1. Social Ministry Community

Review of current Mission The purpose of the Social Ministries Community is to provide members of Saint James a concrete way to demonstrate their faith and to view Christ incarnate in the world around us. The Social Ministries Community investigates and helps to implement projects with specific guidelines. The criteria considered includes identifying a genuine need, ascertaining accessibility, and evaluating available resources. We support Paul's Place Community Kitchen and literacy programs. We have supported simple but vital things such as bus passes for the women of East Baltimore to attend Caroline Center. We fundraise for air passage for nurses to travel to Ecuador for medical and dental outreach. We have renovated houses in Collington Square. Our "Chuckwagon Team" serves lunch to 500 residents of Collington Square twice a year. Our dream is to purchase with some special gifts our own "Chuckwagon", or trailered grill, to use for these as well as parish events. Two new projects began in 2001 - 2002. "Ark Angel" delivered Christmas gifts to homeless children at the Ark. The Academy participated by making gift boxes. "Wee Talk" is a one-on-one mentoring program at the Ark which focuses on basic communication skills. We hope to include the Youth Group in Ark Angel and some Collington projects in the future. Places of Mission We need to balance our mission among our congregation, community, the Academy, and the world. This includes cementing in myriad ways our strong relationship with our Academy. We should empower and focus our Social Ministries efforts so they will not become diffuse and lose impact. Response to Data We studied the data provided in our June meeting, revising the Places of Mission and Review to reflect current programs. Volunteering in the SMC programs puts many of the Percept concerns in a different perspective, helping us as we help others. We have expanded our mission, but have focused our projects to Paul's Place and the Collington Square area of East Baltimore. As the population of our congregation ages, we are encouraged that more parishioners will find time for volunteer service.

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2. Saint James Men's Community

Mission Statement: The mission of the men's community of Saint James is to provide a vehicle for men to gather together for, Prayer, Bible study, mentoring, and fund raising activities. The community includes all men of Saint James as well as any one who would like to join in any of our activities. In order to be an active member one only has to make himself aware of upcoming opportunities by signing up to receive the men's organization newsletter. Most men will than engage themselves in those activities they feel best suits their individual needs, talents and time availability. Specifically the opportunities for all men are as follows. Prayer and Bible study: A men's prayer meetings is usually held once every mouth or so as long as a volunteer comes forward to offer their services as a leader. The meeting is usually held at someone's home, not necessarily the meeting's leader, and some light refreshment is severed. The meetings are held between 7:00 pm and 9:00 pm. Three lessons or chosen from the calendar reflecting the following Sunday's reading's and are read reflectively by the group. After each lesson is read the leader will ask relative questions and the discussion begins. Participant's Knowledge of the bible range from very little to quite a lot. Participation in the discussion although not required usually has nothing to do with ones specific knowledge but more of how the lesson just read relates to their lives and how you feel. The group is always supportive of one other and a great way to get to know yourself as you get to know the men of your community. The size of this meeting varies greatly as dose the consistency of participation. This provides for an ever-changing dynamic experience. Retreats: Once or twice a year our men's organization chaplain will organize an overnight retreat. Ten to fifteen men are usually in attendance. The retreat may take the form of the prayer meeting by chousing scripture based on the church calendar or may present a special theme. This time is set aside for men to use as they chose whether it is lively discussion over the lessons, spending time alone, talking with other men or caching up on well deserved sleep. Mentoring: The site of men in aprons cooking pancakes for our community is certainly a strong and positive example for our youth. Recently a desire has been expressed to expand this influence in different ways. A small committee has been formed to explore an education role for the Civil War reenactment scheduled for the fall of 2003. Included in this planing is the development of a relationship between the school and the Men's community. The challenges we face are finding ways to involve more men from the school and to find avenues of communication with the schools administration. The group will be asking the help of the clergy to insist in this endeavor. It is our plan to make permanent this relationship for all future opportunities the Men's Community may provide to the school and all the children of Saint James. Fund Raising: The men's Community host two Pancake Breakfasts, one in the fall and one on Mothers day. Revenue is generated from donations for the breakfast and corporate donations in the form of food or checks. The money raised from these two events goes to the church to help support all other ministries and other outreach programs directed by the vestry of Saint James. Long range plans include a yearly special event the first of which is the Civil War reenactment planed for the fall of 2003. Support from the Vestry is requested in the amount of $8000.00 by yearly to finance each special event. A short business plan will be submitted to the vestry listing our estimated cost and the expected return. It is hoped that this amount of money could be set aside every other year so that the plan could be submitted mid budget for approval. This will allow flexibility in planning ether spring or fall events. Organization: Presently the Leadership consists of one Chairman and several co-chairs. The long-range plan is to establish a committee chairman to handle each of the different functions of the community leaving the Chairman as the coordinator of each function as well as the lesson to the vestry and all other missions of the church. For example, it was discovered that some of the food donated to the men's community by our many local businesses could be used by other communities with just a small amount of cross community communication. This eliminated waste while discovering mutual needs. By establishing a few committee chairmen or co-chairs within the organization succession of the leadership should take place smoothly and with a grater level of support from within the group. Setting up this type of organization is made easier with the advent of the by yearly "special function". Term of each chairman should overlap and be a period of two years. Challenges: The biggest challenge of the men's organization is to get more men to singe up by providing their e-mail or snail mail addresses without fear of feeling tied down or forever committed to working over hot gills and stoves. As stated in our mission statement there are many opportunities for all men to participate in the Lords work. All men currently engaged in the men's community understand the time constants placed on each one of us. Being an active member of the Saint James Men's Community is an opportunity to become a part of not-tied-down to a living and active Christian fellowship.

