2020-21 Covenant Annual Report

THE CHURCH WAS BUILT

FOR TIMES SUCH AS THIS

Three Strands Stronger

M I S S I O N A N D M I N I ST RY A N N UA L R E P O RT

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Introductory video of church plant Mosaic Latino in Queens, NY, for the East Coast Conference Annual Meeting

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MISSION & MINISTRY ANNUAL REPORT

A Year in Review:

Three Strands Stronger

W

J o h n S . We n r i c h President

hen 2020 began, no one had any idea how tragic the year would be. We lost friends and family members. Businesses closed and employees were laid off. Children and teens struggled as schools moved classes online. We distanced ourselves socially and continued to be confronted with the fact that we already are more distanced from one another than we want to admit.

I am convinced the church was built for times such as this.

Missiologist Donald Bloesch writes, “The church does not have a mission. The mission has a church.” In the Evangelical Covenant Church, we join God in God’s mission to see more disciples among more populations in a more caring and just world.

The gospel, communicated through the local church, is the hope of the world. Covid-19 has impacted how our churches do ministry, but it has not changed our call to minister. Our churches have continued to answer that call. We have witnessed creativity and resilience. And by God’s grace and faithfulness we’ve endured together through this year and have grown three strands stronger through the partnership of our local churches, conferences, and denominational team.

Although the denominational team began working remotely in March 2020, we have continued to live out our purpose of serving local congregations. The Evangelical Covenant Church quickly assembled resources and offered financial relief assistance to help our churches and people. The Covenant Financial Relief Initiative was created by the Covenant Executive Board, Covenant Ministries of Benevolence, Covenant leaders, and with the support of many generous donors. This initiative continues to provide funds to support four crucial areas of Covenant life and ministry: 1. S hort-term loans to local churches, conferences, and camps 2. R elief grants to the global church as we walk alongside Covenant partners serving marginalized people 3. Missional Relief Grants to churches

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The beloved community is where we stay together and listen to one another, no matter how uncomfortable it gets, in order to be one people with the one God, united by one great love.

One Juneteenth, Radiant Covenant Church led a March to Surrender in Renton, Washington.

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MISSION & MINISTRY ANNUAL REPORT

in North America who are caring for their local communities in response to this pandemic 4. The Ministers’ Care and Crisis Fund for Covenant clergy, which helps us care for our pastors’ personal needs, such as counseling and health care, or emergency home repairs beyond their local church’s ability to provide We continued to see virulent racism throughout our culture. Covenant leaders and churches have responded to the call of our Six-Fold Test for Multiethnic Ministry by practicing solidarity. We have intentionally mourned with those who mourn, hurt, and grieve during this ongoing racial pandemic.

We also began to develop a deeper understanding that one of the best ways to learn is not to speak but to listen. This continues to be a time of listening for us in the Covenant as we seek to reflect God’s kingdom here on earth, or as Martin Luther King Jr. called it, the beloved community.

It is a community where we stay together and listen to one another, no matter how uncomfortable it gets, in order to be one people with the one God, united by one great love.

As one of my colleagues says, “Diversity is not a problem to be solved. It is a revelatory gift and a story to be told.” As we have listened, we have become better at telling the story, although we admittedly have much to learn. That is why we have created the Becoming a Beloved Community resource suite to aid us in closing the gap between that vision and our current reality. These resources include a sermon series focused on the Six-Fold Test, videos, a small group study guide, and more.

In order to respond to rapid changes, we have had to pivot as a denomination.

We launched Mission Revision to help us

become more agile and effective, which led to the formation of the Strategic Alignment Team and the Location Advisory Committee.

These efforts have been designed so we could listen to you, learn the best way to support you and your ministries, and do it in a financially sustainable way.

We held listening sessions with conferences, ethnic associations, boards, and members of our denominational leadership team, ministerium, denominational staff, and many more. More than 700 people engaged through surveys and in-person interviews.

Our online survey generated 3,000 individual comments, and we conducted 29 sessions with focus groups. This outreach has been part of our intentional efforts to build trust and transparency as our conferences and Covenant denomination seek to better serve our local churches. We know there still is much work to be done.

It has been said that crisis is the cradle of innovation and necessity is the mother of invention. This past year showed us that while the methods may change, the mission remains the same. The Covenant has responded to new realities with creativity.

