Slide 1

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

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Bi-weekly publication begins June 2009.

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Request funding for Spanish radio air time beginning July 2009.

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Monthly E-newsletter from communications office begins July 2009.

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New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
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•

Disabilities Ministry
–

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Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
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One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
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By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

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Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

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Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

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Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 2

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 3

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 4

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 5

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 6

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 7

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 8

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 9

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 10

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 11

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 12

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 13

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 14

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 15

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 16

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 17

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 18

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 19

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 20

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 21

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 22

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 23

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 24

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 25

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 26

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 27

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 28

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 29

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 30

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 31

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 32

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 33

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 34

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 35

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 36

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 37

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 38

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 39

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 40

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 41

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 42

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 43

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 44

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 45

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46


Slide 46

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

Agenda
•

Opening Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Planning Study Synopsis (10 minutes) – Peter Faletti

•

Current Status of Initiatives (65 minutes)
–

Business Model / Chancery Operations (Total of 20 minutes)
•

Communications Strategy – Pat Chivers

•

Strategic Sourcing – Paul Maggard

•

Pastoral Support Organization and Logic Model Tool – Deacon Dennis Dorner

•

Cost Control within the Chancery Operations – Brad Wilson

–

Facilities Model (15 minutes) – Valerie Landau, George Barrie

–

Education Model (15 minutes)

–

•

Catholic Schools – Diane Starkovich

•

GRACE Scholars, Inc – Karen Vogtner

Discipleship Initiative (15 minutes) – Dennis Johnson, Jr. and Steve Siler

•

Closing Remarks (5 minutes) – Archbishop Gregory / Mike Cote

•

Q & A (10 minutes)

Confidential

2

PLANNING STUDY SYNOPSIS

Confidential

3

Phase One: Data, Input and Strategic Framework

Demographic
Analysis

Stakeholders
Interviews

Market Research

• Historical
Facts

• Pastors

• Principals

• Telephone survey
(Non-Hispanic
White Segment)

• Projected
Trends

• Archdiocesan
Offices

• Online survey
(Open to all)

• Parishioners

• Facilitated group
surveys in ethnic
parishes/missions

Studies
• Hispanics in the
Archdiocese (2002)
• Priest Convocation
(2006)
• Black Catholic Study
(2006)
• Young Adult Catholics
• FACTS on Growth

Articles
• Catholic Education
and Future
Affiliation
• Where Are Those
Missing Catholics?
• Opening Arms to
Strangers
• A Bold Move

Primary Inputs
Developed the strategic framework for the 10-year plan
o Needs prioritization
o Vision elements
o Mission elements
o Values statements (internal and external)
o Operating model guidelines

Planning Committee Output
Archdiocese of Atlanta Strategy Map
Confidential

4

Strategy Map
Catholic traditions
Active parishioners
Time, talent, and treasure
High growth
Open and inclusive
Learning and meeting the needs of society
Increasing vocations
Catholic education

Vision Elements

Communication
Healthy, thriving parishes
United Archdiocese / one Church
Readily Available Sacraments
Committed Evangelization
Heartfelt, vibrant worship experience

Pastoral

Mission: To bring
eternal salvation to
the people of North
Georgia

Elements

Sacramental
Availability and
Pastoral Counseling
Faith Formation
Throughout Life

Evangelization
Catholic
Education

Social
Services and
Charity

Fellowship

Critical Success Factors
•
•
•
•
•
•
•
•
•

Increase vocations / Support system for priests
Multi-cultural service delivery model
Defined roles and decision making processes
Accountability and performance measures
Customer-centric support
Improved communications
Develop new / expanded facility process
Demand-based input to Archdiocesan programs
Coordinated program delivery

Foundations

Business Model

•
•
•
•
•
•
•
•
•

Vibrant worship experience
Coordinated religious education
Professional skills development / Continuing education
Expanded school availability
Defined school funding model
Greater focus and emphasis on evangelization
Pastoral and administrative support for priests
Expand revenue sources
Increased stewardship

