THE ELEMENTS OF A DIOCESAN

PARISH DEVELOPMENT SYSTEM 

                                                   Robert A. Gallagher, 2006

Table of Contents

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This paper proposes the creation of a diocesan system devoted to the devel­opment and revitalization of parish churches:

-    As communities of faith

-    As organizations

-    In relation to the dynamics of their own internal life and the external forces and trends of the culture, economy and wider church, and

-    In relation to God who has called us into being and given us identity and purpose

There are four elements being suggested for every diocese.

1.  A formal, disciplined way of monitoring parishes and taking action for their faithfulness and health.

2.  A clear sense of direction about parish development on the part of diocesan leaders.

3.  A strategy that effectively navigates the diocese in that direction.

4.  Resources that support the strategy.

The purpose here is to suggest categories and lines of thought rather than to be prescriptive about particular situations. Basic principles always need to be adapted for the local context.

I will often be using the terms parish, congregation, and church in an interchangeable manner. My own preference is to use the term parish because:

1. It is part of our tradition.

2. It emphasizes the value of each local church community having a relationship with communities outside the church. Those communities may be geographical or special interest communities such as the arts community or communities of compassion and justice.

3. It is truer to the reality that many parishes have within them two or more congregations with different spiritualities.

It may be useful for more dioceses to shift to using parishes for all its communities of faith. Categories beyond that might rise out of agreements between the diocese and the parish about its strategy for development.

I.  Monitor Parishes and Intervene for Faithful and Healthy Life

The single most important thing a diocese can do to enable the development and revitalization of its parishes is to have a group gather on a regular and frequent basis to review the state of diocesan parishes.  Diocesan leaders often talk about the need for an “early warning system”, a way to help congregations before problems are overwhelming.  An essential part of the “early warning system” is a monitoring team that attends to congregations in all stages of the life cycle.

After a parish is in deep trouble we speak about the signs that we saw in the years before the decline.  Usually it isn’t the case that we didn’t see the signs; it’s that we didn’t take the time or have the setting in which to reflect and develop an approach.

A monitoring team is not just about “early warnings” but also about the development of parishes in all stages of development.

A.  Make Up of a Diocesan Parish Development Team — Four to six people who are:

·       In contact with a significant number of parishes each month

·       Have comprehensive training in parish development (or will arrange to get it)

·       Are willing to participate in all sessions

This group needs to include all active bishops in the diocese.  Appoint the person with the best facilitation skills to serve as facilitator.  In a large diocese this may be a staff group, in small dioceses it may include other leaders.

B.  Frequency of Meetings — Meet at least monthly; in a larger diocese you might meet every other week for two to three hours.  Have one full-day meeting each year to reflect on the diocese’s overall approach to congregational development.  Bring in outside resource people, diocesan parish development consultants and others to broaden the discussion.

C.  Process of Team Meetings

1. Design the meeting. The facilitator gathers information from participants on parishes/regions for work; check with the bishop to set priorities.

 2.  Begin the meeting with a list on newsprint of areas to cover; invite additions, be clear about time use (some items may need a few minutes of discussion to identify what is needed or follow-up action; other items may require half the meeting time to work through an issue).  It helps if items are stated as objectives so the outcome to be produced at this meeting is clear (e.g. develop a strategy for intervention with St. Paul’s, identify what information we need for further work with St. Mary’s, etc.)

3.  Move through the meeting objectives.  The facilitator needs to record brainstorming and decisions, encourage group skills and invite closure on items.  The bishop must serve as a team focuser by being willing to listen respectfully and then make decisions on interventions or the process.

4.  Have a newsprint sheet that states follow-through action and who is responsible.

D.  Goals of the Team

1.  Monitor the life and ministry of parishes and area ministries in terms of diocesan parish development strategy and principles.

2.      Plan interventions that encourage and facilitate development and revitalization.  Generally seek ways to build long-term capacity for parish self-reflection and development.  Be as collaborative as the commitment and competence of leaders allows

3. Build the diocese’s parish development system.

E.   Contemplation - Intercession - Action

The team’s work can only be enhanced if it is grounded in prayer.

The center of that prayer life is the Prayer Book’s Threefold Rule of Prayer – Eucharist, Daily Office and Personal Devotions. Much of it will be as individuals in various parish churches, some might be engaged as a community.

Copyright  Robert A. Gallagher, 2006

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