Our Heritage

Questions and Answers

On this page, you will find questions and answers related to the master plan and capital campaign. Please click on the tabs below to get to the different topics we have addressed.

Still have a question? If you do not see your question answered, please CLICK HERE to submit your question to our staff. Someone will respond to your question either directly or indirectly via this website or the congregational meeting. Thank you for your submittal.


  1. Will CCC and CDS coordinate feasibility studies and capital campaigns?
    Yes, although the feasibility studies and capital campaigns for CCC and CDS are separate, they have been coordinated by virtue of overlapping boards, sharing of information, and intentionality. CCC and CDS used the same consultant during feasibility, and are using the same consultant (Generis) for the campaigns.
  2. When were the feasibility results discussed with CCC Officers?
    Feasibility results were discussed with the Elders and Deacons on March 24th.
  3. Is feasibility in lieu of debt?
    No. Feasibility is a process aimed at determining how much CCC and/or CDS can raise during a capital campaign to fund the currently proposed phase of campus expansion and whether the focus and reason for the expansion is supported by the congregation, staff, officers, and school families, etc. The results from feasibility help CCC / CDS scope the size and direction of the campaign. The capital campaign funds received and the timing of those receipts will determine whether debt becomes necessary. If funds received equal the total cost of the expansion project, then debt may not be required long-term, but may be required short-term to meet financing needs prior to all capital campaign funds being received. If total campaign proceeds fall short of the expansion costs, then debt may be required to fund the expansion. If no construction is undertaken until all campaign proceeds needed are in fact collected, then no debt will be required.
  4. What happens if CCC is able to raise its goal amount, but CDS is not (or vice versa)?
    First of all, both CCC and CDS completed feasibility studies before moving to the next step in the process, to help ensure that realistic funding targets are being set. Second, the capital campaigns will run on a parallel, but separate basis, so the campaigns, while coordinated, are separate and therefore, one entity’s failure to fund their goal would not necessarily derail the other’s ability to move forward. While there are some scenarios that have more CCC/CDS interdependency than others, we have developed a model that is both flexible and “staged” in order to maximize the ability to plan prudently, to receive timely feedback, and to make informed and wise decisions.
  5. What methodology did Generis (the campaign consultant) use for measuring capacity and generosity and how did they come to their findings? Does Generis have summary results from interviews, etc.?
    Generis worked with both CDS and CCC with respect to capital campaign feasibility. For CDS, Generis conducted face-to-face interviews with many of its key donors and surveyed all the remaining CDS families so that 100% of the CDS families were communicated with. Generis also reviewed significant data and metrics with respect to the CDS donor base. For CCC, Generis reviewed significant data and metrics with respect to stewardship, giving, and various other financial indicators. Generis also met with many of our senior staff, numerous leadership committees, and three separate CCC member focus groups. This accumulated information was then compared to the experiences of church’s similar to CCC and to established church trends. Generis’ summary results were shared with officers on March 24th during the Session meeting.
  6. Do we know how many church members might make provisions in their last wills and testaments towards the church relative to the capital campaign or otherwise, and are we providing estate planning to members to encourage such giving?
    At this point we don’t know how many members might give through their estates and we don’t currently offer estate planning. However, the Administrative Department (with particular credit given to Brent Andersen, Toni Grove and Larry Kirkman) in concert with Mike Ross have been considering how to enhance CCC’s efforts in this area. This was also a focus area of our recent “generosity audit” done by Jim Sheppard with Generis. This area is a key opportunity that will be the focus of our attention going forward.
  7. Many years ago the opportunity existed for CCC to pursue closing Covenant Church Road to public traffic if we owned all the property on both sides of the road, etc. Does that opportunity still exist?
    Because this doesn’t pertain to the scope of Phase 1, we won’t dwell on this answer now, other than to say it doesn’t seem likely.
  8. Can we address concerns with our sanctuary, including:(a) the “wings” leading from the choir loft to the balconies are wasted space; (b) the sanctuary seating is deteriorating; (c) the seating in the balcony is awkward and uncomfortable; (d) entrances to the Worship Center should have a second set of doors; (e) we should connect the upper level of the parking lot to the balcony as part of the covered drop-off; (f) the stairs leading from the main lobby to the back hall are awkward.
    At this point all these items are outside the scope of Phase 1 and so they will not be addressed in detail here. However, please note that all of these items were made known to the architect and Strategic Planning Team (SPT) as part of the Master Planning process. Some of these items are scheduled to be addressed in future phases of the Master Plan. The remaining items will be directed to Rick Ely and the architect for consideration in due course.
  9. (NEW 9/19/14) How many adult church members did Christ Covenant Church have as of January 1st in 2012, 2013, and 2014?
    Christ Covenant Church communing membership on January 1 of 2012, 2013, and 2014 was 1,687, 1,653, and 1,666, respectively. Communing membership over the age of 23 during mid-year 2013 and mid-year 2014 was 1,147 and 1,113, respectively.
  10. (NEW 9/19/14) Were “senior” members of the congregation included in the “focus groups” leading up to this decision/campaign?
    Yes. Over 139 individuals and 31 different church and school groups were included in the focus groups. One of those groups was devoted entirely to senior members of Christ Covenant Church. On Sunday, September 21, Elder Paul Joyce will share a slide that lists all 31 groups that participated in the focus group study.
  11. (NEW 10/10/14) I understand that a firm, Generis, was hired as campaign consultant. What is the role of Generis and how much will the church be required to pay them?
    As has been our practice since our very first building campaign for our first land purchase and construction of our A and B buildings, our church leaders sought the expertise of a recognized expert in helping church congregations identify and reach giving goals that will benefit them spiritually as they trust God’s provision for His work. Generis is an experienced church and school campaign consulting firm that came highly recommended by other churches and schools in the PCA. Our specific consultant with Generis, Jim Sheppard, is a ruling Elder in the PCA who worships and serves at Perimeter Church in Atlanta, Georgia.
      Generis was chosen from among three highly respected firms, after a competitive bidding and interview process was conducted. A key stipulation set out as part of the hiring process was to find a consultant who could serve in a dual role as consultant for both the Our Heritage (church) and Legacy (school) campaigns. The interviews and recommendation to hire Generis were initiated by the Strategic Planning Team, and approved by the Executive Leadership Team, the CDS Board of Trustees, and the Session. Generis conducted an in-depth feasibility study for Christ Covenant Church and for Covenant Day School to determine whether either entity was able to conduct a capital campaign that was a successful and positive experience in the life of each entity and of a size approaching that which was suggested by the master planning process. Both feasibility studies returned with encouraging results.
      The specific role that Generis is filling with respect to Christ Covenant Church is to: (1) lead a capital stewardship campaign; (2) establish and maintain a calendar and provide all manual and training materials; (3) counsel with church staff, lay leaders and steering committees as to the most effective ways to communicate; and (4) to ensure that best practices are brought to bear to produce an excellent campaign that honors God and His good purposes for Christ Covenant Church. Generis will be paid a fixed fee of $62,000 for their professional services over the three year campaign period. This cost is approximately 0.7% of the campaign goal and from the perspective of leadership this is a very prudent investment. It should be noted that with Generis’ counsel we have been able to make excellent use of the giftedness of our own staff and volunteers to avoid many of the costs typically incurred in capital campaigns. These specific savings are one example of the value an excellent consultant brings to the process.