Facilities Model

Education Model

Processes
Technologies
Organization
Skills
Roles

Confidential

Discipleship Model

Internal and External Values
5

Phase II: Building the Foundational Operating Models

Business Model

Facilities Model

Discipleship Model

Education Model

Objectives

Objectives

Objectives

Objectives

• Implement an efficient
• Implement an integrated, • To instill the true
and effective customerprofessional, end-to-end
meaning of Catholic
centric business model
model for planning,
discipleship throughout
capable of supporting the
locating, contracting, and
the Archdiocese
vision and mission of the
constructing facilities to
Archdiocese in a multimeet Archdiocesan
cultural operating
needs.
environment.
• Implement an efficient
• Eliminate “silos” within
facilities upgrade/major
the Archdiocese
maintenance model to
• Improve trust between
support parishes and
the Archdiocese and its
schools
parishes and schools

Focus
• Day to day operations
and communications
within the Archdiocese
and between the
Archdiocese and its
parishes and schools

Confidential

Focus
• End-to-end facilities
planning, funding and
construction process
that supports the future
facilities needs of the
Archdiocese

Focus
• A discipleship-based
model capable of
supporting the future
ministry and financial
needs of parishes,
schools, and the
Archdiocese

• Develop a model for
expanding the availability
of high quality Catholic
schools that are
affordable to a wide
range of economic
segments

Focus
• Needs assessments,
chartering and day to day
operations of
Archdiocesan Catholic
schools

6

Phase II: View of the Future
Tools

Master
Planning

• Customer-driven
Business Model
• Improved New
Capital Project
Process

• Parish-based Foundation
• Deanery Level Summary
• Archdiocesan Summary
• Support New Parish
Facility Planning
• Data Updates

Faith
Formation
Throughout
Life

Re-energized
Discipleship

Regional
Coordination
• New Missions / Parishes

• Master Plan Data
• Strategic Sourcing
• Construction Resources

Confidential

Ministry Social
Services /
Charity

• New CCSI
• New Parish
Elementary School
Model
• Demographic Data

Catholic
Education
(Schools)

Blessings
and
Challenges
• Growth
• Personnel
• Facilities
• Multi-Cultural Mix
• Unity without
Uniformity

7

Phase III: Building the Future
Implementation Projects
Focus Chancery Services on Parish
Needs
• Parish program needs and
prioritization
• Analyze future support options
• Electronic communications

Collaboratively Grow Discipleship
Parishes
• Define initial partners
• Conduct parish assessments
• Define parish support needs
• Track Discipleship progress

Master Planning to Enable Growth
• Prepare overall approach
• Collect/distribute/analyze
demographic data
• Create front-end Facility tools

September
2008

October
2008

• Complete parish
survey template
and approach
• Identify core
Chancery functions

• Conduct Parish Surveys (leverage
Deaneries)
• Define Chancery service delivery
model
• Programs logic models and
outcome measures
• Mechanisms for transparency and
trust

• Designate
Discipleship leader
• Identify approach
for inviting parishes
to collaborate

• Confirm parish
participation,
staffing and funding
• Finalize
collaborative
approach and
resources

• Launch parish
teams with Theme
Team support
• Conduct parish
Discipleship
assessment
process

• Gather facility tool
information
• Build Facility tools

• Complete recommendations and seek
approval for first pilots

• Invite parishes to
participate
• Acquire demo tools
and parish reports
• Define facility
planning tools
• Identify priority
parishes for pilot

• Start pilot work
parishes/missions

Increasing the Affordability and
Availability of Catholic Education
• Deanery Solutions Presentations
• Final Report
Strategic Sourcing Savings for
Schools, Parishes and Chancery
• Determine potential spend and
savings size
Consistent Communication
Internally and Externally
• Internal meetings
• Parishioner focused communication
Confidential

December
2008 – January
2009

November
2008

First Quarter
2009

• Analyze parish survey
results
• Develop pro-forma
budget impact
• Finalize
recommendations:
programs staffing, org

• Build Facility Web site

• Set aspirational
growth path for
programs, facilities
and funding
• Develop plans for
closing the “gaps”

• Begin
Discipleship
Initiative pilot with
parishes
• Modify approach
to fit smaller
parishes
• Develop
automation and
roll-out of process
and tools