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3. Child Ministries and Education

The list of anticipated issues and needs generated by the Long Range Planning process, and subsequent comments solicited from the parish membership, indicate that we value community; desire opportunities for spiritual growth; want to emphasize evangelism, hospitality and incorporation; and feel that worship and faith development is primary. Our Sunday School program is part of how we address these needs now, and in the future. Our Sunday School is smaller than it has been in past years. This is no surprise, our current census reflects the demographic data we have received from PERCEPT. We had a "bubble" of school aged children pass through Saint James and there are now fewer Sunday School aged children per household in our immediate area. In addition, our programs have also shifted emphasis and age range in response to decisions we have made about Confirmation preparation and Youth Group. These two are handled as separate programs with their own clergy leadership and lay teams, but each remains in close communication with our Sunday School Coordinator to facilitate clear communication and coordination with other parts of our Christian Education for children program. A report on Youth Group and Confirmation has been submitted separately. Although the trend of even fewer children in our immediate area is projected, we cannot know the reality until it arrives. Birthrates are often influenced by things we cannot foresee, as are changes in the nature or density of populations. We draw from a wide area even now. Community and programs that work cause people to come considerable distance, especially if it has perceived value for children What we offer is under our control, other things are not. What we offer currently is a response to the perceived needs, an ongoing attempt to listen faithfully to where God may be leading us, and built upon the willingness and skills of current members. Our Sunday School currently provides programs for children from Cribbery through the Fifth grade. We use both ECC (Episcopal Children's Curriculum) and Godly Play. There is new energy in the Godly Play program and we have been adapting it for broader use. We intend to use Godly Play full-time for half our classes by January 2003. We are clear that communication is key in a time of transition and have arranged to have newsletter articles and bulletin announcements to keep the congregation current. Godly Play is liturgical and contemplative in its conception and delivery. It is appropriate for smaller classes. The program incorporates new children well and helps to form community. As half of our Sunday School children are SJA students we are actively exploring the synergies that may develop because of the new location of our second Godly Play classroom (next to the Meditation Chapel in the Academy). We are discerning the best ways to move forward from there. This discernment will involve the Academy Long Range Planning process. The Rector's Associate and the Curate are both members of the subcommittee that looks at Spiritual Development and Discernment in that process. We will need to discover the best way to raise up and train new Godly Play teachers for our Sunday School. This training will involve some expense. We cannot define that expense until we clarify how many Godly Play classrooms, how many teachers, and how many sets of stories will be needed. We need to meet with ECC teachers and discuss how we can make Godly Play work for them. The question has raised as to whether or not the Meditation Chapel space could be used for a third location for Godly Play. Conversations are underway regarding logistics and transitional issues as we expand our use of Godly Play. As clarity comes, we will request specific support for specific projects. It is also clear that we need to provide for the needs of parents of young children in order to retain them. This means we need a Cribbery that does not require the parents of the children to staff it. It also means a commitment to provide child-care during "selected" parish events and Adult Ed. classes like the Inquirers class. Gina has written a draft of a new Sunday School Coordinator job description that includes the management of these areas as a part of the Coordinator's responsibilities. There is further communication needed among Gina, Charlie and the heads of Adult Ed. and Entertaining Angels in order to define the scope of child care more accurately. There will be funding needed. Again, there is further definition to be discerned before specific dollars can be requested. The Youth and Teen Choirs are continuing to come into focus. We have an annual calendar of scheduled times the choirs will be at the nine o'clock liturgy. It is as frequent as school breaks and holidays will allow. A musical is again planned for the spring. Growth is happening apace. The level of organization is increasing as we gain experience. We have planted and watered. Now we wait for the increase. We believe good growth is already happening. We anticipate good things to come. Our focus for the future is to expand the application of the Godly Play philosophy and approach within our Sunday School so as to teach by entering the stories. We need to pass on the tradition we have inherited; there are facts to be learned and milestones to be recognized; but we need to deepen our spiritual experience as well as gather facts. The liturgical and theological underpinnings of Godly Play will help us respond to the needs we see bubbling up. The Youth and Teen Choirs provide another place for young people to experience and express their faith. This work deserves and needs our ongoing support. We also need to build on the vision of hospitality this parish has been embracing by providing consistent child -care to support the ability of parents to participate in their own growth. There are some specific monetary requests in the 2003 budget to address new child care initiatives. There will be more in the 2004 as we resolve the direction of our Godly Play program expansion.

