Fr. Patrick Render, C.S.V. PARISH Pastor October 25, 2020 |
Dear Friends,
In this bulletin you will find a synopsis of the Grouping Team’s Feedback on the Four Possible Scenarios for the future of our parish. These are highlights from the Grouping Team’s response to strengths and challenges that emerge within each scenario. Remember that the criteria for a future parish is a weekend Mass attendance of at least 800 people (before Covid) and an annual revenue of $750,000. Each of the three parishes in our Grouping already meets the attendance number but none of the three can match the revenue figure. As you read the synthesis, pay attention to the Offertory Income figures because those are a more accurate basis for evaluating revenue. Addition- al revenue sources in each parish vary each year (e.g. stipends for weddings and funerals, donations and gifts, fund raising, grants, religious education tuition, etc.). The annual revenue figure changes every year while Offertory income is more stable.
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At St. Viator the goal for weekly Offerto- ry income is $7,500 and we only make that about 50% of the time (before Covid). The Offertory income from St. Bartholomew and St. Wenceslaus is even less. So some combination of the Offer- tory income from the three parishes becomes essential for a successful new parish in the future.
By consolidating parishes some administrative costs will obviously be reduced. On the other hand, utilities and maintenance costs for the buildings and properties involved will not change, unless some of the buildings and property is sold or used for rental. Some staff positions may be merged in a new structure but other staff needs may be added. The goals of evangelization, life-long faith formation, and social outreach may require new leadership positions in the new parish. That is one of the reasons that the Archdiocese has set an annual revenue figure of $750,000, so that funds for accomplishing these ministerial goals might be possible. Adequate space for groups to gather and programs to be carried out effectively is another concern. While many of us have learned to Zoom during the pandemic, we all realize that in-person gatherings are much more effective and essential for relationships to grow within a faith community. The right kinds of space for people to gather, without crowding out other groups and limiting availability, is an important concern in evaluating properties. Accessibility for seniors and the handicapped is critical at whatever sites are chosen and so is parking.
As you read through the synopsis and consider the possible combinations for the future, all of the above data becomes important. Parish traditions and parish ministries bring a richness to each parish’s profile. There is emotional attachment involved within the membership of each parish and there will surely be some disappointment and grieving involved in whatever the final decision may be. We should all be prepared for that and, in a spirit of humility, accept the decision as the best judgment that can be made given all the facts at this time. Good will and trust in the guidance of the Holy Spirit are the spiritual foundations that will ensure the best results. Let us pray for those gifts for everyone involved in all three parishes and commit ourselves to work together for the creation of a new and stronger faith community for the future.
GROUPING TEAM'S RESPONSE TO THE FOUR SCENARIOS FOR THE NEW PARISH
Scenario #1 - I united parish, 3 churches, one pastor and pastoral staff
This scenario allows for a visible presence of the Church in each community and avoids the negative image of a closed church in the Avondale area of new growth and housing development. This option allows the potential of preserving each faith community, minimizing attrition, and maximizing operating income. There are many possibilities within the three church properties for consolidating ministries, selling buildings, and improving revenue. Combined offertory income (from 2019 statistics} would be $872,173 and overall revenue of $1,673,409 ($750,000 annual revenue is the standard for a new parish). Operating costs of three churches is high ($1,720,649 in 2019) and could exceed the revenue. The strain on pastor and pastoral staff is increased and the funds for new programs of evangelization and social outreach could be minimal. Limited use of one church may be required. Three Eucharistic tables may hinder the development of one new faith community. Blending the three communities with a Mass schedule that can support multiple ethnic traditions may send an inviting message and increase opportunities for evangelization.
Scenario #2 - 1 united parish, 2 churches, St. Wenceslaus moves toward closure
St. VIator and St. Bartholomew are both in highly visible and accessible locations. Collaboration between St. Viator and St. Bartholomew has already begun through shared Operations Directors, maintenance staff, and cooperation between Principals. Both parishes serve English and Spanish speaking communities and they provide strong participation within both parishes with special ministries and ethnic traditions. Two church properties rather than three reduces the strain on the pastor and pastoral staff. Combined 2019 offertory income was $722,848 and combined overall revenue was $1,078,510. Combined expenses were $1,325,474. Projected income from the St. Wenceslaus community is unclear due to likely attrition from that community. Revenue from the sale or rental of St. Wenceslaus property could be used for capital expenditures of the new parish.
Scenario #3 – St. Viator and St.Wenceslaus unite, St. Bartholomew discerns west
St. Bartholomew holds the identity of welcoming the Hispanic community and is strategically located nearest to the underserved Hispanic communities in the north and west. The unification of St. Viator and St. Wenceslaus is geographically easier and the two communities share similar demographics. St. Wenceslaus church seats 900 and is a newer construction. Combined Offertory income for 2019 was $566,255 and combined overall revenue was $842,8712. Combined expenses were $1,041,060. Meeting the revenue threshold of $750,000 would be a significant challenge. St. Wenceslaus School is empty and could become a ministry site or an extension of St. Viator School. The loss of St. Bartholomew to this Grouping would have a significant impact both in human resources and in revenue.
Scenario #4 – St. Viator and St. Wenceslaus unite at one site, St. Bartholomew discerns west.
In this scenario St. Viator and St. Wenceslaus form one new parish at the St. Viator site and the property of St. Wenceslaus moves toward rental or sale which could benefit the capital needs of the new parish. The use of only one church would better enable the creation of one faith community but the closure of St. Wenceslaus church could result in significant attrition. A closed church in the Avondale area would be a negative image. Income and expenses would be similar to #3 except for the unpredictable loss of parishioners from St. Wenceslaus. A combined parish at one site would be easier for a pastor and pastoral staff and the combined human resources could produce a more diverse and enlivened vitality to the ministries. One site, however, limits the Mass schedule and restricts options for the Anglo and Hispanic communities.
