2030 Commission Report – Recommendations


The present document addresses two main areas:

  1. Mission
  2. Operational planning

1 – Mission

In fulfilling this mission, CAPP is guided by and wants to achieve the following 7 goals:

  1. Knowledge: Promote informed knowledge of the social teachings of the Church and of the activity of the Holy See among its members and other motivated Catholics and non-Catholics, especially, but not only, academic, business, financial, political, and other professional leaders. In doing so FCAPP aims to be fully aware of Church teachings in the current social environment; ensuring we maintain a gospel centric reading of complex human, social and political relations occurring and developing day by day in the present context. Special focus will be on Pope Francis charge that we rethink economics, politics, education, growth and progress to develop new ways to overcome poverty and inequality, ecological and social-economic crises, difficulties transitioning to the digital world, and in rebuilding a more just world in the post-pandemic era.
  2. Dissemination: Organize conferences, consultations, educational programs and other initiatives.

Special attention will be given to introducing the work of the Foundation to young people, professionals and students alike, with the goal of motivating them to understand and apply the principles of their faith as they meet the social and economic realities they do and will face.

  1. Implementation: Inform and inspire motivated persons to internalize and apply the Church’s teachings within their daily work and in their spheres of influence and control. Also, to help lay people form their consciences on the principle of CST and support their initiatives to implement it in the various segments of society.

Special attention will be given to work with business leaders to promote the common good by creating and maintaining “virtuous” firms and ethical practices in all areas of local, national and international economies. Focus here will be on the demands for dignified work for all and recognition of a firm’s social obligations, shareholder/stakeholder issues, and the just distribution of wealth within the firm, its local communities, its nation(s) and the world.

  1. Charity: Support the various charitable activities of the Holy See through individual contributions of funds and services, as well as organizing and supporting related fund-raising activities.
  2. Collaboration: Collaborate with the Vatican Dicasteries and Catholic Dioceses worldwide, Catholic colleges and Universities, Religious orders of men and women, Lay Catholic communities and movements, and organizations with similar objectives to disseminate, promote and apply CST.
  3. Education/ research: Promote the inclusion of the principles of CST at every level of education to assist in the formation of virtuous citizens attentive to the Common Good. Also, to support the advanced study of and the scholarly production related to CST at the highest academic levels worldwide, with some emphasis on a “new humanism” grounded in CST.
  4. Expansion: Foster the expansion of chapters, memberships, and activities. This will focus on currently active locations as well as also commit us to efforts to expand to other nations, including those with developed, developing, or “failed” economies.
  5. The Operational Plan
  6. Organization

The Commission proposes to the Board to:

– Evaluate the possibility of supporting the Central office with volunteers coordinated by the Secretary General in order to strengthen the structure without increasing the costs.

– Assign the responsibility to follow the internationalization, the strategic contacts with the media and the fundraising to members of the Board assisted by the General Secretary.

– Examine ways by which the expertise in the Advisory Board can be utilized to its full potential including making more and better use of technology to facilitate virtual meetings, discussions and reflections on those topics that the Foundation considers to be intrinsic to its mission and in line with the Holy Father’s priorities.

– Give concrete guidelines for the creation of new local groups: considering location, governance and financial aspects. Local-national groups are the operational “arm” through which the Foundation acts. If fully functional, they can make important contribution to the success of the Foundation. These groups need to increase the quality of their meetings, as the members’ questionnaire shows, and revitalize their links with the local Church. Also requests to create independent entities must be carefully examined for implications of governance, economic factors and conformity with the Foundation’s mission. Direction and form of regulation require we reconcile the need for centrally directed program/approaches and the creativity of the groups.

– Evaluate the efficacy of and opportunities concerning use of external consultancy.

– Review and streamline all the current procedures and regulations with a view to simplification.

In pursuit of our statutory purposes the Commission considers very important for members to be more involved and to operate in a way more open to:

– the secular world; to reach a wide audience with an aim to evangelization, openness and universalism;

– the Holy see, Vatican Dicasteries, local churches, dioceses and Bishops Conferences.

To support contacts, exchange opinions and acquire an assessment of the work of the Foundation, the Commission proposes to increase involvement of members via virtual meetings, at least twice a year, and other appropriate means.