September 2008 – April 2009

• Size the savings
potential
• Go / no go decision

• Council of Priests meetings
• What I’ve Seen and Heard

• Develop approach and implement opportunistically

- Secretaries meetings (full)
- Georgia Bulletin articles
8

Today: Transformation Governance Structure
Role
Planning Advisory
Council
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote, current
outside Planning
Committee members,
Brad Wilson
Transformation Office
Archbishop Gregory,
Msgr. Luis, Msgr. Joe,
Mike Cote,
Secretariat

Responsibilities
•
•
•
•
•

Current Planning Committee transitions to a new Planning Council
Meets quarterly to review status of Planning Study initiatives (after June 2009)
Members chair the initiative teams
Provides counsel and advice regarding existing and emerging issues
Recruits resources as needed to support initiative teams

• Members provide Executive Sponsorship and Leadership for each initiative
• On-going review of initiative status - leverages existing weekly meeting schedule of the
Secretariat
• Resolve issues on a timely basis – set deadlines; prevent initiative bottlenecks/stonewalling
• Ensure resource availability for initiative teams
• Communicate overall status of the initiatives to stakeholders – Planning Committee, Council of
Priests, Chancery – transparency is the greatest asset for progress

Initiative Teams

• Executive Sponsor acts as champion for the initiative with all stakeholders
• Internal Lead develops initiative charter and work plan and report status and issues to the
Transformation Office as required on a timely basis
• Recruit additional members as needed
• Execute initiative work plan
• Gain consensus on recommendations and develop Objectives/Goals/Strategies/Measures
• Communicate initiative status and results to stakeholders

Chancery Department
Heads

• Actively and visibly support all approved initiatives
• Participant on and/or support initiative teams
• Provide timely information and feedback as requested by the initiative teams and Transformation
Office

Confidential

9

CURRENT STATUS OF
STRATEGIC INITIATIVES
Confidential

10

Pat Chivers

COMMUNICATIONS
STRATEGY INITIATIVE
Confidential

11

Communications Strategy Initiative
•

Issue/Challenge Addressed
In order to reach a broader range of audiences through multiple media (print,
online, and broadcast), there is a need to transform the communications strategy of
the Archdiocese of Atlanta. There is also a need to identify a new funding model for
the Georgia Bulletin and the multiple media outlets to be implemented in 2010.

•

Team Members





•

Jim Judson (Chair)
Pat Chivers (Internal Lead)
Fr. Joseph Shaute
Fr. Bryan Small






Lewis Walker
Graciela Zamarron
Patricia Ramos
Nick Going

 Diane Guyton
 Jay Yoon
 Veronica Diaz

 Jessica Handley
 Salvador Arias
 Dorothy Polchinski

Key Steps Taken to Address the Issue/Challenge
–

Diverse members of Communications Strategy Task Force met for three months.

–

Reviewed process of understanding, envisioning and planning including the
background, recommendations from the GA Bulletin Task Force, planning input,
geo-demographics, and discussed audiences and demographic changes.

–

Received input and prioritized communications objectives.

–

Identified key multiple media outlets for each audience with input from peers of
each task force member.

–

Developed recommendations to Archdiocese of Atlanta Planning Committee.

Confidential

12

Communications Strategy Initiative
•

Recommendations
–

Evangelize through technology and faith by encouraging communities to build
around new media technologies, such as Facebook, Twitter, blogging, etc. In the
future, hire a New Media Evangelist to maintain a daily presence by writing and
responding to questions and comments.

–

To meet the needs of youth and to assist with the increased demands for web
presence by all departments of the Archdiocese of Atlanta, a web developer is
needed to assist the web master to design a website for teens and to meet
additional needs.

–

Create a monthly e-Newsletter to parishioners who subscribe through the website
to receive this e-message. The e-Newsletter will include news, events, highlight
stories from GA Bulletin with a link to GA Bulletin website, highlight a seminarian,
highlight a department or ministry, etc. YAM will continue their weekly eNewsletter.

