THE ROMAN CATHOLIC CHURCHS DIOCESE OF SAN

JOSE
Himank Khulbe (16/22)
Arvind Ratan (16/08)
Soumya Chattopadhyay (16/51)
Shashank Singh (16/44)
Swati Matta (16/54)
Sneha Gangadharan (16/50)
BACKGROUND OF THE ROMAN CATHOLIC CHURCH

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

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


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

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

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

BACKGROUND ON THE DIOCESE OF SAN JOSE &
BISHOP MCGRATH

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

Development & Delivery of the Strategic Plan

THE GENESIS PLAN:

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

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

MAJOR RECOMMENDATIONS
The diocesan plan should include: Vision statement
& Implementation plans
Process should include from persons and
communities
Two leadership groups should be formed: A
planning team & Advisory Council
Both groups would contain people with SPECIFIC
skills & responsibilities.
Definite target dates not longer than 2 years must
be set.

THE EARLY PLANNING PROCESS (JUNE 99 JUN
00)

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

DATA ANALYSIS AND FINDINGS

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

Several analysis were noteworthy..

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

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

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

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

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

PASTORAL WORKGROUP

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

ORGANIZATIONAL WORKGROUP

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

The workgroup also made several recommendations to address
the issue of additional capital requirement in the future years
Hire professional fund raising expertise
Involve bishop in fund raising activities
Raise money to build churches and fund scholarships for
Catholic schools
Create a tax on the parishes to fund diocesan activities
Reduce the budget of the head offices
Tough meetings with the DSJ priests
Groups came up with recommendations of their own and
presented them before one another and to the bishop
The workgroup finally presented its recommendations which
were quite same joint recommendations accepted by bishop
Some thought it radical, others not
Full document translated and an executive summary in brochure
form placed in the pews of DSJ parishes

IMPLEMENTING THE PLAN

Implementation - the last section of the strategic plan
Leaders of the implementation program
Mike Hope project director for overall
implementation
Terrie Iacino project director for pastoral issues
Roger Jaroch and Don Watters project director for
organizational issues
Plan each project would have specific objectives and
would be implemented at both the diocesan and parish
levels, and each project at the diocesan level would be
implemented by a workgroup comprised of diocesan
and parish representatives. Each project would also
have advisors who would be users of the particular
service.

THE FIRST STEPS

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

ACCOUNTABILITY

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

THE WAY FORWARD

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