Stewards for Tomorrow Pastoral Planning Naugatuck-Cheshire Deanery

1. Stewards for TomorrowPastoral PlanningNaugatuck-Cheshire Deanery Archdiocese of Hartford

2. Presentation • Our Call to Unity and Action • Mission, Stewards for Tomorrow, Reality, Trends, Strategic Priorities • Parish and School Assessment and Design Research • Stewards for Tomorrow Pastoral Planning Process • Key Next Steps • Select Data: Naugatuck-Cheshire Deanery • Feedback on Parish, City, and Deanery Conditions

3. The Impetus for Pastoral Planning The Holy Father Francis “I dream of a ‘missionary option’ - i.e., a missionary impulse capable of transforming everything…,” EvangeliiGaudium

4. Mission - Our Core Purpose and Calling The faithful of the Archdiocese of Hartford have a mission by Baptism, to be living signs of communion with God and to be His instruments for the redemption of the world by bringing to it the light of faith and the joy of the Gospel, in an effort to bring others into our shared communion with the Father, Son and Holy Spirit.

5. Stewards for Tomorrow What We Intend to Create We envision a local church characterized by spiritual vitality, organizational efficacy and accountability, and social and financial responsibility - all for the sake of fulfilling our mission.

6. Stewards for TomorrowSpiritual Vitality High quality… • Liturgy and Sacraments; homilies, music, welcoming, environment, and one’s experience of community • Life-long Faith Formation; comprehensive, compelling, grounded in social justice and evangelization • Pastoral Care; from conception to death, for individuals and families, across a variety of needs and delivery channels • Outreach and Service; locally, regionally, and globally to live out our faith in serving others because we are Catholic

7. Stewards for TomorrowOrganizational Efficacy & Accountability Designfor parishes and schools Best match of pastoral strengths and community needs Clergy, religious, staff, and lay leadership capacity and skill development Embracing of best practices, policies and procedures Fitness of ministries and services to the needs of the local communities and the faithful

8. Stewards for TomorrowSocial and Financial Responsibility Words and actions, reporting and interactions meet the high standards for ethics and civility, transparency and accountability Fiscal, human, and physical goods management practices are sound, consistent, and structuredin protocols and systems Stewardship of secular and sacred goods, facilities, and grounds is clear and demonstrable Leadership and decision making practices are sound, visible, collaborative, through which we enliven and strengthen the gifts, talents and passions of the faithful.

9. Key Trends We Cannot Deny or Ignore… • Declining pastoral resources: 174 to 126 or fewer priests by 2025 • Increasing fiscal stress: stewardship and management • Declining sacramental activity and engagement • Wide-range of workload among clergy • Declining enrollment in Catholic schools and faith formation • Increasing financial frailty of Catholic Schools and impact on parishes

10. Stewards for TomorrowStrategic Priorities – Focus for Change • Comprehensive design of our parishes and schools • Promoting and leveraging our Catholic identity • Reinvigorating evangelization, catechesis, and social justice • Reinvigorating our liturgical, sacramental, and devotional life • Assuring physical health and spiritual growth of clergy and religious

11. DesignResearch Archdiocese of Hartford

12. Design Research Process Multi-Variable Index Data provided by parishes and schools Includes sacramental, demographic, enrollment, staffing, and financial data Comparative norms established relative to the Archdiocese as a whole Some comparative norms relative to best practices Index based upon Archdiocesan averages and best practices

13. Archdiocese of HartfordDesign Research Assessing parishes/schools need for change based on the likelihood of achieving…, “spiritual vitality; organizational efficacy and accountability, and social and financial responsibility.” * Could take on other parishes through merger activity

14. Naugatuck-Cheshire DeaneryDesign Research Assessing parishes/schools need for change based on the likelihood of achieving…, “spiritual vitality; organizational efficacy and accountability, and social and financial responsibility.” * Could take on other parishes through merger activity

15. Parish Criteria Percent of Catholicity Average number of annual sacraments Birth to funeral ratios Mass count as a % of households Average annual net operating surplus or (deficit) Average household giving Number of households Total population and population change Growth in offertory income Days cash on hand Offertory as a % of operating income Growth in operating income Extraordinary revenue as a % of total Revenue Archdiocesan obligations

16. School Criteria Enrollment and trend Student cohort survival ratio Student teacher ratio Average collected tuition Average cost to educate Average net operating surplus or (deficit) Tuition as a % of operating income Tuition as a % of operating expense Grant/foundation income as a % of operating revenue Parish investment as a % of operating revenue Building capacity usage Archdiocesan obligations