Confidential

13

Communications Strategy Initiative
•

Recommendations (continued)
–

Transition The Georgia Bulletin from print to on-line over next 5 years. Begin this
year with bi-weekly publication of print version. Explore the possibility of sending
an electronic edition of the paper by email to those who subscribe as we decrease
the print edition.

–

Create public service announcements for radio and television with messages from
Archbishop Gregory. Funds are needed to contract with a production company to
create the PSA’s.

–

Hispanic community: Broadcast Mass, catechesis, and public service
announcements on Hispanic radio stations, internet radio, newspapers, and
television. Funds are needed to purchase air time on radio stations and a translator
is needed as soon as possible.

–

Other language groups: Funds are needed to translate materials for parishes to
distribute in Vietnamese, Korean, Portuguese, etc.

Confidential

14

Communications Strategy Initiative
•

Next Steps
–

The Georgia Bulletin reports to Communications Director.

–

Bi-weekly publication begins June 2009.

–

Request funding for Spanish radio air time beginning July 2009.

–

Monthly E-newsletter from communications office begins July 2009.

–

New position of web developer filled July 1, 2009.

–

Presence on Twitter and Facebook begins immediately.

–

Public service announcements by Archbishop Gregory beginning immediately with
invitation to Eucharistic Congress.

–

Donated billboard space with three messages begins immediately (Pro-life
message, Family Life message and Archbishop Gregory welcome message).

Confidential

15

Paul Maggard

STRATEGIC SOURCING
INITIATIVE
Confidential

16

Strategic Sourcing Initiative
•

Issue/Challenge Addressed
To identify an approach and make recommendations on how to secure significant
savings in purchasing supplies and services for the Archdiocese parishes and
schools, with the goal of saving from 5-20% on all purchases and supplies

•

Team Members




•

Paul Maggard (Chair)
Salvador Arias (Internal Lead)
Fr. John Walsh

 Tom Campbell
 Tricia DeWitt
 Frank Moore

 Stan Ford
 Sharon Connelly
 Jim Herrel

 Jack Bushe
 Barbara Henderson
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–

Interviewed other Diocese to understand various approaches and trends in
purchasing

–

Developed stakeholder group of top parishes and schools and worked in the
parishes

–

Identified Advantages, Obstacles and Potential Solutions for Strategic Sourcing

–

Looked at alternative approaches to pursue savings while maintaining a voluntary
approach

–

Analyzed parish expenses to identify top categories and explored creative ways to
reduce cost of analyzing parish expenses

–

Interviewed numerous consultants to identify positive way forward and select
trusted vendor

Confidential

17

Strategic Sourcing Initiative
•

Recommendations
–

Maintain voluntary approach (not centrally mandated or controlled) to go with
national diocesan trend away from central purchasing

–

Bring together numerous entities to gain price savings volume and purchasing
power

–

Engage Mike Powers/ Financial Solutions Atlanta to conduct AoA Pilot Smart
Purchasing Project in a cross-entity approach

–

•

•

Volunteer pilot program for 5 parishes and 5 schools

•

No up front fee. Parishes on a sliding scale pay out of realized savings

•

Parishes and schools sign off to engage, realize savings and make payments

Pending Success of Phase I, negotiate phased roll-out to allow additional entities
to engage in the Smart Purchasing Project and all gain from additional volume
savings and cost reductions

Next Steps
–

Legal review and final negotiation of Master agreement and parish/school sign-off

–

Complete pilot parishes/schools buy-in and begin Phase I

Confidential

18

Deacon Dennis Dorner

PASTORAL SUPPORT
TRANSITION PROJECT
Confidential

19

Pastoral Ministries Transition Project
•

Issue/Challenge Addressed
Transforming the Offices and Ministries included in the Pastoral Support team from
program-based units to information and networking support units supporting parish
delivery of services through their local ministries. This is the type of support that the
pastors requested through the survey. This will require a re-engineering of the
processes and systems used by this team going forward.
–

Recommendations / goals / and directions were not clearly defined
•
•

–

•

Integration of dissimilar processes and programs

Team Members




•

Must begin with the end in mind
Information provided for making the decisions (priest input) was limited

