1

Personal Reflection
Survey Instrument: Faith-Based Organizations (2025)

Suranga Gunasekera OMI

Faculty of Education, Fordham University

ASGE 6461: Critical Issues in Educational Leadership

Dr. Gerald Cattaro

June 01, 2025

Introduction

Through the analysis of this investigative tool on religious organizations, I have been able to

deeply reflect on the common challenges faced by three distinct types of institutions: religious

organizations, Catholic higher education, and K-12 Catholic schools. As a religious priest,

involved directly in a religious institution, a seminary, I recognize that these challenges are not

merely theoretical but represent daily realities that require a strategic and thoughtful response.

Comparison between the Three Institutions

What strikes me most is how all three types of institutions struggle to maintain their religious

identity in an increasingly secularized world. As a priest, I see this tension daily: on one hand,

the pressure to adapt to contemporary cultural expectations, on the other, the necessity to remain

true to the core values of our tradition. Religious organizations, like seminaris, seem to face this

challenge through 'cultural and theological pressures,' while educational institutions - both

university and school - experience it as a struggle against 'secularization.' Personally, I believe

this is the most crucial challenge of our time: how to remain authentically religious without

becoming culturally irrelevant.

All three categories identify financial sustainability as a central concern. This leads me to reflect

on my direct experience: I have seen too many religious institutions close or compromise their

mission due to economic difficulties. The decrease in donations, the increase in operating costs,

and in the case of schools, limited economic accessibility, create a vicious circle that threatens

the very survival of these institutions. Another recurring theme is the difficulty in recruiting and

retaining leaders and staff aligned with the mission. This is a challenge I feel particularly close
 3

to: finding people who not only have the necessary professional skills but who also share a

passion for the institution's religious mission has become increasingly difficult.

Significant Concerns

What worries me most is the difficulty in engaging young people. Religious organizations

identify 'youth engagement' as increasingly difficult, while higher education institutions speak of

'lower birth rates and weakening religious affiliation'. This is not just a numbers issue, but one of

cultural and spiritual continuity. Increasing legal and political pressures represent a real threat to

religious freedom. As a leader, I often find myself navigating between government compliance

and loyalty to religious principles, a tension that requires wisdom and courage.

The adaptation to digital platforms, accelerated by the pandemic, presents unique challenges for

religious institutions. How can spiritual formation and community be preserved through digital

means? This is a question I constantly ask myself. Furthermore, I see increasingly acute tensions

emerging around issues of diversity, equity, and inclusion, particularly evident in educational

institutions that must balance efforts of inclusivity with fidelity to religious teachings.

My Recommendations

To tackle the financial crisis, I believe it is essential to develop diversified sustainability models.

Religious organizations should develop multiple sources of income through community services

and local partnerships, while higher education institutions could explore continuing education

programs and partnerships with the private sector. For K-12 schools, scholarship programs and

partnerships with parishes could enhance accessibility while maintaining financial sustainability.

Regarding staff recruitment, I suggest creating mentorship programs for young leaders and

developing continuous training paths that integrate professional skills and spiritual training. It is
 4

essential to establish partnerships with seminaries and Catholic universities for recruitment and

to offer competitive compensation packages that include mission-related benefits.

For youth engagement, we need to use social media and digital platforms strategically and

authentically, create youth leadership programs with real responsibilities, and develop curricula

that connect faith and contemporary social issues. Service learning programs can effectively link

social action and spiritual formation.

Finally, to manage legal and cultural pressures, it is crucial to invest in specialized legal counsel

in religious freedom, create collaborative networks among religious institutions to share

resources and strategies, develop proactive public communication, and train staff and leadership

on how to navigate sensitive issues while maintaining integrity.

Conclusion

My reflection on these three types of religious institutions leads me to a fundamental conclusion:

while the challenges are real and significant, they also represent opportunities for authentic

renewal. As leaders, our task is not simply to survive these changes, but to use them as catalysts

for a deeper and more relevant mission. The key to success lies in the ability to remain true to

our core gospel values while embracing strategic innovations. This requires courage, wisdom,

and above all, a deep trust in the lasting validity of our religious mission in the contemporary

world.