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Phase 1 of Master Plan

  1. What is in Phase 1 of the Master Plan?
    As of April 9, 2014 the Phase 1 plan for CDS includes a new high school building, fitness center, and lower school renovation; and the Phase 1 plan for CCC is to construct the Community Life Center (aka “D” building) with fellowship hall, kitchen, and youth space; build hospitality space (chapel and large meeting room) in front of Worship Center; a covered drop off; and Fullwood/Hwy. 51 ball field.
  2. What aspects of Phase 1 will be eliminated if the campaign falls short of the goal?
    The highest priority and highest cost component for CCC and CDS is the Community Life Center (CLC) and the new high school building/eliminating modulars, respectively. Depending upon the specifics of any shortfall, the responses could differ, but it is likely that both CCC and CDS, if faced with a choice, would eliminate aspects of Phase 1 other than the CLC and new high school building/eliminating modulars to the extent possible.
  3. How many floors are planned for the Community Life Center?
    The building will have two floors.
  4. Will the Community Life Center have an elevator?
  5. Does the plan provide for additional SOAR ball fields and will the ministry houses on the corner of Fullwood Lane and Highway 51 be impacted by the plan?
    The current plan for Phase 1 includes ball fields on the Fullwood Lane side of the Worship Center that would not impact the current ministry usage of the houses on the corner of Fullwood Lane and Highway 51. Future plans call for a “leadership center” to bring church staff together on campus. If and when that occurs, the corner of Fullwood Lane and Highway 51 could be changed to facilitate an enhanced gateway to our campus or we could explore ways to collaborate with the Town of Matthews in an effort improve the manner in which our campus is made visible to and “presented” to the community.
  6. What size is planned for the fellowship hall?
    The Community Life Center (D building) is planned to be 32,000 square feet on two floors, which means about 16,000 square feet on each floor. The fellowship hall will occupy the first floor and the youth center will occupy the second floor.
  7. Does the plan call for a leadership center in the Community Life Center?
    A future phase of the plan calls for a “leadership center” connected to the B building in which most church staff on campus will be brought together. That leadership center is not part of the currently proposed Phase 1 or the Community Life Center (D building).
  8. How much would it cost to add a third floor to the currently proposed Community Life Center (D building)?
    Current projections include a cost of $175 per square foot, making the cost of another floor $2.8 million (16,000 sf x $175/sf).
  9. What will become of the Wilcox Kitchen if CCC builds a new kitchen in the proposed Community Life Center?
    If current planned scenarios play out, the Wilcox Building will be occupied primarily by the lower school and the Wilcox kitchen will be used primarily for lower school needs, but also available for CCC and other CDS needs.
  10. What does it mean to CCC to have “enhanced youth space?”
    Proposed construction of the Community Life Center (aka “D Building”) and other proposed areas is in response to a multitude of needs, including identified needs within the Youth Ministry, on a prioritized basis. The needs and priorities are based on an in-depth master planning process that surveyed hundreds of church and school members, staff and officers. The construction of youth ministry space was proposed because:

    (a)   survey and focus group responses indicated a need for more appropriate, dedicated youth space;

    (b)   our Director of Operations indicates that current “youth ministry space” is so stressed by over-use and competition (i.e. between youth ministry, CDS and various other ministry groups) that it has become poor quality, sub-optimal space as relates to CCC’s youth ministry, CDS students or other users of the space;

    (c)   the current proposed scenario calls for existing youth ministry space in the Wilcox building to become more tailored for unique needs of CDS lower school students, making the need for separate, dedicated CCC youth ministry space a high priority need;

    (d)   Demographic studies show that CCC’s youth, student families and young families are under-represented in our church family and should be a focused “growth area” to support CCC’s “succession plan” and future;

    (e)   this supports CCC’s Mission and Purpose in many respects including making disciples, growing in community; and moving disciples towards spiritual maturity;

    (f)   this supports CCC’s prioritized 13 spiritual ministry goals;

    (g)   this aligns with Psalm 78:5-6 and “generations in community”;

    (h)   this is consistent with trends within other PCA churches regionally and other large evangelical churches locally with whom we share biblically based priorities;

    (i)   this complements the CDS planned expansion;

    (j)   this supports the planned sports field expansion on campus;

    (k)   this complements the “resource church” culture of CCC; and

    (l)   this helps create a more unified CCC campus.

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  12. What do our youth ministry staff think about the youth ministry component of the proposed expansion?
    The youth staff said that the proposal facilitates dedicated large group meeting space for the youth ministry, which is important for attracting kids to and retaining kids in the youth ministry. They also said that buildings don’t bring the youth – it’s the ministry; but inadequate space is a significant barrier to attracting and retaining the youth.
  13. What is the cost of the proposed CCC project per family if we simply divide the cost by the number of family units?
    The projected cost is $8,500,000. $8,500,000 / 700 giving units is approximately $12,150 per giving unit. If paid over a three-year campaign that would be about $4,050 per year for three years.
  14. Does the fact that the current CCC proposal includes a ball field, described as available for the SOAR ministry, indicate a long-term commitment to the SOAR ministry?
  15. Does the addition of just one ball field make any real difference to the field space scarcity problem?
    Yes. One regulation-sized field can be subdivided into several smaller fields depending upon the circumstances.
  16. This is a very comprehensive and timely plan. Have we spent enough time in prayer and otherwise sought assurance that this plan is consistent with God’s will?
    The Strategic Planning Team believes that the prayer, planning, and resources applied to this project to-date, in combination with the prayer, consideration and vetting requested from CCC’s Elders and Deacons is both considerable and God-honoring. We ask that each member of the congregation invest time in prayer individually as we prepare to vote on this venture on September 21.
  17. Where are we getting the cost per square foot for planning purposes? Should we get a third party price to ensure we are raising the right amount of money?
    The cost per square foot was originally provided by our architect as part of the master planning process. Those cost estimates have been refined as the Phase 1 scope has been more fully developed. Our building committee and general contractor now revised that projected cost to $8,500,000.
  18. How do we discern that this is His will?
    The scope of this master planning process has spawned many ancillary benefits including the creation of a “Major Ministry Investment Criteria” that evolved from discussions with several officers. The “8 point criteria” that was developed may be the most succinct way to respond to this question. Assuming that all questions can be answered yes and supported biblically, we believe using this criteria as an evaluating tool will help us honor God by earnestly seeking His will. That 8-point criteria is as follows:

    1)   Mission & Vision: Is the investment consistent with CCC’s Mission, Purpose, and Vision?