By consolidating parishes some administrative costs will obviously be reduced. On the other hand, utilities and maintenance costs for the buildings and properties involved will not change, unless some of the buildings and property is sold or used for rental. Some staff positions may be merged in a new structure but other staff needs may be added. The goals of evangelization, life-long faith formation, and social outreach may require new leadership positions in the new parish. That is one of the reasons that the Archdiocese has set an annual revenue figure of $750,000, so that funds for accomplishing these ministerial goals might be possible. Adequate space for groups to gather and programs to be carried out effectively is another concern. While many of us have learned to Zoom during the pandemic, we all realize that in-person gatherings are much more effective and essential for relationships to grow within a faith community. The right kinds of space for people to gather, without crowding out other groups and limiting availability, is an important concern in evaluating properties. Accessibility for seniors and the handicapped is critical at whatever sites are chosen and so is parking.
As you read through the synopsis and consider the possible combinations for the future, all of the above data becomes important. Parish traditions and parish ministries bring a richness to each parish’s profile. There is emotional attachment involved within the membership of each parish and there will surely be some disappointment and grieving involved in whatever the final decision may be. We should all be prepared for that and, in a spirit of humility, accept the decision as the best judgment that can be made given all the facts at this time. Good will and trust in the guidance of the Holy Spirit are the spiritual foundations that will ensure the best results. Let us pray for those gifts for everyone involved in all three parishes and commit ourselves to work together for the creation of a new and stronger faith community for the future.
GROUPING TEAM'S RESPONSE TO THE FOUR SCENARIOS FOR THE NEW PARISH
Scenario #1 - I united parish, 3 churches, one pastor and pastoral staff
This scenario allows for a visible presence of the Church in each community and avoids the negative image of a closed church in the Avondale area of new growth and housing development. This option allows the potential of preserving each faith community, minimizing attrition, and maximizing operating income. There are many possibilities within the three church properties for consolidating ministries, selling buildings, and improving revenue. Combined offertory income (from 2019 statistics} would be $872,173 and overall revenue of $1,673,409 ($750,000 annual revenue is the standard for a new parish). Operating costs of three churches is high ($1,720,649 in 2019) and could exceed the revenue. The strain on pastor and pastoral staff is increased and the funds for new programs of evangelization and social outreach could be minimal. Limited use of one church may be required. Three Eucharistic tables may hinder the development of one new faith community. Blending the three communities with a Mass schedule that can support multiple ethnic traditions may send an inviting message and increase opportunities for evangelization.
Scenario #2 - 1 united parish, 2 churches, St. Wenceslaus moves toward closure
St. VIator and St. Bartholomew are both in highly visible and accessible locations. Collaboration between St. Viator and St. Bartholomew has already begun through shared Operations Directors, maintenance staff, and cooperation between Principals. Both parishes serve English and Spanish speaking communities and they provide strong participation within both parishes with special ministries and ethnic traditions. Two church properties rather than three reduces the strain on the pastor and pastoral staff. Combined 2019 offertory income was $722,848 and combined overall revenue was $1,078,510. Combined expenses were $1,325,474. Projected income from the St. Wenceslaus community is unclear due to likely attrition from that community. Revenue from the sale or rental of St. Wenceslaus property could be used for capital expenditures of the new parish.
Scenario #3 – St. Viator and St.Wenceslaus unite, St. Bartholomew discerns west
St. Bartholomew holds the identity of welcoming the Hispanic community and is strategically located nearest to the underserved Hispanic communities in the north and west. The unification of St. Viator and St. Wenceslaus is geographically easier and the two communities share similar demographics. St. Wenceslaus church seats 900 and is a newer construction. Combined Offertory income for 2019 was $566,255 and combined overall revenue was $842,8712. Combined expenses were $1,041,060. Meeting the revenue threshold of $750,000 would be a significant challenge. St. Wenceslaus School is empty and could become a ministry site or an extension of St. Viator School. The loss of St. Bartholomew to this Grouping would have a significant impact both in human resources and in revenue.
Scenario #4 – St. Viator and St. Wenceslaus unite at one site, St. Bartholomew discerns west.
In this scenario St. Viator and St. Wenceslaus form one new parish at the St. Viator site and the property of St. Wenceslaus moves toward rental or sale which could benefit the capital needs of the new parish. The use of only one church would better enable the creation of one faith community but the closure of St. Wenceslaus church could result in significant attrition. A closed church in the Avondale area would be a negative image. Income and expenses would be similar to #3 except for the unpredictable loss of parishioners from St. Wenceslaus. A combined parish at one site would be easier for a pastor and pastoral staff and the combined human resources could produce a more diverse and enlivened vitality to the ministries. One site, however, limits the Mass schedule and restricts options for the Anglo and Hispanic communities.
Message Given on 10/18/2020
Last Tuesday representatives from our Grouping Team provided our Feedback Report on the four possible scenarios to the Executive Committee of the Archdiocesan Commission on RENEW MY CHURCH. A summary of the major themes of that report is printed on separately within this bulletin. I will provide more specific summary on each scenario in the next week’s bulletin. We have been told that we will be informed of the Cardinal’s decision on November 10th. More details about how that will be communicated will come soon.
On Wednesday of this week, October 21st, we will celebrate the feast of our parish patron, St. Viator. Since it falls in the middle of the week and because of Covid limitations, we will not be able to celebrate in very grand style. However, it is significant for us to acknowledge this occasion since the name of the new consolidated parish will no longer be St. Viator but a new name that will be deter- mined at a later date. (Individual churches may retain their original names, but the parish and school will likely have a new name). So we lift our thoughts this week to St. Viator who has been our patron for 132 years and to the Viatorians priests, brothers and lay associates who have served this parish all of that time. Once a new parish is formed it will not likely be led by the Viatorians but will be served by priests of the Archdiocese of Chicago. Hopefully the charism that the Viatorians have planted in this community and the values that they have shared will serve as a good founda- tion among all of you for creating the new parish of the future.