Warp-speed change is the new normal, and the long-range planning we have done is now largely a thing of the past. That is why we offered online workshops featuring Carey Nieuwhof’s 30-Day Pivot. Darrell Griffin, pastor of Oakdale Covenant Church on Chicago’s Southside, admitted that he was initially skeptical but afterward said, “This assessment tool transcends congregational size, ethnic identity, and cultural context. In fact, it requires diversity and buy-in from the entire congregation. This resource and others from the Covenant proved relevant for our current crisis and helped churches gain even more missional traction.”

We continued to plant churches, and assess and train new church planters

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Susan Cosio, Covenant Chaplain

The leadership and dedication of our chaplains during the pandemic has been inspirational.

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MISSION & MINISTRY ANNUAL REPORT

virtually as we continue to share the gospel.

I believe one of the greatest challenges and opportunities facing the Evangelical Covenant Church is evangelism. BLESS, our intentional evangelism movement led by Make and Deepen Disciples, is helping us meet that challenge. We released BLESS: In Living Color, a 10-day email devotional course to equip individuals in multiethnic evangelism. Online gatherings also brought together youth from across the Covenant and offered encouragement and training to youth and children’s ministers.

The cancellation of the 2020 Annual Meeting was disappointing to so many of us—especially our prospective ordinands.

The ordination service is a highlight of Gather each year as we celebrate how Covenanters are answering the call of the Holy Spirit to serve the Church. Develop Leaders is working hard to make this year’s virtual ordination service a meaningful experience for everyone.

I have especially been inspired by the leadership and dedication of our chaplains during the pandemic. They have often been the human connection between patients who were separated from their families, as well as ministering to first responders, medical personnel, and direct caregivers.

Additionally, Love Mercy and Do Justice and the Ministerium moved the Antiracism Discipleship Pathway cohorts for pastors online, in which 360 ministers participated and worked with the Ministerium to put on the Reimagine event that had been slated to take place during Gather 2020. LMDJ also collaborated with Serve Globally to launch FREE, an anti-sex trafficking initiative with partners around the world. The initiative includes a suite of resources to help Covenanters engage in transformative discipleship and mobilize to break the cycle of sex-trafficking.

Around the world, Serve Globally worked to bolster partners during economic crisis and connect one another online. Merge, which designs and facilitates short-term mission trips, changed its leadership model so it is now led almost entirely by people outside the United States. The Paul Carlson Partnership continued to foster economic, medical, and infrastructure development, and the first coffee from the Karawa Coffee Project, which directly benefits nearly 2,200 families, is now available for sale.

I am humbled and grateful to serve as your president. It is an honor to serve our multiethnic mosaic of churches who are making a difference in the world through the love of Jesus. God continues to accomplish mission and ministry in and through our mutual partnership of local churches, conferences, and Covenant denomination. Thank you to the congregations, pastors, conference staff, affiliate teams, ethnic association leaders, chaplains, and global personnel for the ministry we share together. Even during a year of challenges, this 3StrandStrong partnership has become three strands stronger. As we remain faithful to the enduring message and mission, let us press into innovation and birth new ministry methods; new wineskins ready to receive the new wine of the Spirit.

“See, I am doing a new thing! Now it springs up; do you not perceive it? I am making a way in the wilderness and streams in the wasteland” (ISAIAH 43:19).

For God’s glory and neighbor’s good,

John S. Wenrich

PRESIDENT, EVANGELICAL COVENANT CHURCH

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Strengthening Missional

Effectiveness | M I N I S T R Y D E V E L O P M E N T

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n the midst of the darkness and pain we have experienced this past year, the Covenant has shined brightly, bringing the light and hope of Christ to the world.

I feel a deep sense of gratefulness for our denomination— pastors and congregants, leaders and donors, devoted volunteers and staff of our 897 congregations, 11 regional conferences, and our denominational team, who have continued to faithfully serve and contribute to advance God’s mission.

The constraints and challenges of this year have provided opportunities to rethink and retool how we serve the Covenant in a constantly changing environment. Besides the work of granting short-term loans, providing missional relief grants, and supporting ministers in crisis, the Mission Priority teams continue to embrace constraints with creative responses to the needs of our constituents.

