through

worship, fellowship, music, fun andcommunity outreach

Our Vision"Where there is no vision, the people perish.” (Proverbs 29:18)

A family of God, serving Christ and sharingwith one another in Christian fellowship

The Parish Values Prayer We shall promote fellowship amongst all

Family We shall promote family life by emulating the Holy family

Compassion We shall emulate Christ by being caring and kind to one another

Inclusiveness We shall accord unity in diversity

Service to Others We shall commit ourselves in the service of the people of God

in all spheres of life

Friendship We shall be a united people who are trustworthy, dependable

and have mutual respect for self and one another



Part II: St. Austin’s Parish Strategy“A man who does not think and plan long ahead will find trouble right at his door”.

Confucius (BC 551-BC 479) Chinese philosopher

Strategy is the route chosen by an institution to achieve desired results. The ultimate goal of an institution is to satisfy the needs of its members by delivering value through its services. An institution therefore needs to identify the areas it must support to deliver value to members.

Strategic Themes & ResultsStrategic Themes are the areas that the Parish must support to create and deliver value to its members and stakeholders. They are the broad strategies of the Parish, the main focus areas or Pillars of Excellence.

The Parish strategy for the next five years focuses on four focus areas or themes:

1. Spiritual DevelopmentThe Spiritual development theme focuses on addressing the spiritual needs of individuals and the community. It entails; personal identification and trust in own experiences of God, integration of spirituality into daily life, expansion of ways of deep-ening of prayer life, and ability to discern and make difficult choices. It further entails sharing of hopes, struggles and losses, development of sensitivity for justice and concern for the poor and ability to live the essence of ones spiritual affiliation with integrity.

The goal of the strategy is to have spiritually transformed and devout Christians emulating Christ in their day to day life.

2. Parish Governance“Plans fail for lack of counsel, but with many advisers they succeed.” (Proverbs 15:22)This strategy focuses on the management and leadership of the Parish and its resources. It entails delivery of services, systems efficiency, decision making processes, equitability, and open and effective communication. It also entails effective resource mobilization.

The goal of the strategy is to enhance Parish efficiency, accountability and transparency with increased member support for parish activities and programs.

3. Community DevelopmentThis theme focuses on enhancing the personal growth of members and the community within which the Parish it exists. It entails addressing issues ofhomelessness, the elderly, the working poor, and people with other special circumstances. It also entails environmental awareness and consciousness, improving livelihoods, community Health, education, and leadership.

The goal of the strategy is to have cohesive community that is skilled/educated, healthy and economically empowered.



4. Parish ImageThe reputation of St. Austin‘s determines its future growth and member commitment. This strategy focuses on building trust and respect for the Parish. It entails connecting with members’ emotions, leveraging on the rich heritage of the Parish, its ideal location, infrastructure, and technology. It further entails effective and timely communication to offer efficient and effec-tive services to Parishioners and other stakeholders, improving the aesthetics to make the church attractive, and making the environment receptive and hospitable.

The goal of the strategy is to have sustained growth in membership that is loyal and committed to the ideals of the Church.

The strategic themes/pillars of excellence and the desired outcomes (referred to as the strategic results) are outlined in Table 4 below.

Stregic Theme: Governance

Strategic Result Efficient, accountable and transparent parish with increased member

support for parish activities and programs

Strategic Theme: Community Development

Strategic Result A cohesive community that is skilled/educated, healthy and economically

empowered

Strategic Theme: Parish Image

Strategic Result Sustained growth in membership that is loyal and committed to the

ideals of the Church

Strategic Theme: Spiritual Development

Strategic Result Spiritually transformed and devout Christians emulating Christ in their

day to day lifeTable 4: St. Austin's Pillars of Excellence

PerspectivesA Perspective is a performance dimension that an institution intends to use to evaluate its strategic results. Four basic perspec-tives are traditionally used to evaluate an institution’s performance. The appropriate perspectives are determined by the institution’s value creating model, the member value proposition, mission and vision. The Team selected the perspectives of Members & Stakeholders, Stewardship, Internal Processes and Capacity. Each perspective answers a key strategic question as described in Table 5 below.



