Strategic Pastoral Plan
- Letter from Bishop Gregory Aymond
- Mission Statement of the Diocese of Austin
- Current realities which mandate planning
- Plan components
- Priest availability and vocations
- Parish religious education, formation and evangelization
- Social concerns ministries
- Family life ministries
- Pro-life activities
- Black Catholics
- Hispanic ministry
- Catholic schools
- Stewardship
- Diocesan staff
- Facilities
- First steps
- Ongoing activities
- Gratitude
- A prayer
Strategic Pastoral Plan of the Austin Diocese
Diocesan Staff
Planning Objectives
- Define the future form and operation of all staff ministries, including Chancery and Pastoral Center staff, necessary to support our essential mission, and define future facilities and personnel needs.
- Develop an organizational structure that will cluster similar ministries to facilitate their collaboration and synergy. Provide for coordination between these departmental clusters to take advantage of areas of expertise while integrating services.
The Chancery and Pastoral Center staffs have grown over the years to include more than 20 offices and ministries which are charged with supporting the diocese in all aspects of worship, formation, service and administration. The changing demographics and growing population of our diocese make it clear that additional staff and facilities are needed for the future.
It is important that we open, expand, or reorganize offices in a manner truly responsive to the work of furthering the ministry of Christ. Encouraging collaboration among offices will increase both their effectiveness and their efficiency. The diocesan administration, staff and Presbyteral Council will explore this reorganization.
Diocesan offices participate in important activities essential to accomplishing our mission as a diocese and within parishes. Examples include social ministry, worship/liturgy, parish life, family life programs, education, and spirituality/retreats. Many activities of the diocesan offices support and assist those at the parish level and call for action from the parish. In larger parishes this may be accomplished with an extensive paid staff. For smaller parishes with few paid staff or only volunteer staff, these programs can place a heavy burden on the pastor.
A different approach to managing, providing support systems for these programs, or their elimination needs to be considered. Such actions will be based on an assessment of the current need for specific programs, their effectiveness, and the priority which new programs might take. This will allow the pastor to focus on the pastoral issues within the parish.
A comprehensive review of all diocesan staff programs and their effectiveness in addressing the current realities of the diocese will be initiated. This facilitated review will provide important insights as to which programs can be terminated, restructured or reorganized to reduce demands on both priests and staff, best utilize staff resources and more effectively serve our mission.