Monsignor Luis Zarama
Deacon Dennis Dorner
Bill Hughey

 Father Bob Frederick
 Father Dan Stack
 Father Fabio Sotelo

 Father Kevin Hargaden
 Ed Konopka
 Joyce Guris






Ed McCoy
Irene Miranda
Mary Boyert
Mary Ellen Hughes

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Meetings with Archbishop Gregory
Meetings with the Archdiocesan Planning Committee
Meetings with the Pastoral Ministries Task Force
Review of data from the Fall 2008 Archdiocesan Pastor Survey
Review of data from the Focus Chancery Operations on Parish Ministries Initiative Team

Confidential

20

Pastoral Ministries Transition Project
•

Recommendations
–

Education Initiatives
•

Family Life Office
–
–

•

Disabilities Ministry
–

–

Education assistance portion moves to Formation/Discipleship Office

Advocacy Initiatives
•

Pro Life
–

•

–

•

Moves to Communications Office

Disabilities Ministry
–

Advocacy and Toni’s Camp moves to Communications Office
Resource to Formation/Discipleship Office

HIV/AIDS
–
–

•

Moves to Formation/Discipleship Office
Consolidation and integration of current staffs

Eliminate the office and the associated personnel positions
Offer grant to Catholic Charities to take on this responsibility
» How CC staffs for this responsibility is up to CC

Next Steps
–

–

Schedule Meetings with new Department Heads
•

Assess Needs

•

Consolidation of staff and budget

Logic Model review of all programs and services

Confidential

21

Brad Wilson

COST CONTROL WITHIN
CHANCERY OPERATIONS
Confidential

22

Cost Control within Chancery Operations
•

Issue/Challenge Addressed
With the many initiatives underway, ensure that the total costs of the Chancery
remains flat to the 2008/09 budget. Continued cost control will be needed as some
costs naturally increase and as new resources may be needed to execute the new
initiatives.

•

Team Members




•

Brad Wilson
Chuck Thibaudeau
All members of the Secretariat

Key Steps Taken to Address the Issue/Challenge
–
–

Implement Job Grades and Pay Scale
Improve budget process and review

–

Utilize tools such as the Logic Model to prioritize resources

–

Invest in the technology required to implement recommendations

–

Continually question the prioritization of and the need for spending

–

Recruit new Finance Council members with expertise to assist in Cost Control
activities

Confidential

23

Cost Control within Chancery Operations
•

•

Recommendations/Progress To Date
–

One additional position in Finance was eliminated (total of 4 over two years)

–

Implement the recommendations of the various committees

–

Monitor additional costs from new initiatives and prioritize spending

–

Harvest the benefits of our existing and new investment in technology

–

New Finance Council member skills in HR, Treasury, Insurance, and Construction

Next Steps
–

Complete budget with reorganized departments

–

Work with Team Leaders to complete implementation of recommendations

Confidential

24

Valerie Landau and George Barrie

FACILITIES PLANNING AND
CONSTRUCTION
TRANSFORMATION
Confidential

25

Facilities Planning and Construction Transformation
•

Issue/Challenge addressed
Provide recommendations to the Archbishop on the transformation of the
Facilities Planning and Construction Process to improve the performance and
enable the projected growth of the Archdiocese

•

Team Members – Facilities Advisory Board




•

 Fr. Fernando Molina Bill Morrison
Restrepo
 John Schiavone
 Fr. Paul Flood
 Doug Tollet
 Fr. Dan Fleming
 David Boring
 George Barrie
 Christa Cook
 Brad Wilson
 Mark de St Aubin
 Jenny Miles

Valerie Landau (Chair)
Salvador Arias (internal Lead)
Monsignor Joe Corbett

Key Steps Taken to Address the Issue/Challenge
–

Recommended and formed Facilities Planning and Construction Advisory Board
with lay experts and pastors

–

Reviewed Archdiocesan Planning Committee results
•

•

–

Facilities Sub-committee (North Highland Study) Results
Planning Committee Recommendations Implementation Status