Perspective Questions Answered

Members How can we, as a Parish, increase value for our members and stakeholders?

Stewardship How do we maximize value and effectiveness of our mission?

Internal Processes To satisfy the needs of our members, at what spiritual and communal

process must we excel in?

Capacity To excel in our processes and to leverage on our resources, what capacities

must we have and improve?

Table 5: St. Austin's Strategic Perspectives

The St. Austin’s Parish Strategy HouseDeveloping a strategy is like building a house. The Member Value, Mission and Vision make up the “roof” of the house while the

Strategic Themes make up the “pillars of the house”. The perspectives are the “floors” of the house and the leadership and core

values are the “foundation”. See Figure 1 below:

Perspectives

Members/Stakeholders

Stewardship

Internal Processes

Capacity

Parish Image

SpiritualDevelopm

ent

Comm

unityDevelopm

ent

Governance

Interactive Communication

Friendship Compassion InclusivenessPrayer Service to Others Family

Leadership

MISSION

VISION ENABLERS CHALLENGES

Figure 1: The St. Austin's Strategy House



STEP 3: Designing the Strategic ArchitectureTheme Maps

In Step 3, the strategic themes were decomposed into strategic objectives, which are the continuous improvements necessary for the Parish to create and deliver value to its constituents. Strategic Objectives are the basic building blocks of strategy and define the Parish’s strategic intent. These action oriented statements outline what St. Austin’s must do to be successful. The specific strategic objectives for each theme were linked in cause-and-effect linkages and displayed in the form of strategy maps for each theme.

Spiritual Development Governance

Community Development St. Austin’s Image

Figure 2: Theme Team Members at Work

How to Read the Map

The map can be read either from the bottom or top. Starting from the bottom, the question to ask is “why?” For example,

why should the Parish Improve Staff Skills and Governance Structures? The Answer is: In order to Improve Parish

Processes. Starting at the top, the question to ask is “How?” For example, starting at the Member perspective of the map, how

do we Enhance Accessibility to Parish Services? Answer: by Improving Service Delivery.



1. Spiritual Development

2. Governance

Members

Stewardship

InternalProcesses

Capacity StrengthenS.C.C

ImproveCatechesis

Improve ChurchActivities

Improve ResourceUtillisation

Growth in Spirituality

Increase Satisfaction in

Family Life

Strengthenthe Domestic

Church

EnhancePrayer Life

ImproveStaff Skills

StrengthenCounseling

Services

Improve Parish

Processes

Members

Stewardship

InternalProcesses

Capacity

Optimize Resource Utilization

ImproveSustainability ofChurch Activities

ImproveGovernanceStructures

ImproveStaff Skills

Improve Feedback to Members

Accessibility to Parish Services

Enhance

CommunicationEnhance

ImproveServiceDelivery

Improve member

Relationship



3. Community Development

4. Parish Image

Members

Stewardship

InternalProcesses

Capacity

ImproveResource

Mobilization

Enhance Senseof Belonging Increase

CommunityProgrammes

ImproveSocialSkills

ImproveKnowledge ofCommunity

Improve Member &Stakeholder Engagement

Members

Stewardship

InternalProcesses

Capacity

Improve ParishInfrastructure

EnhanceKnowledge Management

Improve Use ofTechnology

ImproveSkills

IncreaseMembership

ImproveMember

Experience

IncreaseParish

Visibility

Enhance resourceMobilisation

Improve ServiceDelivery

StrengthenRelationships

ImproveCommunication

Improve ServiceDelivery



Church-Wide Strategic ObjectivesThe Church-wide Strategic Objectives were developed by combining and merging the Strategic Theme Objectives into a single list of Church-Wide Strategic Objectives as listed in Table 6. The Objective Commentary in Table 6 describes what was meant by each objective.Perspective ObjectiveMembers • Enhance Member Experience • Improve Accessibility to Parish Services • Increase Parish VisibilityStewardship • Optimize Resource UtilizationInternal Processes • Improve Service Delivery • Improve Parish Processes • Strengthen PartnershipsCapacity • Improve use of Technology • Improve Systems and Infrastructure • Improve Skills & Knowledge • Strengthen SCC

Table 6 : St. Austin's Parish Strategic Objectives

The Church-Wide Strategic Objectives were linked in a cause-effect relationship to create a Church-Wide Strategy Map as illustrated in the Figure 3 below.




