As we build out the administration commission and develop a short term and long range plan for our facilities, our staffing, and our campus, have a model to follow for projects is import. A common procedure defining a proposal will enhance communication and allow for effective time and resource management. Parish leadership and the parishioners themselves play a role in consultation and planning to ensure that the impact of a proposal is well-defined. All the initiatives that come from the commissions, the councils  or parish staff ought to follow a common procedure for pastoral planning and the communication of these plans to others. This procedure is intended to minimize conflicting situations where some do not know or understand what another is doing. It is to avoid conflict over the shared resources that are available, and also play a positive role in enhancing the image of the parish as one that exemplifies enthusiasm for building up the church and wise stewardship of resources. Diocesan approval and cooperation is much easier when a project is well-defined. Ultimately it puts into practice the Gospel recommendation to put in place a firm foundation. Here are some points to consider for all of us as we begin to reflect on future development of our campus, our personnel resources, and our infrastructure systems.
1. Project Proposal Title: Use terms that expand the definition of the project rather than constrict immediately to one solution. For example “Fix the cracks in the Washington Street sidewalk”  is a material focused title and doesn’t indicate the human scope of the project. Better would be “Ensure that all sidewalks are safe and accessible.”
2. Commission or Council Responsible: The parish has four pastoral commissions:  the Worship, Education, Social Concerns, Administration. There are four advisory councils to the pastor:  Stewardship, Parish Pastoral, School Advisory, and Finance.  Every project or initiative must originate from or have ownership by one of these commissions or councils. Ideally no one individual comes up with a proposal, but instead directs that initiative in the context of an existing leadership structure.
3. Key responsibilities and roles:  Even though one person may not take on the sole ownership or sponsorship of a project, each project must have a designated leader to ensure that a project is directed toward completion or withdrawal. Other leadership roles required by a project should also be defined.
4. Objective:  Buying a new rectory is not an objective in itself. “Providing a suitable home for the pastor” is a more general objective that people can all agree on and it doesn’t limit itself to a pre-conceived solution. How one accomplishes this objective then is left to those who undertake the proposal. One part of developing an objective is to concretely state the problems that need solutions.
5. Scope:  The scope of the project answers the question for whom? Within what time frame? And where will this take place? Projects that affect the most people, using the least amount of resources within the shortest period of time can be very effective, but in practice are very rare. Balancing these scopes will be the hard work of the sponsoring group. Safety, security, mobility, aesthetics, development, spiritual, ecclesial, evangelization, and health and well-being are all parts of the scope to be considered. 
6. Commission Values at Work: Each commission or council’s  charter contains a set of values that guides its work. Conflict resolution and resource management are easiest when a common set of values is recognized and made operational in the work of individuals and a group. With clearly specified values at work in a project, more people will be able to support the project and contribute their assistance. 
7. Deliverables: In the business world, a deliverable is achieved when a customer or client receives the product or uses the service. Deliverables are not just limited to the production of things or bringing a service on line. An event can be a deliverable or a new facility can be a deliverable. Ultimately, a deliverable is the visible and measurable object or activity that assists in completing the objective of the project. 
8. Adherence to Parish Mission: Paul saw his own mission as preaching Chris crucified, raised and seated at the Father’s right hand. Paul defended his deliverable in this way:   “If Christ had not been raised, then our preaching is in vain, and your faith would also have been in vain.” Every project or proposal must in some way support the parish mission to preach the person and message of Jesus Christ through word,  sacrament and charity in our local community.
9. Budget:  Each commission and area of pastoral activity has a specific amount designated for its normal operations throughout the year. The parish also designates a portion of the budget for capital improvement projects. Any project or initiative that is beyond the budgeted financial resources for that commission during a year’s time requires extra planning in the months when the yearly budget is developed. All projects over $25,000 must be approved by the Bishop and meet diocesan guidelines. 
10. Schedule: Time management is an essential part of every project. Modern decision making theory can be organized into  four components in the decision making cycle:  observe, orient, decide, and act. Time must be set aside for each part of the process. When we observe, we collect all essential and available information regarding our objective. In orientation, we organize the information from our observation and array our resources in distinct ways to respond to our observations. Observation and orientation should take at least two sessions of commission meetings or the equivalent to ensure that adequate time is given for input and advice. Decision making is a critical step when we define and initiate a response to our planning. We specify the things we will do and the things we will not do. Only then can we act.
Resource Procurement and Risk Assessment:  Beyond financial resources, every project requires other kinds of resources and has the potential for unbalancing programs and projects that are already in place. For example, as the parish considers the status of the rectory, we must understand the impact that would have on weekend Masses, the school day,  access of emergency equipment, office hours, noise and smell. This is where due diligence is required to ensure we have a safe operating environment and the persons affected by the project have ample time to prepare.