Models

Another possibility when parishes are financially viable, but small, and there are not enough priests to staff each of the parishes, is the linking of geographically proximate parishes into clusters. In this model a pastor is given the responsibility for two or three parishes.  

In this model, the pastor divides his time between 2 -3 communities to provide for their sacramental and pastoral needs.  He travels to celebrate liturgy in each parish on the weekend but, in accord with Church law, he may not celebrate more than three weekend liturgies. 

As such, the number of Masses and their times are adjusted.  Given the difficulties inherent in providing pastoral care to parish clusters, new staff usually needs to be added, such as a parish administrator, a business administrator, and/or a parish ministry coordinator for one or more of the sites, with each parish assuming a just portion of salary and benefit costs. A reasonable sacramental, liturgical, and pastoral work load and travel schedule for the pastor is essential.

Existing parish pastoral and finance councils, worship sites and budgets are retained, but there is increased collaboration between the parishes in the cluster, with parish organizations and activities of the cluster combined to the extent possible.   In addition, the Mass schedule is adjusted so the pastor would regularly celebrate no more than three Sunday liturgies on a weekend.

When there is not a resident priest in the parish the Church in unusual circumstances allows for a director of parish life to assume the pastoral care of a financially viable parish or parishes in all the areas of pastoral care usually entrusted to a pastor except those restricted by Church law or diocesan policy. The director of parish life is a deacon, religious, or lay person who has been appointed by the bishop to assume this ministry.  

In addition to the Director of Parish Life, the Bishop appoints a non-resident canonical pastor who provides oversight, and who supports and collaborates with the Director of Parish Life.  A non-resident sacramental priest is assigned to celebrate liturgy and address the other sacramental needs. He, too, collaborates with the Director of Parish Life. The Director of Parish Life always defers to the authority of the Bishop, but works with the Vicar for Clergy and the Priests Personnel Office.

If there has been no change in parish configuration, the community remains and is made up of the same parishioners. The parishioners worship in their same church building.  The parish community remains intact, keeping its name and same location, an office, a pastoral council, finance council, the church facilities, its own budget and finances, but there is a pastor designated for canonical functioning and another priest who comes to celebrate liturgy.

A merger brings two or more parishes together to form one larger parish. There is no limit to the number of parishes that might merge to form a single parish. The merged parish might use a current church site or even build a new church in a central location. A merged parish might use the church building from one site and buildings from the other parishes at another site. In a merger, both the assets and liabilities of participating parishes are united and become the responsibility of the merged parish. Since the merger results in a new parish, one pastor is assigned (and, if needed, an additional part-time or full-time parochial vicar).

This model is beneficial in instances where there are not enough priests to staff the current number of parishes, where parishes are close or relatively close together, where there are rising costs and debt, and where there are diminishing numbers of parishioners and declining Mass attendance, such that it does not warrant keeping multiple worship sites open.

The merged, expanded parish, meanwhile, can provide more human and material resources, more energy, and often more diversity. Ministry programs are developed and carried out by paid, professionals who will assist the parish in advancing key pastoral priorities, including lifelong faith formation and youth ministry, in that area of the diocese.

One budget is created with one new pastoral council and one new finance council, with representation from each of the parishes involved in the merger.

Meanwhile, unused church facilities and buildings acquired through the merger will need to be studied for other use or for possible sale. Some buildings will be kept; some will likely be sold or rented to help with any debts brought by parishes to the merger.  The diocese itself does not benefit in any way from the sale of property or real estate.  All assets and liabilities belong to the merged parish.

Church law also allows for the pastoral care of several parishes to be entrusted to a team of priests. In this model one priest is assigned by the bishop as the pastor/moderator of a team of priests. He directs the overall pastoral care and is responsible to the bishop.   In this model, there are fewer priests than parishes.

Competent deacons, religious or laity can be added to the pastoral team. This model is more likely to be chosen when there are multiple parishes in close proximity, such as in an urban area, when the churches are facing similar, local societal issues, but few Catholics filling the pews, or when there simply there aren't enough priests to staff all the parishes.

Early steps in the development of this model may include some merging or clustering of parishes to reduce the number of facilities to be maintained. Collaborating under one pastor to develop plans and strategies to address common issues in an urban area could result in far greater impact than working alone.

They might share other professional personnel such as pastoral assistant, business administrator, youth minister, liturgy coordinator, DRE, and they would share a just portion of salary and benefit costs.  A cooperative sharing of schedules for weekend and daily masses, religious education, festival dates, Christmas, and Holy Week and Easter liturgies, would be likely, depending on the number of priests and parishes

This model requires a high degree of organization, communication, collaboration, and accountability since responsibility is dispersed.