In 1888, when the Viatorians proposed to transfer the Viatorian Novitiate (place of formation) from Bourbonnais IL into a more northern part of the Archdiocese, Archbishop Feehan asked us to open a chapel at the site of Belmont and Crawford (Pulaski) Avenues for the benefit of the Catholic families in the area. That was the beginning of St. Viator Parish (the move to Addison Street did not happen until 1910). The Viatorian mission has always incorporated the education of youth, the build- ing of faith communities, and a special care for the poor and the marginalized. Over the years that has been lived out in this parish in many ways – and always in response to the signs of the times and the circumstances of the people. The Latin name Viator means “one who is on the way, a trav- eler”. Because of the shortage of Viatorian priests, it is time for the Viatorians to move “on the way” since we cannot supply priests and pastors for the future. The Archdiocese has been informed of that shortage and so the beginning of a new parish is the opportune time to make that transition. The Viatorians will assist with that transition in whatever ways that we can, but we want eve- ryone to be aware of that future change in leadership. This year’s Feast of St. Viator seems like a good time to make that known and a good occasion to mark our history.
OVERALL SUMMARY OF THE FEEDBACK REPORT FROM THE GROUPING TEAM
Our preference is to maintain a strong, balanced and visible Catholic presence in the Old Irving Park/Addison community, building on the unique strengths and traditions of each parish. Each parish currently has a proud tradition of serving both the English and Spanish speak- ing communities, with vibrant ministries and strong Mass attendance. We are uniquely positioned to expand this tradition and welcome those among the Spanish speaking to the west and north who may be underserved.
Based on 1) the close proximity of our three parishes, 2) demographic changes, 3) the opportunity to expand and strengthen the support of the Hispanic community, and 4) an influx of new families and a real estate boom in the Avondale neighborhood (eastern edge of parish served by St. Wenceslaus), we believe that the configuration that will best position us to make disciples and build community is to merge our three parishes without the closure of a church building. We appreciate that supporting three church buildings will pose challenges to the pastor and supporting parish teams and councils. We anticipate that some buildings will be closed. The pastor and parish team will evaluate the structures at all three sites and make decisions regarding where we can create savings and potential revenue to support the combined parish’s capital needs. Below are four themes that drove our recommendation.
Theme 1 – Merging Parish Cultures and Demographics
Demographic changes and the shortage of parishes throughout the northwest side of Chicago serving the Hispanic community have led to an increased need for opportunities for people who prefer to pray in Spanish. Our three separate parishes have responded to the Hispanic growth in the area by offering liturgies in Spanish and by embracing cultural and regional devotions brought to this country by those parishioners. Each of our parishes now has vibrant ministries to serve this community. This is a real strength for our combined Grouping. There are concerns that the Anglo population, which is still a strength, needs to be an area of focus for evangelization. We celebrate and embrace our diversity and look forward to the mission of combining our communities, strengthening our ministries and serving the broader community on the northwest side of Chicago. (We recognize the impact of the Viatorians on the history of St. Viator parish. It is important to us to maintain the values of the Viatorians, including their focus on education, social justice and building Christian community}.
Theme 2 – St. Wenceslaus Community
The Avondale community is enjoying a rebirth, with an influx of younger families with children and increasing real estate prices. Keeping the St. Wenceslaus worship site gives us the opportunity to continue to be a visible presence in that community. The area is densely populated and gentrifying. St. Wenceslaus Church is being considered for closure in two of our scenarios. Closing the church will create a negative symbol/image in the community we are trying to serve and evangelize. We are concerned that the closure of St. Wenceslaus church would result in many current parishioners opting for other parishes rather than joining and strengthening the newly formed parish. In a three-parish combination, it is important that we bring everyone along, not only to preserve culture but to have the numbers and revenue needed to sustain the new configuration. Retaining the strength and good faith of the St. Wenceslaus parish community will allow us to build stronger ministries, reach this local community and retain the material resources of this community.
Theme 3 - St. Bartholomew Discerning West
There is an underserved Hispanic community to the west and north of St. Bartholomew which needs to be a priority for the Archdiocese and for our combined Grouping. The unified Grouping, which has a proud history of welcoming Hispanics in all three parishes, can serve this mission. Losing St. Bartholomew from our Grouping would have a significant negative impact. St. Viator and St. Bartholomew currently share resources in both parish and school administrative/maintenance functions, providing groundwork for further collaboration. We believe that the community west of St. Bartholomew will be better served by our new combined parish rather than St. Bartholomew forging ahead on their own, or merging with another Grouping that is not a good fit. St. Bartholomew brings many strengths to our Grouping; their ministries are vibrant and would contribute greatly to our ability to reach the community. In addition, financially St. Viator and St. Wenceslaus without St. Bartholomew would struggle to satisfy the parish structural principles for viability. We are all stronger with St. Bartholomew in our Grouping and we are better able to serve the whole community from a position of strength.
Theme 4 – Schools as a Vibrant Mission and Opportunity
St. Viator School has achieved consistent growth over the past five to ten years, due to a significant commitment from school parents and the administration. At St. Bartholomew, although there has been a downward trend in enrollment, it has begun to carve a niche serving Hispanic families. The current Hispanic, fully bi-lingual and bi-literate administrator, is an asset to the school community and can fully communicate with the 71% of families who self-identify as Hispanic, many of whom speak primarily Spanish in their homes. St. Bartholomew School serves a need in the community in providing English proficiency to children who come from homes where Spanish is the primary language. A goal of our Grouping is to continue to offer dual language resources to give these children the best chance of suc- cess in high school and beyond. We believe this is our differentiator and that there is a realistic potential to grow and continue to provide equity and access to this population.
