2019 Consent Calendar

Pursuant to our Rules, the reports from all program and administrative committees have been placed on the consent calendar. These reports are listed below. These items do not require Conference action and will be received without further reference.

An item may be removed from the consent calendar by submitting a form with signatures of 10 members. 

Download the printable form:   PDF version |  Word version

These forms must be submitted to the Conference Secretary by 4:50 on Thursday, May 30.

BWC Ministries Report | Stewardship Reports | Leadership Reports | 

BWC Ministries 

Leadership Development Board | Office of Leadership Development | Board of Laity | New Faith Expressions | Young People's Ministries | Retreat and Camping Ministry | Abundant Health | Conference Mission Secretary | Missionary List | Advocacy in Action | Commission on Religion and Race | Deaf Ministries | Archives and History | United Methodist Women | Hispanic Latino Ministries | Global Partnerships

 

  • Leadership Development Board

     We seek to equip and mature leaders who develop disciples of Jesus Christ who know their purpose and use their gifts who build up the body of Christ for the transformation of the world.  We nurture a culture in and through the Leadership Development Board of call, competency, and spiritual maturity through teams working together to equip vibrant lay and clergy leadership throughout the conference.  The Leadership Development Board coordinates, supports and contributes to the crafting of all leadership efforts within the conference.

    Responsibilities:

  • Coordinate and communicate a master Board calendar for all leadership training within the conference.
  • Meet at least quarterly and additionally as necessary, with agendas distributed one week before each meeting with a focused approach to each meeting.
  • Ensure that new initiatives are aligned with the vision and strategic plan for leadership development in the conference.
  • Engage others outside the Leadership development board through task forces, chaired by Board members in the following areas:
    • Develop a coaching network to equip coaches that will walk alongside leaders implementing discipleship ecosystems.
    • Develop a partnership with the Leadership Academy Team to provide resources and opportunities for training.
    • Develop a partnership with the Call and Clergy Care office to work with clergy and laity who feel the call to ministry in the local church.
    • Comply with all requirements of the Book of Discipline related to leadership which aren’t owned by other agencies and boards within the conference (¶Board of Discipleship functions, ¶631 Conference Board of Laity)

 Team Composition:  11 voting members including, BOOM Chair (or designee), Conference Lay Leader, Director of Lay Servant Ministries, up to 6 people with skills and demonstrated fruitfulness in discipleship and leadership development (3 lay, 3 clergy), one Youth and one Young Adult..

 Ex Officio (voice no vote):  Director of Leadership and Congregational Development, Executive Minister of Call and Clergy Care, Wesley Seminary rep

Time Commitment

Quarterly meetings (3-4 hrs.) either in person or via Zoom.  Taskforce and subcommittee meetings as needed (depending upon the task).

 

  • Office of Leadership Development

    The Office of Leadership Development’s primary role is to provide resources to equip laity, pastors and congregations in learning and leadership development.

    Our goals for 2018:

    • Promote local and national training events provided resources, strategies and tools for new and revitalized congregations;
    • Increase annual conference resources to equip congregations to enhance both internal and external mission and evangelistic opportunities to fulfill our call to make disciples of Jesus Christ for the transformation of the world.

     Our mission impact for 2018:

    • Leader training was offered through Tending the Fire, The Laity Fix, and Five Things Your Visitors Are Thinking, But Won’t Ask;
    • Local church workshops on leadership development, conflict management, community engagement, planning tools, and stewardship;
    • Congregations were resourced through MissionInsite, Lifeway, Readiness 360 and DISC Assessments;
    • Coaching resources were provided toward certification;
    • Scholarships were provided for pastors and laity to attend the Mid-Atlantic Stewardship Academy;
    • Scholarships were awarded for pastors and laity to attend Exponential New Church Training and the Leadership Institute;
    • The new Leadership Development Board has been developed;
    • Additional resources added this year are LeaderPod UMC, a new podcast series;
    • Two new publications this year; Resurgence: Navigating the Changing Ministry Landscape, and Blank Slate: Write Your Own Rules for a 22nd-Century Church Movement;
    • This office has also managed grants for leader development, new ministry, and new and renewed congregation development request.

     Our objectives for 2019:

    • Expand our collaborative work with New Faith Expression through strategic implementation of vital ministry places birthed out of new and existing vital congregations;
    • Equip a network of Resurgence Coaches to turn around congregations;
    • Enlarge our strategic focus on discipleship systems;
    • Launch a BWC Leadership Academy.

     Rev. Rodney T. Smothers, Director of Leadership and Congregation Development  

 

  • Conference Board of Laity

    The Ministry of the Laity is responsible for making disciples of Jesus Christ to support the mission of the Baltimore-Washington Conference. The Board continues its efforts to encourage the participation of all laypersons in broader areas and understanding life of the various ministries of the Conference.

    The District Lay Leaders are actively engaged in and carrying out their missions. Richard Willson, Cumberland-Hagerstown, represented the group by attending the NEJ Association of Conference Lay Leaders in Springfield, Mass.

    The Conference Committee on Lay Servant Ministry has done exceedingly well under the leadership of Linda Flanagan. The Committee cares for the training of Lay Servants and Certified Lay Servant Ministers.

    The main goal for this year was to train laity across the Conference. The eight districts hosted many classes that included various topics. There were four regional Leadership Days training sessions across the Conference. This goal was exceeded far above expectations. It is also exciting to encourage young disciples to participate in the Lay Servant classes.

    It was a blessing to celebrate the appointment of one the District Lay Leaders (also a CLM), Rod Fry, as pastor of two small churches: Ijamsville and Flint Hill UMC. He also has a thriving Motorcycle Ministry, reaching out to the secular community. The goal is to continue this ministry.

    The Lay Leaders serve on many Local, District and Conference Boards and Committees, and often chair them.

    The major project that is planned is to have a one or two-day retreat with all laity in the Conference, to share how they can get involved. This will especially be focused on interest in Lay Servant training, CLM training, Lay Members to Annual Conference, etc.  Another focus area will be discussions regarding General Conference decisions proceedings and how we look to the future.

    Another goal is to focus on encouraging youth and young adults to become more active and involved in the life of the church. 

    Delores Martin
    Conference Lay Leader 

 

  • New Faith Expressions

    Our purpose is to create new places and spaces for new people in order to reach more new people, more young people, and more diverse people who become more like Christ in the world.

    Every church was once a new church. Every church began as a dream of a person or group of people who desired that a new group of people know Christ and be a part of the community that we know of as the church.

    As United Methodists within the Baltimore Washington Conference, we have inherited this church-planting ethic. We are also in the unique position of being the birth place of the Methodist Movement within the United States, and so we stand on the shoulders of giants who planted the churches in which we find ourselves.

    My assignment since August was to “survey” the lay of the land and get an understanding of why what we have tried has not worked and to establish a base line for what New Faith Expressions can look like for our Annual Conference. A New Faith Expression is a community of faith in-tune with our changing culture. These communities of faith are developed with those in mind who are not yet a part of a church. We believe it will take all kinds of churches to reach all kinds of people.

    Many of our communities have church buildings on every corner, but we must realize approximately 80 percent of the American population is not participating in a church gathering on any given Sunday.

    New faith expressions are not tied to a physical building (or even to keeping a church alive) but to a building of community for a purpose: to engage people in a life‐giving relationship with Jesus. While we have had some successes in this area, we have struggled due to the following:

    • Significant push back of other United Methodist churches in areas where new churches were being launched;
    • A lack of initial and ongoing training for new church planters;
    • The biggest factor which caused the demise of several successful launches was the transition from the founding pastor to the second or third clergy leader.

     As we move forward, we will be focusing on:

    • Developing a process and system for identifying and training Clergy and Laity who could start New Faith Expressions;
    • Work with the District Superintendents, in their role as chief missional strategist, in their work of starting new faith communities and transforming existing congregations to reach new people;
    • Develop a comprehensive plan for launching New Faith Expressions throughout our Annual Conference.