St. Austin’s Parish-Wide MapOur Promise One Heart One Mind ‘Cor unum et Anima Una’

Our Mission To carry out the work of Christ through fellowship, music, fun and community outreach

Our Vision A family of God, serving Christ and sharing with one another in Christian fellowship.

Figure 3: St. Austin's Church-Wide

Membership

Stewardship

InternalProcesses

Capacity

Improve MemberExperience

EnhanceAccessibility

To Parish Services

IncreaseParish Visibility

OptimizeResource Utilization

Improve Use of Technology

ImproveParish Processes

ImproveService Delivery

ImproveGovernanceStructures

StrengthenPartnerships

ImproveKnowledge Of

CommunityStrengthen

SCC



Performance Measures

Performance measures enable an institution to determine whether it is creating value for its members and stakeholders. They indicate how well an institution is doing in meeting its strategic objectives. Table 6 lists the performance measures developed by the Team for each strategic objective.

Table 6: Objectives, Performance Measures and Strategic Initiatives

Perspective Strategic Objective Commentary Performance Measure

Members

Increase Parish Visibility Description 1. Change in incidences of non parish members seeking services (%Change)

2. % change in image building activities

This means raising awareness on the Parish and its activities, leveraging on its heritage and building the image.

Outcome

St. Austin is a benchmark for best practice in building, restoring and sustaining Christian faith

Enhance member experience Description Member satisfaction index

This means improving feedback to members, enhanced members’ prayer life, and enhancing members’ sense of belonging

Outcome

Increased growth in spirituality and enhanced satisfaction in family life

Improve accessibility to Parish services

Description %member participation/total no of membersThis entails the increase in community

programs as well as improving sustainability of Parish activities.

Outcome

Increase in member motivation, higher turn-outs and increased participation in Parish events by members.

Stewardship

Optimize resource utilization Description 1. % of timely completed projects within budget

2. Funding gapThis involves the effective and efficient usage of available resources, including human resources, infrastructure and funds/budgets. It also includes fund raising.

Outcome

Adequate resources, timely completion of projects; good value for resources, reduced wastage and increase in number of projects completed in time.



Perspective Strategic Objective Commentary Performance Measure

Internal Processes

Increase services offered Description - New and sustained services introduced (%)This entails expanding spiritual and community

development services to ensure all members of the Parish are catered for

Outcome

Effective and holistic human development

Improve service delivery Description - Average service turnaround time

This means improvement in Catechesis and Parish activities as well as strengthening counseling services. It also entails speedy, effective and high quality delivery of services.

Outcome

Efficient and responsive service delivery

Strengthen partnerships Description · % increase of committed/contributing partners over total partners

This means improved relationships through member and stakeholder engagement. It entails enhanced communication.

Outcome

Increased and sustained strategic partnerships and collaboration.

Capacity Building

Improve Systems and Infrastructure

Description · No. of processes documented and implementedThis entails improving processes and governance

structures. It is about how the Parish runs in terms of policy formulation and implementation. It also includes the role of the PPC and its committees and the role of the Priests

Outcome

Increased efficiency, accountability and sense of ownership.

Improve knowledge and Skills Description · % people trained and delivering these services rightfully in their specific fields

· % of dissatisfied members with service deliverers

This entails improvement in staff skills, social skills and Knowledge of Community. It includes improvements in management/ leadership skills, communication, fund raising, counseling, social work, catechesis, program management, homily/lectors etc

Outcome

Right people doing the right things (Pool of skilled service providers)

Strengthen SCC Objective · % increase in participation over total registered members of the parish

· % increase of small Christian communities

This entails strengthening the domestic church. It means ensuring all members of the Parish belong to an SCC

Outcome

Increased participation in the SCC and deeper personal relationship

Improve use of Technology Objective · No of information outlets and inlets introduced in the Parish through use of technology

This entails enhancing knowledge management.

