St. Peter s Cathedral Basilica Parish. Environmental Scan. Strategic Plan 2014

St. Peter s Cathedral Basilica Parish Strategic Plan 2014 F. J. GALLOWAY ASSOCIATES INC. 1/1/2014

Table of Contents 1 INTRODUCTION... 1 1 2 PARISH PROFILE... 2 1 2.1 INTRODUCTION... 2 1 2.2 PASTORAL PLAN... 2 1 2.3 PARISHIONERS PROFILE AND SACRAMENTAL PARTICIPATION LEVELS... 2 2 2.4 PARISH ORGANIZATIONS... 2 7 2.5 FINANCIAL OPERATING PROFILE... 2 8 2.6 STAFFING... 2 10 3 PARISH CONSULTATION... 3 1 3.1 INTRODUCTION... 3 1 3.2 PARISHIONER SURVEY... 3 1 3.2.1 Strengths... 3 2 3.2.2 Concerns / Issues / Weaknesses... 3 3 3.2.3 Opportunities / Improvements... 3 4 3.2.4 Key Challenges... 3 5 3.2.5 Demographics... 3 5 3.3 PARISH WORKSHOP SUMMARY... 3 7 3.3.1 Strengths / Attributes... 3 8 3.3.2 Concerns / Issues / Weaknesses... 3 8 3.3.3 Opportunities / Activities... 3 10 3.3.4 Challenges / Threats... 3 12 3.4 FOCUS GROUPS... 3 13 Page i

3.4.1 Strengths... 3 13 3.4.2 Concerns / Issues / Weaknesses... 3 14 3.4.3 Opportunities... 3 16 3.4.4 Challenges / Threats... 3 18 3.5 INTERVIEWS... 3 19 3.5.1 Strengths... 3 19 3.5.2 Concerns / Issues / Weaknesses... 3 20 3.5.3 Opportunities... 3 21 3.5.4 Challenges / Threats... 3 22 4 DIOCESAN POPULATION TRENDS AND PROFILES... 4 1 4.1 SOCIETAL TRENDS... 4 1 4.1.1 Population Age Profiles... 4 1 4.1.2 The Changing Face of Canada... 4 2 4.1.3 Technology and Globalization... 4 2 4.1.4 Loss of Affinity... 4 3 4.1.5 Volunteerism... 4 4 4.1.6 Urban Intensification... 4 4 4.1.7 Philanthropy... 4 5 4.2 DIOCESAN PASTORAL AND PERSONNEL REPORT SUMMARY... 4 6 5 OBSERVATIONS AND STRATEGIC THEMES... 5 1 5.1 OBSERVATIONS... 5 1 5.1.1 Parish Profile... 5 1 5.1.2 Parish Consultation Results... 5 1 5.2 STRATEGIC THEME QUESTIONS... 5 6 Page ii

1 Introduction St. Peter s Cathedral Basilica is the mother church of the Roman Catholic Diocese of London, Ontario, and is the home parish to over 3,000 registered parishioners and some 2,000 visitors from across London and area. It is located in the heart of downtown London on Richmond Street at Dufferin Avenue. St. Peter s is a unique place for London and area Catholics to pray, participate in the Mass and to develop and express their faith in one of the most significant structures in the downtown community. St. Peter s has two distinctive roles. As the Bishop s Church, it hosts numerous Diocesan celebrations, including Priests and Deacon ordinations, the Mass of Chrism and related rites and events along with being where the Bishop celebrates Mass when available. As a Parish, St. Peter s is home to many London area Catholics providing them opportunities to celebrate the Mass and the sacraments, programs and day to day life of a Catholic parish. The history of St. Peter s Cathedral goes back to 1834 with the opening of St. Lawrence Church located on what is now the front lawn of St. Peter s Cathedral. After a devastating fire and rebuild, St. Lawrence Church was re established and by 1856 the Parish had become known as St. Peter s. In May of 1881, the cornerstone was laid for the current Cathedral building which was dedicated in 1885. This historical profile indicates the long term presence of St. Peter s in London as the centre point and visible evidence of a vibrant and growing Catholic community. Since the parish s founding, substantive change has occurred within the City of London with the development of over ten other parishes in downtown and suburban locations, the development of the St. Peter s school site, which subsequently was declared surplus and is now the Parish Hall and offices, the inauguration of St. Peter s Seminary and a growing Catholic population in London which represents around 23% of London s total population in recent years. Significant change has also occurred in the Catholic Church itself, and in the roles and operation of Catholic parishes. In this Spring of 2013, the current Rector and Parish Council and staff identified the timeliness of undertaking a formal strategic planning process to identify the priorities, strategic directions and opportunities for the Parish going forward through 2014 and 2018. Some of the key issues and opportunities identified were associated with the aging parishioner profile, the future availability of and access to the current parish centre, the changing needs of the downtown population which is growing, the financial directions and sustainability of the parish and other key considerations. Paramount considerations involved the ability of parishioners to practice and grow their faith to be engaged members of the St. Peter s Parish community and to access and practice their ongoing faith development. St. Peter s Cathedral Basilica Parish Page 1 1

A Strategic Planning Steering Committee was formed of parishioners and staff to develop and oversee the strategic planning program. A two part planning program was developed. The first phase involved the preparation of an Report. The second phase involved the preparation of the Strategic Plan. The planning process was initiated in October 2013 and will be completed by June 2014. This document represents the Report that will support the development of the St. Peter s Cathedral Basilica Parish s Strategic Plan. The Report consolidates some statistical, financial and programmatic data, along with documenting the significant Parish and community consultation work that was completed via workshops, focus groups and a parishioners survey. The will be reviewed and finalized by early February 2014 and the Strategic Plan s development will be initiated in March 2014. St. Peter s Cathedral Basilica Parish Page 1 2