17. Parish Design Index

18. Parish Design Index

19. Stewards for TomorrowPastoral Planning Process Archdiocese of Hartford

20. Pastoral Plan Development • Grounded in consultation/collaboration, with clarity as to…, • Why we’re doing this; Whatwe seek to create; What will not be considered or tried • Guided and supported by the Archbishop and archdiocesan offices • A ‘bottom-up’ versus ‘top-down’ approach, led and energized by deans, pastors, parish staff and parishioners • Strengthened by transparency, data, research, and imagination • Energized and enlivened through prayer, reflection, and discernment

21. “The Why” of Pastoral Planning • Conditions of concern and trends of decline and change require a comprehensive review and design of parishes and schools • Declining number of pastors due mostly to retirements and currently delayed by not having priests retire at age 75 • Too many Sunday liturgies, in too many places, too sparsely attended • Increasing diversity in our Catholic populations • Increasing aging of our traditional Catholic populations

22. “The Why” of Pastoral Planning (cont.) • Decreasing attendance in most, but not all, of our parishes • Broad yet frail Catholic School system with decreasing enrollment, increasing costs, and increasing pressure on parish and Archdiocesan finances • Parish culture and practices of both collaboration and competition, of operating in abundance and scarcity • Wide-spread economic downturnsince 2007 due to national and state conditions, policies, statutes, and practices

23. “The What” of Pastoral Planning A. Healthy and Vibrant Archdiocese • Growing Catholicity across the Archdiocese • Increasing clarity of Catholic identity and beliefs • Financial stability and growth • Increasing vocations to priesthood, diaconate and consecrated life • Archdiocesan Stewards for Tomorrow Pastoral Plan

24. “The What” of Pastoral Planning (cont.) • B. Healthy and Vibrant Parishes and Schools • Increasing registered households • 60 + % of HH attending Sunday Liturgy • 70 + % of HH engaging in stewardship • Robust and energized evangelization • Robust & vibrant parish ministries • Financial and facilities health/stability • 3 Year Parish Strategic Pastoral Plans • 3 Year Catholic School Strategic Plans

25. “The What” of Pastoral Planning (cont.) C. Healthy and Vibrant Clergy and Consecrated Religious • Best match relative to the numbers of clergy and consecrated religious, and their respective competencies • Equitable work week with delegation of management responsibilities where possible • Promotion of spiritual health and on going spiritual development • Engagement in daily prayer, reflection • Annual professional growth in leadership/pastoral competencies and skills

26. What “We Cannot Do” in Pastoral Planning • Knowingly violate Canon or civic law, policy, and protocols • Ignore or discount the data, research and analysis • Avoid engaging in civil and substantive consultation as an Archdiocese on the Archdiocesan Stewards for Tomorrow Pastoral Plan • Ignore discrepancies in workloads among priests and deacons • Operate in isolation from other clergy, consecrated religious and parish leadership groups

27. Stewards for TomorrowNext Steps Deanery-based discussions - deans, pastors, pastoral associates • Deliverable: Initial proposal for a new deanery designs of parishes and schools • Deliverable: DRAFT 1 Archdiocesan-wide design of deaneries, parishes and schools Parish-based discussions - pastors share proposed models with parish clergy, trustees, council members and others as appropriate • Deliverable: feedback /refinement consultation for refined deanery designs • Deliverable: DRAFT 2 Archdiocesan-wide refined design of deaneries, parishes and schools Archdiocesan-based discussions - Episcopal Vicars, deans and other key consultors provide consultation on Archdiocesan-wide refined design of parishes and schools • Deliverable: DRAFT 3 Archdiocesan-wide refined design of deaneries, parishes and schools 4. Final decisions - FINAL Archdiocesan-wide design of deaneries, parishes and schools and pastoral appointments

29. Select DataNaugatuck-Cheshire Deanery Archdiocese of Hartford

30. School Design Index

31. Naugatuck-Cheshire DeaneryU.S. Census - Population Demographics • By 2020 • The total population across the deanery is expected to increase 1.0% to 72,070 • The total population of whites is expected to decline3.5% to 55,512 where they will comprise 77.0%of the total population • The total Hispanic population is expected to grow 27.3% to 7,619 where they will comprise 10.6%of the total population • The total population of persons of color (other than Hispanics) is expected to grow 14.1% to 8,939 where they will comprise 12.4%of the total population Between 2010 and 2015: • The total population across the deanery grew 1.2% from 70,528 to 71,360 • The total white population declined2.8% from 59,180 to 57,543 • The total Hispanic population grew 29.7% from 4,616 to 5,986 • The total population of persons of color (other than Hispanics) grew 16.3% from 6,732 to 7,831 • By 2015 the total population across the deanery was comprised of • Whites - 80.6% • Hispanic - 8.4% • Persons of color - 11.0%