     Rev. Bill Brown, Interim Director of New Faith Expressions 

  • Young People's Ministries 

    Overview

    The executive summary of the strategic plan for Young People’s Ministry includes the following components:

    • The Strategic Planning Process and Summary
    • Specific Recommendations for Annual Conference 2019 for Young People’s Ministry
    • Progress Report
    • Retreat & Camping Ministries (RCM) Strategic Plan
    • The Young People’s Ministry Visioning Documents
    • The Young People’s Ministry Board Job Description


    The Strategic Planning Process and Summary

    Over the past 14 months, the Young People’s Ministry of the Baltimore-Washington Conference of The United Methodist Church (BWC) has engaged in a process of developing a comprehensive strategic plan for Young People’s Ministry in the conference. A significant number of stakeholders throughout the conference have given input to this plan.

    • In January 2018, Ministry Architects facilitated an initial listening session with 45 people engaged in a wide variety of ways in ministry to young people throughout the conference.
    • Soon after this gathering, in May 2018, a Young People’s Ministry survey was sent to all conference churches, with 157 people responding.
    • In September 2018, Mark DeVries and Aqueelah Ligonde from Ministry Architects met with approximately 110 stakeholders in young people’s ministry in six focus groups, collaboratively developing the contours of the strategic plan.
    • Mark DeVries also met with groups of 35 stakeholders in October 2018 and January 2019 to invite much needed input on the various expressions of the values and goals for the Young People’s Ministry.

    The strategic assessment report, originally crafted in September 2018, has been revised several times as additional groups of stakeholders have spoken into the plan. The final version of the report includes these elements:

    • Background on the Conference and each ministry within YPM
    • A dashboard representing pertinent data from the GCFA statistical report
    • Current assets within YPM
    • Current challenges facing YPM
    • Key principles of the strategic plan for YPM
    • Visioning documents, including core values, 3-year goals, benchmarks, and strategies
    • Recommendations for developing the structure of YPM
    • Specific recommendations for youth ministry, young adult ministry, and campus ministry
    • Recommendations for Annual Conference 2019
    • A timeline for sequencing the execution of all recommendations

    In addition to the conference vision and mission, the strategic plan has been informed by the following overarching, foundational priorities: 

    • We have made the choice to disproportionately invest in young people (aligned with the research of Sticky Faith and Growing Young) and in developing leadership.
    • We will focus on building healthy connective tissue between expressions of Young People’s Ministry as much or more than we focus on creating new programs. As a result, we will focus first on building the structures of connection between current expressions of Young People’s Ministry in the conference. This includes:
      • Building the essential infrastructure for a vibrant, integrated, deep-impact ministry for young people in the conference.
      • Improving our database and strategies for communication.
    • We will support innovation that enables the church to continue co-creating with God, aligning with Wesleyan discipleship and remaining relevant. This includes:
      • Cultivating an innovative ethos around student ministry, camping ministry, campus ministry, and young adult ministry in the conference, providing latitude for the development of communication channels and innovative programs that may not naturally fit into the conference’s current structure (the books, Orbiting the Giant Hairball and Innovator’s Dilemma can serve as a reference point).
      • Holding fast to the combination of healthy systems and a willingness to embrace disruptive innovation.
    • We will advocate the shift from seeing young people as recipients of mission to seeing them as partners and agents of mission and ministry themselves.

     Anticipated Changes After Annual Conference 2019

    The strategic plan recommends the following approvals related to the work of Young People’s Ministry in the BWC and hopes the Annual Conference affirms that as a part of the Discipleship Council Report:

    • Transition the Interim Young People’s Ministry Board to an official permanent board with a clearly defined composition of members including youth, young members and ex officio members representing campus ministry, RCM, ROCK (see job description).
    • Transition aspects of the Conference Council on Youth Ministry to a Student Leadership Cohort that includes district youth coordinators and up to 30 youth from across the conference and their mentors.

    Additionally:

    • Pilot campus ministry training hub at UMD as an innovation for campus ministry.
    • Create Task Forces to develop infrastructure and innovation in the following areas:
      • Training
      • Database
      • Young adult ministry
      • Youth ministry
      • Campus ministry
      • Grants and scholarships
      • Site-based retreat and camping ministry
      • Student Leader Cohort
    • Affirm RCM to raise money for camperships each year to a maximum of $500,000/year so that every child can afford to go to a BWC camp.

     Progress Report

    In the months in which the strategic plan has been drafted, some implementation has already begun to take place, including:

    • Significant steps have been taken to update Arena with Young People’s Ministry stakeholders.
    • A timeline and game plan for introducing a campus ministry hub at UMD have been developed and implementation has begun.
    • Job descriptions for Young People’s ministry task forces have been created and recruiting of task force members has begun.

     

    Submitted by: Shemaiah Strickland, Chair, Jack Arnold, Vice Chair, and Cheryl Cook, Coordinator of Young People’s Ministry and Special Projects. 

    Retreat & Camping Ministries Strategic Plan

    Parallel to the Young People’s Ministry strategic planning process with Ministry Architects, Retreat and Camping Ministries (RCM) engaged Kaleidoscope Inc., a camp and retreat center consultant, to evaluate the ministry’s current operations and provide strategic plans for increased ministry effectiveness and sustainability. Kaleidoscope met with site stakeholders, RCM staff, and a working team of RCM staff and conference leaders to gather feedback on the sites, process site usage data, and explore potential areas for growth over the course of several months in the Fall of 2018. To view our ministry report and the comprehensive strategic plan go to bwcumc.org/RCMnext. Here are the highlights.

     Long-Term Growth Drivers

    • Focus summer camp program model to provide excellent, vital ministry, maximizing the unique setting of each property.
    • Expand the model for retreats to better serve adult and family groups.
    • Develop intercultural proficiency in each location to connect people, history, program, property, and faith development.

     RCM Strategic Analysis

    Camp Harmison – Berkeley Springs, WV

    • While thousands of people have experienced Christ in the beautiful and rustic setting of Harmison since it began operation in 1959, through analysis and prayerful discernment, we discovered there is not a viable model for sustainable ministry and are exploring possibilities for the future. All stakeholders and legacies will be included and honored in the process.

    Manidokan Camp & Retreat Center – Knoxville, MD

    • While usage of Manidokan has nearly doubled over the past 10 years, it is considered a small sized operation and is thus on the edge of viability.
    • One of the major limiting factors is capacity. Overnight capacity should be increased to 200 (150 youth beds, 50 adult beds) from the current 112 year-round accommodations.
    • The programming at Manidokan should focus on adventure and utilizing the 400+ acre property.
    • Both retreat and summer camp groups should take better advantage of local attractions including Harpers Ferry, West Virginia, the C&O Canal, and Antietam Battlefield.
    • The site must differentiate youth, intergenerational, and adult spaces to better meet the unique needs of those groups.

    West River

    • West River is the most used property in the BWC RCM and considered a medium sized and sustainable operation. However, the site has not maximized its potential.
    • The sleeping capacity of West River is sufficient, but the quality of the accommodations must be improved and differentiated between adult and youth spaces to better meet the needs of those populations.
    • The day camp program started in 2012 has sold out in recent years and should be aggressively expanded to two or three times the current size.
    • The waterfront is a big draw for campers and guests, so the programming at the site should take better advantage of that resource. Every camper and guest should have an opportunity to interact with the water, not just observe it.

     Next Steps

    Beginning in 2019 RCM will take steps to implement these recommendations including:

    • Cease operation at Camp Harmison and reallocate resources to Manidokan and West River.
    • Focus Manidokan adventure programming with two new rustic programs and visit several camps with successful adventure programs in our connection to glean best practices.
    • Expand West River day camp by 50% in 2019 and develop plans for continued expansion of the program over the next several years.
    • Create a development program for RCM.
    • Align staff to free up time needed to focus on identified growth areas.
    • Complete the long-range planning process with site master plans for Manidokan and West River.