2 Parish Profile 2.1 Introduction The following material provides perspectives with respect to the Parish s Pastoral Plan, member registration data, financial and other dimensions of St. Peter s Parish. This information, integrated with the consultation results, will provide a basis to develop a set of observations and strategic themes that will support the Strategic Plan s development. 2.2 Pastoral Plan St. Peter s Parish has developed and is implementing a Pastoral Plan prepared several years ago. The Plan has six goals based on the work completed in developing a way forward: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: Goal 6: As living signs of Christ s presence, we will respond to the call to personal holiness given to all by committing ourselves to opportunities for ongoing conversion and spiritual renewal. Called by Christ, we will evangelize though the clear proclamation of the Gospel and the constant teaching of the Catholic faith, assuring that such proclamation and teaching is linked to the life experiences of the people. With our sights set on the mission of Jesus, we will minister with justice and compassion to the wounded, the searching, the entrapped and those in material and spiritual need. As the Body of Christ, formed by word and sacrament, we will make provision for meaningful liturgical celebrations in our parish communities to ensure full, conscious and active participation by all. Inviting all to co responsible ministry, we will encourage and support the ongoing formation of laity, religious and ordained. Imitating Christ the servant leader, we will employ and model governance practices at all levels that seek to: meet the needs of God s people, support the Church s mission, ensure appropriate participation in decision making by the laity, religious and ordained, upload Gospel stewardship, and promote accountability and transparency. The Pastoral Plan goals speak to personal faith development, spiritual renewal, evangelization, justice and compassion, strong liturgical celebrations and the active participation of parish members, being invitational, co responsible ministry and servant leadership. St. Peter s Cathedral Basilica Parish Page 2 1

2.3 Parishioners Profile and Sacramental Participation Levels Table 2 1 provides a parishioner profile as of November 2013 with respect to registrations, offertory envelope usage and visitors. In total, there were 3,233 active families registered, of which 22.5% utilized envelopes and 77.5% did not. Approximately 369 parishioner envelopes were received each week on average, which is about 15% of the total parishioners registration base. There is also an estimate of 2,233 visitors attending from outside the parish boundaries. Table 2 1 Parish Giving Profile November 1, 2013 Active Families Registered Active Use Envelopes Active Don t Use Envelopes Direct Deposit Users Average Envelope Users / Per Week Visitors # % 3,233 729 2504 100 369 2233 22.5 77.5 Table 2 2 provides data or the pew counts for St. Peter s which undertaken each year across the Diocese to track Mass attendance levels. The 2010 2013 data covers the five Masses and is averaged based on the four weekends of data that was collected. Table 2 2 St. Peter's Parish Mass Attendance Profile Based on a Four Weekend Averages 2010 2011 2012 2013 High / Low Variances # # # # # % Saturday 6:00 p.m. 226 216 202 206 24 11.8 Sunday 8:30 a.m. 303 266 217 237 86 39.6 Sunday 10:30 a.m. 506 447 434 476 72 16.6 Sunday 12:30 p.m. 377 342 382 345 40 11.7 Sunday 7:30 p.m. 337 373 333 355 40 12.0 Four Weekends Average Total 1749 1644 1568 1619 The pew count data indicates an annualized decline from 2010 to 2012 of approximately 181 parishioners per Sunday on average or 10.3%. However, in 2013, there was an increase in the average of 51 people per Sunday or 3.3%. Overall, the pew count averaging data indicates declining average Sunday attendance. St. Peter s Cathedral Basilica Parish Page 2 2

As per individual Masses, the Sunday 8:30 a.m. Mass has had the largest variation of almost 40%, from a high of 303 parishioners to a low of 217 in 2012 though it did increase by 20 attendees in 2013. The other Masses have had variations around the 12% to 16% levels. The Sunday 10:30 a.m. Mass has the largest average attendance of approximately 450 to 500 people. The Sunday 8:30 a.m., 12:30 p.m. and 7:30 p.m. Masses had relatively similar attendances in 2010 but variation has occurred since then, with the 7:30 p.m. Mass having more pronounced declines. The Sunday 6:00 p.m. Mass has the lowest average attendance, typically less than one half the attendance of Sunday 10:30 a.m. The data indicates the declining nature of the attendance with some resurgence in 2013, for all Masses except Sunday 12:30 p.m. The most significant transitions are for the Sunday 8:30 a.m. Mass. Table 2 3 examines the sacramental activity at St. Peter s Parish for 2008 through to 2012. Table 2 3 St. Peter s Parish Sacramental Profile Baptisms First Reconciliations First Communions Confirmations Deaths 2008 2009 2010 2011 2012 144 141 140 131 158 16 23 23 29 25 23 39 31 33 31 32 28 37 27 23 39 26 37 47 35 The data indicates some significant variability as follows: Baptisms have declined marginally from 2008 to 2010, by four Baptisms, then by nine Baptisms in 2011 but have increased by twenty seven in 2012. There has been some growth in Baptisms from 2011 to 2012. For First Reconciliations, the numbers have been relatively steady with a slight increase; For First Communions, an increase from 2008 to 2009 of sixteen was followed by some decline of thirty one per year. Confirmations have typically declined except for 2010; Deaths have been variable. The sacramental participation levels are variable from year to year based on various events and other elements that are outside the control of the Parish. Not being directly connected to the elementary schools results in fairly low levels of First Reconciliations and Communions compared to suburban St. Peter s Cathedral Basilica Parish Page 2 3