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4. Youth Community

Being young and inexperienced has its advantages at times, and at St. James, I've been given the opportunity to make full use of my youth and inexperience. My primary focus has been on the youth of this community, both in the parish and in the academy. My job description divides my time with youth into three main areas: the regional youth group, the confirmation program, and the middle school religion classes in the academy. To that, I would add a fourth area: hanging out with youth. The following is a summary of the development, progress, and anticipated future of these four areas. Regional Youth Group: While St. James has had an active youth group in the past, when I arrived in July there was no group that met regularly for both activities and spiritual formation. In partnership with lay leaders in this congregation, we organized a regional youth group (RYG) that currently includes adult leaders from Immanuel Episcopal Church, Glencoe, and their partner congregation, Stevenson African Methodist Episcopal Church in Sparks. Youth also attend the regional group who are affiliated with Trinity, Long Green, St. James, Parkton, as well as a few with no regular church involvement. In academic year 2001-2002, we drew primarily from the 6th, 7th, and 8th grades, consisting mainly of Academy students, but we have a growing group of public and other private school students, from grades 6-12. Our partnership with Stevenson AME has brought much-needed diversity in both adult leadership and youth involvement. We anticipate that Sherwood Episcopal Church in Cockeysville will become involved in 2002-2003. In 2001-2002 we rotated the host site between the three congregations, meeting regularly on the 2nd and 4th Sundays of the month from 4-6 pm. This year, the consensus has been to utilize St. James' facilities on a regular basis, and for other congregations to host special events and parties. We have also moved our meetings to the 1st and 3rd Sundays of each month due to the needs of our new Head to the Heart confirmation program (see below). Our RYG meetings generally consist of four half-hour modules: gathering, teaching, eating, and playing, in that order. We gather for team-building and icebreaker activities, then we have a game or activity based upon the Sunday gospel or some other spiritual/moral theme followed by a brief discussion, then we break for a snack and gather for a team sport. In 2002-2003, we have been experimenting with splitting the youth into two small groups during the teaching module-one group for grades 6-8, the other for grades 9-12. In 2001-2002, we attracted on average thirty youth each meeting, up from about a dozen at our first gathering. On Pentecost 2002, we met at St. James with the Long Green Baptist Church youth group for a combined celebration of Pentecost, with a campfire and sports night. Approximately sixty youth attended. But even without such special events, the numbers have risen over time, and I expect that as we tap into the greater potential in the area both in middle and high school, our numbers will only go up even more. In the first RYG meetings of 2002-2003, we have seen attendance in the 50s. Our growth thus far has been greatly facilitated by the leadership and participation of three wonderful high schoolers: Dan Sakamoto, who burns CDs of appropriate music to play during the eating and playing modules, and David Pitts and Elliott Buck, who as youth leaders help muster the troops and keep things fun and interesting for everyone. We have now grown to a small cadre of at least a dozen high schoolers. In 2002-2003, we moved from a clergy-driven model to a lay-driven model in RYG planning. I appointed of Immanuel Church as Regional Coordinator, and she has done an excellent job of mustering the troops. Her vision for the RYG includes the following initiatives: 1) engaging the youth in social service events and retreats, 2) reaching out to other congregations, 3) improving publicity, 4) building high school attendance, 5) providing effective resources for the spiritual lives of our youth. As an example illustrating points 1) and 3), Doreen helped organize our participation in the Crop Walk, which raised $600 for the Hereford Food Bank and other groups that help the homeless. She also submitted an article, with a photograph, to the North County News (yet to be published as of this report). My own hope for the RYG is that we can continue to integrate high schoolers into the program and retain them as active participants, not just in RYG, but in the wider life of the church and world. Such integration would include greater ownership of programming for RYG itself, which currently is done mainly by adult leaders, though we have one active high schooler who makes a consistent effort to attend and participate in our programming meetings. Confirmation Program: In 2001-2002 we were engaged in a comprehensive review of the confirmation program in place upon my arrival at St. James. Teachers had noted the loss of intimacy that necessarily accompanied the growth in the number of students preparing for confirmation, as well as the lack of consistency resulting from constantly rotating teachers through one large class. The teachers pointed out that while the diversity of teaching styles and approaches was an advantage for the students, it was offset by inconsistent classroom management policies. They further expressed the need for the students to build mentoring relationships over the course of the year with adult leaders, a process that was not facilitated by cycling teachers through the program. The Confirmation Review Team, consisting of myself, Nancy Dewlin, Lisa Fitzhugh, Larry Haislip, and Alan Wright, met several times over dinner at various team members' houses (a great fringe benefit for a bachelor curate), and thoroughly reviewed all aspects of the confirmation program, including its mission, goals, and curriculum. As a result of this review, the team decided to adopt the Faith Inkubators program known as Head to the Heart (H2H). Faith Inkubators is a Christian Education think tank run by an Evangelical Lutheran Church in America pastor, and they provide multimedia materials using PowerPoint presentations and other technology. The adoption of the H2H program led to the purchase of an A/V cart, which was given in memory of former vestryman and confirmation teacher Albert Eddy. The EddyMobile™ includes a digital projector, DVD player, VCR, speakers and amplifiers, and a state-of-the-art Macintosh titanium PowerBook. Head to the Heart meets on the 2nd and 4th Sundays of every month during the academic year from 4 to 6 PM in the Susan Tucker Moore Room (STM) and Saint James Center activity rooms. The H2H program follows a large group/small group model with adult and high school mentors. All 7th and 8th graders are expected to attend H2H in order to be confirmed at the end of 8th grade, and 6th graders are warmly welcomed to get a head start on the fun. The whole group meets for the first hour in the STM room, where they are treated to a PowerPoint theme presentation (e.g. "Jesus the Priest") along with skits, music, and other dramatic opportunities known as "creative interruptions." This first hour is hosted by the Curate (yours truly). The next 45 minutes is spent in small group, followed by a 15 minute wrap-up in the STM room. Thus far, we have 65 youth involved: 23 8th graders, 17 7th graders, 16 6th graders, and 10 9-12 graders. We also have 14 adult small group leaders in 7 small groups. Small groups meet to discuss the theme, plan creative interruptions, bond, and, perhaps most exciting, plan a monthly Youth Liturgy that rotates among the small groups. The Youth Liturgy takes place at a 9 o'clock liturgy and engages the youth in all aspects currently open to them: as lectors, acolytes, ushers, oblation bearers, prayer leaders, etc… I am currently exploring the possibility of recruiting and training confirmed high schoolers to serve as Lay Eucharistic Ministers at both the Youth Liturgies and other liturgies of the parish, perhaps branching out eventually to hospital, home, and institutional visitation. We could also have the youth present a skit or other program from time to time as a lay witness. The future direction of H2H and its Youth Liturgy component remains to be seen, as we are currently in the start-up phase of the program. Academy Catechism Classes: In addition to being the parish Curate, I am also the academy Catechist. In other words, I teach the 6th, 7th, and 8th grade Religion classes in the day school. Less than a week after my arrival in July, 2001, Heyward came into my office and announced that the Rev. Jan Hamill, who had for several years taught these classes part-time in the academy, accepted a full-time call as a priest at the Cathedral in Baltimore. Since I was previously the Chaplain and Religion Teacher to the Washington Episcopal School, teaching weekly religion classes to every grade from three year-old nursery through 8th, it made sense to everyone that I consider taking over from the Rev. Hamill. After a period of discernment, my original job description was revised to allow me to take on these teaching duties. If I were to sum up my experience in the academy, the first three words that come to mind are "I've loved it." Religion meets once a week for the entire year in 6th grade and twice a week for half the year in 7th and 8th grades, with the homerooms switching off between Religion and Latin mid-year. This year, the 6th graders are taking a course entitled "Scriptural Themes in Literature and Literary Themes in Scripture I," a study of the basic story of Christianity using the first three books of The Chronicles of Narnia by C. S. Lewis. The 7th and 8th graders are taking a transitional course this year, in that the Faith Development curriculum underwent a revision over the summer, but in 2003-2004, the 7th graders will take "Scriptural Themes in Literature and Literary Themes in Scripture II," which will continue the study of The Chronicles of Narnia by C. S. Lewis, reading books four through seven to complete the series; 8th graders will take "Scriptural Themes in Literature and Literary Themes in Scripture III," using short stories by great authors compared to Bible passages to explore the themes of covenant and temptation. This latter course was developed at Washington Episcopal School, and I have enjoyed adapting it for the St. James middle school. Thus far, the students have met the challenges of these courses with good humor and often amazing insight. I changed the course from being effort-based to letter grade-based, and introduced homework and written assignments, including book reports, creative writing projects, visual art response, and compare/contrast papers. Future directions include improving biblical literacy and the implementation of the goals of the Spiritual Development Focus Group of the Long Range Planning Committee of Saint James Academy, a copy of whose report is available upon request. Plans for Summer, 2003 include the development of study guides for the 7th and 8th grade curricula. Hanging Out: What preceded was an enumeration of my formal responsibilities. But my work with youth requires an informal ministry of presence, as well. I eat lunch from time to time with my academy students, enjoy their visits to my office, and take part in social activities as I am able. I renewed my love-hate relationship with kickball with the 8th graders, for instance. On the parish side, I've had the privilege of being with families in their homes. I've also been entertained by the cartoons that appear regularly on my office marker board. I've enjoyed the time spent getting to know both youth and their parents at coffee hour, picnics, and other social events. This part of my "job," relaxing with youth and their parents, has been one of the most rewarding of all. It began on July 22, 2001, when the parish pulled off an extraordinary welcoming picnic, complete with an incredible youth and adult rendition of "Soul Man," with new lyrics by Val Smalkin. Conclusion: In the long range, I would like to explore the formation of a Youth Ministries Community that would encompass the Saint James side of the Regional Youth Group, our Head to the Heart confirmation program, our Youth Liturgies, and possibly also some aspects of the work Val Smalkin is currently undertaking with the Teen Choir, which I believe could be better integrated into our H2H and Youth Liturgy initiatives. This initiative, however, will most likely be undertaken only after both RYG and H2H have stabilized in their adult leadership.