The Administration of St. Bartholomew has, in the past two years, sought out and won grants and secured other financial aid opportunities for families who cannot afford Catholic school tuition for their children. It also receives assistance from Big Shoulders. St. Bartholomew has an endowment that provides scholarship/tuition assistance for some families. St. Bartholomew also has a disciplined approach to tuition collection that has resulted in a 99% tuition collection rate. This the result of efforts to work with families on payment plans and setting expectations from the beginning of the year. We need to continue to explore ways to provide tuition assistance and time to grow the enrollment, but we feel that these are realistic goals.
In order to continue the distinct offerings of the schools (e.g. exploring dual language or Spanish language immersion at St. Bartholomew and STEM at St. Viator) we must continue to operate as two separate schools. In that scenario, St. Viator would operate as a parish school and St. Bartholomew as an Archdiocesan school. St. Viator would continue to work at growing its enrollment and would continue working on Blue Ribbon recognition (which is in the works) and St. Bartholomew would also continue to work at growing its enrollment. Through discussion and discernment, we came up with a bold idea and possible longer-term plan for St. Bartholomew. After an analysis of Catholic high school options within our Vicariate for students on the northwest side, we discovered that St. Patrick High School for boys is the only Catholic high school in our immediate area. As a result of this analysis, we considered seeking a partnership with the Cristo Rey Network. In the Chicago the Cristo Rey Network (CRN) currently has high schools on the southwest side, the west side and in Waukegan. There is no CRN school serving the northwest side. We understand that this is a large undertaking; we would need to seek sponsorship from religious orders, and the CRN would have to conduct a 12 – 18 month feasibility study for starters – but this model could fill a need for underserved Catholic families on the northwest side. The St. Bartholomew campus could accommodate an expanded school in its two school buildings.
Whether or not this idea comes to fruition, our Grouping feels strongly that St. Bartholomew School should remain open for many of the same reasons we think St. Bartholomew Church needs to stay open: to continue to serve the Hispanic community north of Diversey and west of Cicero Avenue.
Both of our schools serve important missions in the Old Irving Park and Portage Park neighborhoods and both have the potential to continue to grow and to serve the diverse communities within the geographic boundaries of the combined Grouping and beyond.
On Wednesday of this week, October 21st, we will celebrate the feast of our parish patron, St. Viator. Since it falls in the middle of the week and because of Covid limitations, we will not be able to celebrate in very grand style. However, it is significant for us to acknowledge this occasion since the name of the new consolidated parish will no longer be St. Viator but a new name that will be deter- mined at a later date. (Individual churches may retain their original names, but the parish and school will likely have a new name). So we lift our thoughts this week to St. Viator who has been our patron for 132 years and to the Viatorians priests, brothers and lay associates who have served this parish all of that time. Once a new parish is formed it will not likely be led by the Viatorians but will be served by priests of the Archdiocese of Chicago. Hopefully the charism that the Viatorians have planted in this community and the values that they have shared will serve as a good founda- tion among all of you for creating the new parish of the future.
In 1888, when the Viatorians proposed to transfer the Viatorian Novitiate (place of formation) from Bourbonnais IL into a more northern part of the Archdiocese, Archbishop Feehan asked us to open a chapel at the site of Belmont and Crawford (Pulaski) Avenues for the benefit of the Catholic families in the area. That was the beginning of St. Viator Parish (the move to Addison Street did not happen until 1910). The Viatorian mission has always incorporated the education of youth, the build- ing of faith communities, and a special care for the poor and the marginalized. Over the years that has been lived out in this parish in many ways – and always in response to the signs of the times and the circumstances of the people. The Latin name Viator means “one who is on the way, a trav- eler”. Because of the shortage of Viatorian priests, it is time for the Viatorians to move “on the way” since we cannot supply priests and pastors for the future. The Archdiocese has been informed of that shortage and so the beginning of a new parish is the opportune time to make that transition. The Viatorians will assist with that transition in whatever ways that we can, but we want eve- ryone to be aware of that future change in leadership. This year’s Feast of St. Viator seems like a good time to make that known and a good occasion to mark our history.
OVERALL SUMMARY OF THE FEEDBACK REPORT FROM THE GROUPING TEAM
Our preference is to maintain a strong, balanced and visible Catholic presence in the Old Irving Park/Addison community, building on the unique strengths and traditions of each parish. Each parish currently has a proud tradition of serving both the English and Spanish speak- ing communities, with vibrant ministries and strong Mass attendance. We are uniquely positioned to expand this tradition and welcome those among the Spanish speaking to the west and north who may be underserved.
Based on 1) the close proximity of our three parishes, 2) demographic changes, 3) the opportunity to expand and strengthen the support of the Hispanic community, and 4) an influx of new families and a real estate boom in the Avondale neighborhood (eastern edge of parish served by St. Wenceslaus), we believe that the configuration that will best position us to make disciples and build community is to merge our three parishes without the closure of a church building. We appreciate that supporting three church buildings will pose challenges to the pastor and supporting parish teams and councils. We anticipate that some buildings will be closed. The pastor and parish team will evaluate the structures at all three sites and make decisions regarding where we can create savings and potential revenue to support the combined parish’s capital needs. Below are four themes that drove our recommendation.
Theme 1 – Merging Parish Cultures and Demographics
Demographic changes and the shortage of parishes throughout the northwest side of Chicago serving the Hispanic community have led to an increased need for opportunities for people who prefer to pray in Spanish. Our three separate parishes have responded to the Hispanic growth in the area by offering liturgies in Spanish and by embracing cultural and regional devotions brought to this country by those parishioners. Each of our parishes now has vibrant ministries to serve this community. This is a real strength for our combined Grouping. There are concerns that the Anglo population, which is still a strength, needs to be an area of focus for evangelization. We celebrate and embrace our diversity and look forward to the mission of combining our communities, strengthening our ministries and serving the broader community on the northwest side of Chicago. (We recognize the impact of the Viatorians on the history of St. Viator parish. It is important to us to maintain the values of the Viatorians, including their focus on education, social justice and building Christian community}.