parishes. The number of deaths does not appear to be overly high for a parish that is assumed to have an elderly population and / or total registration over 3,221 people. In 2012, there was only death just a little under every two weeks. Table 2 4 examines the postal code distribution for registered parishioners and visitors based on current parishioner data. Table 2 4 Visitor and Registered Members by Postal Code VISITOR REGISTERED N6G 175 12.8 425 14.0 N6H 161 11.8 345 11.3 N6C 112 8.2 330 10.8 N5X 142 10.4 286 9.4 N6A 125 9.1 280 9.2 N6K 126 9.2 219 7.2 N5Y 99 7.2 211 6.9 N6B 58 4.2 206 6.8 N6J 95 6.9 182 6.0 N5Z 67 4.9 148 4.9 N6E 73 5.3 125 4.1 N5V 49 3.6 107 3.5 N5W 45 3.3 93 3.1 N6M 16 1.2 42 1.4 N6P 24 1.8 33 1.1 N6L 3 0.2 7 0.2 N6N 3 0.1 N6V 1 0.0 N6Z 1 0.0 Total London 1370 3044 USA 103 UK 1 CANADA 660 54 No P/C 3 N0M 66 2.9 64 2.0 N0L 50 2.2 56 1.7 2250 3221 St. Peter s Cathedral Basilica Parish Page 2 4

The following information is identified: N6G which extends from the Thames River up Richmond Street and towards Hyde Park Road and which includes such areas as Sherwood Forest, Masonville and Hyde Park, has the largest registered and visitors identifications at 14.0% and 12.8% respectively. N6H which extends from the Thames River s north branch and the main branch north along the CPR tracks into the Hyde Park area and the far western reaches of the City had the second highest registered and visitor identifications at 11.3% and 11.8% respectively. N6C which is old South, had the third highest registered identification at 10.8%,and the fourth highest visitor identification at 8.2%. N6A and N6B which is old North and areas around the Cathedral s location was home to 9.2% of the registered parishioners and 9.1% of the visitors, N6A had 6.8% of registered parishioners and 4.2% of visitors. N5X, which is the far northeast area of the City and north of the Thames River, extending to Fanshawe Lake, had the fourth highest registered parishioners and the third highest visitor representation at 9.4% and 10.4% respectively. This data indicates the wide distribution of registered parishioners across nineteen different postal codes, and for visitors across sixteen postal codes in London. Additionally, there was another sixtyfour registered parishioners from postal code N0M, which is Middlesex County and fifty six from N0L which is Elgin County. For visitors, there was sixty six people from Middlesex County and fifty from Elgin County. These two county totals ranked 15 th and 16 th if all the registered postal codes were integrated and were ranked 10 th relative to visitor residency. The reach of St. Peter s Cathedral Parish is well documented in the postal code distribution patterns for both registered parishioners and visitors. Representation is higher from areas north of the Thames River and northwest London. Figure 1 illustrates the postal code distribution. St. Peter s Cathedral Basilica Parish Page 2 5

St. Peter s Cathedral Basilica Parish Page 2 6

2.4 Parish Organizations Table 2 4 identifies the parish Ministries, committees and organizations. The listings identify a broad range of Ministries, committees and organizations that serve the needs of parishioners. From a liturgical perspective, the normative range of Ministries is identified, from altar servers to an altar guild and similar for sacramental preparation which includes both marriage preparation and RCIA. Table 2 4 Parish Organizations Liturgical Ministries Altar Servers Readers Extraordinary Ministers of Holy Communion Cathedral Singers Contemporary Choir Children s Choir Welcome Desk Ushers Altar Guild Outreach Ministries Outreach Committee Missions Committee St. Vincent de Paul Parish Ministry of Care Communion Minsters of the Homebound Prayer Shawl Ministry Organizations Catholic Women s League Knights of Columbus Sacramental Preparation Baptisms 1 st. Reconciliation 1 st Eucharist Confirmation Marriage RCIA Operational Committees Finance Committee Parish Pastoral Council Communications Committee Building and Property Committee Cathedral Connections Other Legion of Mary Snack and Chat Cathedral Tour Guides Small Faith Sharing Communities Christian Mediation Secular Order of Fransicans There are six Outreach Ministries involving outreach, missions, St. Vincent de Paul, Parish Ministry Of Care, Parish Shawl Ministry and Communion Minister to the Homebound. St. Peter s Cathedral Basilica Parish Page 2 7

