Final Report of the
Limited Institutional Assessment

Conducted for
Our Lady of the Assumption Parish
Claremont, California

 

This report will serve to complete the initial debriefing process which was conducted on Friday, February 11, 2000. The comments and recommendations presented in this report, along with the specific strategies discussed with Reverend Tom Welbers, Pastor and Mary Jean Neault, Business Administrator, as well as individual staff members, will constitute the follow up to the exploratory interviews conducted onsite and the review of materials and confidential narratives requested in advance in conjunction with the limited institutional assessment prepared for Our Lady of the Assumption Parish, Claremont, California.

 

The staff of Richard J. Burke and Associates wishes to thank the many individuals who took time to meet with us during our onsite visit in order to ensure the accuracy of the limited institutional assessment and to share their concerns, opinions and hopes for Our Lady of the Assumption Parish. We especially want to thank all of the members of the parish staff for their assistance in compiling the materials necessary for our assessment and for their ongoing work as part of the strategic planning process. Finally, we want to thank the many individuals who took time to prepare confidential narratives in preparation for our visit.

 

OBJECTIVES OF THE LIMITED INSTITUTIONAL ASSESSMENT

 

The limited institutional assessment conducted for Our Lady of the Assumption Parish, Claremont, California was designed to provide an objective, external, diagnostic analysis of the parish in specific areas while providing appropriate recommendations in preparation for strategic, pastoral planning. Issues included in the assessment (as outlined in our proposal of May 7, 1999), were:

 

I. Parish life

 

II. Education

 

III. Evangelization

 

IV. Social Action Ministries

 

V. Parish Administration

 

VI. Plant and Facilities

 

The scope of the limited institutional assessment was confined to the areas listed above as detailed in our proposal.  No effort was made during the limited institutional assessment to audit the finances of the parish.

 

RESEARCH METHODOLOGY

 

Exploratory interviews were conducted onsite on February 9, 10 and 11, 2000. These interviews were preceded and supplemented by extensive written and published materials that were prepared by members of the parish administration and staff. Confidential narratives were also prepared by twenty six (26) individuals within the parish, including:

 

 

A detail of the information requested in advance of our onsite visit is included in Exhibit A as part of the proposal for the limited institutional assessment

 

A frequency of response analysis was prepared with regard to comments made in the confidential narratives. Hypotheses were developed in light of the frequency of response analysis and an interview schedule was prepared for the onsite visit. The interview schedule was designed to insure that researchers could both test hypotheses and gain new insights. A second frequency of response analysis was prepared following the onsite interviews.

 

During the course of the onsite visit, both personal and modified focus group interviews were conducted. Given the nature of the limited institutional assessment, the individuals and groups interviewed were selected by the researchers based upon our review of the published information. More than ninety (90) individuals were interviewed, either personally or through the use of focus groups. No attempt was made to create a statistically reliable random sample. However, all parishioners were given an opportunity to attend an “open meeting for parishioners” on either Wednesday evening (February 9) or Thursday morning (February 10). The research was designed to be qualitative and diagnostic, rather than quantitative and/or predictive.

 

ORGANIZATIONAL DEVELOPMENT MODEL

 

In order to adequately assess the effectiveness of the ownership, governance and administrative structures at Our Lady of the Assumption Parish, Richard J. Burke and Associates uses as a standard, a basic theory of organizational development In essence, this theory states an institution’s need for four critical elements if it is to be successful internally as well as externally.

 

These elements include:

1.                  a clear sense of mission, or why the parish exists and whom it serves. It is particularly important that the mission is articulated with a “corporate voice” by all — pastor, administration, staff, parishioners and volunteers.

2.                  roles in support of the mission that are clearly defined and understood by all within the parish.

3.                  adequate and appropriate procedures that provide direction and clarity with regard to how roles are carried out in the parish on a day-to-day basis.

4.                  healthy relationships, which suggest that people are continually challenged, motivated and excited to work for the good of the parish and those the parish seeks to serve.

 

In assessing these organizational elements, researchers asked corresponding questions (through the use of homogeneous focus groups and personal interviews) of persons involved at various levels in the parish.