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5. Entertaining Angels Community

1. Help People In Their Search For A Direction In Life The Entertaining Angels community is the gateway to the congregation and functions to invite people into this healing congregation. The group thereafter would guide newcomers to the appropriate people, especially clergy, for assistance when asked or needed. 2. Changing Demographics Entertaining Angels, while cognizant of the maturing of families and households in the immediate area, acknowledges that the primary vehicle for attracting new members is the Academy. The Entertaining Angels community is itself looking for new and more diverse members on its committee, which currently consists of mothers in a two-parent household. As a community and as a part of the larger Saint James environment, a better job must be done in attracting and keeping a more diverse membership, including singles, college students and recent graduates, and older area residents. Entertaining Angels believes it will be of key importance to have consistent and dependable cribbery coverage in order to attract and keep young families. 3. Community Development We are working towards addressing this issue by announcing church activities in the North County News and with the ongoing revisions of the welcome packets. Other ideas will be explored in the coming year, including the possibility of developing some activity(s) for single parish members and senior parish members. 4. Evangelism, Hospitality, and Incorporation of New Members Several issues came out of the Entertaining Angels discussion of this topic. First is the definite need for dependable cribbery coverage to engage and support new members with young families and to serve our current members with young children. Many other aspects of our youth program have been reorganized and upgraded recently, and cribbery coverage is an area that still needs further attention. Second is the belief that nametags will be an easy and important way to promote friendliness and welcoming in both church and coffee hour. To this end, we would like to make disposable nametags available in either the pews and/or the lobby of the Parish Hall for people to use on a voluntary basis. We would also like clergy to include a new member/visitor welcome message during announcements in each liturgy, and a request to current members to apply their nametags so that visitors and new members can easily feel more welcome.

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6. Stewardship Community

We have reviewed what was referred to Stewardship from the LRP and don't feel there is a "To Do" from our group. Communication is now a separate community and Heyward's hard work on the CD is our real communication. Another suggestion was to review our mission. We do that once or twice per year. Finally, planned giving was suggested. We have looked at it from the surface and felt that we weren't ready to tackle it but it will remain on our agenda. None of these items require much funding.

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7. Pastoral Care Community

The Pastoral Care Community supplements the ongoing work of the clergy to carry the message of the presence of Christ to those who, for one reason or the other are in danger of becoming isolated from the parish family. Through direct visitation, food, fellowship, gathering of people in similar situations, workshops, worship, and prayer, the members of this community reach out to minister to those who will benefit from a compassionate heart, a listening ear, and a prayerful presence. The Lay Eucharistic ministers in the community are also able to provide communion at home for those who wish it. Spiritual growth and development are an outcome experienced by both the members of the Community and those with whom they interact and visit. It is felt that the work of this Community, both of providing care to those who need it, and supporting "primary care givers," will become increasingly important over the next several years as the general population of our ministry area ages and children move away and/or have families of their own to attend, thereby experiencing the "sandwich effect." 2002 Accomplishments A system for referral by clergy of those needing lay visitors was developed as well as a system of documentation of visits. Support for Caregivers grup was initiated. Sponsored Spiritual support for pastoral care group and shared experience with Social Ministries members. The possibility of sponsoring a Community of Hope was explored. The decision was made not to do this. 2003 Ministry Projections Continue to supplement the clergy visitation program Support Lyndy Eddy as the Ministry to the Elderly liaison. Implement "Dine In - Dine Out" program. This is a program designed to support the primary care giver by providing food and visitation to the person in need of care, thereby allowing the caregiver the opportunity for a break and a time to rejuvenate. Provide opportunity for caregivers of ill and shut-ins to meet and support and encourage each other. Provide workshops and support in other life changing situations, including loss of any kind: death, divorce, dismemberment, illness, job loss, etc. Consider branching out to do visitation in local nursing homes. Provide support and training for Pastoral Care Community Members in the form of retreats and workshops. Advertise/Publicize pastoral care opportunities: both to provide pastoral care, and to receive it.