Operationally, there are five committees of which Finance Committee and the Parish Pastoral Council are mandated. Others involved Communications, Building and Property and Cathedral Connections Committees, the latter is a communications vehicle. There are a wide range of aligned Catholic organizations, including the Catholic Women s League, Knights of Columbus, Legion of Mary and others. There is a substantive mix of support and direct delivery groups identified in the parish. However, the level of leadership, activity and sustainability maybe mixed based on some of the consultation input received. It would appear that some of these groups are less active, leadership transitions and aging could be a factor and other challenges may be of concern. The core liturgy Ministries, sacramental preparation and the Finance Committee and Pastoral Council are operating effectively. 2.5 Financial Operating Profile Table 2 5 examines the financial operating profile for St. Peter s Cathedral Parish for the years 2010 to 2012. Table 2 5 St. Peter's Financial Operating Profile Revenues 2010 2011 2012 # % # % # % Offertory 604,772 52.7 593,827 52.8 612,434 54.9 Christmas / Easter 84,850 7.4 89,192 7.9 67,942 6.1 Rentals 224,381 19.6 218,020 19.4 249,084 22.3 Sales 50,589 4.4 45,437 4.0 47,940 4.3 Stipends 32,748 2.9 31,089 2.8 25,300 2.3 Donations 59,252 5.2 67,367 6.0 50,171 4.5 Special Collection 54,928 4.8 40,511 3.6 29,772 2.7 Other 35,596 3.1 38,654 3.4 32,387 2.9 Total 1,147,116 1,124,097 1,115,030 Expenses Facilities 359,851 32.6 378,685 34.5 365,868 32.9 Compensation 467,629 42.4 477,784 43.5 505,661 45.5 Ministry and Education 70,810 6.4 65,510 6.0 44,856 4.0 Collections and Assessments 205,597 18.6 176,667 16.1 194,266 17.5 Total Expenses 1,103,887 1,098,646 1,110,651 Net Result 43,229 25,451 4,379 St. Peter s Cathedral Basilica Parish Page 2 8

The following points identify some of the perspectives associated with the revenues and expenses for the Parish: Revenues have been consistently over $1 million for all three years but have declined each year, down $103,000 or 9.0% from 2010 to 2012. The offertory collection has been variable but typically in the $600,000 area per year; the Christmas / Easter Collections went up in 2010 from 2009 but were down $22,000 or 24.7% between 2011 and 2012. Rental income has increased over the three years though it was lower in 2011, up $25,000. Special collections have declined each year, down 46% for 2012 compared to 2011. Facility expenses have been variable, but are typically in the $360,000 to $380,000 range. Compensation has grown by $10,000 from 2010 to 2011 and up $28,000 between 2011 and 2012. Ministry and education expenses and assessments have declined each year. Offertory collection and the rental income represent 77.2% of total parish income. They dominate the available funding resources. From an expense perspective, facilities and compensation represent over 70% of the total cost structure. Ministry and education collections and assessments are a smaller portion and is the area that has been reduced in order to sustain a breakeven position. From a financial position, the parish has achieved positive annual outcomes but has experienced decline year to year. In 2010, the surplus was in the order of $43,000, declined by $25,000 in 2011 and is slightly over $4,000 in 2012. The net financial position of the Cathedral is aligned with the reductions in revenues and some limited increases between 2010 and 2012 in terms of total expenses. Strategically, the Cathedral is at approximately a breakeven financial position as of 2012. Therefore, investing in any new initiatives relative to ministries, programs, services, events, staffing, space rentals, etc., would need sources of funds either within the existing budget or new ones to be able to effect implementation of new strategies. Table 2 6 profiles the parish s capital resources as of December 31, 2012. Relative to savings, it had approximately $96,000 in the bank and almost $505,000 with the Diocese s Loan Deposit Fund. There are payables to the Diocese of $95,000 and net position of $505,000. St. Peter s Cathedral Basilica Parish Page 2 9

The data is one year old and will have changed as construction and equipment expenditures on the Cathedral continue. The data indicates some possible limited investment resources for new investments depending on ongoing commitments to the Cathedral renewal. Overall the financial data and trends reflect a potential challenging position in trying to maintain a breakeven position annually with limited investment resources. Strategic consideration of these trends and impacts is important dimension of the Parish s planning. Table 2 6 Capital Loans and Funds (December 31, 2012) Savings Account 96,114 Loan Fund Deposits 504,708 LESS: Long Term Liability 0 Loan Fund Payable 95,228 Equity / Debt Position 505,594 2.6 Staffing The staffing alignment of the Parish covers a range of positions, involving eleven individuals plus the Bishop. Key positions involve: Pastor Associate Pastor Part time Associate Pastor Permanent Deacon Pastoral Minister Administrative Assistant Secretary / Receptionist Hall / Property Manager / Custodian Custodian Housekeeper The Parish previously also had a parish nurse as part of its outreach initiatives, but this has not existed for a number of years. There is also a financial manager position that has been available over the years. St. Peter s Cathedral Basilica Parish Page 2 10

The Parish staff work as a team, ranging in roles and responsibilities involving parish leadership, celebration of the Mass and sacraments, sacramental preparation, administrative activities, infrastructure and physical plant maintenance and housekeeping supports. The staffing costs in 2012 have reached a little over $500,000 representing the largest expense for the Parish. However, the scale of the parish community in terms of 3,221 registered parishioners and over 2,000 regular visitors, as well as the significant physical plant of the Cathedral, requires appropriate staffing levels to sustain both faith and parish life capacities as well as to support infrastructure and administrative needs. St. Peter s Cathedral Basilica Parish Page 2 11

3 Parish Consultation 3.1 Introduction The following sections provide summaries for the three primary consultation activities undertaken in support of St. Peter s Strategic Plan as well as the results of the three external interviews. The full data and/or supporting information is available in the Appendices. 3.2 Parishioner Survey On the weekend of October 26 and 27, 2013, parishioner surveys were distributed at each of the five weekend Masses and time was allocated during the homily at each Mass for parishioners to complete the survey and hand it in at that time. If parishioners did not wish to complete it at that time they were also encouraged to take it home to complete it and to bring it back via the collection plate or to drop it off at the parish office. Parishioners also had the opportunity to complete the survey online via the parish website. There was a letter sent to each registered parishioner to encourage them to participate in the survey at Mass or online. Table 3 1 identifies how the 801 completed parishioner surveys were sourced via these three means. Table 3 1 Survey Respondent Distribution by Mass / Group Mass # of Respondents Attendance % by Mass % by Source Saturday 6:00 p.m. 91 174 52.3 11.4 Sunday 8:30 a.m. 80 234 34.2 10.0 Sunday 10:30 a.m. 190 507 37.5 23.7 Sunday 12:30 p.m. 94 382 24.6 11.7 Sunday 7:30 p.m. 168 364 46.2 21.0 CCH Choir 27 3.4 Delivered / Website 151 18.9 Total 801 100.0 The survey sourcing data indicated that approximately 77.8 % of the completed surveys were submitted via Mass attendance, followed by drop off / online, as well as 27 surveys that were completed by members of the Catholic Central High School choir who were in attendance. Their surveys were held separately for analysis. St. Peter s Cathedral Basilica Parish Page 3 1

