1. Stewards for Tomorrow Pastoral Planning Hartford 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  Stewards for Tomorrow Pastoral Planning Process  Key Next Steps  Select Data: Hartford 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…,” Evangelii Gaudium

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 Tomorrow Spiritual 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 Tomorrow Organizational Efficacy & Accountability  Design for 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 Tomorrow Social 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 structured in 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… A.Declining pastoral resources: 174 to 126 or fewer priests by 2025 B.Increasing fiscal stress: stewardship and management C.Declining sacramental activity and engagement D.Wide-range of workload among clergy E.Declining enrollment in Catholic schools and faith formation F.Increasing financial frailty of Catholic Schools and impact on parishes

10. Stewards for Tomorrow Strategic Priorities – Focus for Change 1.Comprehensive design of our parishes and schools 2.Promoting and leveraging our Catholic identity 3.Reinvigorating evangelization, catechesis, and social justice 4.Reinvigorating our liturgical, sacramental, and devotional life 5.Assuring physical health and spiritual growth of clergy and religious

11. Design Research 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 Hartford Design Research  Assessing parishes/schools need for change based on the likelihood of achieving…, “spiritual vitality; organizational efficacy and accountability, and social and financial responsibility.” Archdiocese of Hartford Probability of Change Number of ParishesNumber of Schools Low probability to remain as is5910 High probability to remain as is*6310 Requires additional study9229 * Could take on other parishes through merger activity

14. Hartford Deanery Design Research  Assessing parishes/schools need for change based on the likelihood of achieving…, “spiritual vitality; organizational efficacy and accountability, and social and financial responsibility.” Hartford Deanery Probability of Change Number of ParishesNumber of Schools Low probability to remain as is50 High probability to remain as is*30 Requires additional study61 * 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

19. Stewards for Tomorrow Pastoral Planning Process ARCHDIOCESE OF HARTFORD

20. Pastoral Plan Development  Grounded in consultation/collaboration, with clarity as to…,  Why we’re doing this; What we 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 downturn since 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 Tomorrow Next Steps 1.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 2.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 3.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

30. Select Data Hartford Deanery ARCHDIOCESE OF HARTFORD

31. School Design Index

32. Hartford Deanery U.S. Census - Population Demographics  Between 2010 and 2015:  The total population across the deanery declined by 0.2%  The total white population declined 17.7% from 19,667 to 16,191  The total Hispanic population grew 7.7% from 54,185 to 58,333  The total population of persons of color (other than Hispanics) declined 1.7% from 50,923 to 50,032  By 2015 the total population across the deanery was comprised of  Whites - 13.0%  Hispanic - 46.8%  Persons of color - 40.2%  By 2020  The total population across the deanery is expected to increase 0.4% to 125,044  The total population of whites is expected to decline 17% to 13,431 where they will comprise 10.7% of the total population  The total Hispanic population is expected to grow 6.6% to 62,190 where they will comprise 49.7% of the total population  The total population of persons of color (other than Hispanics) is expected to decline 1.2% to 49,423 where they will comprise 39.5% of the total population

33. Parish Design Index

34. Hartford Deanery U.S. Census - Age Demographics  Currently, those ages 65 and older comprise 10.2% of the total population in the deanery  Between 2010 and 2015 the total population of those aged 65 and older grew 14.3% from 11,103 to 12,692  By 2020 the total population of those aged 65 and older is expected to grow another 10.3% to 13,996 where they will comprise 11.2% of the total population  Currently, 0-14 year olds comprise 20.5% of the total population in the deanery  Since 2010, the total number of 0-14 year olds has declined 3.6% from 26,550 to 25,587  Since 2010, 0-4 and 10-14 year olds have experienced declines:  0-4 year olds (3.6%) from 9,452 to 9,113  10-14 year olds (4.3%) from 8,192 to 7,840  Between 2010 and 2015 5-9 year olds grew 0.2% from 8,460 to 8,476  By 2020, growth is projected among:  0-4 year olds (1.5%) from 9,113 to 9,247  10-14 year olds (0.9%) from 7,998 to 8,069  By 2020, it is estimated that 5-9 year olds will experience a decline:  5-9 year olds (4.1%) from 8,476 to 8,125  By 2020 it is estimated that 0-14 year olds will comprise 20.3% of the total population