    Submitted by: Chris Schlieckert, Director of Retreat and Camping Ministries

    Young People’s Ministry Visioning Documents

     YOUNG PEOPLE’S MINISTRY VALUES

     DO NO HARM. DO GOOD. STAY IN LOVE WITH GOD.

    1. Courageous Love: We have been called by Christ into an inclusive love that welcomes all, celebrates differences, and anchors difficult conversations in respect and kindness. 
    2. Humble Urgency: We have been invited to a work of incomparable importance, and we remain equally committed to doing no harm in our efforts to achieve this mission.
    3. Bold Innovation: We are purposeful about creativity, invention, and experimentation in order to maximize the reach and effectiveness of each initiative designed to express the love of God.
    4. Faithful Openness: We are rooted in God’s love through Jesus Christ, who calls us beloved, and yet we are always learning more of the unfolding work of the Spirit.
    5. Restful Work: We are eager to work hard for those things that matter most, while living in patient grace, including intentional rest.

     YOUNG PEOPLE’S MINISTRY GOALS

    TARGET DATE: DECEMBER 31, 2021
    ONE-YEAR BENCHMARK: DECEMBER 31, 2019

     OVERVIEW: The following three-year goals and one-year benchmarks provide a clear, ambitious, tangible expression of the vision and values of Young People’s Ministry in the Baltimore-Washington Conference. The three-year goals have been designed as “stretch” aspirations, while the one-year benchmarks are achievable next steps in moving toward the more ambitious, longer term goals.  

    This document was designed collaboratively, in multiple iterations, with the input of the Interim Young People’s Ministry Board, a wide circle of over 100 stakeholders throughout the conference, and our consultant team from Ministry Architects. The “preferred initial strategies” following each benchmark are not meant to be limiting or prescriptive but to provide possible next steps that the Young People’s Ministry Board can draw upon as they move toward achieving each of the goals and benchmarks below. 

     ENGAGEMENT

1. Growing Local Church Youth Engagement: By December 2021, 50 churches have increased the number of youth engaged in their churches to a new level of participation (From 0 youth to 1+, from 1-4 youth to 5+, from 5-15 youth to 16+, from 16-29 youth to 30+, from 30-49 youth to 50+, 50-99,100-150, 150-200, 200-250+).

•  1-Year Benchmark: By December 2019, 15 churches have increased the number of youth engaged in their churches to a new level of participation (From 0 youth to 1+, from 1-4 youth to 5+, from 5-15 youth to 16+, from 16-30 youth to 30+, from 30-49 youth to 50+, 50-100,100-150, 150-200, 200-250+).

2. Expanding Young People’s Engagement Beyond the Local Church: Between January 2019 and December 2021, an additional 2,000 youth and young adults (both from within the church and from outside the church) have participated in regional, district, conference or denomination-sponsored ministry events, including ROCK, camps, retreats, multi-cultural events, social justice programming, and other events.

•  1-Year Benchmark: A baseline number has been determined for how many youth and young adults participated in regional, district, conference or denomination-sponsored events in 2018.

•  1-Year Benchmark: A cross-cultural small group with youth and/or young adults gathered in 2019.

•  1-Year Benchmark: By December 2019, a listening campaign involving at least 25 youth per district has been completed, and the service or justice issue young people want to focus on for the next two years has been identified (in collaboration with the Advocacy and Action Board). 

3. Campus Ministry: By December 2021, more than 500 college students are engaged through BWC connected ministries on at least 12 different campuses.

• 1-Year Benchmark: By December 2019, more than 200 college students are engaged through BWC connected ministries on at least six different campuses.

    •  LEADERSHIP DEVELOPMENT

    4. Young Adult Leadership: At least five experiments in empowering young adults in leadership have been launched in the previous year (2021).

    •  1-Year Benchmark: At least two experiments in empowering young adults in leadership have been launched in the previous year (2019).

    5. Student Leadership: By December 2021, at least 200 middle school and high school students participated in a leadership training event sponsored or referred by the conference in the previous year.

    •  1-Year Benchmark: By December 2019, at least 60 middle school and high school students participated in a leadership training event sponsored or referred by the conference in the previous year (2019).

    •  1-Year Benchmark: By December 2021, at least 250 adult leaders of youth participated in at least one leadership training event sponsored or referred by the conference in the previous year (2021).

    •  1-Year Benchmark: At least 75 adult leaders of youth participated in at least one leadership training event sponsored or referred by the conference in the previous year (2019).

      •  INNOVATION

      6. Innovation Systems: A comprehensive process has been established for celebrating, cultivating, learning from and maximizing innovations in young people’s ministry, launching at least 10 initiatives in the past three years, with at least three of those initiatives in place for over a year.

      •  1-Year Benchmark: At least one young adult initiative launched by December 2019 and a game plan and timeline for implementing a comprehensive process for innovations in Young People’s Ministry has been created and approved.

      7. Special Needs Ministry: All churches have been equipped to welcome families with a family member who has special needs. There is a church in every BWC district with an exemplar ministry for special needs children, youth, and young adults.

      • 1-Year Benchmark: In collaboration with the Commission on Disability Ministry, all churches in the conference have been invited to complete a special-needs readiness assessment, and at least 75% of churches have completed it.

      8. Mental Health Resources: All churches have knowledge about and ready access to robust mental health resources to help youth leaders at local churches address mental health issues, like anxiety, depression, and suicide, with their youth.

      •  1- Year Benchmark: In collaboration with the Wellness and Service Board, a game plan has been drafted for supporting the mental health of youth and young adults throughout the conference and providing resources to churches to help youth leaders at local churches address mental health issues, like anxiety, depression, and suicide, with their youth.

        •  

          Young People’s Ministry Board Job Description

          Purpose:

          We nurture a culture, in and through the Young People’s Ministry (YPM) Board, of loving, joyful, and hard-working teams serving together to create and sustain vibrant ministry with young people throughout the conference. The YPM Board coordinates, oversees, supports and contributes to the crafting of the vision of all young people’s ministry within the conference (including, but not limited to, ROCK, campus ministry, the work of Young Adult Council, the work of the Board of Higher Education and Ministry, and camping and retreat ministry, and the work traditionally assumed by the Conference Council for Youth Ministry). ).

          Responsibilities:  

          • Speak into, endorse, support, and share a three-year strategic design and execution process for young people’s ministry in the conference.
          • Ensure that clear communication takes place between the various areas of young people’s ministry in the conference.
          • Coordinate and communicate a master calendar for all board-related young people’s ministry programming in the conference.  
          • Meet at least quarterly and additionally as necessary, with agendas distributed one week before each meeting, with a calm, confident, and focused approach to each meeting.
          • Ensure that new initiatives are aligned with the vision and strategic plan for young people’s ministry in the conference.  
          • Engage others outside the Interim Young People’s Ministry Board through task forces, chaired by Board members in the following areas:
            • Training: Designs and implements all YPM training, with a particular focus on ensuring engagement at training events aligned with participation targets
            • Database: Ensures the ongoing development and maintenance of an integrated YPM database, with an initial target of 10,000 YPM stakeholders with robust information for each
            • Young Adult Ministry (formerly Young Adult Council): Reaches, empowers, connects, and engages young adults (18-35) in faithful expressions of ministry, aligned with the mission, goals, and values of the Interim Young People’s Ministry Board. Meets quarterly.
            • Youth Ministry: Evaluates the effectiveness of conference-funded youth initiatives including but not limited to the Student Leadership Cohort and our flagship youth retreat, ROCK. Evaluation allows these ministries to continue to innovate and evolve so ministries remain fresh, relevant and aligned with the mission, goals, and values of the Young People’s Ministry Board. Meets at least twice a year.
            • Campus Ministry (many functions of Board of Higher Education and Ministry): Ensures that the conference’s investment in Campus Ministry is maximized for developing and multiplying world-transforming disciples with college students. This includes connecting campus ministries to the Church at all levels, equipping boards of directors or local church committees who provides for planning and implementing a program of mission and ministry, and monitoring and evaluating campus ministry.
            • Grants and Scholarships: Monitors, ranks and recommends persons to receive mission innovation grants and scholarships to the YPM Board for a final vote.
            • Student Leader Cohort (many functions of CCYM): equips today’s leaders from different church sizes, cultures and locations to grow and serve their various communities as lifelong, world-transforming disciples while serving in an annual conference capacity and designing a conference-wide mission project for and by youth. Students return to their churches equipped and passionate about serving in and through their local church with an under.
          • Comply with all requirements of the Book of Discipline related to young people’s ministry.
          • Assess strategic ministry needs and troubleshoot key pressure points efficiently and effectively.  