In Appendix I, are the summary tables that itemize all the comments made by number and percent for each of the four questions and source, plus the demographic information that was requested. The four questions that were posed for parishioners to respond to were: 1. Please identify the 3 or 4 things that you most enjoy / are most meaningful to you about your participation at St. Peter s and / or you feel are the parish s greatest strengths and capabilities? 2. What are your 3 or 4 greatest concerns or weaknesses about St. Peter s Parish that you feel need to be addressed or improved? 3. What new or modified parish programs, services or offerings do you feel St. Peter s Parish could / should consider over the next 3 to 5 years that would better meet the needs of parishioners, their families and the downtown London community? 4. What do you see as the biggest challenges for St. Peter s Parish remaining a vibrant and vital parish for the people of God, the downtown area and / or the Diocese of London? 3.2.1 Strengths The following points profile the outcomes associated with the responses on the strengths / key attributes of St. Peter s Parish. The dominant strength by a considerable margin, identified by 75.2% of all 801 respondents, was the quality and spiritual value of the liturgies, the music and the choirs. The CCH choir rated this highest at 92.6% (27 respondents) and all the Masses had strong identification with the lowest positive perspectives being the Sunday 8:30 a.m., Mass at 56.2%. Those surveys delivered by hand or by website were at 60.9% identification. There appears to be some variation in perspective on this point for the Sunday 8:30 a.m. respondents which was 15% to 20% lower than for the other sources. The Cathedral building, atmosphere, art and icons were the second most identified strength, along with the homilies and leadership, at 48.7% and 43.6% respectively. Variations did exist by Mass, with Sunday 7:30 p.m., having only one third positive identification of the building and atmosphere, followed by 40.0% for Sunday 8:30 a.m. The CCH choir and those delivered / website, had the lowest identifications overall in the 30% response area. The fourth most positive strength was faith development, sacraments, solitude and the reverence experiences of parishioners, identified by 35.8% of all respondents. Those surveys delivered / via website had the lowest identification, 26.5% or one in five compared to Sunday 12:30 p.m. and 7:30 p.m., which were in the 46.0% to 47.0% range. St. Peter s Cathedral Basilica Parish Page 3 2

The fifth most significant identification was the welcoming, family and friendly perspective of the parish identified by the 27.8% of total respondents. The CCH Choir and the Sunday at 12:30 p.m., Mass respondents had a low identification level. The highest identification was Sunday at 6:00 p.m., Mass involving almost 41% of respondents. After these five elements, the percentages identifications declined significantly with the next item at 10.5% for the diversity of people, families and Masses, down to 6.0% for good organizations in the parish, followed by 4.2% for parish outreach / community work. Social events, activities for young adults, traditions, the effective use of this survey and other elements had less than 2.5% identification. The strengths identifications were significantly focused on the quality of the liturgy, music and choirs. Three out of every four respondents identified this as a strength across all sources. All other strengths were identified by less than one half of the respondents, with the building and atmosphere, homilies and leadership, faith and sacrament and being welcoming all receiving between 27.8% to 48.7% respondent identification. 3.2.2 Concerns / Issues / Weaknesses Unlike the strengths, the concerns / issues / weaknesses were widely distributed with the most identified concern receiving 16.9% identification. The following perspectives were offered for this question: The condition of the building, ranging from air conditioning, to being cold, the cleaning of the washrooms, the sound system, etc., was identified by 16.9% of respondents, as was the lack of young people, families and faith and event based programming. The Sunday 10:30 a.m., respondents and the delivered / website respondents had the highest identifications at one in five for the building s condition. The Sunday 8:30 a.m. and the Sunday 7:30 p.m., respondents had the highest identifications in terms of young people, being welcoming, etc. The third most identified concern was the need for improved preaching, sermons being too long, and can t hear or understand the homilist which was identified by 15.9% of respondents. Saturday 6:30 p.m., respondents had also most one in four identify this concern with one in five respondents identifying this concern in the delivered / website surveys. The fourth most identified concern was the lack of a sense of community / inclusion at 13.3%, of respondents, followed by parking at 12.1%. Few social events and panhandlers at the door / security were identified by 9.1% and 8.6% of respondents respectively. St. Peter s Cathedral Basilica Parish Page 3 3