35. Hartford Deanery Catholicity  Between 2010 and 2015 the total number of Catholic households registered at parishes across the deanery has declined 29.0% from 10,601 to 7,527  In 2015, approximately 30.8% 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 5.9%  Between 2010 and 2014 the reported total number of weekend mass attendees across the Deanery has declined 16.4% from 8,153 to 6,817  Between 2010 and 2014 the reported number of weekend mass attendees as a percentage of the total number of registered parishioners has declined from 32.0% to 30.4%  Between 2010 and 2014, the average number of weekend mass attendees was 7,406 which represent approximately 28.3% of all registered parishioners

36. Hartford Deanery Sacraments & Pastoral Leadership  Between 2010 and 2014 the total number of sacraments administered across the deanery declined by 44.7% from 1,664 to 920  Declines in sacraments were seen: Baptisms – 44.3% First Communions – 50.5% Confirmations – 48.9% Weddings – 36.9%, and Funerals – 39.4%  In 2010 the baptism to funeral ratio was 1.49, and in 2014 it was 1.37  The age range of priests currently serving at parishes within the deanery is 35 to 64, and the median age is 46  By 2025, 0 of 11 priests serving parishes within the deanery will be eligible to retire assuming age 75 retirement

37. Hartford Deanery Catholic Schools & Religious Education  Between school year 2006/2007 and 2015/2016 PK-8 student enrollment declined 23.9% from 180 to 137  Between school year 2006/2007 and 2015/2016 K-8 student enrollment declined 19.9% from 156 to 125  By school year 2020/2021 PK-8 student enrollment is projected to grow 23.4% to 169  By school year 2020/2021 K-8 student enrollment is projected to grow 24.8% to 156  Between 2003 and 2012, the total number of resident births in the City of Hartford declined 9.5% from 2,174 to 1,968  Between 2010 and 2014, religious education enrollment declined 59.7% from 1,533 to 960  Approximately 4.9% of all 6 – 18 year olds across the deanery are enrolled in Catholic schools or participate in religious education programs

38. Hartford Deanery Student 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

39. School Design Index

41. Number of Parishes are represented as follows: Between 2010 and 2014:  Offertory income has remained flat in current dollars and has declined by 2.93% when adjusted for inflation  Of the 14 parishes in the Deanery: Hartford Deanery Parishes Financial Analysis  10 parishes had average offertory income of less than $200,000 per year with 1 parish having and average offertory income of less than $100,000 per year  6 parishes still operated with a net deficit after extraordinary activity with an average cumulative deficit totaling $380,000  11 parishes operated with operating deficits and averaged annual cumulative operating deficits of $2,200,000, with the Cathedral accounting for the majority of that amount  5 parishes received Archdiocesan funding totalizing $2,300,000 with the Cathedral receiving the majority of the amount 5 Low probability to remain as is3 High probability to remain as is6 Require additional study

42. Hartford Deanery Parishes Financial Analysis (cont.) As of Fiscal Year 2014:  8 parish had financial reserves less than $200,000 and of those, 5 had reserves of less than $100,000  3 parishes had financial reserves greater than $1,000,000  At current spending rates:  3 parishes will deplete all reserves within 2 years  4 parishes will deplete all reserves within 4 years

43. Number of Schools are represented as follows:  Over the last 15 years, K – 8 Enrollment has declined 82.8% from 663 in 2000 to 114 in 2015  Current fiscal year 2015/2016 enrollment is 125 and building capacity usage of 27%  The total number of K-8 schools has declined from 3 schools in 2000 to 1 in 2016 Hartford Deanery Schools Financial Analysis 1 Require additional study

44. Between 2011 and 2014  Tuition income has decreased approximately 2.53%  On average, grants and foundation income accounted for 77.98% of total operating revenue followed by tuition income at 13.13%, and program income at 5.73%  On average, Special Program activities generated a deficit and averaged a deficit of approximately $55,000 per year Hartford Deanery Schools Financial Analysis (cont.) 2011-2014 AverageArchdiocesan 2011-2014 Average Avg Collected Tuition/Student$1,438$3,517 Avg Cost to Educate/Student$9,676$5,760 Tuition as % of Operating Revenue13.13%62.38%

46. Pastoral Planning ARCHDIOCESE OF HARTFORD