          Team Composition: 10 voting members (at least four of which are youth) selected by the Committee on Nominations using interest forms completed by youth and young adults and ensuring there is balanced representation from all areas (high school youth, campus ministry, Retreat and Camping ministry, and Young Adult Ministry)

          Ex Officio (voice no vote): ROCK event coordinator, Retreat & Camping Ministry rep, Campus Ministry rep, two advocate advisers who hold leadership roles in the local church and have extensive experience with young people, and a Young People’s Ministry staff rep

          Time Commitment: Orientation meeting (seven hours), three quarterly meetings (three hours each), task force work (+/- 12 hours a year)

        • Download numbered PDF

        •  

           

        • Retreat and Camping

          The mission of Retreat and Camping Ministries (RCM) is to grow disciples of Jesus Christ through immersion in Christian community and by building relationships in the midst of God’s creation. We provide unmatched opportunities to individuals and local churches for spiritual transformation through retreat and camp experiences.

          In 2018, RCM saw a 6.8% increase in the total number of groups served (to 332) and a 6.2% increase in total guests served, resulting in nearly 15,000 people engaged in our ministry. Due to a decrease in the number of day camp offerings at West River, there was a slight overall decline in summer camp participation despite an increase in residential camp participation. For the sixth consecutive year, we are proud to have met our financial mandate to cover operating expenses with operating income.

          Ministry Moments

           

        • 2018 was a year of firsts for a unique program at West River. The Rev. Tim Warner began Camp Hope in 2005 when he wondered if the transformations he had seen in youth at camp could be used to combat systemic incarceration, which sees nearly 70% of children with an incarcerated parent also end up in incarcerated. The answer is emphatically “yes,” and as the program continues to mature, the long-lasting impact it has comes more clearly into focus. While many Camp Hope alumni return to camp each summer to serve as volunteer counselors in the program, this summer saw not one, but two Camp Hope alumni serve on the West River summer staff for the first time. In addition to seeing the way camp has changed the course of former campers’ lives and led them to bright futures at college and exploring God’s call in their life through camp leadership positions, this summer, three campers chose to be baptized in the West River while at camp. Camp Hope is a shining example of how a community need was recognized and a camp was able to offer a unique way to share love, hope, and transformation through Jesus Christ.

           

        • While national statistics show that 1 in 5 teens has a diagnosable mental health disorder such as depression or anxiety, females are twice as likely as males to suffer these conditions and females account for 90% of eating disorders. When these frightening statistics are paired with the dipropionate lack of female leadership in politics, business, and the church, the Rev. Bonnie McCubbin wanted to make a difference. Camp had been an important part of Bonnie’s life as she grew up and accepted God’s call to ministry, so she wanted to create a camp program that would focus on girls to develop their self-confidence through camp activities and conversations with inspirational female leaders from our conference. LeadHer camp launched in 2018 and featured a variety of church leaders, including Bishop LaTrelle Miller Easterling. The camp had such a powerful impact on the young women who attended that a number of them have continued to meet throughout the year to encourage each other and develop as leaders.

           

        • Manidokan is a place of natural beauty and adventure. When an invasive species of beetle invaded the camp a couple years ago and killed nearly every ash tree on the property, it left a scar on the property and brought home our responsibility for creation care and the delicate balance of nature. The dead trees created a safety hazard and would need to be removed.  Fortunately, a local logger was willing to work with the camp and the camp was able to make profits from the sale of the lumber. In 2018, those proceeds allowed Manidokan to install a new state-of-the-art aerial park to enhance the camp’s adventure opportunities and deepen a partnership with a local outfitting company. Ropes adventures, both high and low, provide safe and hands-on experiences which strengthen community, push individuals perceived limits, and illustrate essential elements of faith formation.

           

        • We strive for our retreat and camping ministry to be available and welcoming to all people, but the reality is that some young people have more barriers preventing them from coming to camp than others. For many youth in Baltimore, some of the recognized barriers include price, parents unable to send their children away with people they didn’t know, and past negative racial experiences. After a few years of running a marginally successful day camp program in Baltimore during the summer, our Baltimore City Camp Initiative was reimagined for 2018. We offered Resurrection Day Camp at John Wesley UMC in Baltimore during Holy Week in order to fill a need in the community for childcare during spring break, and to build relationships with campers and parents in a familiar setting. The week of camp was a great success and 20% of the residential camp aged campers subsequently attended a residential program at Manidokan or West River during the summer. We will continue to intentionally address barriers to camp participation so all people can experience the unmatched opportunity for spiritual transformation which camp provides.

           

          RCM also took intentional steps this year to prepare the ministry for the future. We increased our marketing efforts, began to focus on intercultural competency training, and revised our Safe Sanctuaries policies. We also underwent a long-range planning process with a consultant to evaluate our current ministry and identify opportunities for ongoing growth and sustainability.

          In 2019 RCM will:

          • Implement a revised Safe Sanctuaries policy;
          • Explore new technology for registration and record keeping;
          • Increase our communication of the importance of giving to Camperships and how to apply for one;
          • Begin to implement long-range plan recommendations that aren’t dependent on major capital improvements:
            • Expand West River day camp by 50%;
            • Offer new adventure programming at Manidokan;
            • Align staffing with growth opportunities.

          It is an honor to lead our conference Retreat and Camping Ministry along with 90 year-round, part-time, and seasonal staff, and more than 250 volunteers, as we engage people in intentional community-building, spiritual formation, and personal growth through the camp and retreat experience so the world may be transformed.

          Respectfully submitted by:

          Chris Schlieckert, Director of Retreat & Camping Ministries

         

        • Abundant Health

          Interim Abundant Health Board Report
          (formerly known as The Conference Board of Global Ministries, Para. 633)

           We mobilize individuals and teams to address human need and create abundant health and wholeness for all.

           The Abundant Health Board seeks to inspire and equip faith communities to foster spiritual, physical, and mental health for all, and to promote an understanding of the interconnectedness of all aspects of health, individually, locally and globally. Through intentionally building relationships, meeting needs and improving health, we will contribute to developing more disciples who grow in their love of God and all their neighbors for the flourishing of lives and communities. 

           Our partners in this work include: The General Board of Global Ministries; NEJ Volunteers in Mission; Maryland Voluntary Organizations Active in Disaster (VOAD); Wesley Theological Seminary’s Heal the Sick; the Board of Childcare; Maryland Council on Problem Gambling; and skilled servant workers from the Baltimore-Washington Conference.