 

BACKGROUND INFORMATION

 

The limited institutional assessment conducted for Our Lady of Assumption Parish, Claremont, California was designed specifically to provide an external assessment in preparation for strategic, pastoral planning. Researchers needed to be cognizant of historical information in conducting this assessment. Specifically, we were very much aware of the fact that Catholic parishes in the United States have gone through significant change since the Second Vatican Council in 1965. Additionally, significant paradigm shifts have occurred with regard to Catholic parishes and their ministries over the past two decades. Significant and substantive changes have taken place with regard to:

 

 

Given the fact that Our Lady of the Assumption Parish operates a Catholic elementary school and religious education programs, we had to be cognizant of the research that has been produced with regard to parishes operating both programs. Specifically, it is important to note that only a minority of parishioners take advantage of the Catholic elementary school. A significant larger number of parishioners, but still a minority, take advantage of the religious education programs. It is likely, therefore, that if a parish election were held to determine whether the Catholic school would be retained, the majority of parishioners would vote “no” either due to high cost or due to lack of personal involvement. However, the National Opinion Research Center has determined that, “Catholic school attendance has a statistically significant impact on religious behavior of young people” and “Catholic schools produce more faithful and active parishioners.” The study continues that, “Forty three percent of Catholic elementary school graduates attend Mass weekly as opposed to thirty two percent of those who did not have eight years of Catholic school education.”2 For adults the study continued, “The rate of active parish participation in programs and activities was doubled for Catholic school graduates.”3 Finally, “Catholic schools seem to have their effect on those who attend them, not so much through formal religious instruction class, but rather through the closeness of the Catholic community which the experience of attending Catholic schools seems to generate.”4

 

“There is a life-cycle in which young people “drift away” from religious practice, a phase that begins after high school graduation and seems to come to an end when the young person approaches his or her thirtieth birthday.”5 However, a companion study, “The Young Catholic Family,” published in 1980, confirms that the correlation between Catholic school attendance and return to the Church in one’s late twenties is a very powerful correlation (.35).6 These studies conclude that “those who have gone to Catholic schools go down less deeply into the irreligious trough of the middle twenties and rebound more dramatically. In the returning age segment, the more the years of CCD, the less likely the young person is to “return” suggesting perhaps a negative influence of their religious education at this time. The most powerful positive correlation, on the other hand, is with Catholic education precisely at this age segment, suggesting that there is a special pay-off in Catholic education when the “drift” back to religion begins.”

 

Additionally, unpublished research shows that parishioners are demanding increasing levels of services especially with regard to social action ministries such as: food banks, outreach to the home-bound, ministry to the sick, ministry to the bereaved, ministry to the dying, ministry to alienated, separated and divorced Catholics, etc.

 


1American Catholics Since the Council, Andrew M. Greeley, Chicago: National Opinion Research Center and The Thomas

More Press, 1985, p. 132

2lbid,p. 132

3ibid,p. 133

4lbid,p. 133

5lbid,pp. 136-137

6 Young Catholic Family, Andrew M. Greeley, Chicago: National Opinion Research Center and The Thomas More Press, l980,p. 211

GENERAL OBSERVATIONS

 

Before beginning a discussion of specific areas studied as part of the limited institutional assessment, we would like to note some of the significant strengths of Our Lady of the Assumption Parish which we observed during our onsite visit They include, in no particular order of importance, the following:

 

1.         Our Lady of the Assumption is clearly a welcoming parish made up of individuals who are truly helpful and hospitable.

 

2.         Our Lady of the Assumption Parish is strengthened by the extensive involvement and participation of many individuals at virtually all levels of parish life.

 

3.         The many ministries and organizations of the parish provide opportunities for increased involvement and genuine service.

 

4.         The variety of spiritualities evidenced and fostered is a unique strength of Our Lady of the Assumption Parish. Included are the Eucharistic adoration, centering prayer, Charismatic prayer, rosary, Pax Christi. Prayer style is valued, and supported with ten weekend liturgies.

 

5.         The priests of Our Lady of the Assumption Parish are also viewed as a real asset. Their diverse styles, clear leadership, diversity and accessibility are all seen as real strengths by parishioners.

 

6.         The diversity of parishioners (social, economic, talents, gifts and acceptance) is viewed as a real strength of OLA.