    2)   Philosophy of Ministry: Is the investment consistent with CCC’s Philosophy of Ministry?

    3)   Stewardship: Can CCC “afford” this investment without putting its existing “core ministries” at risk unnecessarily?

    4)   Strategy: Does this investment strategically build for the future?

    5)   Significance: Does this investment significantly advance the majority of CCC’s “core” ministries/departments?

    6)   Due Diligence: Has this investment been planned with ample diligence, to include leveraging relevant expertise, to ensure a God-honoring proposal?

    7)   Vetting: Has this investment been vetted by appropriate officers, laity, and staff to ensure a thoroughly reviewed proposal?

    8)   Prayer: Has this investment been tested by prayer and petition in a manner such that we believe this investment is God-honoring and God’s calling for CCC?

  19. Will the Young Families and Sojourners Communities continue to use the Fireplace Room space on Sunday mornings or will the proposed Community Life Center (CLC) also provide new meeting space for these communities?
    The two-story CLC is planned to have space available for these and several other communities on Sunday mornings explained more fully as follows:

    •   The first floor will provide a large fellowship space that can be closed/separated into six separate large meeting rooms including two rooms that would each accommodate 128 people at tables (or 176 in chairs), and four rooms that would each accommodate 80 people at tables (or 108 in chairs).
    Note: This space could accommodate all of our large adult community SBS classes on Sunday mornings, but we would likely program the Seniors and Young Seniors in the space planned for the Chapel and Hospitality Room (in the Worship Center), where each room would accommodate 100-200 people depending upon the use of tables or individual seating.

    •   The second floor of the CLC is planned to accommodate the youth on Sunday mornings. It will have two large meeting rooms that would accommodate 218 and 250 people, respectively. The second floor will also have eight small group (each accommodates approximately 10 people) breakout rooms as well as various open area gathering places.

  20. Will the movable walls in the Community Life Center (CLC) fellowship hall be of the quality that sound in one room won’t disturb individuals in adjoining rooms (the movable walls in the Fireplace room currently provide inadequate “soundproofing” between the rooms)?
    “Soundproofing” of the movable walls in the CLC Fellowship Hall is an area of focus and our architect, Tom Balke, assures us that movable walls can be designed, purchased, and installed within reasonable cost parameters that will soundproof in a manner that meets our planned usage and needs. The same concern, focus and assurance has been directed at the floor between the Fellowship Hall and the second floor youth space.
  21. What is the value of the CCC/CDS campus?
    The land and permanent buildings (excluding contents) are worth approximately $35-40 million. [This is based on a hybrid valuation method that uses assumed land values of $100,000 per acre and assumes that building values approximate their replacement costs calculated at an average of $150-175 per square foot.]
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  23. What is the maximum build-out size for our campus?
    With the exception of the piece of property contiguous to Warner Park and Monroe Road (i.e. the “Colchester Property”) that was purchased by CDS, The maximum build-out size of the campus will have been met/reached if and when all phases of the 2013 Master Plan have been implemented. The summary of additional buildings contemplated by the Master Plan include:

    1)   adding a Community Life Center (D building),

    2)   adding an atrium,

    3)   expanding the Worship Center building,

    4)   expanding the B building,

    5)   adding a new high school building and gymnasium as well as a drama/arts building,

    6)   expanding the Wilcox building (which becomes the lower school), and

    7)   adding buildings (i.e. cafeteria, etc.) related to the middle school (which is the current CDS high School).

    The existing worship center currently serves an average of 1100-1200 on Sunday mornings and has the capacity to serve 1800 comfortably and 2300 at maximum capacity.
  24. (NEW 9/19/14) Based on the renderings/pictures on the website of the proposed new kitchen in the Community Life Center, the kitchen appears too small for the people it would serve. Is the planned kitchen large enough to adequately serve in ministry areas such as wedding receptions, church-wide celebrations, and community outreach, to name a few?
    Yes, we believe the planned kitchen is not only large enough, but also well designed and equipped to readily serve our current ministries and those anticipated in the future. Careful planning and expertise has been brought to bear on this very important dimension of our Community Life Center and hospitality ministry:

    The Kitchen - The planned kitchen is described as a 1400 square foot “full grade” commercial kitchen which includes a preparation and cooking area, a fully-automated washing and drying area, a dry goods storage area, and a walk-in refrigerator and freezer.

    The Kitchen Sub-Committee/Team - The current plan was arrived at after meeting with various members of our hospitality and operations teams (Susan Shepherd, Teresa Caldwell, Kim Westbrook, Kimberly Malik, Michael Epifanio, Margie Epifanio and Rick Ely), and numerous other key stakeholders during the focus group study with Little and Associates Architects.

    The Experts - These team members met (and are meeting) with our architects (Little and Associates) and their kitchen experts, and with our general contractor (Edifice) for planning sessions.

    The Peer Churches - These team members have also taken several “field trips” to visit Calvary and Carmel Church kitchens and their kitchen management personnel to gain insights and consider best practices.

    The Focus - Our staff, volunteers, and committees have spent numerous hours and days with our experts and peer churches considering the number of people to be served in our ministry efforts, the methods, formats, and situations in which they will be served, and the wisest course to follow in designing a full grade commercial kitchen given those inputs.

    The Conclusion - We are convinced that our approach is well developed (and developing) and planned and that the congregation will be well pleased and blessed by the results.

  25. (NEW 9/19/14) Will there no longer be parking next to the gym and in front of the Wilcox building? Will there be sufficient parking if this parking is eliminated to accommodate Covenant Commons and the playground?
    There is no plan to eliminate the parking area next to the gym and the Wilcox building as part of Phase 1; that is a proposal for a future phase which includes “Covenant Commons.” We believe that approximately 110 parking spaces will be removed to construct Covenant Commons, and that ample parking will remain after that reduction. Since Covenant Commons is not part of Phase 1 and current considerations, we won’t address it more now, but will note the question for future consideration.
  26. (NEW 9/26/14) Why do we need two chapels (Worship Center Chapel and Free Standing Chapel) on the church campus?
    There are specifically designed differences in size, function, geography, and timing between the two chapels that facilitate appropriate use by different ministries. Leadership believes that both chapels will fill important roles and needs for a well-rounded campus that houses a church and school.