           In 2018 the BWC:

          • Led mission service trips to Puerto Rico, El Salvador, Ukraine and Russia.
          • Assisted more than 30 families in Frederick County after flooding.
          • Clarified the most useful support and needs in local congregations seeking to create wellness within their congregations and communities.
          • Identified the need for an Abundant Health Ambassador in each local congregation or cluster of congregations.
          • Deepened the Integration of health, VIM, and ERT.
          • Created a one-stop website that allows planners and seekers of mission trips to get the information they need: http://missiontrips.bwcumc.org/
          • Gave generously through The Advance (which is "second mile giving" over and above mission shares); 984 BWC individuals and churches gave a total of $673,184.68:
            • $132,330.44 for Missionary Support
            • $540,854.24 Advance Projects/UMCOR/Global Health

           

           

          Through the May 2019 Connectional Ministries survey that was sent to everyone with an email address in Arena (our conference database), we learned more about how 416 people are currently engaged in Abundant Health Ministries.

          I've taken Volunteers in Mission Training (VIM)

          29.50%

          I've taken Early Response Team Training (ERT)

          17.51%

          I have led or attended a mission trip (MISSION)

          53.96%

          I or my church support(s) a UMC missionary (MISSIONARY)

          45.08%

          I work in construction and have volunteered or am interested in volunteering my services to rebuild homes and places of worship (CONSTRUCTION)

          11.03%

          I am involved in physical health advocacy or ministry (BODY)

          11.99%

          I am involved in mental health advocacy or ministry (MIND)

          19.90%

          I am involved in spiritual health advocacy or ministry (SPIRIT)

          16.79%

          I am a medical practitioner (MED)

          3.36%

          I am involved in Domestic Violence/Intimate Partner Violence prevention (DV/IPV)

          6.24%

           

          I am involved in HIV/AIDS ministry (HIV)

          2.88%

          My church is part of the 10,000 Church Challenge (CHALLENGE)

          1.20%

          I've completed Wesley Theological Seminary's "Heal the Sick" Program (WTS HTS)

          1.92%

          I've completed Mental Health First Aid Training (MH 1st Aid)

          9.83%

          I've completed the "PathWay 2 Wholeness" Program (PW2W)

          0.72%

          My church could serve as a resource to other congregations in one or more of these areas (AH RESOURCE)

          6.95%

           

           Our 2019 goals are: 

          1. Ensuring that 10% of congregations have identified a Health Ambassador or equivalent;
          2. Increasing the number of servant leaders in the health ministry, VIM, and ERT through contacting the 589 people who have indicated they are interested in becoming engaged in Abundant Health ministries;
          3. Identifying at least one Wellness and Service resource congregation per district through contacting those 29 persons who have indicated that their congregation could resource other congregations;
          4. Launching at least 2 health & service mission trips to areas of natural or person-created disasters;
          5. Ensuring our ministry is fully inclusive to healthcare concerns of all and working with the BWC Advocacy and Action teams as needed to make that happen; and
          6. Changing our name from Abundant Health to Wellness and Service/Missions so that local congregations understand the scope of ministry.

           Submitted by: Rev. Heath Wilson, Interim Abundant Health Board, Chairperson; Rev. Joan Carter-Rimbach, Conference VIM Coordinator; Fred Sipes, Conference ERT Coordinator; and Rev. Stacey Cole Wilson, Executive Minister of Justice & Service

           

         

        • Conference Mission Secretary

          Conference Secretary of Global Ministries:

          • Interpret the programs, emphases, plans, and policies of the General Board of Global Ministries to the annual conference;
          • Work with Missionary Services to promote Covenant Relationships and itineration of missionaries to share the story of God’s mission and increase support for missionaries;
          • Cooperate with Global Ministries in its mission program in the United States and around the globe.

          Our goal is to coordinate the itineration of missionaries visiting supporting churches. We make special efforts to have missionaries visit churches that are not currently supporting missionaries.

          • Promote new Covenant Relationships;
          • Maintain the list of missionaries supported throughout the annual conference;
          • Mission u, a joint venture of GBGM and UMW, is the major training event for Mission Education within the BWC;
          • Members of CGBGM serve on the planning committee for the annual school for adult and youth.

           Missionaries are provided an opportunity every three years to visit the United States. They usually itinerate to conferences where they have four or more covenant relationships.  Exceptions are made if missionaries are visiting nearby areas and visit BWC for a brief time. 

          In December 2-5, 2018, accompanied by Heath Wilson and Katie Filano, I attended Mission Ambassadors Summit at the Impact Church in Atlanta, Ga. Some of the agenda items included Global Ministries, Mission Service and Engagement, understanding partnerships UMCOR/UMVIM, Healthy communities and Abundant Health. 

          Goals 2019:

          • Participate in NEJ Fall retreat for Conference Secretaries of Global Ministries;
          • Promote Covenant Relationships between Missionaries and BWC churches;
          • Identify CSGM relationship with the Interim Abundant Health Ministries.

          Submitted by: Deaconess Jane Grays, Secretary of Global Ministries

         

         

        • Advocacy in Action

          Purpose 

          The Interim Advocacy and Action Board inspires and develops disciples by partnering with communities to transform systems which disenfranchise, marginalize, and oppress by confronting these systems within the local church and Annual Conference; by challenging the church be to just, and by creating a BWC presence on urgent policy matters at local, state and national levels.

          2018-2019 Goals and Priorities 

          • Developing a comprehensive plan for advocacy work to identify persons, resources/assets, needs and systems needed to affect transformational change. This is a multi-layered and multi-year goal that is being collaboratively addressed through our leadership development forms (https://www.bwcumc.org/conference-agency-leadership-nominations/), forums, conversations with leaders (i.e. local, laity, district superintendents, events/training), and intentional listening sessions.
          • Deepening and strengthening our connection with our neighbors – i.e. Episcopal Diocese of Washington, Mayor’s Office of Washington D.C., National Council of Churches, Interfaith Power and Light, Enterprise Maryland-DC and Baltimore, Poor People’s Campaign (PPC), NAACP, Justice for Our Neighbors (JFON), Cumberland-Hagerstown and Frederick networks, Maryland Council on Problem Gambling, and SAMSHA - Opioid Addiction Resources across our districts.
          • Providing at least two legislative opportunities for persons to “stand with” and address systems which disenfranchise, marginalize, and oppress, in accordance with our Social Principles and Wesleyan Heritage.  We’ve organized the following:
            • United to Love Rally – Standing Together in Love Against All Forms of Hate;
            • Legislative Advocacy Day in Annapolis;
            • Hosted a Press Conference – Calling for the End of the Partial U.S. Federal Government Shutdown;
            • And offered a faithful presence in Washington D.C. and Annapolis during Legislative Sessions.
          • Developed and Implemented the Moral Courage Awards for Youth, Young Adults, and Adults.
          • Awarded Peace with Justice Awards.
          • Mission Innovation Grants for local congregations.
          • Organizing Social Action Teams such as Creation Care, Gender Equality, Gun Violence Prevention, Immigration Reform, Racial Justice, and Wealth Equity. We are also reorganizing and reprioritizing the work of Restorative Justice in order to remove stigma and myths around our returning citizens.
          • Increasing our Intercultural Proficiency through trainings.
          • Re-establishing a strong and vital Native-American BWC Ministry.
          • By December 2019, collaborating with Young Peoples Ministries to host a listening campaign involving at least 25 youth per district to determine the service or justice issue young people want to focus on for the next two years.

         

        • Commission on Religion and Race

         Purpose:

        The purpose of the Commission on Religion and Race is to support the local churches and conference agencies with educational resources on intercultural competency, inclusiveness and equity, and help local churches reflect the context for their ministry and realities of the communities they serve.

         Goals: 

        Our 2019 goals included the following:

        1. Place CCoRR focus on the grassroots;
        2. Determine how the Vital Conversations provided by CCoRR during the 2017 Annual Conference were utilized by the local churches and their impact;
        3. Develop a training/workshop program based on the Vital Conversations series;
        4. Build the Racial Justice ministry based on the North East Jurisdiction Call to Action.