This includes:

A n g e l a Ye e E xecu t iv e Direct o r Mi n i st ry Dev elo pment

• Love Mercy and Do Justice: Creating new online resources, such as the Criminal Justice and the Church course for churches and communities to go deeper in engaging issues of mass incarceration • Serve Globally: Creating options for churches in the U.S. to connect virtually with global partners, when international travel was curtailed • Make and Deepen Disciples: Creating BLESS: In Living Color, a resource on multiethnic evangelism, as a fully virtual experience • Develop Leaders: Working diligently to convert a paper-based system to a fully digital workflow to process elements and requests pertaining to credentialing and increasing access to resources to support pastors • Start and Strengthen Churches: Reimagining and reorganizing church planter processes and experiences to increase our capacity to plant more churches

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MISSION & MINISTRY ANNUAL REPORT

THE IMPACT OF GIVING IN 2020 LED TO AN ABUNDANCE OF MINISTRY:

28 new church plants,

200 people from 11 conferences attended FREE

including nine Spanish-speaking church plants

500 youth said

anti-sex trafficking launch event

380 ministers participating in

yes to Christ

online antiracism discipleship cohorts

at our Unite for Hope virtual event

distributed to care for pastors in need

to 50 churches and 4 Covenant camps

$255,000 raised and distributed for

global relief in 31 countries

Crescendo app created

to connect with boomers and beyond

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$888,139 in

Over 100 global personnel and partners serving in 59 countries

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GL A L I S ON

1,860 active Covenant pastors and leaders

Missional Relief Grants and financial assistance

$132,949 Ministers’ Care and Crisis Fund

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Care, credential, and resource

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In collaboration with the President’s Office, each Mission Priority continues to develop initiatives to advance the flourishing of women. The denominational initiative Fostering the Flourishing of Women has formed an advisory team and revamped their webpage to serve as a directory for women’s ministry initiatives and resources throughout the Covenant.

Mission Priorities continue to respond creatively to the needs of our constituents in the midst of a constantly changing environment.

The work of the Strategic Alignment Team (SAT) has been a significant effort in listening to the needs of the denomination.

Our environment this past year has been challenging—at times disruptive, unpredictable, and extremely difficult for our churches and conferences. The SAT entered a process of deep discernment to align the denominational team to meet these needs. The recommendation of the SAT seeks to streamline and better position the denominational team to enhance missional effectiveness and adaptability for years to come.

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Helping Churches Make Disciples That Make Disciples | M A K E A N D D E E P E N D I S C I P L E S

vision: Our dream is to mobilize a multiethnic movement of disciples who make disciples across all ages.

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he twin pandemics of racism and Covid-19 in the past year have testified to the great need for the church to make disciples who share the hope of the gospel—God’s love for us—as we partner with God to see God’s kingdom come.

God’s dream is for every nation, tribe, and people to worship before the throne of Christ (Revelation 7:9). It is our privilege to enjoy a foretaste of that destiny now as we choose to go beyond blessing people who are just like us to intentionally bless people across boundaries of difference. That is why we have launched BLESS: In Living Color, a 10-day email devotional course to equip individuals in multiethnic evangelism. BLESS also now has a fully virtual option so names can be submitted via an online prayer card at CovChurch. org/BLESS2021.

Michelle Sanchez E xecu t iv e M in ist er Ma ke and Deepen Disc iples

The pandemics also have stressed our youth and children’s workers, who work through their own anxieties and losses while caring for people to whom they minister. During this season, it became even more important for them to be able to share their experiences as well as to receive training and inspiration. We hosted 15 online gatherings, with more than 3,000 registrations, including seven for youth workers and our first virtual children’s ministry conference. We also hosted a virtual teen gathering in which youth groups from around the country participated.

“2021 Week of Prayer: Breathe Together” is a seven-day prayer guide available at CovChurch.org/2021prayer for download, print on demand, and as an email series, in English and Spanish. More than 1,000 people subscribed to receive seven days of breath prayers delivered to their inbox upon launch.

Justice Journey for Kids fueled home churches for families at Cascade Covenant Church in North Bend, Washington. The first few modules of the curriculum helped equip parents with the impetus, resources, and language to engage with God’s justice with their families, says children’s pastor Angela McCann. Participants who engaged their family together with others digitally around

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We launched BLESS: In Living Color to equip individuals in multiethnic evangelism.

injustice and oppression agreed the impact and engagement were so effective that they wanted to continue the journey. This included a family who had only attended Cascade Covenant virtually. The families say they are learning to internalize God’s creation and love for diversity and, “We should all be treated the same!” We are excited to provide all eight modules of the Justice Journey for Kids curriculum in both English and Spanish in 2021.

This year we hosted 15 online gatherings, with more than 3,000 registrations, including 7 for youth workers.

