The roman catholic churchs diocese of san jose

The roman catholic churchs diocese of san joseHimank Khulbe (16/22)Arvind Ratan (16/08)Soumya Chattopadhyay (16/51)Shashank Singh (16/44)Swati Matta (16/54)Sneha Gangadharan (16/50)Background of the Roman Catholic Church

Roman Catholic Church was one of the major branches of the Christian religion. The 3 centers of early Christian religion were Antioch, Alexandria and Rome. Rome became most important of the 3 because of the influence of the Roman Empire. By 2002 there were 800 million Catholics worldwide, making catholic church the largest Christian domination. Catholic church had a flat organization - thousands of bishops reported to the pope Every 5 yrs each bishop had a 15 minute audience with the pope in which bishop discussed his diocese. Bishops expected to operate under the churchs canon law, but other than this there was little detail detailed guidance given to bishops and diocese. Hundreds of priests reported to the bishop. Father Philip Mc Crillis , a former member of the DSJ staff once commented given the flatness of our organization . the pope cant supervise thousands of priests .

Background..Don Watters ret. Director of Mckinsey and member of the Nicholas parish added authority in the catholic church is more veiled and low key tan in any other organization The head priest in the parish was called pastor. Had protection in the church law and can appeal in the church court if the bishop did something which the priest did not like. Priest pastor in DSJ served a 6 yr term at the pleasure of the bishop.Bishop rarely transferred the priests out of the diocese but moved the priest from parish to parish. Because of shortage of priests, some parishes shared a priest. Parishes were grouped into deaneries ( geographically they were grouped)

Background..Church had 21 ecumenical councils meetings to discuss the issues of importance to the church. Vatican II 21 ecumenical council 1963-65 Allowed catholic mass to be said in languages other than Latin. Requiring the priests to face the congregation during the mass ( this was controversial as the priest was considered to be holier than layperson) Laypeople allowed to do things like Eucharist. But Vatican II did not go far enough.

The most decentralized geographic region of Catholic Church was Asia. The Asian bishops believed that there has been too much roman influence in the church.

Background..Believed in a church based on triple dialogue a dialogue with the poor, a dialogue with local religions and a dialogue with local cultures. 2002 attention towards child sex abuse priests accused of molesting children, bishops accused of cover up. US bishops met in Dallas and made a zero tolerance policy Local lay boards have been appointed and a national lay oversight board was appointed headed by former state gov general. No authority but it enjoyed moral authority with public.

Background on the Diocese of San Jose & Bishop McGrath

The diocese of San Jose was created in 1981.The DSJ had been carved off from the archdiocese of San Francisco.The new Diocese were given land but NO money as a result land was been sold to raise funds for diocesan operating expenses.No tax or Endowment was levied on its parishes. Another Major source of income was Annual Diocesan AppealMost of the dioceses parishes were traditional but there were 7 non territorial.DSJ consist of 80 member staff at diocesan level. Vicar General acted as bishop in his absence.The first bishop of the DSJ was Bishop Pierre DuMaine.McGrath was named 2nd bishop of the DSJ.McGrath was described as intuitive, nonhierarchical and people oriented.

Development & Delivery of the Strategic Plan

THE GENESIS PLAN:

Major Problems that were faced:DSJ was not an entity people reckoned with.They never made efforts to make connections with communityPeople didn't always consult with DSJ.People had this perception that the group had their heads in the sand!!

The Design Team They looked for people with Process and Planning skills.The design team first met in late March.A 15 member team was formed

Major RecommendationsThe diocesan plan should include: Vision statement & Implementation plansProcess should include from persons and communities Two leadership groups should be formed: A planning team & Advisory CouncilBoth groups would contain people with SPECIFIC skills & responsibilities.Definite target dates not longer than 2 years must be set.

The Early Planning Process (June 99 Jun 00)

McGrath wanted to hear from everyone (Catholics, non-Catholics and even atheists).October 99: At a priests retreat attended by McGrath, an Informal discussion of planning team members took place. The priests were updated on the process for identifying target groups and individuals.It was time when Father McCrillis replaced by Sister Mitchell350 people nominated to serve bishops advisory council which were further narrowed down to 20 while the meetings were arranged between the nominees and the Bishop for him to know more about the nominees.The planning team searched for a day-to-day project leader and eventually engaged La Piana Associates, a management consulting firmBiggest challenge : Getting the parishioners and the businessman to understand the churchs culture from the inside and at the same time priests to understand the planning process

Data Analysis and Findings

Planning team members along with McKinsey & Company prepared a Community Fact Base document for the planning team. Since Catholic church was not data driven, the fact finding analyses was difficult for some people to accept.