After these seven concerns, the remaining concerns ranged widely from 7.5% for the consistency of the choirs at each Mass / a need for better music, down to no rectory, Church building not being accessible enough, etc., at.1% of respondents. The concerns / issues / weaknesses ranged widely. No single source exceeded one in four or 25% of respondents though several were close to that level. Most response levels for the concerns / issues / weaknesses were under 20% per source. 3.2.3 Opportunities / Improvements The following points identify the main ideas / suggestions for opportunities and improvements for the parish: Three ideas / focuses were identified by one in five or more respondents within a fairly tight range, being outreach to the poor and homeless / downtown community at 26.7% of respondents; increased youth / young adult engagement at 24.2%; and increased faith, teaching, bible studies, novenas, missions, adorations, etc., at 20.7%. The highest identifications occurred for the first two opportunities / improvements at the Sunday 10:30 a.m., Mass with over one third identification and for those surveys delivered / used the website which had a one in five ratio identification. The hosting of social events, fellowship, concerts and activities for people ages 25 to 40, and volunteering opportunities were identified by 18.9% of respondents. Again, the highest identification was through those delivered / used the website surveys, as well as Sunday 6:00 p.m. and Sunday 7:30 p.m., respondents. The availability of family and children liturgies and programs was identified 14.6% of the total respondents, with those delivered / via website having the highest identification at 21.2%. After these five items, the percent identifications declined significantly, starting at 5.6% for home visits to seniors, the sick, those in jails and those that should be reconciled with down to develop the land / create an endowment fund from the St. Peter s school property. The opportunities / improvement data shows a focus on outreach into the broader community involving the homeless and the poor, as well as the need to have significantly more engagement with youth and young adults. Faith development opportunities, along with social events and specialized family and children liturgies represented three second tier opportunities or priorities. St. Peter s Cathedral Basilica Parish Page 3 4

3.2.4 Key Challenges The following points outlined the key challenges / threats identified by the respondents. The most significant challenge was the loss of / retaining the youth identified by 22.7% of respondents with a relatively balanced identification across all sources. Declining attendance, aging members, not getting our people back and the relevance of the Church in daily life represented the second most identified areas of challenge at 15.7%, with the Sunday 8:30 a.m., and 10:30 a.m., and the Sunday 12:30 p.m., sources having the highest identifications, with considerably less response from the other sources. The third most identified challenge was the building, financial costs and member giving levels which all impact parish sustainability as identified by 12.0% of respondents. This was identified across all sources, but less so for the Sunday Masses held at 12:30 p.m., 6:30 p.m. and 7:30 p.m. The fourth most identified challenge / threat was secularism, involving modernism and the loss of reverence and credibility by 8.4% of respondents, with particularly strong identification by one in five respondents at the Sunday 6:00 p.m. Mass. After these four challenges, there was a significant tailing off of percentage identifications, ranging from 8.4% for the shortage, aging and turnover of Priests, to no female Priests, to 2.1% related to the threats to the sustainability of Catholic education. The key challenges were identified as the loss or inability to retain youth, the aging parishioner population and declining participation, the cost of the significant infrastructure and the impacts of secularism and modernism on the values and participation of people in active faith practices. 3.2.5 Demographics Five respondent demographic questions were asked with the following results profile: With respect to age groupings, nearly 25% of respondents were between the ages of 18 and 29, which was the highest single age category, followed by 22.2% for 46 to 59; 17.9% for 60 to 69 year olds and; 16.7% for 30 to 45 year olds. The age profile was influenced to some degree by the CCH choir attendees, however there was good distribution across all age categories. With respect to the postal codes of respondents, there was wide distribution as profiled in Figure 2 St. Peter s Cathedral Basilica Parish Page 3 5

Figure 2 o Nearly 10% of respondents were from N6H which extends through the west part of the downtown to the Oakridge area and up to the City limits in Hyde Park followed by two other areas, N6C and N6A, at 8.6% representation. N6C represents the old south area of London, while N6A represents a large part of the downtown and old north. N6G and N5X had representation between 7.0% and 7.9%. N6G represents the north area St. Peter s Cathedral Basilica Parish Page 3 6

around the Masonville area, while N5Xrepresents the far northeast area extending from Richmond to Fanshawe Lake and to the Arva boundary, all north of the Thames River. o o o N6B, which is the area around the Cathedral, had 3.9%, represents, that when combined with N6A which is the area in which Cathedral exists, had a total of 12.5% of the respondents. The data would indicate that probably in excess of 70% of the respondents lived outside of the two primary postal codes relevant to the immediate geographical area around the Cathedral. Overall, the respondent postal code distribution data was relatively consistent with the registered parishioner postal code data in Section 2.0 Over one third of respondents had attended St. Peter s between one and five years, while those attending six to ten years and eighteen and twenty one plus years were in the 17% range each. Some 6% of respondents indicated they were occasional visitors. The Saturday 6:00 p.m., the Sunday 12:30 p.m., and the Sunday 7:30 p.m., Masses appear to attract newer attendees. The longer term attendees typically come to the Sunday 8:30 p.m. Mass at 35.0%. Relative to language, the dominant language of respondents was English at 75.9% with the second most identified language being Spanish at 3.9%. In total, sixteen languages were identified as the primary language spoken. The Spanish speaking respondents tended to attend on Saturday 6:00 p.m., and the Sunday 12:30 p.m., Masses. The Filipino speaking respondents also attended the same two Masses. The overall distribution was variable except that all six Latvians attended the Saturday 6:00 p.m. Mass. In terms of travel mode to St. Peter s, approximately 60% of respondents used a car, 12.4% arrived by bus and 12.0% used multiple means. Some 7.7% of respondents walked. By source, the use of a car was most dominant for Sunday 8:30 a.m., at 72.5%. Use of the bus was higher for the Saturday 6:00 p.m., Mass respondents at 21.1% and walking had the highest identification at the Sunday 6:00 p.m. Mass, by CCH students and at for Sunday 7:30 p.m. Mass respondents. 3.3 Parish Workshop Summary On Thursday, November 14 and Saturday, November 16, 2013 two open invitation and advertised parishioner workshops were held in the gymnasium at the Parish Centre. Twenty four individuals attended the first workshop and twenty seven participated in the second session, for a total of fifty one St. Peter s Cathedral Basilica Parish Page 3 7

