One of the crucial steps we need to take is solidifying our financial base. Our biggest challenge is reducing the mortgage payments that we must make. Every month we need to make a payment of $13,300. Just think what could be accomplished if that debt was reduced or eliminated! We’d have money for new program initiatives; we’d be able to raise salaries for our staff; we could increase our benevolence; we could improve our facilities.

There’s a vibrant spirit about our congregation, and we’re convinced that the time is ripe for moving ahead boldly and confidently. For this reason we’ve initiated a major stewardship initiative called, Alive in the Spirit. As part of this venture, we’re asking you and every household in our church to prayerfully consider making a sacrificial commitment (over and above your ongoing tithes and offerings) to be given over the next three years. The money raised will be used to reduce our debt and enhance our program and facility.

Our congregation is indeed Alive in the Spirit! Grounded in a faith and trust in our God, we look to the future with an eager sense of excitement. God has blessed us richly in the past. We have every confidence that those blessings will continue to be showered on us. As we receive these blessings, we also have a responsibility to share them with others. Having been touched by God’s Spirit, we step forward in faith.

What Are We Trying to Accomplish?
Our Campaign, Alive in the Spirit, has several purposes:

• One, to reduce our monthly mortgage payments. By reducing our monthly payments, we’ll be in a position:
  • To increase our benevolence support of ministries beyond the walls of our congregation.
  • To increase salaries, thus assuring the stability of our excellent staff.
  • To ultimately enlarge our staff, thus enhancing our ability to do ministry.
• Two, to upgrade our facilities. There are some very pressing needs that should be addressed:
  • Carpeting in the lobby is old and worn and needs to be replaced.
  • The nursery lacks sparkle and character. Surely our children deserve better.
  • The kitchen lacks some basic amenities; such as a dish washer.
  • The Christian Life Center is being transformed into a wonderful multipurpose space, but the windows need replacement, there is no air conditioning, and the lighting is inadequate.
• Three, to fund new program initiative. While these program initiatives have yet to be defined, some ideas are already beginning to emerge. For example:
  • We’d like to provide parenting skill programs
  • Provide support and direction for families experiencing unemployment
  • Help teenagers cope with day-to-day stress
  • Provide new programming for our young adults
  • Provide guidance to our older members as they wrestle with decisions regarding housing options
  • Help parents cope with the “empty nest” syndrome.
  • Money would be used to provide resource persons to lead seminars and workshops to help persons grow in their personal lives.

How will this be done?
The plan is that 20% of the first $600,000 raised be set aside for property upgrades and program enrichment.

The remaining 80% will be applied to reducing the mortgage. Any money raised above $600,000 will be applied directly to reducing the mortgage.

A brief history
In the late 1980s, Prince of Peace outgrew its space and building expansion was essential. Thanks to bold and aggressive leadership, plans were developed, three capital campaigns were held, and the Worship Center and Great Room were built. While this was cause for rejoicing, there were emerging challenges.

The outstanding debt was over $2 million, more than had been anticipated. With a rapid turnover in pastoral staff, leadership was weakened and membership began to slip. The mortgage payments, however, remained the same. And this was the problem. $5,120 per week was needed to pay the mortgage. While that amount was tolerable when membership was strong, it became an oppressive burden when membership slipped.

In 1990 Prince of Peace had three pastors and three musicians on staff. When Pastor Myrom came in February, 1996, he served as solo pastor and there was only one musician on staff. He still remembers that day in May when he was told, “Don’t cash your check until Monday. We need Sunday’s offering to cover your salary.”

Positive steps forward
At this point some wonderful things began to happen. Community of Christ made the decision to merge with Prince of Peace, and that merger took place in January 1997. The members of Community of Christ brought with them over $600,000! A short time later the mortgage was refinanced and payments were reduced to slightly over $17,000 per month.

A few years later another refinancing took place and the payments were reduced to $11,300 a month. Because many members were concerned that the debt would never be repaid, the congregation agreed to prepay the mortgage at the rate of $13,300 a month – where we stand today. Despite these positive actions, financial challenges continued to face the congregation.

Under the Parish Planning Council leadership, a commitment was made to present and approve a balanced budget. This was accomplished in 2002, but it meant reducing benevolence and holding the line on salaries and program expansion. That year we experienced a slight surplus – but that came about because of vacancies on the staff. When we returned to full staff, the deficit continued. The $600,000 which came to Prince of Peace at the time of the merger had fallen to $220,000.

The time to act is now!
The Parish Planning Council realized that if we continued with business as usual, those funds would quickly be depleted and we’d be back where we were ten years ago. The Council members were also frustrated because our ministry was being hampered due to lack of funds.

As a result, the Parish Planning Council looked at the options and concluded that the wisest and most responsible course would be to sponsor a capital campaign. Such a campaign would bring our finances under control and enable us to expand and enhance our ministry.

A proposal was brought to the congregation and approved at the annual meeting in January, 2004.