    The Worship Center Chapel - This chapel will be constructed as an addition to the Worship Center and adjacent to the main lobby. It will occupy approximately 1500 square feet. This chapel is designed to host weddings with fewer than 175 guests, Sunday morning gatherings of congregational communities of similar size, and other church and worship-related services in which proximity to the worship center is important and a chapel setting is optimum. The close proximity of this chapel to the Community Life Center is intentional to facilitate wedding receptions for gatherings of fewer than 175. The smaller size and correspondingly smaller cost of this chapel allowed leadership to include this project within the Phase 1 plans without exceeding a budget that feasibility studies identified as reasonable.

    The Free-Standing Chapel - This chapel will be a stand-alone building situated near the grassy setting of the Covenant Commons and occupying approximately 4500 square feet, thus playing host to groups of approximately 500-600. Its larger size and proximity to the “school-side” of campus makes it ideal for chapel day at Covenant Day School and a host of other worship-worthy services and programs, both church and school related, that will be greatly enhanced by the chapel setting. The larger size and correspondingly larger cost is beyond the scope of Phase 1 of the master plan; it is planned for a future phase of the master plan.

  27. (NEW 10/10/14) Will the first floor of the Community Life Center be large enough to comfortably seat our church family during the Thanksgiving Feast?
    Yes. The proposed Community Life Center (CLC) is currently planned to seat approximately 900 adults in a format similar to that currently used during the Thanksgiving Feast. That is the maximum number of attendees for the CCC Thanksgiving Feast in the last few years. Based on conversations with our experts and those familiar with event management as well as with other churches in our area with large kitchens and fellowship Halls, the 900 maximum seating capacity is an optimum configuration for the proposed CLC, based on our congregation size, our commitment to encourage daughter churches rather than our own major growth, our ministry configuration and our budget. The CLC is designed in a flexible fashion so that it can also host a number of other seating configurations with appropriate seating capacities of much less than 900, based on the best setup for each individual use.
  28. (NEW 10/17/14) Is the youth space contemplated in the new Community Life Center (CLC) adequate to allow for growth in the youth ministry?
    Yes. The planned youth space on the second floor of the CLC will comfortably accommodate as much as a 50% growth in our ministry. This new space was deemed a good balance between prudent room for growth and affordability.

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  1. Will CCC and CDS use the same architect and contractor to ensure coordination and consistency?
  2. Will construction of the CCC and CDS expansions happen at the same time?
    That has not been determined and will depend upon the outcomes of feasibility and campaigns.
  3. How long from ground-breaking before displacement occurs?
    The detailed timeline currently shows that ground-breaking is scheduled for March 2015 and owner occupancy is scheduled for June 2016.
  4. Have maintenance costs been built in to the projected costs?
    Yes. With respect to CCC, we believe the maintenance costs will approximate $3 per square foot per year. The proposed D building structure will approximate 32,000 square feet which adds $96,000 in maintenance costs per year. The projected costs include a first year maintenance increase and the plan is to increase the operating budget to cover the additional maintenance costs for years two and forward. With respect to CDS, the cost of the project is currently planned to include increased maintenance costs for the future.
  5. Are we going to get a completion guarantee?
    We have staffed and empowered a “building committee” to work with our architect and general contractor to handle such matters.
  6. If we build a high school, we will probably have to build a detention/retention pond (to comply with runoff restrictions, etc.). Have we had our security personnel review the security aspects of having a pond on our campus?
    We already have three securely fenced ponds and one underground retention facility on our campus to comply with runoff regulations. Our architect is well aware of such requirements and we are comfortable that such issues can and will be dealt with in due course.