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8. Adult Christian Education Community

Our mission statement is, "To equip the people of God for holy living in Christ in a new millennium". The members of the Adult Christian Education Community met and studied the material provided by the Vestry and the Long Range Planning Committee of Saint James. In looking at the changing nature of this community, we focused on the leveling off of numbers of school age children, the possible isolation of older people, the difficulty people have discovering the importance of a spiritual journey in the midst of a busy world, and the need for a continuity of faith development. We also incorporated the results of a questionnaire, which we had distributed over the past few weeks regarding people's issues regarding Adult Christian Education. Our members suggest the following as part of our envisioning for tomorrow: A. Focus on on-going spiritual development of people who very much need to be brought into the community of those who intentionally follow spiritual disciplines, but have trouble finding the will or the time to engage such things. Provide classes at various times and days of the week. Begin some kind of involvement with parents when they bring their teens to the new Confirmation Class on alternate Sundays from 4 to 6 PM. Make something available for home study. Call attention to our web site as a means of study. B. Provide consulting services for our Ministry Communities, committees, and other groups to teach them a simple way to do bible study and prayer at each of their meetings. C. Record Sermons and some classes for those who are shut-in or elderly and perhaps living in retirement villages some distance from St. James. Provide these tapes to the Pastoral Care Community for distribution. D. Fund and build the "EddyMobile", which will be a highly sophisticated AV Cart with a computer and projection system for the new Faith Inkubators' curricula for the Confirmation Class, the Friday Night at the Movies study, communication at parish gatherings, and for other meetings and groups. This is needed by September. E. Provide paid child care for some (but not all) Adult Ed functions. This is especially important for families coming into the church. They often have small children and need child care in order to participate. The Rector's Inquirers' Class is most in need of this service. F. Communicate better the need and the opportunity for faith development using the many and varied means available within this congregation.

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9. Wider Church Community

The issues identified for study were: It would be a good idea to place more people from Saint James in the ministry communities of the Diocese so that we can learn from others doing similar ministries and so we can pass on ideas we have developed. We need to choose delegates for Diocesan Convention each year, generally one from the parish and one from the school. There are periodic meetings of the Region of local Episcopal Churches. We should send someone. For instance, this body chooses a delegate from this area to Diocesan Council. We need to learn about the workshops and other assistance offered by the Diocese and pass on that information to the appropriate persons here. Likewise, we should make Saint James' presence known in the communities and publications of the Diocese and the North Baltimore secular organizations and press. Proposal: That the Vestry establish a Ministry Community called "Wider Church Community", which would do the following. Recommend delegates to attend the annual Diocesan Convention. One of the delegates should be from the Vestry and one might be from the Academy, providing that that person is an active member of St. James. These persons vote on issues involving the Wider Church and report information back to the Vestry, congregation, and school. The Vestry Delegate should attend Regional Meetings of representatives from other local Episcopal Churches. This would mean 2 or 3 meetings during the year. This Community will become aware of the offerings and resources of people and programs available from the Diocese or publicized by other successful Episcopal Churches. They then can be a communicator to Clergy, Community Leadership, and Vestry of Saint James on offerings and workshops as well as regarding issues, programs, and opportunities available through the Diocese and National Church. This group would help connect our Ministry Communities to the equivalent committee at the Diocesan Level and will help send our members to serve on those committees so as to enrich both the ministry of other congregations and our own. Help to communicate who we are and what we do here on this hill through the Diocesan paper, mailings, and web site, and local papers as seems appropriate.