         Our Work: 

        In working towards these goals, CCoRR engaged with the Conference Connectional Ministries to review covenant data collected during the Annual Conference Session and Recall Summit. Additionally, CCoRR and Connectional Ministries reviewed the NEJ Call to Action Report to determine how the report relates to the work of CCoRR and the covenant. As a result of these conversations and the conference restructuring of ministries, CCoRR became the lead on Racial Justice within Advocacy and Action. To establish the Racial Justice ministry, focus was placed on the grassroots by inviting all the individuals across the conference that had expressed desire, passion, and calling to Racial Justice to be part of designing the ministry.

         The following Racial Justice gatherings were conducted with their respective objective:

        • April 19, 2018: Formation of the Gatherings and Review of Call to Action;
        • June 20, 2018: Identified Affinity Groups;
        • September 20, 2018: Established the Racial Rapid Response Task Force;
        • December 11, 2018: 2020 Racial Justice Strategic Plan.

         During these gatherings, we have seen an increase in the number of faithful servants interested in the work by signing up and attending the gatherings.

         2019 Year End Targets

        The target for the end of 2019 is to achieve the following:

        1. Complete a protocol and design for the BWC Regional Racial Justice Rapid Response Teams;
        2. Completed the BWC 2020 Racial Justice Strategic Plan.

         Please keep our ministry in constant prayer and if you are interested in joining this grassroots movement, contact us and we will welcome you into this vital ministry.

        Blessings,
        Moorosi Mokuena, Chair CCoRR 

         

        • Deaf Ministries

        Purpose: Our purpose is to minister to Deaf and DeafBlind individuals and their families across the conference. Our ministry is to souls but is also to a collective effort towards confronting the lived realities of oppression for Deaf and DeafBlind individuals. 

        Goals: In 2018

          • Christ Deaf Church (CDC) and Magothy Deaf Church (MDC) continue to offer worship that is culturally and linguistically appropriate for Deaf and DeafBlind individuals and their families. CDC now streams worship to individuals who cannot get to church. Both churches still offer food pantries, Bible Studies, and fellowship.
          • Deaf Shalom Zone, Inc. (DSZ) has continued to serve individuals in case management, advocacy, referral, and education, including work with literacy and immigration support. DSZ partners with Maryland agencies, such as Food Bank, Service Coordination, Community Support Services for Deaf, Towson University and Community College Baltimore County, DeafBlind Camps, Inc., Deaf Camps Inc., Maryland Consumer Rights Coalition, and Governor’s Office of Deaf and Hard of Hearing.

        Impact

          • The Deaf and DeafBlind community are an underserved and underseen population in Baltimore. We empower them to work with the services that are available to them so that they can live their most productive and happy lives.
            • 150 people each week through DZS
            • 50 direct clients, each with 3-6 organizations that we assist them in working with
          • Provide a culturally safe place for individuals to explore their faith questions at CDC and MDC
          • Assist other churches in finding ways to serve the D/deaf people in their church in a culturally appropriate way

        This Year: 2019

          • MDC and CDC plan to go on retreat to collaborate on a mission project together.
          • CDC and DSZ will provide an ASL class for Spanish-speaking families with Deaf children. While the parents are learning, we will provide a children’s program for the Deaf children.
          • MDC will host workshops on church passion and development, such as radical hospitality.
          • Student ministry will re-do the youth room to make a youth-specific space.
          • CDC will develop outreach to homebound people with culturally appropriate worship through live streaming and home visitation ministry.

        Authors of Report:Sandi Johnson, Lead Pastor of Deaf Ministry
        Emily Hart, Associate Pastor of Deaf Ministry
        Kathi Jeffra, Resource Coordinator

         

        • Commission on Archives and History/ United Methodist Historical Society and the Strawbridge Shrine Association

        The past year has been one of rethinking our dual duties of preservation and propagation: working to preserve for future generations historic materials entrusted to our care, be they buildings, books or objects; and to use of these records and remnants to propagate an appreciation and enthusiasm for our United Methodist histories and traditions. Ours is truly a story of individuals and congregations of diverse background brought together over two and half centuries as “One, United to Love.”

        Preservation
        Resources made available to the Shrine Association by the Conference Trustees in the past year made possible extensive preservation work at the Shrine, colonial homestead of Robert and Elizabeth Strawbridge, which includes the log home of John Evans, their first convert, and a scale replica in period logs of the meetinghouse, the first such structure raised by Methodists in the new world. The Shrine Association has established a Preservation Fund which will provide funding for structural conservation and preservation work. We encourage those who are able to prayerfully consider this fund.

        In the coming year, attention will turn toward the Conference Archives, Library & Museum (CALM) at Lovely Lane UMC. An environment more conducive to preservation of collections is the object of proposals solicited for climate control of this space. We thank the 2018 Annual Conference for its approval of funding from the Glassman Estate for this purpose, and also Duncan Hodge, a retired engineer and Trustee at Lovely Lane, who has gotten this project underway. We expect work to begin this summer.

        Propagation and Pilgrimage
        The United Methodist Pilgrimage Taskforce, which began its work last year, continues to plan a program which will attract and engage visiting pilgrims, young and old, near and far, with the many and varied stories of United Methodism in this area. The Taskforce recommends a shift in focus away from detailed chronologies and descriptions, and toward engagement in the issues encountered by our forebearers in faith who, like us, with tough questions, weighed scripture, tradition, reason and their own experience in their quest to follow their Lord. The Taskforce believes the wealth of history in this conference can be used to illustrate the faith of our ancestors and the choices they made in a compelling way.

        The Taskforce has begun to develop resources for use at the Strawbridge Shrine, a site associated with many momentous encounters which might illustrate decision points in their day and ours. The Shrine Association is already developing plans to enhance visitor engagement. A gift in memory of Reenactor Kenneth Steward by his family will provide wayside exhibit tablets to be erected later this year. Architect Wallace Wolf has joined the board and offered his professional services in developing a comprehensive site plan.

        Upgrades at Lovely Lane will be accompanied by upgraded exhibits, a step toward implementing enhanced visitor experience there. We also hope to provide pilgrimage resources on our Conference’s fifteen designated historic sites as well as learning resources for the youth of our Church in this and other conferences.

        Emora Brannan,
        President United Methodist Historical Society

        Wm. Louis Piel,
        Interim Co-President Strawbridge Shrine Association

        Douglas Tzan,
        Chair United Methodist Pilgrimage Taskforce

         

        • United Methodist Women

        PURPOSE: United Methodist Women shall be a community of women whose PURPOSE is to know God and to experience freedom as whole persons through Jesus Christ; to develop a creative, supportive fellowship; and to expand concepts of mission through participation in the global ministries of the church.

        VISION: Turning faith, hope, and love into action on behalf of women, children and youth around the world.

        Goals for 2018

        At our Conference UMW Leadership Team Planning Retreat in January, 2018, the focus was in-depth discussion of our quadrennial (2017-2020) initiatives:

        • Mass Incarceration: School-to-Prison Pipeline
        • Health and Maternal Health
        • Climate Justice
        • Charter for Racial Justice

        The goal of this Planning Retreat was to share the results of our discussion with Local Units and District Leadership Teams and to encourage the dissemination of this information within our entire membership. An emphasis was placed on educating our members regarding the relationship between zero tolerance school discipline policies and mass incarceration of persons of color. As of December, 2018, there had been over 200 local and district events which had presented the Mass Incarceration: School-to-Prison Pipeline initiative, including an original skit presented at our UMW Annual Conference Celebration.  The impact was far-reaching, resulting in prayerful discussions and plans of action.

        Goals for 2019

        • To encourage discussion and education on how Economic Inequality plays an intertwining role within the above four initiatives.
        • To rebuild our UMW District Teams within the BWC Western Region.
        • To continue to celebrate and increase awareness of our 150th Anniversary and Legacy Fund through special events and information sharing.

