Restoration discussion report by tom hall

TO:

Vestry Members St. James By-The-Sea

FROM:

Thomas Hall, Managing Partner AlbertHall&Associates LLC

RE:

Capital Campaign - Parishioner Focus Groups Summary

DATE: May 13, 2013 ______________________________________________________________________ Introduction In anticipation of repairs, upgrades and the potential redesign and updating of some or all of St. James By-The-Sea facilities and grounds, St. James’ Vestry hosted two sessions with interested stakeholders to gain input as to what parishioners feel are the most important elements to focus upon as the parish plans for future uses of the St. James campus. This input from parishioners, as well as other data will be utilized by the vestry and architectural team to develop a conceptual plan and preliminary budget for the facility/campus redesign, which will in turn, serve as a case statement for use in determining the feasibility of initiating a capital fundraising campaign to support the project.

What follows is a summary of stakeholder input that was provided at the sessions held on April 16 and 27, 2013. Although the issues, concerns and suggestions identified during the facilitated discussions were not exhaustive due to time constraints, in thematic terms, they do represent a broad view of participants’ thoughts on matters pertaining to St. James’ future direction and the type of facilities and physical spaces that will be needed to support those aspirations.

Background The initial thinking as to the desired outcomes from the two input sessions was to codify specific recommendations from parishioners, vestry members and clergy as to the preferred upgrades and/or modifications for church facilities. From the outset of the initial session, it became clear that participants felt there was an inextricable link between desired future programming and an aligned approach to capital renovations. There was early consensus among participants at both sessions that a “master plan” to define near and long-term programmatic and service aspirations would be key to any future facility development. That input provided a working framework for discussions that began with participants sharing their ideas regarding desired future programming and services to be offered by the parish followed by various ideas and concepts as to how the physical facilities and space might be upgraded or redesigned to fully support envisioned programming and services. A number of key questions that surfaced during both sessions included:   

How can we develop into a parish with many different access points?

How can St. James become both a spiritual and social hub?

How does social interaction occur on our campus and in our community?

 How would we define our shared values?

And given the answers to those questions,  What needs to happen to strengthen and grow this parish for the future?  What will constitute an inspired master plan for the highest and best future uses for St James and a physical redesign or updating of the campus to facilitate those uses?

Thomas Hall, Managing Partner of AlbertHall&Associates, LLC, facilitated focus group discussions.

Current Repair and Remediation Projects Prior to opening the discussions to general participation, vestry members led a brief conversation in both sessions regarding the vestry’s current efforts to restore those aspects of the church’s facilities that need repair for health and safety purposes. They explained that efforts are currently underway to 1) restore the sanctuary’s stained glass windows and roof, as both are in significant disrepair, 2) fumigate the church to protect its structure and decorative wood elements from further termite damage and, 3) paint the exterior of the building as the current exterior covering is well past its expected useful life. Vestry members reminded participants that these repairs are necessary for health and safety reasons as well as to extend the useful life of the buildings and that they must be undertaken regardless of the scope or timing of any other upgrades or changes to the buildings or grounds. They also reminded participants that some of this work has been previously approved and funded and that the repair of the stained glass windows will commence within the coming weeks.

After briefly answering participant questions regarding the repair and remediation work mentioned above, the discussion turned to a general exchange regarding the modernization and potential reuse possibilities for St. James’ buildings and grounds.

Themes and Programmatic Concepts Participants at both sessions expressed a number of recurring themes regarding the need to upgrade or remodel St. James’ facilities and find ways to attract and better serve its parishioners and the community at large. As mentioned, there was a consensus among participants that, as a predicate to discussing physical changes or upgrades to the St. James campus, it was advisable to agree upon a vision for the future of the parish and the programs/services that would need to be in place to support that vision.

In both sessions there was general agreement that the form of improvements to St. James’ campus should follow decisions as to the various future uses of each building and outdoor space and that those decisions should be guided by a general commitment to provide as much “multi-use space” as possible. Participants focused on the multi-use criteria as a means to increase access and use of St. James by a broader future constituency. There was consensus that the church is currently unavailable too much of the time and that programs and services need to be offered more frequently and modernized to attract both the next generation of parishioners and the community at large. Participants repeatedly mentioned the need for the church to be available to a more diverse community of users and to be “open” to parishioners and the public for longer periods whenever possible. As one participant mentioned, “We are part of the La Jolla Cultural Zone, and we should be viewed both as a place of worship and a community resource.” Another participant echoed the sentiment while adding, “The way we come to church is different today from what it was a century ago. We need to find ways to modernize and appeal to a much broader community, both those who wish to worship here and others who are simply in need of a place to socialize with

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neighbors and friends.” Another expressed his desire, “To return ‘service to those in need’ as a core value of the church,” citing Matthew 25 as inspiration for including those services in St. James’ daily life.”