Divided 12 priority transformation tasks into five named committees
•
•
•
•
•

Confidential

Executive
Policy and Legal
Finance
Process Improvement
Customer Advocacy
26

Facilities Planning and Construction Transformation
•

•

Progress to Date
–

By-laws drafted and board purpose and role being refined

–

Succession of Master Planner with emphasis shifted to facilities master planning
and leading the transformation of Facilities Planning and Construction

Next Steps
–

Finalize and approve the By-Laws

–

Finalize job description for Master Planning and hire professional resource

–

Prioritize and plan sub-committee key transformation tasks

Confidential

27

Diane Starkovich

PLANNING STUDY FOR
CATHOLIC SCHOOLS
Confidential

28

Planning Study for Catholic Schools
•

Issue/Challenge addressed
The Education Model Subcommittee was asked to address the affordability and
availability of Catholic schools in the Archdiocese. In addition, the Archbishop
retained the Center for the Advancement of Catholic Education of The Catholic
University of America to assess the needs of the schools, to develop a
comprehensive plan as to how to use the resources in the Archdiocese to meet
those needs, and to identify future locations for new schools and opportunities
to expand existing ones.

•

Team Members
 Fr. Greg Hartmayer
 Fr. Frank McNamee
 Deacon Dennis
Dorner

 Chris Reynolds (Chair)
 Karen Vogtner (Vice Chair)
 Msgr. Luis Zarama

 Rene Cote
 Myrtle Davis
 Dennis Johnson, Jr.

 Gary Meader
 Steve Spellman
 Diane Starkovich
 Brad Wilson

 Gary Lee
 Paul Maggard
 Bill Maron

Catholic University of America
 Dr. John Convey
 Dr. Len DeFiore
Confidential

29

Planning Study for Catholic Schools
•

Key Steps Taken to Address the Issue/Challenge
–

Collect data: enrollment, financial, demographic

–

Surveys: educators, parents, parishes

–

Consultation: Priests – October 2007

–

Problem Element Meeting – October 20, 2007

–

Solution Element Meeting – April 2, 2008

–

Development of Preliminary Recommendations

–

Consultation: St. Theresa, Douglasville – November 13, 2008

–

Consultation: St. Pius X Catholic High School – November 17, 2008

–

Consultation: Prince of Peace – November 24, 2008

–

Consultation: St. James the Apostle – December 4, 2008

–

Consultation: Transfiguration – December 11, 2008

–

Consultation: Priests – December 17, 2008

–

Education Model Subcommittee – monthly meetings from September 2007 to April
2009

Confidential

30

Planning Study for Catholic Schools
•

Recommendations
The full report will be posted to the Archdiocesan website. Key recommendations
include:
–

Archbishop to issue a statement on Catholic education

–

Assignment of pastors supportive of Catholic schools

–

Orientation for new pastors of parishes with schools and ongoing support for all
pastors in their school leadership roles

–

Monitoring of “vital signs” – academic, Catholicity, finances and enrollment

–

Establish an endowment for tuition assistance which could include: aggressive
discipleship and stewardship programs, major development campaign for tuition
assistance, and/or special collection for tuition assistance

–

Maintain the school assessment tax at 12% and, as the debt service decreases,
gradually shift the savings into tuition assistance. The level of school assessment
should be evaluated periodically in light of the success of stewardship efforts and
HB1133 (G.R.A.C.E.)

–

Continue to award funds for tuition assistance to the schools

–

New schools will be parish based or in some cases, a collaboration of several
parishes to form an interparochial school

–

Possible new school locations identified. Recommendation for expansion of one
current regional school (Queen of Angels)

–

Increase efforts to market schools to students from minority populations

Confidential

31

Planning Study for Catholic Schools
•

Progress To Date
–

Marketing & public relations plan produced by subcommittee of the Archdiocesan
School Advisory Council

–

Monitor and improve academic excellence and Catholic identity in all schools

–

Common religious education curriculum secured for schools and parish schools of
religion

–

Common catechist certification process for school-based and parish-based
catechists

–

Principals completing school viability self-assessment

–

G.R.A.C.E. marketing efforts renewed

–

Reduction of operating subsidies to two under enrolled schools in collaboration
with the CFO

–

Submitted grant applications for programs to address students with special needs

–

Initial contact with 3 parishes regarding the establishment of parish or
interparochial schools.