Theme 2 – St. Wenceslaus Community
The Avondale community is enjoying a rebirth, with an influx of younger families with children and increasing real estate prices. Keeping the St. Wenceslaus worship site gives us the opportunity to continue to be a visible presence in that community. The area is densely populated and gentrifying. St. Wenceslaus Church is being considered for closure in two of our scenarios. Closing the church will create a negative symbol/image in the community we are trying to serve and evangelize. We are concerned that the closure of St. Wenceslaus church would result in many current parishioners opting for other parishes rather than joining and strengthening the newly formed parish. In a three-parish combination, it is important that we bring everyone along, not only to preserve culture but to have the numbers and revenue needed to sustain the new configuration. Retaining the strength and good faith of the St. Wenceslaus parish community will allow us to build stronger ministries, reach this local community and retain the material resources of this community.
Theme 3 - St. Bartholomew Discerning West
There is an underserved Hispanic community to the west and north of St. Bartholomew which needs to be a priority for the Archdiocese and for our combined Grouping. The unified Grouping, which has a proud history of welcoming Hispanics in all three parishes, can serve this mission. Losing St. Bartholomew from our Grouping would have a significant negative impact. St. Viator and St. Bartholomew currently share resources in both parish and school administrative/maintenance functions, providing groundwork for further collaboration. We believe that the community west of St. Bartholomew will be better served by our new combined parish rather than St. Bartholomew forging ahead on their own, or merging with another Grouping that is not a good fit. St. Bartholomew brings many strengths to our Grouping; their ministries are vibrant and would contribute greatly to our ability to reach the community. In addition, financially St. Viator and St. Wenceslaus without St. Bartholomew would struggle to satisfy the parish structural principles for viability. We are all stronger with St. Bartholomew in our Grouping and we are better able to serve the whole community from a position of strength.
Theme 4 – Schools as a Vibrant Mission and Opportunity
St. Viator School has achieved consistent growth over the past five to ten years, due to a significant commitment from school parents and the administration. At St. Bartholomew, although there has been a downward trend in enrollment, it has begun to carve a niche serving Hispanic families. The current Hispanic, fully bi-lingual and bi-literate administrator, is an asset to the school community and can fully communicate with the 71% of families who self-identify as Hispanic, many of whom speak primarily Spanish in their homes. St. Bartholomew School serves a need in the community in providing English proficiency to children who come from homes where Spanish is the primary language. A goal of our Grouping is to continue to offer dual language resources to give these children the best chance of suc- cess in high school and beyond. We believe this is our differentiator and that there is a realistic potential to grow and continue to provide equity and access to this population.
The Administration of St. Bartholomew has, in the past two years, sought out and won grants and secured other financial aid opportunities for families who cannot afford Catholic school tuition for their children. It also receives assistance from Big Shoulders. St. Bartholomew has an endowment that provides scholarship/tuition assistance for some families. St. Bartholomew also has a disciplined approach to tuition collection that has resulted in a 99% tuition collection rate. This the result of efforts to work with families on payment plans and setting expectations from the beginning of the year. We need to continue to explore ways to provide tuition assistance and time to grow the enrollment, but we feel that these are realistic goals.
In order to continue the distinct offerings of the schools (e.g. exploring dual language or Spanish language immersion at St. Bartholomew and STEM at St. Viator) we must continue to operate as two separate schools. In that scenario, St. Viator would operate as a parish school and St. Bartholomew as an Archdiocesan school. St. Viator would continue to work at growing its enrollment and would continue working on Blue Ribbon recognition (which is in the works) and St. Bartholomew would also continue to work at growing its enrollment. Through discussion and discernment, we came up with a bold idea and possible longer-term plan for St. Bartholomew. After an analysis of Catholic high school options within our Vicariate for students on the northwest side, we discovered that St. Patrick High School for boys is the only Catholic high school in our immediate area. As a result of this analysis, we considered seeking a partnership with the Cristo Rey Network. In the Chicago the Cristo Rey Network (CRN) currently has high schools on the southwest side, the west side and in Waukegan. There is no CRN school serving the northwest side. We understand that this is a large undertaking; we would need to seek sponsorship from religious orders, and the CRN would have to conduct a 12 – 18 month feasibility study for starters – but this model could fill a need for underserved Catholic families on the northwest side. The St. Bartholomew campus could accommodate an expanded school in its two school buildings.
Whether or not this idea comes to fruition, our Grouping feels strongly that St. Bartholomew School should remain open for many of the same reasons we think St. Bartholomew Church needs to stay open: to continue to serve the Hispanic community north of Diversey and west of Cicero Avenue.
Both of our schools serve important missions in the Old Irving Park and Portage Park neighborhoods and both have the potential to continue to grow and to serve the diverse communities within the geographic boundaries of the combined Grouping and beyond.
Message given on 10/11/2020
Banquets and feasts are the motifs for two of the Scripture readings this weekend. Isaiah speaks of a future Messianic banquet held on a mountain with “juicy rich foods and choice wines”; Jesus speaks of a “wedding feast” hosted by a father for his son. That was before Covid-19! Today’s wedding banquets are family only, or limited guest lists no more than 50. And Messianic banquets with gathered people from all the nations and “tears wiped from every face” still seem a long way off and perhaps not even an ideal for some people. Banquets and feasts suggest celebrations and festivity, people enjoying one another’s company, and sharing a common occasion or experience. Food is always a part of a feast and often music, laughter and dancing. Storytelling and remembrances often come up and so do memories of times past as well as traditions and customs that are brought forth, and younger generations absorb them all (except for some teenagers who are prone to boredom!).