Regardless of individual focus, the prevalent theme during both sessions was the need to define St. James’ future in terms of desired programs and services that will help attract a more robust and committed congregation and place St. James at the center of broader community life. In order to frame the discussions, Hall asked participants to think of the campus in the broadest possible terms so as not to self-edit what may be possible in the future. After some discussion, the buildings and areas that were identified by consensus as appropriate for multi-use consideration included:          

The church/sanctuary Administration and classroom space Former gift shop Kinne Room Van Schaick Room Music Room Chapel St. James Hall (Future use possibility if reclaimed by the church at a future time) Courtyard on north side of sanctuary Public frontage adjacent to main entrance to the church

In order to meet the criteria of achieving greater accessibility both in terms of physical access and openness, discussion participants focused on a number of themes and concepts that they felt would help to achieve those future goals. What follows is a brief description of each area of focus and ways in which that concept may support participants’ vision that St. James becomes a more welcoming place for both worship and community gathering.

The themes most repeated and important to participants included: 1. Improving accessibility - The highest priority after general restoration and upgrades was the need to improve both physical and programmatic accessibility for parishioners and the general public. In the view of many, finding multi-use solutions will enable the parish to extend both physical access and hours of availability for St. James’ facilities, which should lead to greater utilization of the church by members of the parish and the community as a whole. In the context of this discussion, accessibility was defined in various ways to encompass the diversity of approaches the church might employ to open its facilities, programs and services to a significantly expanded constituency. Below is a brief description of the concepts that participants raised for consideration for achieving better physical access as well as offering greater availability to programs and/or services: 

ADA compliance – There was strong consensus regarding the need to physically modernize St. James to ensure that people with special needs or disabilities have the full benefit of accessing both facilities and grounds. An initial inventory of areas to be considered for upgrades has been provided to the vestry for consideration as they review ways in which to make the campus generally more physically accessible.

Participants mentioned the difficulty involved in accessing specific areas of the church and/or campus such as the administration reception area, loading areas, restrooms, upper floors and administration/classroom spaces. It was noted that, although

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potentially an expensive modification, consideration of adding an elevator for access to upper floors should be a part of the research into ADA compliance. 

Youth access – A recurring theme during both group sessions addressed the need to provide an environment that was welcoming and engaging to young people. It was noted that during this era of declining attendance for traditional religious affiliations, St. James will need to make an effort to appeal to the next generation of parishioners through programming that both attracts and keeps young people visiting the church on regular basis. A number of participants noted that current usage has most youth programs housed on upper floors, which leads to less than optimum circulation patterns. To mitigate that situation, it was suggested that planners consider the possibility of moving youth programs to lower floors and administrative functions to upper floors.

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Young family access – There was significant discussion in both sessions for the need to find ways to attract and support young families, and particularly those with young children who may need special support to attend services and programs on a regular basis. It was suggested that programs to help young parents care for their children while at St. James, parenting programs, a video feed to a quiet room for parents with infants, and other family programming could be helpful in making the church a more welcoming place for those with young children.

A number of participants also suggested that expanded day care services would enable young parents to become more actively involved in church activities.

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Non-parishioner access – There was a good deal of discussion about making St. James more welcoming to non-parish members through secular programs and an “open door policy” that allows members of the public to access the church when no formal services are being held. A number of participants mentioned that this is common practice in parts of Europe that they have visited, where churches are often open to the public other than at worship times to allow for visitors to tour the buildings and grounds and witness the architectural and artistic heritage of the church first hand. One participant suggested that this practice might be useful in recruiting new members to the parish.

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Improved community access through expansion of hours – Participants expressed concern that St. James’ facilities and grounds are significantly underutilized and should be designed and programed to facilitate the sense of a community center that is welcoming of all who simply wish to access the church and/or participate in programs or services. Participants repeatedly mentioned that the church is currently “closed” much of the time and that future plans should incorporate an open door policy that encourages greater access for parishioners and the general public through a combination of expanded hours, additional worship times, more convenient physical access and a broader range of programs and services.

2. Developing a “community campus” – Following up on the theme of a more inclusive approach to programs and services, it was suggested that St. James and the community would benefit from active ongoing programming of both indoor and outdoor activities on a regular basis. As one participant suggested, “We need to take the church to the world.” Among the ideas suggested were:  To expand:  Music series offerings that regularly include outdoor concerts  Youth ministries and programs that are updated and meet more often  Young family programs and gatherings