  1. Activities

The Commission considers it would be useful to evaluate the following proposals:

– To maintain the International Convention as an annual event.

Invite also people belonging to Christian confessions other than the Catholic Church to our conferences with special reference to the Anglican, other Protestant and the Orthodox churches. Consideration should also be given to inviting representatives of non-Christian religions, particularly those of the Abrahamic faiths.

– To make the Consultation biennial, as already approved by the Board. In addition, the Commission suggests every third Consultation be organized outside Europe: financial sustainability to be assessed.  Consider the possibility to finance the event with sponsorships.

– Request annual plans for local and national groups activities to be presented to the Board by November of the previous year. In case of National Group conferences requiring FCAPP funds an estimated budget has to be presented (as a rule, groups must bear the cost of their initiatives).

– Interlocutors of CAPP meetings should represent a broad sprectrum, including women and men, variety of ethnical groups and geographical locations.

– Assess using FCAPP’s web site for dissemination of CST but: content control is critical and must be addressed ex ante. Also improve website whenever economically sustainable also looking at other experience like the case of CAPP USA website is.

– Evaluate the Foundation’s biennial publication of a book collecting contributions during conferences, conventions, consultations in light of its cost-benefit and its effectiveness bearing in mind that all documents are already available on the website and most speakers’ intervention are actually also video-recorded. (A Director can be appointed, together with the Secretary General, to identify how to make the publication more attractive and widely used with the goal of reporting to the Board within three months). Alternative forms of dissemination should also be considered. In general it is appropriate to have more documents on line.

– Refocus the biennial Statement as an accountability and promotional/aspirational tool in which the Foundation indicates the concrete actions it has carried out, their impact, as well as identify new, planned initiatives.

– To give greater emphasis to the work of CAPP relations with the media should be nurtured. We could consider appointing a member of the Board, together with the Secretary General, to oversee/generate improved contacts with the media.

– Evaluate the revised Biennial International Economy and Society Award in light of the results achieved.

– Special attention must be given to address and involve young people in our initiative. We should identify ways to work with university and secondary students and alumni groups, etc. (these initiatives should also be made by local/national groups)

– With regard to the Youth Group, it is necessary to understand how to ensure its efficacy promoting further its involvement with FCAPP.

– Additional effort should be devoted to increase the share of women within the Foundation’ membership.

– Evaluate the possibility of developing courses in CST in countries other than Italy and the USA.

– Develop structured collaboration with Universities and schools in each region with the express purpose of promoting CST /Catholic Social Ethics. This is particularly important. The Commission looks favorably on the creation of an Alliance with the Catholic Universities. Similar collaborations with Catholic secondary and primary school should be considered. Evaluate the possibility and sustainability to develop/implement relevant programs aimed at the faculty, students and the parents (of primary and secondary school students)

– Identify ways to increase interaction with the external world through, inter alia, meetings with business leaders at the local and national levels. Businesses are fundamental actors in the development of the integral ecology.

Practical examples of successful companies, initiatives and individuals who have been able to put CST into practice are fundamental and foundational; with those of “virtuous” companies being particularly so. Our meetings should provide significant space for testimonials from such companies and individuals who have adopted and applied ethical standards and practices consistent with the principle of CST.

– Develop contacts with Institutes of Directors or similar organizations at local or international levels.

– Have more frequent and systematic connections with business associations (especially because of the currently small number of entrepreneurs among CAPP members).

– Address special attention to the decision makers and decision takers, including those who participate in local, national or international politics.

– Increase collaboration with “like-minded groups”, to stimulate synergies and increase the impact of our Church’s message, (for example UNIAPAC).

– Explore collaboration with other related but distinct Church Groups on the basis of CST.

– Establish a dialogue with leading thought leaders/practitioners on impact investing and Islamic Finance with a view of exploring collaboration with respect to CST and the Laudato Si’ agenda.

– Develop structured contact with Vatican Dicasteries and other Vatican foundations. (FCAPP is already in contact with the “Gravissimum Educationis Foundation”, the Dicastery for Promoting Integral Human Development and with the Pontifical Academy of Social Sciences, but not on a structured basis).