“Designed,” a women’s discipleship curriculum, was released with an online cohort with 10 facilitators and 78 participants. Sixtyfive churches across nine conferences were involved in Crescendo Boomers and Beyond missional discipleship. We remain committed to sexual discipleship through the Embrace initiative, which provides webinars with experts as well as resources. We hosted five webinars in 2020, including one that featured our new “Embrace for Youth Case Studies” resource.

PRAYER REQUEST: Please pray that God will use BLESS: In Living Color to

make multiethnic disciples of Christ through Covenant churches.

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Healthy Churches That Plant Healthy Churches | S TA R T A N D S T R E N G T H E N C H U R C H E S vision: We partner with the Holy Spirit to start and

strengthen churches. The book of Acts portrays a beautiful rhythm of churches being both started and strengthened.

Both of these dynamics are necessary for Christ’s church to flourish. In partnership with conferences and local churches, our vision is to start strong churches and strengthen existing churches.

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hroughout the past year, we have seen personal tragedies, the stress placed on churches and ministers who wonder what the future holds, and a re-evaluation of priorities and opportunities.

Much of our work in Start and Strengthen Churches is equipping pastors and their teams to lead change, as well as assessing and training prospective church planters. We have pivoted in many ways to help people adapt and thrive so they might continue the mission of sharing the gospel and making disciples.

Paul Lessard E xecu t iv e M in ist er St art a nd St ren g t hen C h u rc hes

Bethlehem Covenant Church in Wheaton, Minnesota, was about to launch a major generosity expansion campaign when the pandemic forced them to pivot to online worship. “People who were onceevery-six-weeks attenders in person have become weekly online participants,” says Tim Shekleton, pastor and chair of the Town and Country Commission. “Online access has become our new front door for people visiting the church. Today we are focused on a few wins: Giving rebounded after the initial lockdown. We’ve added new members, had baptisms, and have seen new people connecting with our ministries.”

Mission Vitality provided short-term help to address churches' immediate needs. We held four online workshops featuring Carey Nieuhof’s 30-Day Pivot series that were attended by 180 participants representing 37 churches and 10 conferences plus Mexico. Longrange planning for churches and other organizations used to span several years. Now it can mean anything more than a few months.

We are helping congregations become more “bilingual” as they address the need to provide discipleship pathways that are inperson and digital.

We have 59 active church plants. Three church planter assessment centers took place online. Because the Covenant has been on

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MISSION & MINISTRY ANNUAL REPORT

the front lines of conversations around biblical justice, interest from people of color in planting with us has increased—they see us as a movement they want to be part of. Of the people approved to plant, 60 percent were leaders of color, and 40 percent were women.

Thirty-nine planters representing 28 churches participated in Church Planters Training. Each potential planter was placed in one of six affinity cohorts for six months to receive additional training. All trainings and cohorts were conducted in both Spanish and English.

We continued to develop a coaching system. Coach Model workshops were brought online using a curriculum specialist, with 55 participants representing the fullness of the Covenant mosaic.

Digital has become the new “front door” of the church.

Due to the financial hardships caused by the pandemic, we worked on behalf of the Covenant to create a Financial Relief Initiative, which provided short-term loans and missional relief grants. In all, 49 churches and affiliates have received $613,438 in grant monies with two churches and four camps receiving a total of $288,139 from the Short-Term Loan fund.

PRAYER REQUEST: Please pray for our churches and their leaders as we

move into the post-pandemic reality of accumulated weariness and loss.

Pray for hope, courage, and a clear sense of the Spirit’s leading.

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Joining God in Making Things Right in a Broken World | L O V E M E R C Y A N D D O J U S T I C E vision: We seek to join God in making things right in our broken world. We do this through resourcing and equipping the local church in its call to love, serve, and work together with people at the margins toward holistic individual, family, and community transformation.

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ike schools across the country, districts in Urbana, Illinois, were forced to move their classes online due to the coronavirus pandemic, which put low-income students who did not have access to the internet at a profound disadvantage and exacerbated already existing inequalities.

Paul Robinson E xecu t iv e M in ist er Lov e Mercy a nd D o Ju st ice

In response, Berean Covenant Church outfitted their 15-passenger church van through a Love Mercy and Do Justice Missional Relief Grant to be used as a mobile hotspot. Pastor Willie Comer or a church volunteer parked the van in a neighborhood and provided a wireless signal that could serve up to 50 people. The software allows students to access K-12 activities, and nearly all the students who access the signal are in elementary or middle school. The school district eventually supplied a second bus to the church for the project.