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10. Communication Community

The Rector and Vestry are aware that these issues are vital for us to be a healthy family system and to do God's ministries in the world. As a result, we have established and empowered a very strong Ministry Community to do several things to guide us where we need to go. Initially, the vision for this committee is defined as to: Gather to establish ourselves as a Ministry Community, and begin to read pertinent scripture and to pray together. Articulate a theology and a definition of communication for ourselves and for the Vestry. Identify the ways in which we now communicate, and evaluate how effectively we do it. Investigate, research, evaluate, and report on ways in which we might better communicate (and listen) into the new century. Guide the establishment of new systems as indicated, with the consent and assistance of the Vestry, and make budget requests, as needed. Provide ongoing monitoring of our communication systems, and manage them as appropriate for the well-being of our congregation. Plan for on-going leadership development and manage community membership and training so that this committee can establish a continuing life rather than being dependent on Vestry or Clergy energy and initiative. Evaluate our work as we go and report to the Vestry. Mission Statement The Mission of the Communication Community of Saint James is to provide on-going vision, planning, and oversight of the communication systems of this Congregation, both in distributing information and in listening to our members and sub-communities. Means by which we communicate As our task inherently involved long range planning, we began by brain storming the many ways in which the organism of Saint James now communicates. More about this later; the list follows: Inbound Communication Email Voice mail Telephone calls One on one conversation Snail mail Committee discussions Office staff St. James Academy Annual meeting - newsprint Focus groups Ministry fair and special events Coffee hours Vestry systems Sunday school Response form on Web Site Outbound Communication Worship bulletins Church announcements Newsletter Email Voice mail Telephone conversations Special events CD-ROM Web site Newspapers, e.g. North County News Signage One on one Snail mail Committees and groups Office staff St. James Academy Annual meeting Ministry fair/Special events Guest speakers Music Coffee hours Vestry systems Bulletin boards Intentional targeting of groups, e.g. aged and infirm Sunday school Collection of Perceptions by Congregation The Community also developed an interview guide and asked its members to circulate at Fellowship time after worship and at other times to do candid interviews on the subject of Communication. We wanted to know if people feel that they receive information in a manner suitable to them and if they feel connected and can be heard by the structure and leadership in return. Over 60 interviews were completed and the result coordinated with the above list where possible. The result of the interviews was as follows: Most people responded that nothing was broken, so don't try to fix it. Different people rely on different kinds of communication, but seem to have found something that works for them. Many people like the pithy announcements in the Bulletin each Sunday and the announcements made after worship. Older people love the Newsletter. Younger, busy families sometime don't have time to read the whole newsletter and would prefer a more concise format. There seems to be a gatekeeper in each family for information. Only one member of the household is likely to read the newsletter, for instance. Younger and middle-aged people indicate that they would like to receive important announcements via e-mail. One person reported that when she tried to make a suggestion in a community meeting her idea was dismissed without a hearing. There was considerable excitement among computer users about the new CD ROM project. Older people indicated little interest in technology-based communication. Challenges proffered by the Long Range Planning Committee of the Vestry: Continue to build a strong faith-based community where each person can discover a real sense of belonging. We do this by communication, opportunities for fellowship, and by creating a system where there is a place for everyone to serve and be appreciated. We do this through our Anglican style of worship, which includes us all and connects us all with the power and challenges of God. We must be seen as a congregation which welcomes, nourishes, and incorporates new members as well as stays in touch with current members so they will remain active. Perhaps we should give more recognition to new members and do more to incorporate them into the worship and ministry of Saint James. How do we attract and retain teens and young adults? Perhaps we need to investigate an intermediary seeker worship opportunity which is accessible to them but leads them into the Anglican tradition of classical worship as the core of who we are. Perhaps we need to talk with individuals and groups outside the church to see. We should provide child care for all church worship and programs. How do we effectively communicate, listening and responding appropriately in all of our places of mission without creating "data fog." What is the appropriate use of technology in this effort? How much is people to people? How much e-mail, notes, web based? How do we communicate with our target in each case and not to people who are already overloaded with stuff. How do we expand our public presence? Discoveries In studying the input of the Long Range Planning Committee of the Vestry, it seems that the following is likely to be operative in the 3 to 5 year future: There will be an aging of the population, with more 1 and 2 person households There will be an increase in membership living in life care facilities. The cost of housing will force many young people to locate elsewhere in their child-rearing years and, therefore, a slow-down in the growth of the school age population. Today's young people will be very used to communicating using computer technology. New members may come from further geographically and culturally and might need more specifically target communication possibilities. How do we do targeted communication in any event? Areas of Focus in the next 3 to 5 years In looking specifically at the list of how we now communicate and applying the above learnings, it seems that a few stand out for study and comment. Newsletter Format: The comments about organization and size of the newsletter are useful, but not new. Brian has a way of doing it quickly and effectively, so such ideas will be hard to implement fully. Nonetheless, Brian will keep them in mind as he continues his work producing this valuable piece of our communication. Transitions: Brian is willing to continue editing and producing the letter for the foreseeable future, nevertheless, the Communication Community needs to support him as needed and to see to the continuation of it when the time comes for someone else to take it over. At some time an understudy would be a good idea. Such a person could be an editor and supervise a staff person if necessary to bring layout in house. Likewise, our Rector is not going to be here forever. This Community needs to serve the Vestry and people by providing oversight of communication systems which were facilitated by our Rector during a time of vacancy and thereafter. CD ROM Encyclopedia of Saint James: This is going to be an important project, especially for our technologically proficient members. It is the sort of media that appeals to our younger members. We should make sure we make enough to send copies to college students, for instance. We have a shortage of people who have offered to help reproduce it, however. Web Site: There is a need to look at our web site with the intent to provide more current and relevant information. E-Mail: The staff and parish leaders need a central manager of e-mail addresses. Currently, each person maintains separate lists, duplicating effort and assuring that many addresses don't get updated in each machine. We will work in the coming year with Cynthia to establish a mailing list manager for Saint James. A second idea is to create targeted mailings via e-mail, so that we can get information to acolytes only, to altar guild only, to youth only, etc. The EddyMobile: The A/V cart with computer and projection equipment planned for Confirmation and Adult Ed can also be used to make displays and presentations to large groups. Signage: Several people feel that appropriate signs both inside the buildings and outside along the walkways could make this place more "user-friendly" to newcomers and visitors. Consulting: The Communication Committee will be available to help any other Ministry community of Saint James in learning how to utilize the communication systems of this Congregation in its work. In addition, we and the Vestry might spread to the leaders of all meetings in Saint James the need to care for individuals in this place. Each needs to feel that they are heard and cared for. Communicating Faithfully: Likewise, this Community subscribes to and reinforces the Norms for Communication published by the Vestry as paradigms for building and maintaining the quality of this faith community which is Saint James. As this congregation grows and becomes more diverse, there is a need for us to be more intentional about our Communication Ministry here at St. James. We are a large and complex system, and the human need to be heard and included is extremely important in our disconnected culture. Like the tavern, "Cheers", there needs to be a place in this system where "everybody knows your name." Then, there is the question, "Who needs to hear what?" How do we target information delivery systems when that is appropriate, so as not to simply add to the background noise of our culture? We hope to address these issues by looking at the "areas of focus" described above.