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          

 Intergenerational offerings  Services to facilitate attendance by those with non-traditional or complicated personal and family schedules In corporate programs like “the blessing of the animals” on a regular basis Incorporate food and beverage service in the courtyard Develop a conference center to offer both parish & secular programs Present guest lectures on themes of parish and/or community interest Offer exterior chapel services Include secular activities that are consistent with church values Provide continuous access to the sanctuary/chapel for personal reflection or prayer Create a “family kitchen” that welcomes people to share food and social exchange Present joint programs with other community organizations like The Bishop’s School Develop interfaith programs to serve the diverse needs of the community Incorporate showcase opportunities for music, art and other cultural activities

3. Creating a more contemporary approach to worship – A number of participants suggested that St. James look for ways to respond to contemporary life and family structures by developing services and programs that speak to audiences other than traditional families if it is to remain relevant to the larger community They suggested that the following groups, among others, would be a natural place to look for more contemporary ways to structure such services and programs:  Singles  Mothers – Both in duel parent and single parent families  Women  The aging population  Others 4. Reestablishing “service” as a core value – A number of participants expressed their desire to return “service to the needy” as an ongoing part of St. James’ offerings. Physical improvements such as showers, restroom and food service facilities for the indigent and homeless might be considered in a future master plan to facilitate such activities. It was also suggested that this could be something that St. James might lead as an interfaith undertaking in cooperation with other area churches, thereby promoting cooperation among numerous providers and agencies while serving a growing community need.

5. Creating a more contemporary and interactive online presence – A number of participants spoke to the need to update St James’ online presence and make it more interactive. Although the church’s website has been recently refreshed, a cursory review of the online profile of other churches and faith based organizations demonstrates that many are using the internet to far greater effect, utilizing an interactive approach that invites active participation in church and community life, volunteer and outreach programs, family and youth activities and interfaith and community service.

By way of example, a quick look at St. Peters Del Mar website’s welcome page provides an indication to first time visitors of the inclusive values of that parish in the following statement:

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At St. Peter's there is a place for everyone: the intellectual, the artist (the intellectual artist...), the introvert and the extrovert, retired and active duty military and the 21st century incarnation of flower children, singles and families, and newly-re-singled finding a new life in community. We represent the full spectrum of theological and political perspectives, sometimes disagreeing with one another about ideas that are important to us-- while trusting our love for one another is what is really important, and finding our unity in Spirit as we pray and worship and serve together.

Our programs and ministries include the contemplative and the active. Our worship services run the spectrum of the quiet and simple to vibrant and celebratory, traditional and formal to groovin' to a reggae beat.

St. Peter’s clearly views their website as a critical outreach tool that provides information through blogs, video, and text. It incorporates constantly changing imagery to give the user a taste of the broad range of people and activities that you might find at St. Peters. It is interesting to note that the homepage has a bold link, “The Next Five Years” that details St Peters’ strategic planning initiative through blogs, video interviews and text. They also incorporate a number of methods into the website to promote ongoing communication with parishioners and the community which include online newsletters, blogs, video libraries, photo galleries, surveys and drop down menus that allow users to personally get involved in church activities. All of these elements assist in providing both parishioners and the general public with a strong sense of an inclusive, active parish that is open and welcoming to all.

Given the comments of focus group participants seeking a more vibrant online presence for St. James, updating the website further with the intent of providing a more contemporary and interactive feel may be a good way to begin to advance outreach to the community and stronger communication to current parishioners. There is no need to reinvent the wheel here, there are any number of other Episcopal parishes to look to for examples, as well as, the more contemporary evangelical churches, which although quite different from St. James, have done an excellent job of using the internet to promote their activities and continuously build the size and breadth of their congregations.

In addition to establishing a more vibrant online presence, participants also suggested ways in which St. James parishioners could benefit from an updated internal media system that would allow parents with young children to attend services remotely from a quiet room or provide video outreach information continuously for visitors to the campus.

6. Strengthening community outreach and participation – Many participants expressed their strong view that St. James must find more and better ways to engage the community it serves.

As previously mentioned, suggestions included offering an array of cultural enrichment programs for both parishioners and the community at large and becoming a community town hall where organizations with similar values or shared concerns might hold meetings, social gatherings or conferences. One participant suggested developing a youth center for after school and after-hours social events, among other possibilities.

It was also noted by a number of participants that St. James is located in the La Jolla Cultural Zone and that it should make cultural enrichment activities such as music programs, literary offerings, and art and cultural exhibitions central to parish life as a natural extension of the church’s community outreach efforts.

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7. Strengthening internal communications and services – A good number of participants noted that it would be helpful if St. James focused on ways to improve internal communications and services. Ideas included a more interactive web presence (see #3 above), electronic newsletters and blogs, and onsite video information kiosks and presentations. It was also suggested that regular surveys, both online and during services would provide St. James’ leadership with a more continuous and broader understanding of parishioner’s thoughts and concerns.