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Other Ministry Impacts

  1. Does this plan change or become impacted by the current planned structural repairs to the Worship Center?
    No. The repairs have been separately budgeted and the new structures are independent of the Worship Center planned repairs.
  2. How do we “financially protect” initiatives such as Faith Promise and missions if the focus on the campus expansion results in church members diverting their support from Faith Promise / missions to the campus expansion? What is the long-term goal for Faith Promise and support for missionaries?
    Our capital campaign consultant from Generis tells us that the most common question asked in any building campaign is “how will it impact foreign missions?” We also understand from Generis and our peer churches in the PCA that healthy churches typically have capital campaigns no less frequently than every five years. We believe it honors God and reflects good stewardship and prudent planning for the future to invest in the CCC campus while at the same time maintaining all “mission-critical” CCC ministries (including Faith Promise and foreign missions) at healthy and growing levels. We believe that the proposed campus expansion will invigorate and grow our existing ministries and church family. Describing the long-term goals for Faith Promise is beyond the scope of this master planning related Q & A and should be addressed to Mike Miller and the Outreach and Missions Department.
  3. Are we going to raise additional funds to upgrade the AC/heating units in the other areas of the campus?
    CCC goes through a budgeting process each year to develop and fund the operating and capital needs of the church and campus. That is the process used to assess and fund the need for upgrades to the AC/heating units throughout campus.
  4. Have we made provisions in the Master Plan to accommodate significant work in the area of mercy and social justice?
    Our recent focus in this area during the “Get Off Our Donkey” series revealed significant interest in our church family to expand this ministry area, and our Outreach and Missions Department is mapping that strategy. Currently we expect that ministry area will largely involve investing our church family’s time and talent in the community, and when possible inviting the community to our campus. We believe the expansions contemplated by Phase 1 of the master plan is a great first step in expanding our facilities so we are better able to welcome and serve our community in this important ministry area.
  5. Should we be doing church plants instead of building?
    No, we should be doing church plants and building. We believe it honors God and reflects good stewardship and prudent planning for the future to invest in the CCC campus while at the same time maintaining all “mission-critical” CCC ministries (including church planting) at healthy and growing levels. We believe that the proposed campus expansion will invigorate and grow our existing ministries and church family. Had we opted to forgo building in CCC’s early years (to fund a host of worthy ministries) it is doubtful that we would have been able to supply the same (or any) level of support or legacy to Mike Miller in Florida, Scott Cook in Eastern North Carolina, Tom Hawkes in Uptown Charlotte, Lindsay Williams in Raleigh, Howard Brown at Christ Central in Charlotte, Mark Upton at Hope Community in Charlotte, Dean Faulkner at Church of the Redeemer in Monroe, Chip Sneed in NorthCross and Cornelius, and Steffen Mueller at Gospel Church in Munich.
  6. Why did we spend the money on the Wilcox expansion if we are essentially replacing it?
    Based on the needs of our campus at the time, the Wilcox expansion was planned, designed, voted on by leadership, built and funded. The Wilcox expansion has been a significant blessing to our church and school and will continue being exactly that for many years to come. At the time that the Wilcox expansion took place, our church and school weren’t ready to engage in a comprehensive master planning exercise, capital campaign and building program, but we were ready for and in earnest need of an expanded Wilcox building. If God blesses our plans to expand our campus as proposed, the existing Wilcox building will remain an ongoing and integral part of the church and school’s campus plan. Nothing will have been wasted, but to the contrary we will have been blessed by the expanded Wilcox building as we waited on God’s perfect timing.
  7. Have we considered committing 10% (i.e. tithing) of the Phase 1 costs to Outreach and Missions?
    At this point there is no plan to allocate (more) specific dollars to Outreach and Missions as part of Phase 1 of the master plan. This decision was made after giving full consideration to Christ Covenant Church’s mission, vision and financial commitment to Outreach and Missions. During the March 24th master planning session, Mike Ross mentioned various approaches that are sometimes used during capital campaigns to address concerns by some that building projects might divert actual or potential funds away from other ministries such as Outreach and Missions (also see related questions above that address very similar concepts). Mike Ross has also said that while individuals are called by scripture to tithe to the church, the church is not called to tithe to any particular ministry. Having said that, the recent “Get Off Our Donkey” series has struck a chord with our church family and some have felt a call in the area of Justice, Mercy and Missions that we want to honor. Another idea mentioned by Mike Ross involved an approach that calls us to dedicate a particular level of ministry time and efforts through the new Community Life Center (and chapel, hospitality space, and sports fields) and by our church family towards specific Outreach and Missions ministries. This approach could honor both those individuals felt called to give more (time, talent and treasure) to Outreach and Missions as well as those felt called to steward the resources of the church to other ministry areas.
      CCC has given $8.7 million to Missions and Benevolences and $2.8 million to Faith Promise over the last 10 years and currently supports 48 missionaries. This level of giving was made possible, in part, by building facilities that housed CCC’s large church family. Had we sacrificed prior building efforts, our prior and current giving to Outreach and Missions would probably have been significantly less. Historically and currently, CCC gives an amount to Missions and Benevolences that approximates 20% of our annual operating budget. This reflects a high value for CCC that we should communicate more consistently so our church family appreciates our dedication to this key ministry area.
  8. (NEW 9/19/14) I am concerned that the CCC building campaign will create an additional obstacle to families bringing their whole tithe to the church. Will the church help clarify what the tithe is and where it should go? While an in-depth discussion on the tithe exceeds the scope of this section of Our Heritage website, we are hopeful that the following response, supplemented by cites to additional resources, will be helpful. Our leadership, consultants, and peer churches believe that campaigns like Our Heritage should be funded by its members through sacrificial giving that is over and above the tithe and over and above Faith Promise. Our experienced campaign consultant advises us that many churches in and out of the PCA that are similar in size and make-up to Christ Covenant do this on a regular basis, and there is every reason to believe that we can, too. Some of our members may not be able to participate in Our Heritage, but many will and our advisors tell us that based on the experiences of churches similar to ours, and our own history and metrics, we might expect a healthy response to Our Heritage to approximate 1.5 to 2.3 times the annual tithe. The $8.5 million goal for Our Heritage is well within that range.
      Other Stewardship Resources – The Christ Covenant Discovery Class Manual includes a lesson (Lesson 13) on stewardship that is very much on point in responding to the above question on the tithe. In particular, the section in entitled “Christ Covenant Stewardship Principles and Practices” should prove particularly helpful. You may review that chapter here. During Discovery Class instruction, Pastor Ross teaches that we should bring the tithe to the local church and that Faith Promise and building programs should be over and above the tithe. The upcoming joint Bible study series on The Treasure Principle, led by our Pastors, is sure to prove a blessing. We also recommend for your review and prayerful consideration the section beginning on page 10 of the Our Heritage brochure entitled “How to Make an Over and Above Gift to My Church.” Other stewardship information that may be helpful is provided on our church website under “Resources.”
  9. (NEW 9/19/14) Part A: In what way does Our Heritage reflect Pastor Ross’ initial desire for “Simple Church,” as he stated when he first arrived?
    Part B: Does Our Heritage conflict with the “Get Off Our Donkey” series recently presented?
      Part A: We believe that Our Heritage is very consistent with the principles of “Simple Church.” Mike Ross’ reference to “Simple Church” was in large part based on the book by that same title and authored by Thom Rainer and Eric Geiger. That book’s theme was for churches to emphasize clarity, movement, alignment, and focus; as well as to simplify where possible. The design, review, and due diligence associated with the Our Heritage campaign has been all about fulfilling the purpose and mission of Christ Covenant Church as described in our Vision Statement: to worship God, grow in community, love others, and serve the world. Alignment between Christ Covenant’s core purpose/mission and Our Heritage has been a primary focus; we believe the connection is very strong.
      Part B: There should not be a conflict. Christ Covenant Church has a strong commitment to Outreach, Missions and Mercy that is consistent with the principles described during the "Get Off Our Donkey" series and in the book When Helping Hurts by Steve Corbett and Brian Fikkert. A key principle is not to only “throw money” at mercy ministry, but rather to invest and engage people in those ministries. Christ Covenant leadership doesn’t believe there has to be a choice between whether to proceed with Our Heritage or give funding to Outreach, Missions and Mercy; rather we believe our best course is to do both: invest in Our Heritage and Outreach, Missions and Mercy, and to engage people personally. Had Christ Covenant Church leaders decided back in 1983 to direct all funding to Outreach, Missions and Mercy rather than invest in the current Christ Church campus, millions of dollars and thousands of lives would not have moved through Christ Covenant Church into the mission fields and various other outreach and mercy focused ministries the way that it has. Also see other Q & A questions on this topic and the video from September 7 in which Elder Paul Joyce addresses this same question.
  10. (NEW 9/19/14) The church stated that this was the year of “Justice and Mercy.” How much did the church raise for the cause of “Justice and Mercy?”
    Our records show that in late 2013/early 2014, Mike Ross asked Christ Covenant Church to make 2014 a year that is particularly focused on Justice and Mercy. Calendar year 2014 is not over yet, but for the fiscal year which ended June 30, 2014 our records show that approximately $1.2 million was invested in local and foreign outreach, missions, and mercy. This amounts to approximately 24% of the church budget for that same period. Our goal is not merely how much money was raised, but rather how much ministry was accomplished through the involvement and engagement of people.
  11. (NEW 9/19/14) In light of Our Heritage building campaign, what groups or individuals will be able to use space in the new and existing buildings/space on the Christ Covenant Church campus?
    The prospect of new buildings and space on our campus does not change our existing process for approving, allocating, and sharing the use of available space on our campus, but it may influence the amount of space to be managed. Following is a summary of the process that is followed to steward well the use of buildings and facilities on the Christ Covenant Church (and Covenant Day School) campus.