        Linda S. Yost, President
        Conference United Methodist Women

         

        • Hispanic/Latino Ministries

        The purpose of this committee is to “support the development, implementation, and evaluation of a Hispanic-Latino comprehensive plan of action and the strategies for working with Hispanic-Latino persons of all generations in the community (BOD 2016, ¶655).”

        Goal: To identify, equip, and engage leaders to build relationships and do justice with Hispanic-Latinos in their community so that more 1st and 2nd generation Hispanic-Latinos can love God and their neighbor.

        Impact:

        • Hispanic-Latino Ministries (HLM) Annual Camp. More than 100 people attended this retreat. The theme was “Bridging Generations.” The guest speaker was Phil Wingeier-Rayo, Professor and Dean of Wesley Theological Seminary. For the first time in the history of HLM Camp, a partnership with Pen-Del conference Hispanic-Latino Ministries happened as they participated in this event.
        • The Hispanic-Latino Lay Leadership School was created in partnership with the National Plan on Hispanic-Latino Ministries. Twenty-Five people participated. Seventeen students will be receiving their missionary certification.
        • The office of Hispanic-Latino Ministries offered the first Immigration Border Trip in September 2018. Ten youth and young adults participated as well as eight pastors. Out of this project, there were two outcomes:
        • Participants created an Immigration Resource for Global Migration Sunday on December 1st, 2018. This resource was published on the BWC website and shared with the United Methodist Inter-agency Immigration Task Force.
        • Participants proposed the agenda and logistics for the Immigration Town Hall.
        • Hispanic-Latino Ministries lead the organization of Bishop Easterling’s Immigration Town Hall. The speakers were partners from Wesley Theological Seminary, Just Neighbors, and The Norwest Annual Conference of the Methodist Church in Mexico.
        • Four persons, Rev. Heather Olson (Hispanic-Latinx Committee and Pastor of Lisbon UMC), Rev. Timothy Warner (Pastor of Mill Creek Parish and Emory Grove UMC), Rev. Stacey Cole Wilson (Executive Minister of Justice and Service), and Emma Escobar (Coordinator of Hispanic-Latino Ministries) traveled from the Baltimore-Washington Conference to El Salvador on an exploratory trip to build a relationship with the Evangelical Methodist Church in El Salvador.

        Goals For 2019:

        • Faithful Discipleship: Create a specialized curriculum for the second year of the Lay Leadership School on Liturgy and Music Studies so that 1) all Hispanic-Latino congregations can have worship ministries/teams 2) local worship leaders that are knowledgeable and grounded in theology. This training will start in September 2019.
        • Education & Advocacy: 20 new people will experience the Immigration Border Immersion so that they can become engage in immigration policies and can inspire other to get involve in the BWC efforts on immigration.
        • Connectional Commitment: 1) Support the creation of the Hispanic Youth Leadership Academy (HYLA) in DC at Wesley Theological Seminary in July 2019 so that more Hispanic-Latino youth connect to their roots and can better navigate the experiences they face. 2) Increase conference participation at MARCHA, the Hispanic-Latino Caucus of the UMC so that more leaders engage in advocacy and action at their local level on issues that affect their communities.

        Read more about the El Salvador trip in January 2019: https://www.bwcumc.org/news-and-views/discovering-mission-possibilities-in-el-salvador/

        Watch a series of videos on the border immersion trip: https://www.bwcumc.org/event/1317270-2019-10-11-immigration-border-immersion/

        Rev. Giovanni Arroyo, Committee Chair
        Emma A Escobar, Coordinator of Hispanic-Latino Ministries 

         

        • Global Partnerships (Eurasia, Puerto Rico, Zimbabwe)

           Eurasia Partnership: In Mission Together Eurasia Committee (IMTEC) 

        Agency:      In Mission Together - Eurasia Committee (Formerly: Russia Initiative)

        Purpose:     To promote joint ministry with United Methodists in Eurasia, in particular the covenant partnership between the Baltimore-Washington Conference and the South Russia Annual Conference.

        Goals in 2018:

        ◦     To continue to build an effective relationship between American and Eurasian partners in ministry, through:

        1. Relationship building and Project support. We supported, both through team participation and financially, the Youth (i.e., Young Adult) Mission Conference, a set of week-long discipling and work experiences which bring together young people from across European Eurasia and Central Asia, as well as international students. We participated in the mission at the Camp Kristall center in southern Russia, which included critical refits and accessibility upgrades. The mission also has a track record of developing and encouraging the next generation of leaders for the Eurasian churches and building relationships across the vast area served by our conferences there. The camp itself also hosts a number of strategic ministries, such as the annual “Camp Trinity” outreach to persons with physical and intellectual handicapping conditions.

         Support was also provided for the ministry work with the Roma people in the Caucasus region.  This sensitive work includes educational, health and welfare, and Bible teaching support for several families belonging to an ethnic group on the fringes of society.  Material helps included making available, via our church partners, sets of young girls’ clothing made available through another ministry in Maryland, as an expression of love and as a small hedge against the dangers of exploitation.

        We also pursued our modest efforts to make more resources available to the District leadership in the South Russia Conference, in order to help the Superintendents with efforts at training and building critical relationships between churches over a large geographical area. 

        2. Leadership Development. We continued our efforts along two lines: (1) providing leadership in support of a conference for women leaders held at Camp Kristall; (2) support and encouragement for the D.Min. work of a key Russian church leader, who is to graduate in 2019.

         ◦     To tell the story of the ministry with our Eurasian partners and encourage others to join in, through:

        1. Conference media. We have sought to communicate through print and online media, regarding God’s work in Eurasia through the UMC. 
        2. Interaction with local churches. We have made presentations and resourced local churches with information on the Eurasia partnership.
        3. Coordination with other conference IMTEC groups. In addition to the foregoing, we have worked to help reinforce connections between our IMTEC and those working in Russia from Virginia, Oklahoma, Ohio, Michigan, and elsewhere.
        4. Channels for further growth. We are looking for new ways to engage young people from our conference, and to provide opportunities for additional persons and congregations to be meaningfully engaged with our Eurasian partners, to the discipleship benefit of both. We continue to be challenged by limitations on prudent travel to our partners in the Crimea. 

        • Goals for 2019:

          ◦     Continue support of key projects, including Camp Kristall, Roma Ministry (South District), Youth Mission Conference, and Women’s Conference. This is to be accomplished through direct support, mission teams, and relationship building.

           ◦     We plan to encourage a small delegation from Baltimore-Washington to attend the Eurasia Consultation in Uzhorod, Ukraine, in August 2019. We anticipate a small team working once again with a project in southern Russia, either in connection with the Youth Mission Conference or in support of the Roma ministry.

           ◦     We anticipate helping one leader to complete advanced training (D.Min.) in 2018-2019 through the Wesley Seminary/Cambridge program, and will be actively seeking to continue encouraging new leaders in their training.  We also will be working with our Eurasian counterparts to continue developing clergy and local church leaders through continuing education and specialized leadership training.

          Rev. Charles L. Harrell
          Chair, In Mission Together - Eurasia in BWC  

        •  

        Stewardship Reports

         Moving Committee |   Board of Trustees

        • Moving Committee

        The purpose of the Baltimore -Washington Moving Committee is to provide comprehensive and secure relocation services for those pastors who are receiving new appointments or moving into retirement. 

        Our goals for 2018 were to assist all eligible pastors with the best services and in a time frame that was convenient and conducive to a smooth transition from one appointment to the next.  We also strived to maximize the cost of the moves for the Conference and the taxable impact to all parties by negotiating moving rates that fought against the costs of inflation and general cost increases.  The average cost to move a pastor for 2018 was $3,162.63.

         The goal for 2019 is to continue to provide the best moving experience possible to the members of the Baltimore-Washington Conference and we are currently negotiating to lock in moving rates for future years and at below market rates with no or very limited increases.