 

7.         The fact that OLA is the largest Christian presence in Claremont was noted as a particular strength of the parish in this community.

 

8.         The many and varied programs of outreach to others are viewed as strengths of the parish. Among the most visible programs of outreach are:

 

 

9.         The desire on the part of parishioners and parish staff to meet the needs of all and to be accessible to all people is not only a strength, but a genuine witness to a parish attempting to live out the Gospel.

 

10.       The parish staff is viewed by virtually all as friendly and cooperative.

 

MISSION

 

The recently revised parish mission statement appears to be well accepted by parishioners and generally well known. Most parishioners interviewed feel that the mission statement accurately reflects the priorities of the parish. Most also feel that the mission statement will provide an effective basis for strategic, pastoral planning. Finally, many individuals commented on the fact that Father Welbers has been very open in terms of sharing the importance of the new mission statement with parishioners both through reading the new statement at Mass and including it in parish communications.

 

I. PARISH LIFE

 

Liturgy

 

The vast majority of parishioners interviewed, as well as those who took time to write confidential narratives, feel that the Liturgy is at the heart of the parish and are generally pleased with parish Liturgies. It is clear from our interviews that the Liturgy Committee members are committed to their ministry and work very hard to ensure that liturgies are well planned and representative of the interests and backgrounds of a diverse parish. Many took time to comment on the high quality of the music program as well as the commitment of lectors, cantors, eucharistic ministers, ushers and those who work “behind the scenes.”

 

While a recommendation has been made to establish the position of full-time “Liturgy

Coordinator,” it is our recommendation that this position continue to be part-time and that

the responsibilities of liturgy coordination be carried out by an expanded Liturgy

Committee. Specific, strategic recommendations follow:

 

1.         The Liturgy Committee should change its meeting time to ensure that the Director of Music Ministiy is included in all Liturgy Committee meetings.

 

2.         Clerical support staff should be provided for Liturgy Committee meetings to ensure that outcomes and recommendations are carefully and accurately recorded and communicated to all appropriate parties.

 

3.         The Liturgy Committee should prepare detailed sheets for each weekend Liturgy (appropriately color-coded) to ensure that Priests and other ministers are all aware of both the theme and the component parts of each liturgical celebration. Among important characteristics to be noted will be:

 

 

While the elements identified in the newly drafted position description for a full-time “Liturgy Coordinator” are all appropriate and important, it is our considered opinion that the role of volunteers at Our Lady of the Assumption Parish is very close to taking a “back seat” to an increasing number of paid staff positions. Our Lady of the Assumption Parish is blessed with many individuals who are committed to involving themselves in the planning and coordination of Liturgy.

 

Social Activities/Organizations

 

Both the confidential narratives received and onsite interviews confirmed our hypothesis that there is a wide and varied array of organizations and ministries at Our Lady of the Assumption Parish. While the numbers of individuals involved in organizations varies widely, opportunities exist for individuals to be involved and to serve in a number of different areas. However, many individuals expressed frustration that parishioners, especially new parishioners, don’t know how to get appropriate information on organizations and ministries or who to talk to if they want to volunteer to help. Moreover, organization leaders expressed some frustration that there was “no one to go to” with regard to volunteer needs and responsibilities.

 

It is, therefore, our recommendation that a position of “Coordinator of Volunteers” be created as soon as is reasonably possible. It is further recommended that the Coordinator of Volunteers report to the Director of Parish Administration. Primary responsibility of the Coordinator of Volunteers would be to serve as a liaison among parishioners, parish staff and organizations. Specific responsibilities would include:

 

 

II. EDUCATION

 

Religious Education

 

The Religious Education program is blessed with an experienced director and committed faculty. They have access to some bilingual texts, and to sufficient support materials from crayons and drawing paper for the lower grades to VCRs and videos for the upper grades.

 

A significant concern, however, is the high attrition rate after First Communion. This year’s attendance records indicate that there are 114 students in that class, and only 31 in the following program. Conversations with several people indicated that this is definitely a pattern, and in fact the Religious Education program is defined as a sacramental program in the parish booklet, Faith In Action.