Confidential

32

Planning Study for Catholic Schools
•

Next Steps
–

Work with communications office to issue Archbishop’s statement.

–

Archdiocesan School Advisory Council to assist in establishing school benchmarks
and identifying “red flags.”

–

Work with other archdiocesan offices to explore funding and operating resources to
support the best education possible for the large and often poorly served minority
populations in the Archdiocese.

–

Aggressively pursue redirection of tax liability (G.R.A.C.E.) while continuing to
lobby for school choice efforts (vouchers).

–

Follow-up with guidance to new school exploratory committees established in
parishes.

–

Work with principals and local school advisory councils to implement those
recommendations specifically listed for schools.

Confidential

33

Karen Vogtner

GRACE SCHOLARS
MARKETING
Confidential

34

Grace Scholars Marketing
•

Issue/Challenge addressed
Dramatically increase donations by quickly creating a marketing plan and
modifying the value propositions for GRACE Scholars to various target groups:
Parishioners, Corporations, Schools, Chancery Staff, Vendors and Knights of
Columbus

•

Team Members




Karen Vogtner (Chair)
Salvador Arias (Internal Lead)
Steve Spellman

 Scott Garrett
 Kevin Kelly
 Jackie Tardy

•

 Fr. Frank McNamee
 Fr. Gregory Hartmayer
 Diane Starkovich

 Pat Mannelly
 Steve Siler
 Bill Garrett

 Chuck Thibaudeau
 Jenny Miles

Key Steps Taken to Address the Issue/Challenge
–
–
–
–
–

Subcommittee given background and identified primary obstacles
Focus groups and surveys with target segments used to understand
obstacles and value propositions
Information gathered from Florida’s success with similar tax credit
program
Breakout sessions to develop marketing plan for specific primary target
groups
Reviewed and approved drafted segment marketing plans

Confidential

35

Grace Scholars Marketing
•

•

Recommendations
–

Develop and implement segment campaigns for all 6 segments with priority on
parishes and corporations

–

Adopt key donor provisions: designation of schools and multi-year scholarships

–

Identify Catholic corporate executives and run a campaign directly to them starting
with Archbishop’s letter

–

Develop parish campaign with pastors opening the door, recruiting parish teams
and incorporating large meetings with top donors

–

Cross-sell to national corporations donating to Florida and create low-income fund
to attract corporate giving

–

Retain experienced, professional development person to drive GRACE campaigns

–

Samples of completed State forms with easy to reach personal assistance and
new communications materials with pro bono tax expertise to help potential givers

Next Steps
–

GRACE Board to approve marketing plans and new provisions

–

Finalize new marketing materials, website, forms and examples

–

Hire development person

–

Ask all present to donate to GRACE and get involved in parish and school
campaigns

Grace children with a life-changing Catholic education and receive a 100% tax credit.
Redirect your Georgia taxes to GRACE Scholars
Confidential

36

Dennis Johnson, Jr. and Steve Siler

DISCIPLESHIP INITIATIVE

Confidential

37

Discipleship Initiative
• Issue/Challenge Addressed
To foster renewal of Catholic life in the Archdiocese of Atlanta
• Grow mature disciples
• Grow vibrant communities of faith
• To refine the understanding and practice of stewardship among believers

•

Team Members
 Monica Oppermann (Chair)
 Fr. Eric Hill (Vice Chair)
 Jim Judson

 Patty Childs
 Danny Dorsel

Confidential

 Fr. Fred Wendel
 Fr. Vic Galier

 Trish Johnston
 Charlie Douglas
 Dr. John O’Shea
 Christine Heusinger
 Dennis Johnson, Jr.
 Barbara Henderson

38

Discipleship Initiative
• Key Steps Taken to Address the Issue/Challenge
DATA REVIEWED
–

Input from the Planning Committee

–

Comments from interviews with pastors, school principals, Archdiocesan
leadership and parishioners