         It is the pleasure of eight very hard working and dedicated district coordinators to serve those in the Baltimore-Washington Conference who find themselves with moving needs due to the appointment/retirement process.

        Grace and Peace,
        Rev. Jeff Paulson,
        Conference Moving Committee Chairperson 

        • Board of Trustees

          The Board of Trustees holds in trust for the benefit of the Annual Conference any real or personal property, bequests, and donations conveyed to the Annual Conference, and acts to safeguard the rights and interests of the Annual Conference.

           It has been the goal of the Trustees to reduce the burden to the Annual Conference of vacant properties, and to make funds available for new and resurrection ministries. Funds from Bequests and Grants have been supporting New Faith Expressions, Clergy Sabbatical, major renewal projects at the Museum & Archives, the Adullum Community Health Center at St. John’s UMC (which provides screenings and health services to low income and underserved communities), the General Board of Global Ministries, Quality of Life Retreats, and Camping and Retreat Ministries. Grants and loans have been authorized for local churches to repair roofs, replace furnaces, and for repair and preservation work of the historic Strawbridge Shrine (a Heritage Landmark of the UMC).

           The Trustees have made revisions to the loans and grants policies to ensure that Annual Conference funds are more available and more efficiently released. On-going work is reviewing the recording of loans, some service contracts, and other financial matters to ensure that bests interest of every member and congregation are being served by the Annual Conference.

           While the Trustees would prefer never to see churches close, the board has received a few such properties in the past year. Funds from the sales or redevelopment of these properties are designated to support new ministries in their areas. The commercial tenant space in the Conference Center has been rented after a careful and detailed negotiation. This income helps to reduce the need for local churches to support the operations of the building.

           Respectfully Submitted,
          John M. Strawbridge – Chair of the Board of Trustees

         

         

        Leadership Reports

        Board of Ordained Ministry | Personnel Committee | Rules Committee | Commission on Communications

        • Board of Ordained Ministry

          During the 2018-19 Conference year, the Baltimore-Washington Conference Board of Ordained Ministry has served on behalf of all persons across the Conference called to representative ministries of the church as licensed, commissioned and ordained persons. The Board is comprised of 60 lay and clergy persons who serve on behalf of more than 1,200 persons under our care as either candidates for ministry, actively commissioned provisional members, Deacons and Elders in full connection, and retired members. 

          This year, the Board has sought to strengthen its work by engaging in several initiatives including working throughout the year to continue to clarify and affirm our values, continuing to engage in Cultural Competency training for the entire Board, and holding our second “Living Your Call” recruitment and enlistment event. We have continued to work to strengthen relationships with the seminaries with which we relate, and have worked with members of the Baltimore-Washington Conference Cabinet and staff to develop a framework and policy for Sexual Ethics and Boundaries. Additionally, the Board has developed several policies related to continuing education and the use of Ministerial Education Funds.  

          In accordance with paragraph 635 of the 2016 Book of Discipline, an important part of our work is serving as stewards of the process of supporting, evaluating and examining persons who have offered themselves as candidates for ordained ministry as Deacons and Elders. Our eight District Committees on Ordained Ministry and the BOOM have worked tirelessly throughout the year to ensure that processes of evaluation and examination are accomplished with integrity, fairness, and clarity for all candidates and provisional members under our care.  We have continued to work to perfect several of the policies and procedures that inform our work for evaluating candidates for ministry, with the goal of discerning ways that together we can continue to engage in ministry that is faithful and fruitful toward the end of making disciples of Jesus Christ for the transformation of our communities and the world.

          The Board of Ordained Ministry takes the opportunity to thank Bishop LaTrelle Easterling for her ongoing prayers, support, and guidance of our work, and the Rev. John Nupp, Executive Minister, Call and Clergy Care, for his outstanding leadership in managing and facilitating the perfecting of our practices for supporting clergy and those preparing for ordained and licensed ministry. 

          As we conclude this Conference year and move forward, we continue to solicit your prayers for our work on behalf of those who seek to serve Christ in the representative ministries of the church, for the Baltimore-Washington Conference, The United Methodist Church, and Christ’s Church universal.

          Rev. Dr. C. Anthony Hunt, Chair
          BWC Board of Ordained Ministry

          

        • Personnel Committee

        The purpose of the Personnel Committee is to establish and implement policies and procedures regarding the employment and compensation of conference staff members, taking into consideration clergy who are appointed to serve on staff as it relates to the requirements of the current Book of Discipline.

         The Committee’s goal for 2018 was to review the BWC Staff Employee Handbook originally created March 10, 2014.  After an extensive review in 2018, a draft was sent for legal review in January 2019.  We are pleased to report that the BWC Staff Employee Handbook was updated and distributed to staff with a revision date of February 1, 2019. 

         The revised Handbook includes a “BWC Statement of Confidentiality” as an appendix. This statement was signed by employees and will be included in the new hire packet. Staff will be required to sign this statement every other year to enforce the policy. The Information Technology Policy and Procedure Manual continues to be under review by this committee and we hope to have the policy completed by the end of 2019.

         The Personnel Committee will continue to ensure conference workplace standards and procedures are in compliance with Department of Labor while remaining faithful to its work on behalf of our annual conference and to the United Methodist beliefs.

         I am grateful to all the committee members who faithfully serve and to the conference Office of Human Resources and Benefits for their assistance and invaluable service and look forward to their continuing support.

         Laura Davis, Chair

         

        • Rules Committee

          Purpose: review the rules of the session, review and update all references to the Book of Discipline, review any resolutions that propose to amend the Rules of the Session, and prepare amendments to the Rules of the Session.

          Goals:

          • Review the proposed changes to the structure of the Annual Conference
          • Prepare for Annual Conference 2019, especially in light of the special called General Conference

          Impact:

          • We are still waiting for the final report to be submitted so that we can review the proposed changes
          • We have been preparing changes in the rules to clarify the process for changing the Annual Conference structure in the future

          This year: We are continuing to get ready for the upcoming Annual Conference and will develop an agenda for the rest of the year in response to Annual Conference 2019.

           Rev. Mark Gorman, Chair

        • Commission on Communications

          “Your very lives are a letter that anyone can read by just looking at you. Christ himself wrote it—not with ink, but with God’s living Spirit; not chiseled into stone, but carved into human lives—and we publish it.” – 2 Corinthians 3:2-3 (The Message)

          This year, the BWC’s Communications Ministry published remarkable stories of lives shaped by the wonder and glory of God. We also did a comprehensive job of sharing information and helping people understand the significant scope and complexities of the Way Forward process, as the global church met at a called session of General Conference in February to determine its stance on same-gender marriage and the ordination of gays and lesbians.

          Images played a significant role in our ministry this year. We launched our first contemplative photography retreat over a weekend in October at Camp Manidokan. Participants explored how photographs can tell stories, evoke mood and illuminate a sense of the sacred.  We also worked with Good New Television to produce a live-stream townhall meeting with Bishop Easterling and Conference leaders to share and interpret the significance of the work of the Special Session of General Conference. It was viewed by more than 5,000 people.

          Through our monthly UMConnection newspaper, the weekly e-connection electronic newsletter, our Website www.bwcumc.org; Facebook, Twitter, Instagram, the Conference Journal and many flyers, brochures, videos and promotional pieces, we continue to inform, equip and inspire the spiritual leaders of the Baltimore- Washington Conference.  Of significant note was the gradual and steady expansion of our social media, which provides timely insights to a global audience, and the creation of LeaderPod, a podcast that highlights conversations with interesting leaders throughout the denomination.

          The year ahead promises to be a significant one for The United Methodist Church, and Communications will ensure that pastors and people in the pews continue to be informed disciples who are equipped to make a difference in their communities and the world.

          Terri Cofiell
          Commission on Communications, Chair