    Requests for Space - Requests for the use of space on the Christ Covenant Church campus are directed to designated individuals on the church and school staff depending upon whether the request is church- or school-related; requests related to the church go through our Operations Ministry Administrator, Marilyn Frucella, who reports directly to our Director of Operations, Rick Ely.

    Eligible Events - The only events allowed on our campus are those that are “sponsored/approved” by the senior staff liaison over the applicable department/ministry area at Christ Covenant Church and Covenant Day School. A list of the various senior staff liaisons is available on our website. For example, John Haines approves Worship Department related events (Christian concerts, etc.), Mark Davis (and designated staff) approves CDS events, Matt Smith approves youth related events, and Gabe Sylvia approves Christian education related events. Senior Staff liaisons work hand-in-hand with the Director of Operations, Rick Ely, and the Operations staff to consider, approve and facilitate the use by the various groups and individuals that use space on our campus.

    Special Considerations - From time to time, requests will also need to be discussed with our Senior Pastor, Church Administrator, and other advisors to consider “specialty” issues related to users of our campus. Different issues under consideration might include: (1) safety and security - what events does our Manager of Campus Safety and Security in communication with law enforcement deem appropriate? (2) risk/liability - what events will our insurance provider insure? (3) tax-exempt status - what events can “lawfully” take place on our campus without violating the principles that keep us within the scope of the “tax-exempt status” granted to our church and school? (4) practicality – what events can logistically and economically take place on our campus? (5) stewardship - what events do we consider wise and prudent use of our campus, based on all the relevant facts and circumstances?

    Our goal is to steward the use of all space on campus in a wise and prudent manner that honors God and blesses our church. We believe our existing policy does just that and we therefore plan to apply that policy going forward to existing space and any new space that we may be blessed to have.
  12. (NEW 10/17/14) About 100 Christ Covenant Church families are also Covenant Day School families. What instruction is available to these families who are members of both the church and school, and are seeking wisdom in providing support through either one or both of the Our Heritage and Legacy campaigns?
    The leaders of our church and school were all fully aware of this “overlap” as we planned, and are united in the decision for both campaigns (Our Heritage and Legacy) to proceed as separate, but highly integrated and parallel campaigns.
      Many of our campaign leadership team members (on both church and school teams) are highly invested in both church and school and choosing to make significant and thoughtful gifts to both as God leads. Both campaigns are producing a wealth of information that, when added together, could constitute an overwhelming dilemma for families who love both church and school, want to support both, but may not know how to best allocate their finite resources.
      To assist families in this situation we gathered information from some who have previously navigated this path successfully. After discussions with several of these leaders who have prayed over and pondered this topic at some length, we offer the following perspective.
      Ultimately, your campaign commitments will be an offering to the same recipient - our Lord. Given that, we recommend you first pray and ask God to guide you on what your total sacrificial offering will be to help with the build-out of the campus. Once you arrive at that decision, then ask Him to guide you in how He would have you apportion the gift between Legacy (CDS) and Our Heritage (CCC).
      It is unto Him that we offer our sacrifices and it is to Him we go for guidance on how to apportion our gift to the two campaigns that will underwrite the construction of Phase I of our Master Plan. We believe that as we corporately rely on God’s provision, He will be honored by a range of giving to His Church and His School. The only “correct” way for a donor to give is by handling the decision prayerfully, with a genuine desire to honor God with a sacrificial gift. We believe that approach will yield an outcome that honors God, encourages all of our families to trust in His provision and strengthens the working relationship of the church and its school as we minister together on this campus.

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Banking and Debt

  1. What commitments would our bank require before we could start building?
    CCC and CDS have been in conversation with our bank (Wells Fargo in excess of 10 years) about this possibility for several months. The bank requirements will mostly pertain to the borrowing of new money; they have specific formulas that guide how much they would loan us and at what terms. The bank has already given us several quotes based on hypothetical borrowing levels. The amount of any borrowing by CCC and CDS will be driven by feasibility, capital campaign results, and the timing of construction as compared to funds received from the capital campaign.
  2. Does the CCC congregation need to approve the capital campaign, building plan and/or the related incurring of any debt for/by CCC and/or CDS?
    The requirements for each entity are as follows:

    •   CDS Required Approvals: The CDS Board of Trustees must approve its capital campaign, building plan and any related debt. Additionally, the CCC Session must also approve CDS’ capital campaign, building plan and any related debt.

    •   CCC Required Approvals: The CCC Session must approve CCC’s capital campaign, building plan and any related debt.

    •   CCC Congregational Requirements: Historically, the CCC congregation has voted on real estate purchases and facility expansion related debt for the church and school based on Book of Church Order section 25-7. However, recently when the school purchased the Colchester property and the church purchased the 1.1 acre parcel at the corner of Fullwood Lane and Highway 51, our research and legal review concluded that no such congregational vote was required. At that time the Session concluded it was wise to inform the congregation of the purchases, but not require their vote. We believe the same conclusion holds true with respect to capital campaigns, building plans and debt incurrence by CCC and CDS.

    Our Strategic Planning Team (SPT) Recommendation is that we certainly endorse all required approvals cited above. Additionally, we offer and recommend the following comprehensive approval detail and timeline for the CDS and CCC capital campaigns, building plans and debt incurrence plans.

    1)   Prior to April 28, 2014 the CDS Board of Trustees voted on the CDS capital campaign, building plan and debt incurrence plan;

    2)   On April 28, 2014 the CCC Session and Diaconate voted on the CDS and CCC capital campaigns, building plans and debt incurrence plans; and

    3)   On September 21, 2014, the CCC congregation will vote on the CDS and CCC capital campaigns, building plans and debt incurrence plans.