 

Therefore, we recommend:

 

1.         A review of the entire K -8 Religious Education program. The following might be

considered:

 

2.         A formal analysis of the reasons students do not return to classes following First Eucharist. This analysis might include phone calls and/or questionnaires. Additionally, consideration should be given to the use of a formal religious education outcomes inventory (REOI) or the National Survey of Religious Education Knowledge, Attitudes and Practices (REKAP).

 

Youth Ministry

 

We commend the Youth Ministry Committee for their energy and commitment to keeping youth ministry alive over the years.

 

We recognize the parishioners for their understanding the importance of and need for a strong youth ministry program.

 

We recommend that OLA complete the search and hiring of a full time youth minister.

Consideration might also be given to utilizing the resources of the National Center for

Youth Ministry Development.

 

School

 

Given the extensive budget and number of individuals employed, a separate limited institutional assessment was conducted for the school. A separate detailed report has been prepared.

 

III. EVANGELIZATION

 

RCIA/Outreach ministries

 

The RCIA Program at OLA seems to be well organized and well received. Many volunteers give generously of their time to share their faith with those who are asking for instruction.

 

As we noted earlier, there does not appear to be a need for a full time director of liturgy, but growth in the RCIA staffing, coupled with liturgy may create a full time equivalent position.

 

IV. SOCIAL ACTION MINISTRIES

 

There is always need for additional outreach. However, given the constraints on the parish budget, the outreach programs are commendable. Among the most noteworthy are:

 

 

As noted in our general observations on page seven (7), the social action ministries are considered to be genuine strengths of the Parish. It is clear, however, that more volunteers are needed. It is our hope that the above recommended position of “Coordinator of Volunteers” can help to involve more parishioners in these important ministries. We have no other specific recommendations to make at this time.

 

V. PARISH ADMINISTRATION

 

Staffing

 

As noted above, the number of paid staff at Our Lady of the Assumption Parish is substantial. There are currently more that thirty full-time and part-time individuals on the payroll in addition to the assigned priests. It is clear to the researchers that every one of the staff members is committed to the Our Lady of the Assumption Parish and appears to be warm, friendly and helpful.  Many individuals interviewed took time to comment on the helpfulness, warmth and attentiveness of the parish staff.

 

Although most paid staff have written job descriptions, many expressed concern that the job descriptions are not reviewed on a regular basis. In fact, several individuals indicated that they have not looked at their job description in several years. Moreover, we are concerned that performance appraisals are not conducted as a matter of course or policy at OLA. It is our recommendation that the Pastor, Director of Administration and all supervisory staff be given training on performance appraisal processes and that performance appraisals, based on up-to-date job descriptions, be conducted on at least an annual basis. It is further recommended that parish-based performance evaluations include components for

 

 

Also as noted earlier, we are concerned that although the parish may be able to financially provide for additional paid staff, there is a risk that volunteerism will continue to decline in favor of an attitude that “paid staff can be hired to do it.” We therefore recommend again that a Coordinator of Volunteers be hired to work with, coordinate and enhance the identification, cultivation and utilization of volunteers at Our Lady of the Assumption Parish.

 

Finances

 

It is clear to the researchers that the financial position of Our Lady of the Assumption Parish is continuing to improve and that the increased offertory program which has been spearheaded by Bill Bannon has been, and continues to be, both effective and successful. Offertory income is continuing to grow.

 

Financial administration, under the direction of Bing Macavinta and Mary Jean Neault appears to be both adequate and professionally handled. Detailed records appear to be maintained and are readily accessible.

 

The finance council is made up of committed individuals who clearly have the best interests of the parish at heart. However, it must be noted that there has been no long-range financial planning and minimal attention has been paid to long-term deferred maintenance and/or the philosophical allocation of resources.

 

In light of the above we make the following recommendations:

 

1.         That the Finance Council be expanded to include more representatives of the diverse parish which OLA is.

 

2.         That training be provided for the Finance Council, particularly with regard to the relationships and inter-relationships among strategic planning, long-range financial planning, budgeting, financial management, bookkeeping, accounting and financial reporting.

 

3.         That in light of the about-to-be-produced strategic plan, a long-range financial operating plan be prepared.

 

4.         That a capital improvement plan be prepared.

 

5.         That annual operating budgets be balanced and that annual operating budgets be based on and reflective of both the long-range financial plan and the parish’s strategic pastoral plan.