individuals. The sessions were divided into worktables to answer four questions similar to the ones in the parishioners survey, with three worktables at the first session and four worktables at the second. The following points articulate the integrated themes that emerged from the seven worktables at the two sessions. 3.3.1 Strengths / Attributes Being the mother parish, home of the Bishop and the special significance and activities that align with the Cathedral from this role; The central location and accessibility; The quality of the liturgies, music and homilies; The diversity of the people who make up the community, their experiences, their backgrounds and participation; Some strong parish organizations; The Priests, homilies and leadership The number of Masses available over the weekend and through the week The strong sense of prayer, reverence and personal engagement; The Arise Program, youth choir and other groups; The Parish Hall; A strong volunteer group is active; Connectivity to the University of Western Ontario population and access to the Seminary faculty; The sense of home, reverence, community and belonging that exists, including the Welcome Desk; The quality of the people across the Ministries; Lots of choices for parishioners; The support to local and other charities that is provided by the parishioners. 3.3.2 Concerns / Issues / Weaknesses The aging parishioner base and declining numbers; The lack of youth engagement and presence, and the connected strategic trends around transitions, changes, issues within the broader Church itself; St. Peter s Cathedral Basilica Parish Page 3 8

The changeover in priests and staff which reduces continuity; The Cathedral building in terms of accessibility for people with challenges, the washrooms, cleanliness, the sound system and other perspectives; The inconsistency of preaching, the inability to understand the homilist, the connectivity of the sermons to real life, etc.; A sense amongst some participants that the welcoming and belonging perspectives are not at the level needed. The Welcome Desk volunteers don t reach out enough; A perspective that there is a significant gap in the availability of programs and opportunities to develop faith within small group settings; or to undertake adoration and private prayer or other faith development experiences; The Arise Program was seen as a significant addition but the parish s overall faith development perspectives should be considerably expanded; Some concerns expressed around various Ministers in terms of their preparation, training, decorum and related perspectives. The lack of a quality parish hall that can support a broad range of activities and is contemporary in its capabilities. A lack of community outreach in an area of the City that has considerable challenges; The lack of communications, awareness of parish activities and a host of other contact considerations resulting in parishioners not being as informed as to what is going on, who does what, etc. A range of concerns expressed around the listing capacity of parish leadership in terms of both soliciting input and responding to comments / ideas. Change seems to be difficult to achieve, ideas are often not followed up on and other challenges were identified. Concerns that there is a lack of teaching and defense of the Catholic faith, and that the overall social environment is demeaning and devaluing faith practice, Christian faiths, etc. Not enough regular reporting / accountability to the parishioners on financials, activities that are going on, what is available, etc. The website and other communication tools are not developed to the level necessary in terms of both information and relative to change and communication practices. Weekday parking; St. Peter s Cathedral Basilica Parish Page 3 9

The rectory not being located by the Church; Gaps in attracting and retaining youth, overall; There are evangelization efforts and family programming; Concerns expressed over the financial sustainability of the Parish. A need for a Saturday morning Mass for people working and living in the downtown. The shortage and aging of priests. The lack of missions, retreats, special masses for the sick and other targeted faith experiences. Not having a parish nurse results in reduced support to seniors, emergencies at Mass and outreach activities. The panhandlers, which present security and other challenges. No longer have the Volunteer Fair to recruit volunteers. The lack of lay leadership development and training as more people are needed. Volunteers are not invited, but typically come by gravity. Several committees, groups exist in name only. The clergy is stretched too thin, is trying to do too much with too few resources in terms of both people and funding, which effects the sustainability of the parish. The hymns that are utilized tend to be suitable for trained voices and not the general population, while the choirs are dedicated but are too small. People are not engaged enough in the Parish to take leadership, they are too laid back and too accepting of alternatives. The community churches and other faith groups seem to be attracting Catholics away, and there seems to be no strategy to mitigate these transitions. For some people, the new rituals at the liturgy don t seem to make sense, such as standing after Communion. Real challenges exist in terms of bridging the divide between conservatism and liberalism within the Church and Parish. 3.3.3 Opportunities / Activities Build on the Cathedral s strength across the community as a better option for faith practice. St. Peter s Cathedral Basilica Parish Page 3 10

Keep focusing on developing the strengths of the community through improved communications, particularly electronic; increased community events and activities; the development of volunteers and their lay leadership capacities. Potential to review Mass times to align better with people s schedules and needs; Improved communications in terms of Cathedral Connections and accountability reporting. The Ministers should be more invitational, and need to be more proactive in recruiting them and other volunteers. Need to follow through on actions, promises and intent, and not just talk about changes and ideas. Need a dramatic effort to attract, engage and support both young people and families. Being committed to maintaining the structure and the beauty of the Cathedral and all that it offers. Building on the initial success of the Arise Program. Improved opportunities for faith development in small groups, from the pulpit, educational programs, etc., including evangelization. Build on the multi cultural nature of the parish. Better connect with Fanshawe and UWO campuses downtown to attract more youth and young adults. Engage people who participate in RCIA, Baptism and Marriage Preparation programs to stay with the parish and after the event. Need to celebrate our successes more, such as anniversary, projects, retired priests, etc. Need the Rectory to have a physical presence within the community, as well as to see the Bishop more. Increase the number of missions, novenas, adorations, retreats and related faith development activities. Focus on attracting more of the new downtown residents that have come in recent years, and who will continue to come with the new projects identified. Increase the outreach activities to the shut ins, the sick, street people, etc. Increase the presence of the CCH and St. Mary s Choirs, and improve overall music selection and opportunities. St. Peter s Cathedral Basilica Parish Page 3 11