  3. Since CCC paid off its debt in 2013, is there cash flow available to service new debt that may be required to fulfill Phase 1?
    Yes. Prior to paying off the debt in 2013, CCC’s debt service was about $400,000 per year. Following the debt payoff, approximately $200,000 was re-deployed towards ongoing ministry expenses and $200,000 was reserved for future debt service and capital expansion purposes.
  4. If debt is incurred by CCC and/or CDS as part of the Phase 1 effort, will either organization be liable for the other organization’s debt if default occurs?
    Probably. Historically, CCC has guaranteed/co-signed all debt incurred by CDS, and while that may not be required this time, and actual default facts and circumstances and legal conclusions could vary, we believe that default by either organization would for all intents and purposes create a corresponding obligation of the other organization. We draw this conclusion because of the “church controlled” nature of our organizations, the intentional wording in our respective by-laws and charters, the shared use of most of our facilities, the documented intent in our foundational and legacy documents that define property ownership and the steps outlined to be followed in ultimate property distribution should dissolution ever occur. This is one of the significant reasons why CCC Officers have approved and the CCC congregation is being asked to approve not only the CCC Phase 1 plan, but also the CDS Phase 1 plan.
  5. Who is reviewing the financial projections, assumptions, etc. for CCC and CDS that support the ability of both organizations to pay for the proposed new facilities and associated debt service?
    The CDS Finance Committee and the CDS Board of Trustees have reviewed and approved the specific Phase 1 capital campaign goal and maximum debt parameters for CDS. Additionally, the underlying long-term cash flow projections that support those campaign goals and debt service requirements were reviewed by the CDS Finance Committee, and copies of the underlying projections were given to the officers on the CCC Finance Committee and the CCC Administration Department. The Phase 1 capital campaign goals, maximum debt parameters and underlying cash flow projections for CCC were reviewed by the officers on the CCC Finance Committee and the CCC Administration Department.
  6. (NEW 9/19/14) I think we should delay all construction on Phase 1 until all the money for the campaign is collected. Did the church consider any other timetable about starting construction other than what was recommended by the consultants (i.e. until all the money was in hand)?
    Yes, various approaches were thoughtfully considered. Many timetable considerations were driven by the integrated nature of our service providers and ministry partners as well as the desire by leadership to provide our church family with as much tangible information as possible as early as possible. A great deal of lead time and specificity are required by architects and contractors to commit to projects and provide credible cost projections which can in turn be shared with larger audiences for consideration. Church leadership is very conscious of the stewardship aspects of debt-free funding, and while our consultant points out that some churches that are similar to Christ Covenant do just that (and we still may), we believe it is judicious to provide for the security and flexibility that comes with some amount of financing and the more clearly defined timetable that is associated with that financing plan. Leadership was positively influenced by the fact that many of our peer churches in and out of the PCA use this same approach. In fact, the very approach was used by Christ Covenant Church during our Vision 2001 Campaign to build the Worship Center. Our consultants, along with other respected experts in the industry (and our own church), consider the approach we are following to be a tried and true one. Given all the facts and circumstances, leadership believes our current timetable is prudent.
  7. (NEW 9/19/14) The capital campaign information states that debt may be incurred. I request that the church reconsider the use of debt. What does scripture say about debt?
    There are varying points of view on the use of debt by churches and Christians. The full inclusion of those varying points of view is beyond the scope of the Our Heritage website Question and Answer section. However, The Session and Diaconate of Christ Covenant Church have considered those views, and they have chosen to follow the same position for more than a quarter of a century. This position can be summarized as follows:

    • There is no passage of scripture that forbids indebtedness.

    • There are many passages that encourage only short term and appropriate indebtedness which Christ Covenant has attempted to incorporate into its Capital Asset Policy.

    • There is no passage of scripture forbidding a Christian to loan money thereby enabling others to go into debt.

    It is clear that the PCA does not take the position that indebtedness is forbidden because a specific provision is made in the Book of Church Order for the mortgaging of property. The leadership of Christ Covenant Church maintains that the wise and prudent use of indebtedness is appropriate counsel for Christ Covenant Church and its membership. This has proven to be good counsel for Christ Covenant Church for the last quarter century. We believe it continues to be good counsel now and for the foreseeable future.
  8. (NEW 9/26/14) What is the cost and associated debt for each of the church and school campaigns and who is responsible for funding them?
    The church campaign, called Our Heritage, is projected to cost $8.5 million and allows for up to 32% of the campaign cost to be funded with debt. The school campaign, called Legacy, is projected to cost $14 million and allows for up to 40% (but not to exceed $5 million) of the campaign cost to be funded with debt. The church and school are each individually responsible for funding the cost of their respective campaigns, and paying for their respective campaign-related debt.
  9. (NEW 10/17/14) If God blesses the Our Heritage campaign in a way that provides $8.5 million to be raised without debt, would CCC be willing to incur debt to accelerate into Phase 2 of the campus master plan?
    We love the confidence and faith exhibited by your question; thank you for asking. We do not foresee this happening right away because the Strategic Planning Team, Building Committee, and Campaign Leadership are well occupied with Phase 1 and would want to assure that it is done with excellence before turning their attention to the details of Phase 2. At this point, Phase 2 has not yet been specifically identified, scoped, and prioritized. All of this must be done before we could move forward. Also, the amount of authorized debt would not be sufficient to fund all aspects of the construction that would probably constitute Phase 2.

