---

Assisting Pastor For Congregational Life 2006 Annual Report

2006 was an exciting year, especially as I witnessed Salem’s continued growth in mission and ministry.  Here is a list of just some of my favorite highlights of 2006.
 
    Mission Team Retreat, Feb. 10th-11th
    Holy Week Cantata, April 9th-16th
    Synod Assembly, May 5th-7th
    The Importance of Being Lutheran study, May 2nd, 9th, 16th, & 23rd
    Salem Vacation Club Presentations on July 2nd & 16th
    ELCA Youth Gathering, San Antonio TX, July 4th-9th
    Community Day Camp, July 17th-21st
    1st monthly Two Kingdoms Prayer Lunch, July 27th
    Young Adults Bible Study, Sept. 5th, 12th, 19th, & 25th
    Recognition of Medical Professionals, Oct. 1st
    Youth Visioning Conference, Nov. 19th
    Young Adults Fellowship Trip to Tarpon Springs, Dec. 8th & 9th
    Christmas Cantata, December 17th

These are just some of the programs, events, and ministries that I led or participated in during 2006.  In addition, I also was active in directly assisting several committees and ministries, including Youth, Witness, ITT, and Worship Planning.
Perhaps the most important decision made by the congregation in 2006 was the adoption of the DASh strategic emphasis.  As Salem grows in numbers and in mission and ministry, having these goals before us is vitally important.  In any community, having a plan to guide any growth experienced by that community can sometimes do more harm than good. The DASh emphasis provides the kind of direction that this congregation needs to take full advantage of the tremendous opportunities before us that our growth numerically, financially, and spiritually presents to us.
           
As we begin 2007, key areas of development of course include Discipleship, Assimilation, and Service. Possible areas of further growth include a revitalized women’s ministry and a new men’s ministry, further development of the young adult’s ministry and the youth ministry, more educational opportunities for the whole congregation, mission trips, more fellowship opportunities, and continued development of the Contemporary Service.
           
Another specific area of development for Salem is the ongoing process of transitioning from a “pastoral-centered” congregation to a “program-centered” congregation.  In general, this is the hardest transition for any congregation to make.  This transition includes a transformation in the way that the staff relates to the congregation, the way that the congregation relates to itself, and the way that the mission and ministry of the congregation is carried out.
           
Ultimately, for the transition to a “program-centered” congregation to be successfully completed, it is critical for the leadership of the congregation (pastoral and lay, paid and volunteer) to continue to model the attitudes and mind-sets that are envisioned for the whole congregation.  To use an analogy from the business world, our transition parallels the one experienced by a business that grows from a “mom-and-pop” business to a medium-sized corporation. No one would expect a medium- (or larger) sized business to be successful if it is operated as a “mom-and-pop” business, and yet congregations across the nation attempt that very thing.  It is to Salem’s credit that this congregation recognizes the need for that transition as it grows forward in mission and ministry.

In short, I am very excited about the possibilities before Salem Lutheran Church, and I believe that this congregation can and will continue to grow spiritually, financially, and numerically, by the love of Jesus and the strength of the Holy Spirit.
 
Pastor Jefferson Cox