At this time of year, we here at St. Viator would normally be preparing for our St. Viator Feast Day celebration which happens in October and brings lots of our parish community together. October 21st is the Feast Day, but this year we are not able to gather for our traditional ethnic foods and festival. So we have to mark the day quietly and with our own prayers for each other. We will have a morning Mass that day at 8:15 a.m. and there will be a Mass in Spanish at 7:00 p.m. Instead of preparing foods this year, maybe we could all make a donation of canned or dry food to a food pan- try or buy a gift card for food to be given to a homeless person or a needy family. If you have a neighbor or know someone from our Grouping partner parishes, perhaps you could tell them the story of St. Viator or talk to them about your favorite things about our parish. Sharing our traditions and stories is an important piece of helping us come together to form a new community - and learning about St. Wenceslaus and St. Bartholomew might give you some new information that you had not known or parish traditions that you were not aware of.
This Tuesday some members of our Grouping Team will make our feedback report on the four scenarios to the Executive Committee of the Cardinal’s Advisory Commission on Renew My Church. Then we wait. Hopefully we will have an answer sometime in November. Copies of that report will be available after that to any of you who would like to read through it (about 20 pages). I will sum- marize parts of it and print it here in the bulletin for an easier read. We can be sure, however, that some unification will happen and that we will be called upon to form a new parish. Finding ways to make that happen, sharing our traditions and resources, coming to know and appreciate the people and the resources from each of the other parishes will be our immediate task. If you have not yet visited one of the other parishes to celebrate Mass with them and see their churches, please consid- er doing it soon. From November to June our Pastoral Council will be looking for ways to “exchange” activities and events so that we can all welcome and get to appreciate one another. The Eucharistic Banquet is the first and best way!
At this time of year, we here at St. Viator would normally be preparing for our St. Viator Feast Day celebration which happens in October and brings lots of our parish community together. October 21st is the Feast Day, but this year we are not able to gather for our traditional ethnic foods and festival. So we have to mark the day quietly and with our own prayers for each other. We will have a morning Mass that day at 8:15 a.m. and there will be a Mass in Spanish at 7:00 p.m. Instead of preparing foods this year, maybe we could all make a donation of canned or dry food to a food pan- try or buy a gift card for food to be given to a homeless person or a needy family. If you have a neighbor or know someone from our Grouping partner parishes, perhaps you could tell them the story of St. Viator or talk to them about your favorite things about our parish. Sharing our traditions and stories is an important piece of helping us come together to form a new community - and learning about St. Wenceslaus and St. Bartholomew might give you some new information that you had not known or parish traditions that you were not aware of.
This Tuesday some members of our Grouping Team will make our feedback report on the four scenarios to the Executive Committee of the Cardinal’s Advisory Commission on Renew My Church. Then we wait. Hopefully we will have an answer sometime in November. Copies of that report will be available after that to any of you who would like to read through it (about 20 pages). I will sum- marize parts of it and print it here in the bulletin for an easier read. We can be sure, however, that some unification will happen and that we will be called upon to form a new parish. Finding ways to make that happen, sharing our traditions and resources, coming to know and appreciate the people and the resources from each of the other parishes will be our immediate task. If you have not yet visited one of the other parishes to celebrate Mass with them and see their churches, please consid- er doing it soon. From November to June our Pastoral Council will be looking for ways to “exchange” activities and events so that we can all welcome and get to appreciate one another. The Eucharistic Banquet is the first and best way!
RENEW MY CHURCH UPDATE
Each year the Finance Council and I present a report on the state of the parish and school at the end of the fiscal year (June 30, 2020). A summary of this year’s report is printed in this bulletin. Detailed copies are available upon request from the parish office. As you might expect the Covid-19 pandemic and the closing of churches and schools last March had a significant impact on both church and the school finances. The school fared better than the church since the bulk of tuition for the year had already been paid. The school ended the year in the black with a net income of $163,695 while the church suffered a deficit of $98,520.
Many people took up the option of electronic giving through Give Central and a significant number of envelope users mailed or dropped off their regular contributions; however, the lack of people in the pews each Sunday severely lowered the cash contributions which are a major part of ordinary church revenue. Income from all collections dropped by approximately $40,000. Closing the church also resulted in the cancellation of many sacramental and special celebrations such as baptisms, weddings, funerals and Quinceañeras. All of those bring in revenue through stipends and fees which are included under “Miscellaneous” income in the financial report. The loss there amounted to $13,686. The school was forced to cancel two major fund raisers, the Spring Fling and the Fun Run, reducing their budgeted fundraising revenue by $28,254. A significant number of families ran into hardships in paying off their tuition and fees which created a loss of approximately $64,000; hopefully, some of that will be paid off during the current year. Tuition and fees for Religious Educa- tion classes were affected by the same hardships resulting in a loss there of about $3,300.
On the positive side, the closures resulted in savings in some categories such as liturgical supplies, administrative costs and maintenance expenses reducing expenses by $7,500 for the church. The school also lowered their expenditures for maintenance, supplies and some salary and benefit costs by almost $28,000. Both the church and the school benefited from a very successful Beer & Barbecue in August of 2019, from extra donations and gifts, especially from donors in other cities who participate in our live-streamed Masses each week. Their generosity was particularly significant at Easter. We are very grateful to them and to other donors who came forward with gifts to help fami- lies who were suffering from loss of jobs and income; those enabled the parish to assist in a number of situations. We were also fortunate to secure a 100% forgivable loan from the Paycheck Protec- tion Program which helped to cover teacher and lay employees payroll expenses for nearly nine weeks during the summer.
Stewardship of our temporal and material resources is a shared responsibility of us all. We are grateful to Lisa Rieger, our Principal, to Tony Lopez, our Operations Director, and to all of you for your help and support.