The possible development of a new Parish Centre, as well as establishing a Friends of the Cathedral group to focus on revenues, volunteer commitment, etc. Develop strategies to have the ushers, Welcome Desk volunteers and other strategies to be more welcoming, to help people and to engage with them. Look at targeted group activities for twenty to forty five year olds, seniors, youth, families and others. Work more closely with other downtown Christian and other faiths, to undertake broader ecumenical outreach initiatives. Need to consider different types of engagement tools, such as guest speakers that are topical, a parish bus, an enhanced book / digital store and related initiatives. Increase the level of connectivity to the Catholic school system at every level, from administration through teachers to students. Put a significant priority on social justice and outreach programming. 3.3.4 Challenges / Threats Not changing / not doing things differently. Not getting the youth engaged and committed, and simply allowing the membership to age out. Having fewer priests, and / or more priests who may have challenges connecting with parishioners. Not having the financial resources to sustain and grow the parish. Not trusting the parishioners adequately, and ensuring that they become empowered and take ownership and leadership. The impact of the facilities in terms of their long term renewal and rehabilitation costs. The broader strategic issues within the Catholic Church in terms of relevancy, abuse and other factors that reduces affinity and engagement. Not substantively becoming a more welcoming and engaged community that can get more of its people actively involved beyond simply going to Sunday Mass. Not effectively listening and communicating across multiple formats. A reduction in services, masses and programs because the lack of financial capacity, fewer priests, etc., which will cause more and more parishioners to disengage or move to other places. St. Peter s Cathedral Basilica Parish Page 3 12

Not having the best priests at the Cathedral in the long term, not improving the homilies and not creating spiritual connections for personal faith development and growth. 3.4 Focus Groups Nine focus groups, involving two to fourteen people each were held. Each focus group had a theme to connect the participants, such as young adults, seniors, new Canadians, ministers / volunteers, Parish Council / Finance Committee, staff, parents and others. In total, approximately fifty five people participated in the sessions that were held November 21 st and 26 th, 2013. The following material summarizes the key themes that emerged collectively from the nine focus groups: 3.4.1 Strengths The great location in the downtown area, the magnificence of the building and icons, and the sense of presence. The unique and diversified community that exists within the parish that is welcoming. The quality of the homilies, the music, the liturgy and the overall faith experience. The Arise Program, and a number of the other organizations and programs. Some effective communications. The Easter Vigil, CWL lunches and other hosted activities, as well as sacramental preparation. The traditions, reverence and respect. The strong leadership in all roles, and the priests. The unity and fidelity of the congregation, and the calibre and loyalty of the Ministers, choirs, etc. The ecumenical activities with other parishes in the downtown area. The international appeal of the parish, and its connections throughout the broader community. The peacefulness, calmness and reflective atmosphere and faith environment opportunities. St. Peter s Cathedral Basilica Parish Page 3 13

The presence of the Bishop and Diocesan financial support. A core group of strong volunteers. The number of Masses Effective Ministers. Youth people are drawn to the parish, particularly young adult students, along with the growing youth ministry. Open all day for people to come and pray. Having parking in a downtown location. Having a parish centre and the ability to program. A core group of parishioners who are dedicated, generous and want good things to happen. 3.4.2 Concerns / Issues / Weaknesses The limited activities and services for families, youth, young adults, and the inability to attract them in significant numbers to offset the changing demographics. The lack of coming together as a community via events and other activities on a regular basis. The mixed views on music, some finding it too contemporary others too traditional. The lack of consistency throughout the Masses in terms of the quality of the music and presence of choirs. The panhandlers and other security concerns. The homilies sometimes don t relate to real life. The lack of missions, novenas, retreats and other faith development opportunities. Concerns over the business practices of the parish. The building, which is a high cost and needs improvements to the washrooms and on other dimensions. St. Peter s Cathedral Basilica Parish Page 3 14

The long lineups for confession. Challenges understanding some of the homilists The absence of outreach programs and services that generally can attract younger people. The welcoming atmosphere is not as deep and broad as it needs to be. The recruitment and development of volunteers needs a more significant focus. Too many parishioners who come simply for Mass and are not engaged or committed as parishioners / members. Too many people are taking the parish and Cathedral for granted. Not necessarily looking down the road enough in terms of the key transitions that are occurring. Communications is not where it needs to be as many parishioners don t know what is going on, who is on what committees, etc. There needs to be significant upgrade in the website and use of social media. For some, have loss a sense of being a family parish. Need to have more of a mixed approach to liturgies, music, readings, etc. The long term solvency and sustainability of the parish is a concern, and needs to be planned for / addressed now. Not enough engagement with the Catholic school system, particularly CCH. Don t have the data systems to support increasingly important decision making processes. There are only choirs for two of the five Masses which is seen by some as not fair. Increased positioning in social justice areas should be considered and is currently not at the level reflective of what is occurring in the downtown. Need to be stronger advocates and undertake greater advocacy. More weekday masses and opportunities for confession are needed. The shortage of priests that could affect the sustainability of the parish. St. Peter s Cathedral Basilica Parish Page 3 15