Outcome

Increased understanding of Parish community and their needs and increased community understanding of parish and its needs

Improve knowledge of community/ church

Description · % increase of people seeking services

· % increase of participation in community

This means increasing understanding of community needs including parishioners and also increasing community understanding of parish and its needs

Outcome

Increased participation, sense of ownership and sense of belonging.



Strategic Initiatives

Strategic Initiatives are programs or projects that turn strategy into operational terms and actionable items, provide an analytical underpinning for decisions, and provide a structured way to prioritized projects according to strategic impact. Strategic Initiatives answer the question, ‘What strategic projects must we implement to meet our Strategic Objectives?’

The Parish Strategic Initiatives were identified and prioritized in order of importance as outlined in Table 8 below. Further development of the initiatives and allocation of responsibilities and resources is ongoing.

Table 1: Strategic Initiatives in order of Priority

Objective Initiatives Priority Order No.

Enhance Member Experience Review, repackage and market spiritual development services 1Improve Systems and infrastructure Develop TORs for the various groups and missions. 2

Develop and implement a budgetary system 3Improve Knowledge of Community Carry out a need assessment study to understand the Parish needs 4Improve Knowledge of Community Establish a system for member registration. 5Improve Member and Stakeholder engagement Establish a customer service office 6

Improve Service Delivery Strengthen secretariat to be more effective. 7Increase Parish visibility Develop and implement a communication strategy 8Strengthen SCC Establish a management and development structure for SCC 9Improve Systems and Processes Develop and document processes e.g. an annual calendar,

institutionalized giving , etc 10

Increase services offered Develop and enhance targeted social and economic programs 11Strengthen Partnership Develop a system for establishing and managing partnerships 12Increase Parish Visibility Restoration & improvement program of physical facilities including

an aesthetics program 13



Term DefinitionMember Individuals and families that belong to the Parish

Customer Value Proposition A Customer value proposition (CVP) is the unique benefits provided by the Parish’s services to meet members and other stakeholder needs.

Mission This is the purpose for the existence of the Parish

Organization Core Value These are the guiding principles of the Parish. They are the basis for decision making and they influence action in everyday situations.

Performance MeasurePerformance Measures are metrics used to provide an analytical basis for decision making and to focus attention on what matters most. To answer the question: “How are we doing at the job of meeting our Strategic Objectives?’

Perspectives

A Perspective is a performance dimension that an organization intends to use to evaluate its strategic results. Four basic perspectives are traditionally used to evaluate an organization’s performance. The appropriate perspectives are determined by the organization’s value cre-ating model, the customer value proposition, mission and vision.

Stakeholder A stakeholder is anyone with an interest in the activities of the society.

Strategic Initiative

Strategic Initiatives are programs or projects that turn strategy into operational terms and actionable items, provide an analytical underpinning for decisions, and provide a structured way to prioritize projects according to strategic impact. Strategic Initiatives answer the question, ‘What strategic projects must the organization implement to meet its Strategic Objectives.

Strategic Objective

Strategic objectives are strategy components; continuous improvement activities that must be done for the organization to be successful. Strategic Objectives are the building blocks of strategy and define the organization’s strategic intent. Good objectives are action-oriented statements, are easy to understand, represent continuous improvement potential and are usually not ‘on-off’ projects or activities.

Strategic Result Strategic Results are the desired outcome for the main focus areas of the business. Each Strategic Theme has a corresponding Strategic Result.

Strategic ThemeStrategic Themes are key areas in which an organization must excel in order to achieve its mission and vision, and deliver value to customers. Strategic Themes are the organization’s “Pillars of Excellence.”

Strategy Map A Strategy Map displays the cause-effect relationships among the objectives that make up a strategy. A good Strategy Map tells a story of how value is created for the business.

Strategy This is the hypothesis on how the constituency intends to create and deliver value in order to accomplish its vision.

Targets These are the desired levels of performance for set performance measures

Value Creation Model This illustrates how an organization creates and delivers value through the cause-effect rela-tionship amongst strategic objectives.

Vision This is the desired end state once value has been delivered to the constituents. It is the picture of future success.

St. Austin’s Parish

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