Many people took up the option of electronic giving through Give Central and a significant number of envelope users mailed or dropped off their regular contributions; however, the lack of people in the pews each Sunday severely lowered the cash contributions which are a major part of ordinary church revenue. Income from all collections dropped by approximately $40,000. Closing the church also resulted in the cancellation of many sacramental and special celebrations such as baptisms, weddings, funerals and Quinceañeras. All of those bring in revenue through stipends and fees which are included under “Miscellaneous” income in the financial report. The loss there amounted to $13,686. The school was forced to cancel two major fund raisers, the Spring Fling and the Fun Run, reducing their budgeted fundraising revenue by $28,254. A significant number of families ran into hardships in paying off their tuition and fees which created a loss of approximately $64,000; hopefully, some of that will be paid off during the current year. Tuition and fees for Religious Educa- tion classes were affected by the same hardships resulting in a loss there of about $3,300.
On the positive side, the closures resulted in savings in some categories such as liturgical supplies, administrative costs and maintenance expenses reducing expenses by $7,500 for the church. The school also lowered their expenditures for maintenance, supplies and some salary and benefit costs by almost $28,000. Both the church and the school benefited from a very successful Beer & Barbecue in August of 2019, from extra donations and gifts, especially from donors in other cities who participate in our live-streamed Masses each week. Their generosity was particularly significant at Easter. We are very grateful to them and to other donors who came forward with gifts to help fami- lies who were suffering from loss of jobs and income; those enabled the parish to assist in a number of situations. We were also fortunate to secure a 100% forgivable loan from the Paycheck Protec- tion Program which helped to cover teacher and lay employees payroll expenses for nearly nine weeks during the summer.
Stewardship of our temporal and material resources is a shared responsibility of us all. We are grateful to Lisa Rieger, our Principal, to Tony Lopez, our Operations Director, and to all of you for your help and support.
Message Given on 9/13/2020
Over the last two weeks I have used this column to provide information related to the future of our parish. The process of Renew My Church is leading us into that future both structurally and spiritually. The primary goal is a revitalized spirituality but decisions about structure are necessary to ena- ble the first to happen. People, buildings, and finances are all essential to making mission possible. The number of people attending Mass and committing to support the parish is changing in all three parishes. While each parish meets the standard of at least 800 people attending Mass each weekend, the pattern of decline in those numbers over the last ten years is obvious. That directly impacts financial support and a population base for active participation in programs and ministries. The revenue statistics from all three parishes fall far below the norm of $750,000 annually. Support for our school is strong in this parish but that does not generally transfer into active involvement in church related activities. It is much the same at St. Bartholomew parish. St. Wenceslaus closed its school a number of years ago, although its building remains.
I mentioned in my presentation of the four future scenarios last week that each of the three parishes’ buildings and properties were evaluated by an architectural and engineering firm hired by the Arch- diocese. Their assessment of the costs to bring St. Viator buildings up to necessary efficiency is $1,269,050. That cost covers all five buildings on our property with the school and the church costs ranking highest (school - $423,200 & church - $326,500). Costs for the Recreation Center/Gym come to $209,350, Rectory $161,400, and Convent $148,600. These are primarily structural costs related to masonry, roofing, lintels, stairs and sidewalks. Similar assessments for St. Bartholomew come to $1,263,375 and $607,900 for St. Wenceslaus. The affordability of maintaining three campuses is somewhat staggering considering the level of ordinary revenue generated by each parish.
I believe that our parish has the capacity to increase its ordinary revenue but it will take more people contributing and those contributions at a level beyond $1 or $5 each week. To meet our budget we need at least $7,500 per week and you can see from the weekly report published in the bulletin that we are not achieving that goal. The pandemic has reduced income these past months but, even in healthier times, we have not been able to achieve our needed revenue. We have been involved in capital campaigns for the last seven years: Generations of Faith produced $801,249 for parish capital needs and To Teach Who Christ Is (now in its final year) has generated $342,823 of its $490,000 goal. This latter goal is divided: 60% for parish capital needs and 40% for Archdiocesan scholarship funds for schools and religious education programs. This campaign will end next August so we still need active participation from as many people as possible in order to reach our goal. Next week I will provide an Annual Financial Report for the past year and some information about this year’s budget. All of these facts and figures are intended to keep you aware and to give you a realistic appraisal of our situation as we proceed through the process of Renew My Church.
I mentioned in my presentation of the four future scenarios last week that each of the three parishes’ buildings and properties were evaluated by an architectural and engineering firm hired by the Arch- diocese. Their assessment of the costs to bring St. Viator buildings up to necessary efficiency is $1,269,050. That cost covers all five buildings on our property with the school and the church costs ranking highest (school - $423,200 & church - $326,500). Costs for the Recreation Center/Gym come to $209,350, Rectory $161,400, and Convent $148,600. These are primarily structural costs related to masonry, roofing, lintels, stairs and sidewalks. Similar assessments for St. Bartholomew come to $1,263,375 and $607,900 for St. Wenceslaus. The affordability of maintaining three campuses is somewhat staggering considering the level of ordinary revenue generated by each parish.
I believe that our parish has the capacity to increase its ordinary revenue but it will take more people contributing and those contributions at a level beyond $1 or $5 each week. To meet our budget we need at least $7,500 per week and you can see from the weekly report published in the bulletin that we are not achieving that goal. The pandemic has reduced income these past months but, even in healthier times, we have not been able to achieve our needed revenue. We have been involved in capital campaigns for the last seven years: Generations of Faith produced $801,249 for parish capital needs and To Teach Who Christ Is (now in its final year) has generated $342,823 of its $490,000 goal. This latter goal is divided: 60% for parish capital needs and 40% for Archdiocesan scholarship funds for schools and religious education programs. This campaign will end next August so we still need active participation from as many people as possible in order to reach our goal. Next week I will provide an Annual Financial Report for the past year and some information about this year’s budget. All of these facts and figures are intended to keep you aware and to give you a realistic appraisal of our situation as we proceed through the process of Renew My Church.