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Covenant Day School

  1. The current CDS high school building which is proposed to become the middle school is maxed out at 300 students based on zoning restrictions. If a new high school is built and the lower school is improved/ expanded, won’t we have a middle school size that limits overall growth for CDS?
    Based on the planned size for CDS at all levels, a 300 student middle school is appropriate.
  2. What CCC buildings currently occupied by CDS would become “freed-up” by the currently proposed Phase 1 plan for CDS?
    Originally A & B building classroom space was expected to be freed-up by CDS, however, most recent Phase 1 plans provide that very little change will occur in the B building classroom usage by CDS, but the A building classroom usage by CDS is expected to decrease.
  3. Why do we need a new high school? Why don’t we add on to the existing high school and build the middle school later?
    The CDS Board of Trustees believe that a 400 student high school as part of a total student body of approximately 1,100-1,200 is optimum for CDS, our campus, and the future. Currently there are 300 students in the high school and the total student body numbers approximately 840. The current CDS high school is restricted in size to only 300 students (and currently wait-listed with significant demand) and the current high school configuration, while optimal for a middle school going into the future, is less than optimal for the CDS high school envisioned for the future. There were other factors taken into account based on the totality of the campus, but suffice it to say that the CDS Board of Trustees, the architect, and the SPT believe the currently proposed plan is optimal.
  4. Have tuition cost projections been prepared to factor in the impact of adding facilities as well as the associated maintenance costs for those facilities?
    The CDS Business office is currently modeling long range cost projections using assumptions recommended by nationally recognized school associations. Those projection models will include various expansion, debt, endowment and other variable scenarios and will be shared with the CDS Finance Committee and Board of Trustees for planning purposes.
  5. Has an impact analysis been prepared to address whether facility expansion-related tuition increases will adversely affect CCC family enrollment at CDS? If facility expansion related tuition increases causes CCC family enrollment at CDS to drop below the current participation rate of 20%, will CCC leadership consider that an acceptable tradeoff?
    No analysis has been prepared to specifically address CCC family enrollment impact, but several related initiatives might shed light on this area. The CDS Board of Trustees engaged a campaign consultant (Generis) to interview and/or survey 100% of the CDS families in order to understand their perspective with respect to a proposed facility expansion which included an opportunity to address tuition costs. The Board also held a CDS parent forum to address a range of issues including master planning, tuition, vision, mission, history, etc. Observations from both of the above described survey/forums included no noticeable response from the CCC family demographic that differed from the larger CDS family response. The Board is determined that tuition costs will strike a necessary balance between many areas including fairness, affordability and quality Christian education. Both CDS and CCC leadership desire that CDS will continue to thrive as a significant ministry of CCC and that as many CCC member families as possible will be able to and choose to enroll their children at CDS. The CDS Board doesn’t believe that CCC families will be disproportionately impacted by any future tuition increases and it will scrutinize/measure any such tuition increases against a criteria of vision and values. If CCC family enrollment at CDS declines further in the future that will need to be evaluated at that point in time and decisions will need to be made as to whether a responsive action is warranted.
  6. How many families will be torn between making gifts to either CCC or CDS since both campaigns will be occurring at roughly the same time?
    Approximately 20% of CDS families are also CCC families and approximately 14% of CCC families are also CDS families. Therefore, upwards of 80% of our combined CCC and CDS families are apt to be conflict-free when considering giving priorities between the two campaigns. Additionally, Jim Sheppard of Generis made this topic a particular focus during the feasibility studies for CCC and CDS. Jim concluded that neither the capital campaign for CCC nor CDS is likely to be materially impacted by this overlap.
  7. Will CDS repay CCC for the Wilcox building that is essentially being freed up to become more dedicated CDS lower school space?
    Yes, but not in traditional ways. The repayment will come in the form of a much more well-nourished and thriving ministry of the church that will become that much more well-equipped to become the salt and light to the watching world. A key motivation CCC has for investing in the new Community Life Center (CLC) is that it’s not only an investment in ministry through the CLC, but it’s also an investment in ministry through a revitalized Wilcox building that is unshackled from competition-stressed space. CDS is a key ministry of Christ Covenant Church; an investment in CDS is an investment in Christ Covenant Church, its mission, its purpose and its future.
  8. It appears that putting the new high school building close to the lower school in the Wilcox Building creates various problems including increased congestion for carpools, confusion with competing schedules (i.e. bells ringing at different times), and different aged students in close proximity, etc. Perhaps it would be better to put the new high school building where the Outreach and Missions house is currently located. Has that been considered?
    Yes, that has been considered. Numerous locations and scenarios for the new high school location were explored in great depth by our architect, our Head of School, the Board of Trustees, and focus groups. For a number of reasons these individuals and teams believe the location currently planned is superior and that all the challenges sited above are sufficiently mitigated or not problematic.
  9. (NEW 9/19/14) Where can I obtain budget information for Covenant Day School?
    The CDS capital campaign is called “Legacy.” The budget for Legacy was addressed by Deacon Jason Shannon on September 14; the video of which is available on the Our Heritage video page. Additional information about the Legacy budget is included in the Master Planning Motions footnotes that were mailed to all Christ Covenant members on September 11 and also available on the Our Heritage Project Information page. And finally, Head of School Mark Davis will provide more details about the Legacy budget on September 21 during the presentation to the congregation. That presentation will be captured as a video and posted on the website after Sunday. Budget information related to operations of Covenant Day School is maintained by the CDS business office, under the management of Chris Hempe, with oversight provided by the CDS Finance Committee and CDS Board of Trustees. The availability of budget information related to school operations may be limited. Questions can be addressed to Business Office Manager Chris Hempe or CDS Finance Committee Chairman Don Moseley. Annual financial information for CDS is included along with financial information for Christ Covenant Church in Consolidated Financial Statements reviewed by our external Certified Public Accountants. Copies of those externally reviewed financial statements are available to congregation members by making a request to Sandy Spitz in the church finance office.
  10. (NEW 9/19/14) Who owns the current CDS high school and who will own the new high school?
    Covenant Day School and Christ Covenant Church are separate “not for profit” corporations described under Internal Revenue Code Section 501(c)(3). Both corporations are part of a “commonly controlled group” that is ultimately under the authority of the Christ Covenant Church Session. The current CDS high school building is owned by the Covenant Day School Corporation; the land on which the building sits is owned by the Christ Covenant Church Corporation. The new high school building will be owned by the Covenant Day School Corporation; the land on which the building sits will be owned by the Christ Covenant Church Corporation. Ultimately, when the debt is retired and it is otherwise appropriate, ownership in both the old and new high school buildings will revert to Christ Covenant Church.
  11. (NEW 9/19/14) Where is the lower school in this plan? Is the whole lower school housed just in that tiny section labelled #14 on the Master Plan Map?
    The CDS lower school currently occupies most of the B building, some of the A building, and several outside modular units. Under Phase 1 of the CDS Legacy plan, the lower school will occupy most of the Wilcox Building, the vast majority of the B building, and some of the A building. In the next, future phase of building for CDS, a new building (#15 on the Master Plan Map) will be built behind the current Wilcox building and will provide enough capacity for all of the lower school to be housed within the Wilcox building and the newly constructed building behind the Wilcox building.
  12. (NEW 9/26/14) With the understanding that the “old” high school on the other side of Covenant Church Lane will become the “new” middle school, are there any provisions for the safety of middle school students who will be going back and forth across Covenant Church Lane?
    Yes. Covenant Day School Head of School, Mark Davis, and Manager of Safety and Security, Ed Adelman, are very focused on that safety. A summary of key concepts related to this point are as follows:

    1. Middle school programming will minimize the need for pedestrian traffic across Covenant Church Lane during the school day. Exceptions to that programming will be supplemented with crossing supervision and related safety features.

    2. Flashing lights, speed limit signs, and speed bumps already in place will be re-evaluated to assess the need for enhancements.

    3. Crossing guard assistance and supervision programs will be re-evaluated in light of the planned migration of middle school students to their new location in the building across Covenant Church Lane.

    4. The entire campus configuration from the perspective of pedestrian and vehicular traffic patterns and safety features is being re-evaluated and re-designed as part of Phase 1 of the master plan.

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