Altogether, LMDJ was able to distribute food relief, rent and utilities relief, a revolving loan fund for small business microfinance loans to keep restaurants open in food deserts, as well as provide mental health support, rural small-farmer sustainability, and urban community gardens.

We also created digital versions of the following curricula: • “ The Church and Criminal Justice” curriculum was created and shifted from a small, intensive cohort-style, in-person program to an online self-directed educational course.

• “ Invitation to Racial Righteousness” was adapted from a two-day, in-person training event to a digital training.

A Reimagine antiracism training, in collaboration with the Covenant Ministerium, that was supposed to be held in person at Gather 2020 shifted to an online event in July. More than 500 people participated,

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Berean Covenant Church in Urbana, Illinois, outfitted their bus as a mobile wifi hotspot for students.

which could not have happened if it were held onsite.

The Intercultural Development Inventory was shifted online, which provided more opportunities for churches and individuals to participate.

Through the Mission Relief Grants food, microfinance loans, mental health support, and more were provided.

Advocacy for Victims of Abuse education through a series of weekly webinars took place during Domestic Violence Awareness Month in October. The education normally is done through brief, in-person training. Approximately 450 people participated in the webinars, which were held in collaboration with an interfaith coalition.

We hosted an online “Soul Care Retreat” for Black pastors in the fall following the summer’s racial unrest. And we shifted a justice leadership training cohort to an online discipleship cohort that was piloted by the SouthEast Conference.

PRAYER REQUEST: Please pray that more Covenant churches will join us in

our effort to be catalysts for communities of Shalom, where all our neighbors thrive and no one is left behind.

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Sustaining Healthy Leaders Who Lead Healthy Churches | D E V E L O P L E A D E R S

vision: We serve the mission of the Covenant Church by

advocating, endorsing, caring for, and enriching the lives of Covenant clergy. Our vision is to be present with our pastors to the best extent possible and prepared to resource them with opportunities for personal leadership and spiritual growth.

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he financial debt for the couple serving in ministry seemed impossible to overcome. They despaired for their future, their marriage was stressed, and they felt ashamed. But by the time they completed our Financial Leadership Initiative, they once again were on their way to financial freedom with new skills, their marriage strengthened, and fresh hope.

L A N C E D AV I S E xecu t iv e M in ist er Ord e red M in ist ry and D ev elo p Lea ders

The initiative, funded by a Lilly grant, offers up to $10,000 of financial assistance to help with debt and provide coaching to ministers. The debt of ministers is often due to low salaries or lack of training in handling finances. The Personal Finance Jump Start Retreat helps ministers assess their current financial health, identify personal money beliefs and how they impact financial choices, and develop a planning action list. They also receive personal coaching.

The initiative was one of the many ways Develop Leaders has continued to provide high-quality service and care for the 2,591 women and men in the Ministerium during the pandemic.

These virtual environments enable clergy to access support through our ministries of developing and credentialing leaders, as well as offering care and resources through the Ministers’ Care and Crisis Fund, Sustaining Pastoral Excellence, Financial Leadership, and Thriving in Ministry programs. At the same time, we have maintained our responsibilities to boards and committees. We distributed $94,306 through the crisis fund.

We also reimagined and realigned resources to leverage coaching, which has helped ministers become more effective and resilient.

We are expecting to ordain 99 new ministers at Gather 2021.

For the first time, the ordination service will be held online. We continue to work to make the experience a personal, enriching, and meaningful event.

Events that traditionally met in person moved online, including

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MISSION & MINISTRY ANNUAL REPORT

As congregations adapted to worshiping online, we developed new ways to engage sacraments such as communion.

6 Covenant Orientation virtual classes, 50 virtual interviews, and two meetings to continue writing the resource paper “Freedom, Unity, and Responsibility.”

We are expecting to ordain 99 new ministers at Gather 2021. For the first time, the ordination service will be held online.

We also worked to make resources more accessible. The Ministers’ Care and Crisis Fund and the Sustaining Pastoral Excellence weblinks and electronic submission process were updated to increase access and to expedite requests. Administration of the Covenant Orientation program transitioned to North Park Theological Seminary, which has allowed us to significantly reduce tuition and streamline student access to Canvas, the online learning platform. We facilitated the digitization of 1,800 pastors’ files to securely upload them for remote access.

Thriving in Ministry successfully rolled out a pilot virtual coaching cohort for 40 Covenant chaplains.

PRAYER REQUEST: Please pray that we may continue to provide high quality

support and care to ministers and lay leaders throughout the Covenant, that the Lord will protect them and their families and keep them resilient in this challenging season.