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11. Buildings, Grounds and Preservation Community

The Buildings, Grounds and Preservation Committee, newly armed with the Long Range Plans of the Buildings, Grounds and Preservation Committee: The Buildings, Grounds and Preservation Committee, newly armed with the Mason & Mason Capital Reserve Fund (Long Term Maintenance) report and with Vestry approval for several studies, is concentrating on the long term well being of the church building, the walls surrounding the cemetery and the ancient trees within. Studies will be performed to determine the cause of water infiltration through the church walls and how best to remedy the situation so that any remedial measures are done with the advice of leading experts in the field of maintaining old brick structures. Re-pointing mortar joints, replacing broken bricks and coating the brick are possible remedies that the study may recommend. An additional study will be done to design the best possible method of adding air-conditioning to the church. The design to consider a system with the least amount of intrusion, the least visible equipment, ductwork and grills, the quietest system possible and one that will be beneficial to the structure through better temperature control and moisture removal. Other longer term initiatives that will enhance the beauty of our "place on the hill" are the planting of "Native Grasses" and approximately 800 trees in the year 2000. This program, sponsored and funded by the United States Department of Agriculture and Department of Natural Resources encourages the re-establishment of these pre-Columbian grasses to provide food and habitat for birds and animals. The trees help to provide protection from runoff for the stream to the north which flows into the Gunpowder River. In addition to the grasses and trees we have also erected houses for bats, Bluebirds, Purple Martins, Barn Owls and Barn Swallows. These natural predators will help control the mosquito and fly population thus reducing the need for chemical sprays and pesticides. (NEW) A walking path has been mowed around the perimeter of the playing fields so that it will now be possible for students, visitors, friends and members of the congregation to view the "Native Grasses" up close. Martha Reeve will be working with the Academy Science Teachers to enlist the help of Academy students to write the descriptions of each species of grass and wildflower to be mounted on sign posts. We are hoping to complete this phase by spring, 2003. We are using a new treatment system to help rid the church of termites by implanting bait stations around the perimeter of the building. As termites discover the bait stations they carry a chemical back to the colony thus eliminating it. Along with the Academy we are replacing the roof over the school and church offices. This expensive project will be complete in another 2-3 years. The entire roof will then be the standing seam steel first used on the St. James Center when it was constructed in 1999.

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12. St. James Academy - response of Head of LRP for the Academy (Cricket Blanton)

Our committee has been meeting since May to understand how our long range plan can more effectively address our mission given our current capabilities and our changing environment. Four subgroups have been researching and considering our current state strengths and weaknesses as well as our opportunities for the future around four areas: The perceptions and opinions of our students, faculty and families Our internal financial and governance processes Our physical plant Our marketing activities and marketplace positioning Dr. Legenhausen has already forwarded the details of the opportunities that we're still exploring, but I hope this note is helpful in adding some ideas and thoughts around how the Academy and Church can supplement each other's missions. While confirming and validating what we do well, we have been challenging ourselves to discern how God would have us make better use of our opportunities and resources, meet new challenges, and extend our strengths in doing His work through the Academy's mission. We are in the process of further evaluating a number of ideas that surfaced through our analysis and brainstorming sessions and we anticipate finalizing our recommendations through our retreat in November. I anticipate that realizing these recommendations will be within the Academy's current scope of resources. These ideas are primarily focused around maintaining and strengthening our current offerings, providing better services so we can continue to attract students and maintain full enrollment, and ensuring that we can continue to attract good teachers. We have not identified any areas of current activity or direction that are unnecessary to our mission scope of equipping our students to grow as healthy, well-rounded children of God. Given that the Academy's LRP process has been focused on our particular scope of child education, my comments are intended to capture and pass on incidental ideas or thoughts that relate more to the larger mission of the Church, rather than for me to prematurely announce plans and ideas that are still being developed and evaluated by the Academy's LRP committee members. These ideas are my personal, but prayerful, perspective of the conversations and ideas that surfaced during our months of research and meetings and may not represent the complete consensus of all our committee members. Our two missions are very complementary in that both the Church and the Academy are seeking to serve the families of our parish and the students of our school in the same way. The Academy supports and supplement's the parents' primary role in raising their children, and therefore, it is important for the Church to support and build up the parents in their parenting, which in turn, helps the Academy maintain a proper (i.e. secondary) role in the child's development. Therefore, if the Church can help families manage stress (acknowledging God's sovereignty and grace), maintain their health (giving thanks to God for that health and being a good steward of that health), and make God a meaningful influence in their lives and behaviors, then those parents can provide the best, most effective and personal example of what it means to live a life worthy of a child of God. In short, the best way to instill good character is through example, and the best example should be the parents. While the Academy nurtures the children directly, the Church also nurtures them indirectly through the parents, and directly through child and youth programs. If the Church can include the Academy non-Church-member families more explicitly in invitations for retreats and seminars, then the Church can also nurture non-member children indirectly through their parents. Helping People in their Search for a Direction for Life I believe it is appropriate for the Academy to help children to learn to accept and appreciate who God made them to be, and to learn to look to Him for guidance and insight when determining what their direction in life should be. It seems to me that the Academy's current curriculum and operating procedures support this objective, and one of the opportunities we are studying, R&D for Curriculum of Spiritual Development, will address this even more thoroughly. From the standpoint of the Church's providing complementary services to the families, I think that continuing, expanding and enriching the topical evening seminars that I've seen in the past (I'm thinking of the evening talks about recognizing and coping with depression and addictive behaviors) would be helpful. If St. James Church could sponsor "Life Skills" seminars that would attract non-member families to hear speakers discuss topics from a practical perspective, that includes a spiritual dimension, then that would increase our visibility in the community and help parents better meet the needs of their children - even if they don't attend the Academy. Subjects could include: Depression and suicide prevention Coping with destructively competitive behaviors, e.g. Little League Rage Treating addictions Managing money and financial stress Contemplative traditions that reduce stress Or even parenting topics such as character development in children, sibling rivalry, handling teenage rebellions, etc. Additionally, we could consider offering exercise classes in the St. James Center that are open to the community so that more community members can appreciate the beautiful facilities and friendly community that we have. As an aside, this past Sunday, I attended St. James Potomac and they are inviting all church members with their guests to attend two presentations: one on financial/trust planning, and another on healthy eating. If we advertised similar offerings through the Academy newsletter, local community newspapers, and even posters at the Safeway, we might help more people connect our/their faith with something meaningful and practical. Changing Demographics of our Community It is clear that the aging of our community and the expected decline in the number of potential students could make it difficult for the Academy to maintain full enrollment. Given that potential impact on our financials, we are looking at ways to expand our services to meet the needs of a larger percentage of the children in our community and we are also evaluating better ways to improve awareness about the Academy in the marketplace we serve. It is clear to me that the Academy and the Church have complementary opportunities to attract families to each other. So I hope and expect that any community services undertaken by the Church would help create awareness of the Academy's mission and capabilities. Likewise, the Academy's service to the community should attract families to Church. And regarding another demographic shift, perhaps the types of seminars that I mentioned in the previous section could also be used to help the Church and Academy families adjust to the increasing numbers of single parents and blended families. Places of Mission There are several areas where a joint ministry benefits both communities. Clearly, Nathan Humphrey's involvement in both the Academy and the Church Youth Group is the best example of this. I am hoping that the youth group activities will help SJA alumni keep in touch with the Academy/Church communities. Personally, I would also like to see more Academy children and families taking part in the Church's ministries. In my mind, serving the community is a skill and a habit that we should impart to every child in the Academy. I realize that many members of our community are wary of having the children participate in some of the rougher sections of our city, but there must be good opportunities for the children to participate in environmental efforts or activities that involve working with the more aged members of our community. Given the increasing number of "unchurched" families in our area, perhaps the older generations could provide our children with a richer appreciation of Christian traditions and spiritual maturity.