 

6.         That consideration be given to a capital campaign feasibility study in order to address the extensive plant and facility needs which will be discussed below.

 

Communications

 

The parish bulletin appears to be well prepared and well read by most parishioners. However, it must be pointed out that parish bulletins alone cannot fill all of the communication needs of a parish today.

 

While most of the individuals interviewed felt that parish communications were generally adequate, many individuals expressed the need for additional communications in selected areas. Among the most frequently mentioned were:

 

 

It is our recommendation that a parish handbook be prepared under the guidance of the Director of Administration. The handbook should be assembled in a “loose-leaf” fashion so that additions and updates can be made on a regular basis as appropriate. It is further recommended that the parish handbook contain information on all parish organizations and activities as well as policy and procedures with regard to at least the following:

 

 

VI. PLANT AND FACILITIES

 

Issues related to the plant and facilities were the most frequently mentioned concerns by  parishioners, clergy, staff and volunteers, both in the confidential narratives and during the course of the onsite interviews.

 

Almost everyone involved with Our Lady of the Assumption Parish recognizes the

shortcomings of the present facility. Among the most frequently made comments were the following:

 

In addition, it is clear that there has been extensive deferred maintenance. The facilities

manager, George Ostertag, itemized the following specific and immediate needs:

 

In addition, virtually all individuals felt that a larger worship space was needed to accommodate the growing parish and to insure adequate seating. This recognition of the need for a larger worship space was also tied to the declining number of clergy available to say Masses on a weekend.

 

In light of the above we recommend that a facility master plan be prepared as soon as the parish strategic plan is completed. The facility master plan should be prepared by an experienced architect who has successfully completed parish work in the Southern California area. It is our recommendation that the architect develop at least two scenarios which can be presented to parishioners for their consideration.

 

With the facility master plan drafted, a capital campaign feasibility study should be conducted. The capital campaign feasibility study should be conducted by professional, experienced development consultants with extensive parish and school experience. The capital campaign feasibility study should be used to determine:

 

 

Completion of the strategic pastoral plan and the facility master plan are seen as key to the long-term future of Our Lady of the Assumption Parish. Exhibit C provides additional information on capital campaign planning and plant and facility considerations.

 

CONCLUSION

 

This report is intended to be used in conjunction with the preparation of strategic planning assessment narratives for Our Lady of the Assumption Parish. The strategic planning assessment narratives will form the basis for both the identification of key issues and the preparation of strategic long-range goals for the Parish in the months ahead.

 

It is clear that Our Lady of the Assumption Parish is an active faith community, ready and willing to serve the needs of parishioners well into this first decade of the new century. We are confident that implementation of the above mentioned recommendations will serve to strengthen the parish for the future.

 

In preparation for this assessment, requests for written confidential narratives were sent to approximately sixty (60) individuals within the school community.  Twenty-six (26) were returned, including, the pastor and associates, parishioners, pastoral and administrative staff, and finance council members.  The questions focused on (a) perceived strengths of the parish, (b) concerns and apparent problems, and (c) hopes for the future of the parish.

In addition, individual and small group interviews were held on February 9 and 10, 2000 by Richard Burke and Sr. Anne Guerin with the following:

Fr. Tom Welbers, Pastor; Frs. John Tran and Anthony Lee, Associate Pastor
Mary Jean Neault, Director of Parish Administration
Donna Marie Minano, Director of Music Ministries
Sr. Claire Kehl, Director of Religious Education
Religious Education Staff and Teachers
Ana Smead, Office Manager
Bing Macavinta, Business Manager
Parish Office Support Staff
George Ostergtag, Facilities Manager
Art Escovedo, Deacon
Vivian Thomas, Pastoral Counselor
Elaine Beliveau, RCIA Coordinator
Janette Gould, Sick and Bereavement Coordinator
Parish Organization Leadership Group
Hispanic Community Leaders
Vietnamese Community Leaders
Parish Finance Council
Bible Study and Prayer Leaders
Youth Ministry Committee
Senior Citizen Ministry Representatives
Fiesta Leadership
Ecumenical Council Representatives
Claremont Community Representatives