–

Results of third-party market research

OUTSIDE REPORTS REVIEWED
–

USCCB Report: Stewardship: A Disciple’s Response

–

Diocese of Wichita: The Characteristics of a Christian Steward

–

Diocese of Wichita: The Pillars of Stewardship

OTHER INFORMATION REVIEWED
–

Interview summary from the Diocese of Wichita

–

Interview summary from the Archdiocese of Chicago

–

Interview summary from St. Mary’s on the Hill parish, Augusta, GA

Confidential

39

Discipleship Initiative
Discipleship Subcommittee Findings
The meaning of stewardship is often misunderstood
2. The quality of parish life, not parish size, has a direct impact on the level of
discipleship and stewardship
1.

3.
4.
5.
6.
7.
8.

Pastors are not always the champions of stewardship in their own parishes
The mantra of “time, talent and treasure” is not resonating with people today.
The concept of stewardship varies significantly across cultures and countries.
Many, many good works are accomplished every day in the Archdiocese of Atlanta;
however, much of this work goes unnoticed.
There is no single approach to discipleship.
Subcommittee discussions made it clear that stewardship could not be adequately
addressed without also addressing the concept of discipleship.

Confidential

40

Discipleship Initiative
Discipleship Subcommittee Recommendations
1.

Make increasing the overall level of mature discipleship in the Archdiocese a top
priority

2.

Create a “discipleship department” within the Chancery to lead the initiative

3.

Implement the “model parish” in each deanery

4.

Increase the Archbishop’s visible support of discipleship

5.

Expand discipleship training for seminarians, clergy and lay leaders throughout the
Archdiocese

6.

Recognize and address multi-cultural opportunities and challenges

7.

Communicate the good that we do—humbly but effectively

8.

Pursue other (non-offertory) funding sources aggressively

Progress to Date
1.

Created a Discipleship Directorate within the Chancery to lead the initiative
•
•
•
•
•
•

Confidential

Integrated-approach to discipleship and stewardship
Process not program
Collaborative and organic (not “top-down”)
Adaptable to multicultural realities
Networks parishes and chancery structures
Fosters ongoing engagement
41

Discipleship Initiative
2.

Initiated work with Pilot Parishes
Parish

Location

Implementing
St. Jude (N Metro)
Msgr. James Fennessy

Sandy Springs

St. Matthew (South)
Fr. Vic Galier

Tyrone

St. Andrew (N Metro)
Msgr. Hugh Marren

Roswell

Shrine of the Immaculate Conception (Central)
Msgr. Henry Gracz
St. Oliver Plunkett (NE Metro)
Fr. Jim Henault

Atlanta

Cathedral of Christ the King (Central)
Fr. Frank McNamee

Atlanta

St. Ann (NW Metro)
Fr. Tom Reilly

Marietta

St. Thomas Aquinas (N Metro)
Fr. Greg Goolsby

Alpharetta

Snellville

Preparing
Christ Our King and Savior (SE)
Fr. Philip Ryan

Greensboro

St. Mary Magdalene (SW)
Fr. Dan Fleming

Newnan

Discerning
Holy Family (NW Metro)
Fr. Darragh Griffith

Marietta

On Hold

Confidential

Peter Chanel (N Metro)
Fr. Peter Rau

Roswell

Prince of Peace (NE Metro)
Fr. Paul Berny

Flowery Branch

St. Francis of Assisi (NW)
Fr. Dan Stack

Cartersville
42

Discipleship Initiative
•

Next Steps
–

Continue to support pilot parishes in their evaluation, planning, and
implementation efforts

–

Facilitate an ongoing parish-based renewal process
• Coordinating:
–
•

Assessing:
–

•

Prepare, refine, and execute assessment tool

Reviewing:
–

•

Organize and form parish team

Evaluate results and identify improvement steps

Executing:
–

Initiate improvement plan, review and adjust as needed

–

Develop communication tools for sharing best practices

–

Develop standards for evaluating progress of initiative

Confidential

43

CLOSING REMARKS

Confidential

44

THANK YOU!

Confidential

45

Q&A

Confidential

46