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12(b) Long Range Planning from St. James Academy - The School Head

A Long Range Strategic Planning Committee of the Board of Trustees has met since May, 2002 to address the important work of future planning. Co-chiared by Cathleen Blanton and Chip Lewis and composed of representatives from all constituent groups (Fritz Schwarz, Voula Hajimihalis [Chair, School & Community], Dianne Fowler [Chair, Marketing Committee], Richard Clarke [Chair, Physical Plant Committee], Judy Connelly [Chair, Finance & Governance], Bonny Wright, Polly Crosby, Lyle Brecht, Nancy Groff, Nathan Humphrey, Leslie Heitz, Lori Dembo, Jill Rowan, Val Smalkin and Betty Legenhausen) the work of this committee will be submitted to the Board of Trustees at a November 1, 2002 retreat. Each of four subcommittees (School & Community, Marketing, Physical Plant and Finance & Governance) has studied the data, reviewed current practice, identified strengths, weaknesses, and growth areas, all within the context of SJA mission: St. James Academy offers, in a Christian environment, a program meeting the intellectual, social, emotional, spiritual, and physical needs of its student body preparing each individual student not only for the demands of higher education, but for living a creative, humane, and compassionate life worthy of a child of God and a contributing member of society. School & Community Subcommittee Surveys were generated and distributed to parents, teachers, board members, and eighth grade students. Results were analyzed and collated, as follows. SJA provides an excellent sense of community, overall academic programs, and new facility. Faculty salaries and benefits, non-instructional demands on teacher time, the addition of learning resources, food service, after school programs, and athletic programs surfaces as areas needing attention. Challenges facing the school include: Attracting quality applicants during a time of decreasing school age population while retaining our unique identity. Maintaining and strengthening the spiritual foundation as a place where children and adults learn Christian principles to guide everyday living and problem solving. Future state directions were identified as follows: Increase teacher salaries to attract and retain experienced professionals Continue to develop integrated curriculum themes, i.e. environmental education. Creation of an Athletic Advisory Board to manage, plan, and review the overall athletic program offered to the community. Investigate a full service cafeteria. Marketing Subcommittee The committee reviewed data from NAIS, admissions and development personnel from five independent area high schools and two non-competing K - 8 independent, Episcopal schools, student/parent exit surveys, PERCEPT demographics from our current population footprint, and SJA advertising. It was identified that SJA provides value for service delivered in a personalized experience for child and family, new and well maintained physical plant and rural setting, use of the buildings for community activities, Church/School connection, and low turnover of experienced faculty. Admission is based on individual testing and family involvement and low student/teacher ratio is recognized. Challenges SJA faces include: Maintaining current culture/volunteerism. Keeping tuition affordable. Maintaining reputation and recognition Establishing differentiators for SJA. Future State Directions and Recommendations are as follows: Continue to deliver comparable independent school education at 30% less tuition while remaining competitive. Continue to maintain present individual admissions process and current standards while maintaining full capacity census objectives. Continue to differentiate and communicate SJA by increasing budget for advertising. Investigate adding another homeroom in grades 6-8. Investigate research regarding development of curriculum for gifted students. Finance & Governance The committee collected, analyzed and discussed SJA 5 Year Budget Projections, SJA Faculty Salary History, current AIMS and NAIS statistics, and ratio analysis provided by RSM McGladrey for 2001. It was determined that SJA operates on a balanced budget with annual revenue excesses for management of debt. The Board of Trustees is effectively organized and managed. The SJA facility and committed, energetic and supportive volunteers are evident. Challenges facing SJA include: Increase Annual Giving and Endowment. Increase PPRRSM. Increase teacher salaries, especially at the starting level. Formalize board training, orientation, and retreats. Future directions indicate that SJA must become intentional in goal setting and strategic planning, reestablishing, organizing and directing the Trustee Committee, and study and implement programs to accomplish these goals. Physical Plant Committee Input was gathered from The Building Planning Committee, The Buildings, Grounds and Preservation Committee, Church and Academy staff and professional studies conducted by Spears-Votta and Mason & Mason. A planning matrix is being formulated which lists and prioritizes future capital and maintenance projects with cost and timeline estimates. It was agreed that the successful completion of five additions over 14 years has provided outstanding facilities. There is an impression among teachers that this has been implemented at the cost of teacher salary increases, academic program improvement and/or endowment funding. Facilities have grown in size and complexity and staff has been challenged to learn and manage new systems. The Committee recommends that the matrix be updated and reviewed annually and integrated into all planning processes, especially with regard to teacher compensation increases, endowment funding, and other long range planning goals.

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C. Summary of Possible Action Steps for Ministry Communities