32. Parish Design Index

33. Naugatuck-Cheshire DeaneryU.S. Census - Age Demographics • Since 2010, 0-4, 5-9 and 10-14 year olds have experienced declines: • 0-4 year olds (6.3%) from 3,606 to 3,379 • 5-9 year olds (12.0%) from 4,453 to 3,920 • 10-14 year olds (6.3%) from 5,078 to 4,756 • By 2020, it is estimated that 0-4, 5-9 and 10-14 year olds will experience declines: • 0-4 year olds (2.0%) from 3,379 to 3,312 • 5-9 year olds (6.9%) from 3,920 to 3,650 • 10-14 year olds (10.8%) from 4,756 to 4,243 • By 2020 it is estimated that 0-14 year olds will comprise 15.5% of the total population Currently, those ages 65 and older comprise 15.6% of the total population in the deanery Between 2010 and 2015 the total population of those aged 65 and older grew 19.0% from 9,333 to 11,103 By 2020 the total population of those aged 65 and older is expected to grow another 18.2% to 13,126 where they will comprise 18.2% of the total population Currently, 0-14 year olds comprise 16.9% of the total population in the deanery Since 2010, the total number of 0-14 year olds has declined 8.2% from 13,137 to 12,055

34. Naugatuck-Cheshire DeaneryCatholicity • Between 2010 and 2014 the reported total number of weekend mass attendees across the deanery has declined 24.3%% from 6,061 to 4,587 • Between 2010 and 2014 the reported number of weekend mass attendees as a percentage of the total number of registered parishioners has declined from 27.3% to 22.0% • Between 2010 and 2014, the average number of weekend mass attendees was 5,324 which represents approximately 25.0% of all registered parishioners Between 2010 and 2015 the total number of Catholic households registered at parishes across the deanery has declined 13.1% from 8,979 to 7,801 In 2015, approximately 86.9% of all registered Catholic households registered at a parish in the deanery reside within the deanery boundary In 2015 the percentage of Catholic households residing within the deanery boundary is approximately 25.0%

35. Naugatuck-Cheshire DeanerySacraments & Pastoral Leadership • The age range of priests currently serving at parishes within the deanery is 39 to 68, and the median age is 60 • By 2025, 1 of 6 (16.6%) priests serving parishes within the deanery will be eligible to retire assuming age 75 retirement Between 2010 and 2014 the total number of sacraments administered across the deanery declined by 21.0% from 1,250 to 987 Declines in sacraments were seen: Baptisms – 25.8% First Communions - 37.1% Confirmations – 3.2% Weddings – 50.0%, and Funerals - 13.5% In 2010 the baptism to funeral ratio was .92, and in 2014 it was .79

36. Naugatuck-Cheshire DeaneryCatholic Schools & Religious Education • Between 2003 and 2012, the total number of resident births in selected cities across the deanery declined 21.9% from 670 to 523 • Between 2010 and 2014, religious education enrollment declined 18.3%from 2,799 to 2,286 • Approximately 22.8% of all 6 – 18 year olds across the deanery are enrolled in Catholic schools or participate in religious education programs Between school year 2006/2007 and 2015/2016 PK-8 student enrollment declined 19.1% from 724 to 586 Between school year 2006/2007 and 2015/2016 K-8 student enrollment declined 23.1% from 646 to 497 By school year 2020/2021 PK-8 student enrollment is projected to decline 9.4% to 531 By school year 2020/2021 K-8 student enrollment is projected to decline 9.1% to 452

37. Naugatuck-Cheshire DeaneryStudent Sweet Spot Analysis Sweet spot analysis identifies future geographic areas that will most likely produce high student yields Sweet spot #1 combines projected • school age population (ages 0-14), • school-age population as a % of total population, • Catholicity and • Income Sweet spot #2 combines projected • school age population (ages 0-14) and • school-age population as a % of total population

38. School Design Index

39. School Design Index

40. Naugatuck-Cheshire Deanery ParishesFinancial Analysis • Number of Parishes are represented as follows: • Between 2010 and 2014: • Offertory income has declined by 1.4% in current dollars and has declined by 3.3% when adjusted for inflation • Of the 8 parishes in the Deanery:

41. Naugatuck-Cheshire Deanery Parishes Financial Analysis (cont.) • As of Fiscal Year 2014: • 0 parishes had financial reserves greater than $1,000,000 • 3 parishes had reserves less than $200,000

42. Naugatuck-Cheshire Deanery SchoolsFinancial Analysis • Number of Schools are represented as follows: • Over the last 15 years, K – 8 Enrollment has declined 19.84% from 620 in 2000 to 497 in 2015 • The total number of K-8 schools has declined from 3 in 2000 to 2 in 2016 • Current fiscal year 2015/2016 enrollment is 497 and building capacity usage of 64%

43. Naugatuck-Cheshire Deanery Schools Financial Analysis (cont.) • Between 2011 and 2014 • Tuition income has increased approximately 16.51% • The schools in the deanery had average annual operating deficits with a cumulative total operating deficit of $149,000 and created a surplus when including special program net surplus

45. Pastoral Planning Archdiocese of Hartford