RMC SCENARIOS
Here are four possible scenarios for the future. Our task is to identify the strengths and weaknesses of each of these four. You are invited to offer feedback at the open parish meeting this Tuesday, Sept. 8th, at 7:00 p.m.
Scenario #1 All three parishes come together to form one new parish (newly named), with one pastor, one pastoral team, one Pastoral Council etc. Each of the three churches will be used to offer at least one Mass each weekend. Based on 2019 statistics this would create a combined October Count (weekly Mass attendance) of over 2800 people and a combined revenue of $1,263,289. All properties belong to the new parish but so do the combined operating costs. The two schools continue to operate as separate schools, as long as financially viable, or unite under one administration with each campus offering unique programs (e.g. bilingual education at St. Bart’s and STEM/Fine arts at St. Viator). Strengths? Weaknesses? How does this create parish vitality? How reasonable is that for manageability? How does this respond to demographic trends and population shifts?
Scenario #1 All three parishes come together to form one new parish (newly named), with one pastor, one pastoral team, one Pastoral Council etc. Each of the three churches will be used to offer at least one Mass each weekend. Based on 2019 statistics this would create a combined October Count (weekly Mass attendance) of over 2800 people and a combined revenue of $1,263,289. All properties belong to the new parish but so do the combined operating costs. The two schools continue to operate as separate schools, as long as financially viable, or unite under one administration with each campus offering unique programs (e.g. bilingual education at St. Bart’s and STEM/Fine arts at St. Viator). Strengths? Weaknesses? How does this create parish vitality? How reasonable is that for manageability? How does this respond to demographic trends and population shifts?
Scenario #2 All three parishes form one new parish (newly named) with two churches (St. Viator and St. Bartholomew) continuing to have regularly scheduled Sunday Masses. St. Wenceslaus does not have a regularly scheduled Sunday Mass and moves toward formal closure. The new parish has one pastor, one pastoral team, and one Pastoral Council, etc. October counts and combined revenue remain similar to #1 unless parishion- ers from St. Wenceslaus choose to find other worship communities and do not participate in the new parish. In both #1 or #2 the estimated architectural and engineering study pro- jects over $3 million dollars in capital needs for the three campuses and nearly $1.1 million just for the three church buildings. Projected capital costs for the St. Viator campus are $1,269, 050, for St. Bartholomew $1,263,375, and St. Wenceslaus $607,900. School op- tions remain the same as in #1. Income from other use of St. Wenceslaus property could generate revenue. Strengths? Weaknesses? How does this create greater parish vitality? Pastoral manageability?
Scenario #3 St. Viator and St. Wenceslaus unite to form one new parish and St. Bartholomew discerns with another grouping in order to promote Hispanic ministry moving west into other parishes. The new parish (newly named) continues to use both churches for regularly scheduled Sunday Masses. The combined October Count could be 1,772 weekly and an annual revenue of $822,792. One pastor, one Pastoral Team, and combined Pastoral and Finance Councils from the two current parishes. St. Viator School would be the parish school for the combined new parish. Combined Capital needs for the two parishes would be $1.85 million; just for the two churches would be $500,000.Strengths? Weaknesses? How does this create greater parish vitality? Pastoral manageability?
Scenario #4 St. Viator and St. Wenceslaus unite as one parish using St. Viator church as the one parish church holding all Sun- day Masses. St. Wenceslaus does not host Sunday Masses and moves toward formal closure. The united parish could be newly named or retain the name of St. Viator. Most statistics remain the same as #3 but other use of the St. Wenceslaus property could generate new revenue for the new parish. Combined revenue assumes that St. Wenceslaus parishioners will choose to join the new parish and will not choose another worship community. St. Bartholomew joins another grouping for the purpose of expanding Hispanic ministry into other parishes in the northwest areas. Strengths? Weaknesses? How does this respond to chang- ing demographics and population shifts? How does it challenge the grouping to move beyond maintaining current structures to invest a higher percentage of time and resources in ministry?
Scenario #3 St. Viator and St. Wenceslaus unite to form one new parish and St. Bartholomew discerns with another grouping in order to promote Hispanic ministry moving west into other parishes. The new parish (newly named) continues to use both churches for regularly scheduled Sunday Masses. The combined October Count could be 1,772 weekly and an annual revenue of $822,792. One pastor, one Pastoral Team, and combined Pastoral and Finance Councils from the two current parishes. St. Viator School would be the parish school for the combined new parish. Combined Capital needs for the two parishes would be $1.85 million; just for the two churches would be $500,000.Strengths? Weaknesses? How does this create greater parish vitality? Pastoral manageability?
Scenario #4 St. Viator and St. Wenceslaus unite as one parish using St. Viator church as the one parish church holding all Sun- day Masses. St. Wenceslaus does not host Sunday Masses and moves toward formal closure. The united parish could be newly named or retain the name of St. Viator. Most statistics remain the same as #3 but other use of the St. Wenceslaus property could generate new revenue for the new parish. Combined revenue assumes that St. Wenceslaus parishioners will choose to join the new parish and will not choose another worship community. St. Bartholomew joins another grouping for the purpose of expanding Hispanic ministry into other parishes in the northwest areas. Strengths? Weaknesses? How does this respond to chang- ing demographics and population shifts? How does it challenge the grouping to move beyond maintaining current structures to invest a higher percentage of time and resources in ministry?
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Adopt a Family Event 2018
Adopt a Family would like to extend 101 Thank You’s from our 101 Families who enjoyed an afternoon full of presents and treats! Thank You to our generous shoppers, bakers and elves who pitched in to make this a special day for local families in need of help. An extra thanks to our Youth Group, Teen Club, Girl Scouts and Parent Association! Merry Christmas!