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Practicing the Whole Mission Across Cultures and Around the World | S E R V E G L O B A L LY

vision: We seek to practice the whole mission across cultures and around the world with and through our partner churches and organizations serving in 59 countries.

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he first time Charito (not her real name) was trafficked for sex, she was 14 years old. Today, she is a survivor and social worker with women who have shared her horrifying experience— and the promise of a new start. Her own journey has been one of overcoming fear and shame as well as reclaiming her faith.

Charito and millions like her are the reason Serve Globally and Love Mercy and Do Justice launched the FREE initiative to address sex trafficking locally and around the world. Globally an estimated 4.7 million persons are caught up in the lucrative industry. During Covid, the online exploitation of women has worsened.

Al Tizon E xecu t iv e M in ist er Ser v e Glo bally

Covenanters are invited to help fight this evil through our framework of Pray, Learn, Give, and Act domestically and globally.

Two hundred people attended a virtual launch event. A suite of resources and opportunities for churches, small groups, and individuals are available to help them engage in transformative discipleship and break the cycle of sex-trafficking, available at covchurch.org/free.

Adam Edgerly, founding pastor of Newsong Los Angeles Covenant Church, was called to serve as director of Covenant World Relief and Development (CWRD), formerly known as Covenant World Relief. The name change better reflects the scope of what we have been doing for decades.

Merge Ministries had hoped to host its largest number of trips ever during summer 2020, connecting groups from North America with global partners in ways that are mutually beneficial.

The pandemic shut down those trips, but it did not stop Merge from expanding their leadership so that it is now led by people representative of the global church. Dale Lusk, who started the ministry, is now the only U.S. leader while Alejandra Ibarra, Daniela Dela Rosa, and Mario Valdez from Mexico oversee Merge worldwide.

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A child choosing her sponsor at the first ever Covenant Kids Congo Choosing Party.

We know of no other ministry equipping groups for short-term mission trips that is guided by global leaders. Many other ministries beyond the Covenant are noticing and turning to Merge for consultation. Recently, Merge leader Alex Velasco was paired with Brian Fikkert, one of the authors of When Helping Hurts, in a seminar for missional leaders.

Although the pandemic shut down short-term trips, global church leaders now facilitate Merge ministries.

We have also seen unwavering support for Covenant Kids Congo, powered by World Vision in partnership with the Covenant Church in Congo. More than 6,000 children are currently supported in the Democratic Republic of Congo, and 115 churches are partnering in the community development work.

Last year, CKC invested nearly $4 million in the area. Almost $3 million came through sponsorships, $600,000 through Team World Vision endurance events, and almost $200,000 through the Global 6K. This year, in addition to launching a new area project in Karawa,

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A nine-bridge complex was completed connecting two population areas, Bogose Nubea and Karawa, creating access to health care, commerce, and worship.

Even amid the challenges, sick people were healed, bridges were built, and coffee was harvested.

we are excited to launch Chosen, which is an intentional flip in the choosing dynamic that gives children the chance to choose their sponsors! We hope many more individuals and churches will partner with us in 2021.

Generous gifts and prayers enabled the Paul Carlson Partnership to continue its ministry with hope, resources, and new energy during 2020. Even amid the challenges, sick people were healed, bridges were built, and coffee was harvested.

Donors raised over $213,000 this year to support the Karawa Coffee Project. Now 2,185 families are represented in growing coffee, 1.2 million coffee plants have been planted since 2018, and nearly 2,775 acres host coffee plants. There are 3,200 pounds of Karawa coffee available to purchase and shipped from Everybody’s Coffee in Chicago, Illinois. Order at paulcarlson.org/coffee.

PCP works alongside Congolese engineers and Hope International Development Agency for bridge-building and repair.

A nine-bridge complex was completed connecting two population areas, Bogose Nubea and Karawa, creating access to health care, commerce, and worship. It is the first time in over three decades that these two geographic areas are connected.

The medical ministry UCare4Congo, in partnership with the Covenant Church of Congo, includes five hospitals, more than 120 clinics, clean water sources near clinics, two nursing schools, and the Medical Ambassadors program. Covid-19 equipment and training were provided, a new pediatric ward was completed at Karawa Hospital, two nurses began training in ophthalmology, and PCP Medical Ambassadors planned for 2021 with U.S. and Congolese colleagues.

PRAYER REQUEST: Please pray for all the exciting and challenging

ministries described in this report. And please pray for the 100 global personnel and partners serving across cultures and around the world.