– Be more active in understanding the Church’s circumstances and challenges in the different regions of the world.

– Transmit the CST in terms that relate to the individual challenges of each region with regards to: stewardship, accountability, impact investing, poverty, inequality, and inclusion. Environmental Social and Governance (ESG) can be a good tool in the development of humankind and the common good.

– Monitor progress and propose corrective action where appropriate. Try to obtain concrete and reliable feedback from laity, schools and universities, and other data sources in the different regions.

– Study how to concretely measure the impact of the Foundation’s activity.

III. Issues

The Commission proposes to continue to work to translate Pope Frances’ messages into concrete, measurable, short and medium term objectives for CAPP. In doing so we need to:

– identify concrete ways to realize new models of social-economic progress in the digital era and inspired by the integral ecology. In this process special attention should be made by the groups to specific challenges of their region/ area;

– retain special focus on the environmental and pandemic crises;

– highlight the particular relevance that should be given to the role of education and the inclusion of women;

– identify and “prioritize” the important issues in relation to the different regions and, wherever possible, seek to harmonize thinking and action.

  1. Internationalization

The Commission suggests that the Foundation:

– keep track of the demographic trends in the world to orientate, as part of the Church, its strategy

enhance its presence in East Europe, South Asia, Africa, Latin America and Canada according to the present common country/regional rules. Identify and enlist 5 people (men and women), 1 or 2 key institutions and an Ecclesiastical Counsellor to promote this process.

This expansion should take place through:

  1. a) the engagement of some members of the Foundation who already have contacts in these areas;
  2. b) targeting productive contacts and institutions in each region whilst recognizing the importance of centers of Catholic faithful;
  3. c) establishing and activating cooperation with leading Catholic schools and universities in each region – particularly where substantial Catholic populations exist (eg the Philippines) with the express purpose of promoting Catholic Social Teaching. An active program of meetings with children’s parents associations since primary schools – particularly in Asian, African and Latin American countries – should be planned and organized in concrete according to a specific agenda
  4. d) establishing new Foundation Chapters (initially perhaps regional and where feasible by country) in South Asia, Africa and South America and other Catholic populations eg in Eastern Europe;
  5. e) working out a practical common country / regional approach initially identifying say 4 people (men and women) and 1 or 2 key institutions and advising on essential source of CST and commentary on lead issues;
  6. f) over time identify and seek cooperation and work on funding by country/region and seeking the attendance at the annual Rome CAPP meeting of country/region representatives from Asia, Africa and South America;
  7. g) reviewing new initiatives in the developed world (eg Canada, Poland and Australia);
  8. h) explore collaboration with other related as well as distinct Church groups on the value and utility of CST, including initiatives based on Catholic Social Teaching with the Greek Orthodox Church;
  9. i) Where feasible establish appropriate dialogues with thought influencers/practitioners on Catholic Social Teaching and the Laudato Si’ agenda;
  10. j) contacts with the Curia – Secretariat of State Section II in particular – to avoid risks and strictly comply with Vatican Financial Information Authority rules, in conformity with Vatican Law CCXI;
  11. k) contacts with the relevant Cardinals when they are in Rome;

l)- carry out a reflection on governance of national groups.

  1. Economic and Financial aspects

The Commission recommends:

  • Evaluate alternative investment strategies, including revision of APSA mandate to manage Foundation assets;


  • Implement strategy to minimize risks by reviewing whenever necessary current investment guidelines;


  • Assess FCAPP initiatives and events based on availability of financial resources and identify ways to enhance these (i.e., search for new funding sources and particularly sponsors);


  • Increase the number of active members (paying attention, of course, to FCAPP’s professional and integrity requirements, focusing on an overall balance membership composition by job function – entrepreneurs, politicians, professionals, academics, etc, – and economic sector);


  • Review the structure of members’ fees and donations;


  • Develop innovative forms of fundraising; activate research of sponsors specially to support specific initiatives; to be considered the possibility to assign a Board member, or a member of the Foundation, to the task together with the Secretary General;


  • Evaluate the feasibility to operate according to a zero based budget, in order to realize possible cost cutting, and/or developing budgets on shorter than yearly time frames.