Several analysis were noteworthy..

Exhibit 8: Growing Asians and Hispanics in 2020 (Hispanics and Asians, both 30 % each), ethnic mix in 2020. The bishop said I might be the last Caucasian bishop of San Jose (Caucasian are the whites whose population in church was expected to decrease drastically from 44% in 2000 to 30 % in 2020)

Exhibit 9: Growth in south and south east while the money, schools and churches were concentrated in north Huge discrepancies among parishes in terms of their capacity utilization 18 to 21 new churches needed between 2002 and 2020 -> raising more than $ 225 million

Exhibit 10: Shortage of priests continue to grow and potentially worsen in the face of an ever increasing parishioner population

Summer 2000: SWOT analyses was done and input was gathered from stakeholders under the guidance of the project manager of the planning team:In all, 400 issues were raised which categorized themselves into 10 major categoriesDespite the planning teams interactions with many groups and individuals, Bishop felt not enough people had been included in the process at mid 2001 markFifteen minutes for the Future was organized on one mass Sunday wherein all interested parishioners were invited to voice their opinions on diocesan priorities

17000 parishioners were involved for narrowing down the top 10 issues to 3 Two of those issues: developing lay leaders and ministering to youth were expected, while, catholic social justice was unexpected. For the fourth priority, i.e. strengthening the organization, two workgroups were named:Pastoral workgroup implementation priorities for the 3 pastoral issuesOrganizational workgroup implementation priorities for the organization issues

Pastoral Workgroup

Meeting of a group of 15 peopleAim - to develop consensus recommendations regarding where to focus implementation efforts for the pastoral issuesOutcome- consensus reached and agrees-upon recommendations were incorporated

Organizational Workgroup

Workgroup consisted of 23 people out of which 15 people had been involved in the planning process and 8 people were newcomersWatters (Chair of the group) included knowledgeable and open-minded people on the team because the pastor is known as a progressive thinker and wanted gifted lay leaders to assist in dealing with organizational issuesKey recommendations:-Share across parish boundaries to solve issues of not having enough facilities, priests, moneyExpand the role of deaneries, not just as communication vehicles but also to collaborate and capture economies of scale in areas such as purchasing and load balancingLoad balancing by sharing clergy, lay leaders and facilities were critical

The workgroup also made several recommendations to address the issue of additional capital requirement in the future yearsHire professional fund raising expertiseInvolve bishop in fund raising activitiesRaise money to build churches and fund scholarships for Catholic schoolsCreate a tax on the parishes to fund diocesan activitiesReduce the budget of the head officesTough meetings with the DSJ priestsGroups came up with recommendations of their own and presented them before one another and to the bishopThe workgroup finally presented its recommendations which were quite same joint recommendations accepted by bishopSome thought it radical, others notFull document translated and an executive summary in brochure form placed in the pews of DSJ parishes

Implementing the Plan

Implementation - the last section of the strategic planLeaders of the implementation programMike Hope project director for overall implementationTerrie Iacino project director for pastoral issuesRoger Jaroch and Don Watters project director for organizational issuesPlan each project would have specific objectives and would be implemented at both the diocesan and parish levels, and each project at the diocesan level would be implemented by a workgroup comprised of diocesan and parish representatives. Each project would also have advisors who would be users of the particular service.

The First Steps

The bishop established a diocesan Implementation Fund so that the DSJ could give grants to parishes and deaneries to help with implementation projectsNeed of detailed implementation plansIn the past, each parish might have worked independently to develop their own implementation plan, but now the implementation plans should be developed and co-ordinated at the deanery levelTwo deaneries had begun pursuing some of the plan recommendations while some parishes had begun working collaboratively to address both the pastoral and organizational issues

Accountability

Instituting a plan of accountability for both clergy and laypeopleAccountability needs to have a positive connotation; it would be helpful to know in what areas you shine and where you could improve. Making changes in this area would take a while, some priests are in favour of it while some are not.Watters believed that the key to accountability was developing appropriate metrics and sharing them because meaningful metrics help change behavior through peer pressure

The way forward

The certainty that people could always depend on the Church would never change, yet implementation of this plan would cause significant change, and most people are scared of changeHowever change is inevitable and everything ultimately changesUse of deanery structure and new ways of increasing lay involvement- revolutionary changesIssues like role of women in Church will be brought up in the futureStrategic plan had been finished six months earlier, implementation team was organized and several implementation activities were underwayImplementation of the plan to continue for 20 years

Thank You