8. Partnering with organizations that hold similar values – It was mentioned at both sessions that St. James might benefit from looking at ways to partner with other Episcopal parishes or on an interfaith basis to provided programs and services. It was also mentioned that St. James historically had a more formal, ongoing relationship with The Bishop’s School and it might be a good time to explore reestablishing that relationship along with other schools such as La Jolla High. In that context activities such as Baccalaureate ceremonies and other school related gatherings might become a part of campus life at St. James, further strengthening youth and community ties.

9. Mitigating parking limitations – There was a discussion in both sessions regarding the difficulty of accessing close-in parking near the church. Although it was acknowledged that the best solution to the problem would be the construction of a parking structure, the financial challenges of such a project were acknowledged to be substantial for such and undertaking.

With that in mind, participants offered a number of alternative ideas that they felt might help mitigate the problem such as pre and post services/program food and beverage services, working with The Bishop’s School to see if it would be possible to use their parking when available, and developing more exterior seating/conversation areas to allow parishioners to comfortably arrive early or stay after services to socialize with others. Valet service from more distant lots was also mentioned as a potential way to mitigate the problem, as was the possibility of providing more exterior areas for a coffee bar, food and beverage service to compliment the development of additional public seating and gathering spaces.

10. Upgrading physical assets – Intermixed with programming discussions, focus group participants offered a number of specific suggestions as to how to physically upgrade the St. James campus to improve current and future experiences for parishioners and the public.

Those suggestions included the following ideas, among others:  Improve restroom facilities throughout the campus – these upgrades were viewed as currently necessary regardless of future modernization or reuse plans for the campus  Secure additional storage space – this is particularly critical to the White Elephant Sale, which lost adequate staging and storage space when St James Hall was leased to a third party  Update functional relationships to allow for quiet uses to occur simultaneously with communal or active uses in various parts of the campus or facilities  Improve lighting throughout    

Refinish and improve interior finishes throughout Improve circulation flow as needed to facilitate access and use – perhaps switching floors currently used for offices with those used for classrooms Provide elevator access to upper floors Improve public access to staff and clergy

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Improve loading areas

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Update and upgrade kitchen facilities Add shower and laundry facilities to serve the needy Incorporate multi-media component in reuse designs Alter the Sanctuary to accommodate needs of current liturgy and uses  Central Altar  Flexible seating arrangements  Multi-purpose configurations  Audio/Video improvements  Rotating art and cultural exhibits Examples offered of innovative changes to other churches included St James Catholic Cathedral, Seattle; The National Cathedral, Washington DC and St Paul’s Cathedral, London, UK. Possible reuse designs – Create a “cool and welcoming place”  Conference Center – Former gift shop and adjoining courtyard o Bishop’s lectures o Community lecture series o Small conference gatherings o Community cultural functions  Additional space for a youth center or activity area  Video quiet room for families with infants  Apartment for guest lecturers or visiting clergy  State-of-the-art community kitchen and gathering place  Reclaim St. James Hall at some future date to house service programs  Relocate entrances – courtyard entrance to chapel / new Glazebrook entrance  Small gift/book shop Incorporate redesign of exterior areas into the master plan  Re-landscape to achieve improved aesthetic, better accessibility and safety  Improve public seating  Outdoor concerts area  Courtyard seating with food and beverage service or coffee bar  Healing garden  Chapel at the point  Child play area  Outdoor worship services

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Summary The focus groups hosted by the vestry on April 16 and 27 provided a wonderful opportunity for interested St. James parishioners to give vital input to the vestry, clergy and design team on matters relating to a future vision for St. James By-The-Sea. It is clear from participant comments that those who attended are deeply committed to St. James and are anxious to see the parish grow and thrive

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well into the future. Although there was a diversity of feedback and suggestions regarding ways in which the parish might strengthen and advance its place in the community, the one pervasive view from participants envisions a church that is far more accessible physically and programmatically to the broadest possible constituency.

Participants were nearly universal in looking to a future where the church is assessable for greater periods of time each day and where it becomes a center for both congregational worship and community service. They see both goals being achieved through the combination of a thriving mix of services, programs and outreach that appeal to intergenerational interests, support families and youth, and above all, contribute substantively to a healthy community. The main themes brought forward by participants spoke to the need for increased activity at all levels, from the number of weekly services offered, to an “open door” policy, to programs that will appeal to young people and families, all the while being responsive into the hectic nature of modern family life.

The next steps in the process will require a clear and reasoned analysis from church leaders, the design team to incorporate parishioner input into the process of determining the “highest and best” uses for the church’s financial, physical and human resources going forward. Once those decisions are made, a concomitant commitment will be required from all interested parties to join together in raising the necessary funding to make the collective vision a reality.

Thank you for the opportunity to assist you with this early stage of the process and I’d like to offer a special thanks to Paul Benton and John Norris for sharing their meeting notes with me, which were invaluable in preparing this summary.

Thomas Hall AlbertHall&Associates LLC

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