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Paul Carlson Partnership and the Covenant Church of Congo minister together, impacting families and generations to come.

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3StrandStrong |

M I S S I O N A D VA N C E M E N T

vision: Bountifully resourced Covenant mission and

ministry that brings the love of Christ to real people in real places.

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he powerful partnership between your church, your conference, and the Covenant denomination is 3StrandStrong.

Ecclesiastes 4:12 says, “A triple braided cord is not easily broken.”

As local churches, conferences, and the Covenant, we are woven tightly together so that we can accomplish greater work in the mission of God’s kingdom than we could accomplish apart from each other. Your church comes face to face with the spiritual, emotional, and physical needs of people and responds with Christlike compassion. Your conference provides support and resources for pastors, churches, and church leaders, and comes alongside congregations experiencing hard times. The Covenant works in unity with congregations and conferences to:

• Send and support global personnel • Provide help to those in the world in greatest need

Gayle Gilreath E xecu t iv e Direct o r

• Pursue justice for the oppressed

Adv a ncement

•P lant new churches and offer resources to strengthen existing churches •T rain and support pastors and global personnel and chaplains •M ake new disciples, and deepen believers in their walk of faith We are grateful for local churches and individuals who invest in our common Covenant mission and ministry through generosity and faithfulness.

2018

2019

2020

INDIVIDUAL GIVING*

$7,624,578

$7,744,344

$6,277,872

CHURCH GIVING

$10,647,115

$10,081,453

$9,211,447

BEQUEST GIVING

$2,516,936

$2,202,371

$1,509,912

$20,788,629

$20,028,168

$16,999,231

TOTAL GIVING

*Includes base mission income and designated gifts.

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To Do Mission Well, We Must Steward Well | F I N A N C E

vision: We endeavor to ensure that the resources of the

Covenant are stewarded in a manner that sustains and advances the mission, glorifies God, and honors the intent of donors.

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he Finance team continually seeks better accountability, prudent financial and risk management, and faithful allocation of God’s provision across the entire sphere of Covenant ministries and people so that we might all become three strands stronger.

We experienced that strength in 2020. It was a year that reminded us that our approved annual budget—no matter how rigorously and thoughtfully constructed—is still just a best guess about our near-term financial future.

We never imagined a global pandemic would force us to temporarily close the doors of our churches, retreat from the 8303 building to makeshift home offices, cancel all Covenant travel and events, and learn how to do mission and worship together via Zoom links and livestreams.

The suddenness and severity of the crisis initially caused us grave concern about our finances. Similar periods of extreme economic adversity throughout U.S. history indicated that we would experience a significant downturn in donor support, lasting upwards of two years. Accordingly, we downgraded the outlook for our FY2020 budget to a projected budget shortfall of $2 million—with a “worst case” shortfall projection of $2.75 million.

Steve Klimkowski E xecu t i v e Di rect or F i na nce

However, our actual financial performance surpassed those revised projections with a budget shortfall of “only” $1.707 million.

Moreover, we received a $1.776 million CARES Act PPP loan during 2020 (which we anticipate will be fully forgiven) that wholly covered that deficit.

We performed better than our revised projections for several reasons. First, the capital markets were unexpectedly resilient. After an initial plunge, the U.S. stock market rallied to new all-time highs within five months of 8303 closing its doors. The upsurge bolstered our invested reserves and our retirement plans. In fact, the Covenant Pension Plan enjoyed fully funded status at year end 2020.

Second, despite the adversity and uncertainty, our churches and p a g e 23

Fiscal Year 2020

FY2020 UNAUDITED BASE MISSION INCOME:

Total Undesignated Giving

$ 6,038,356

$ 6,078,503

-0.7%

Affiliate Fees

2,782,788

2,741,636

1.5%

Living Legacy Funds Draw

594,581

789,550

-24.7%

Annual Bequests Draw

535,000

485,000

10.3%

Misc Income

12,433

32,373

-61.6%

Communication Sales

104,087

229,413

-54.6%

Rental Income

212,202

208,956

1.6%

$ 10,279,458

$ 10,565,431

-2.7%

$ 2,618,786

-13.3%

Total Income

BASE MISSION EXPENSES:

Start and Strengthen Churches

$ 2,270,557

FY2019 PROFORMA

Y-O-Y % CHANGE

Make and Deepen Disciples

571,709

748,548

-23.6%

Develop Leaders

474,658

535,356

-11.3%

Love Mercy and Do Justice

407,787

410,121

-0.6%

Serve Globally

3,764,277

3,691,454

2.0%

Communications

Shared Services

814,407

-9.6%

2,698,830

2,650,174

1.8%

North Park University Support

666,667

666,667

0.0%

Other

395,897

842,675

-53.0%

$ 12,978,187

-7.6%

Total Expenses

736,328

$ 11,986,710

BASE MISSION SURPLUS (Deficit)

$ (1,707,252)

$ (2,412,757)

Reserves Draw

$

$ 2,412,757

Cares Act PPP Loan

$ 1,775,890

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MISSION & MINISTRY ANNUAL REPORT

individual donors faithfully supported the denomination in its time of need. We had anticipated a double-digit downturn in our giving. Instead, our actual undesignated support nearly matched the totals from the previous year.

Finally, the stewardship of the denominational team—via tightening our belts, personal sacrifice, and budget cuts— helped to produce a total spend in FY2020 that was $991,477 less than (or 7.6% below) the same period in 2019. All these factors combined to produce a final budget result that was surprisingly close to the “best guess” that was approved at our Annual Meeting in 2019.

Due to the recent change in the Covenant’s fiscal year end to September 30, fiscal year 2020 was shortened to an eightmonth period (as the Covenant transitioned to the new reporting period). Accordingly, a proforma FY2019 was constructed for comparison purposes. However, the proforma FY2019 is only a best estimate.

Significant portions of our income and expense flows are highly seasonal. For example, approximately 40% of giving arrives in the last quarter of the calendar year. Another example is the unevenness of major Covenant event expenses.

Bethany Benefit Services (BBS) continued to enjoy sound reserves and good operating results in 2020. Year after year, the BBS team strives to provide plan participants with affordable, high quality, and comprehensive care without compromising the plan’s longterm sustainability.

Looking forward, we remain hard at work

to remedy the underlying causes of our budget’s recent reliance on reserve draws.

The initial fruit of our endeavors is the FY2021 budget plan—a budget that is $2.5 million (or 13%) less than our total spending in FY2019 and reduces our annual budget shortfall from $2.6 million in 2019 to only $600,000.

While we are encouraged by these numbers, we recognize that a portion of the reduced spending is due to Covid-19 restrictions.

Inevitably, Covid-19 will fade, and our budget will expand as we resume normal levels of mission activity.

We remain focused on creating better financial reporting across the Covenant ecosystem, enhancing transparency around our finances and annual budget, tightening expense management, expanding our programs around pastor economic wellness (particularly in under-resourced churches), growing our financial reserves, and continuing to build our Advancement efforts and our 3StrandStrong bonds.

Our goal is to ensure the long-term sustainability of the Covenant’s finances in its support of our mission to “join God in God’s mission to see more disciples, among more populations, in a more caring and just world.” If we are to do mission well, we must steward well. To advance that goal, we brought a resolution to the Executive Board in October 2020 that requires the Covenant to balance its budget by fiscal year 2024. We expect to achieve that mandate.

I am so grateful for, and humbled by, the ongoing support of our denomination by its members and the trust they place in us to faithfully steward those resources.

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Communication was key to help residents and families stay engaged and hopeful.

Co-Interim Leaders

Sue Poston C ha i r, B oa rd of B e nev ole nce

Scott Hanson S e n i or V i ce P re s i d e nt of F i na nce

To d d S l e c h t a P re s i d e nt , Cov e na nt In i t i a t i v e s f or Ca re

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MISSION & MINISTRY ANNUAL REPORT

Covenant Ministries of Benevolence vision: Covenant Ministries of Benevolence (CMB) partners with the Evangelical

Covenant Church to advance the ministry of Jesus Christ through development and support services to promote life-enhancing ministries. CMB affiliate ministries include Covenant Living Communities and Services, Covenant Initiatives for Care, EMC Health, and Jessica’s House.

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n 2020, Covenant Living Communities across the country found new ways to serve residents while adapting to the “new normal” brought on by the pandemic.

Communication was key to help residents and families stay engaged and hopeful. With the lockdown in place, we helped residents connect with loved ones. Additional iPads were acquired, and employees were available to assist with FaceTime or Skype reunions.

We used in-house television channels for regular virtual town hall meetings, video updates from CEO Terri Cunliffe, and church services and daily devotions. Televised fitness classes, painting classes, game shows, and more helped keep residents active and healthy. More than 500 daily and weekly letters with updates were distributed to residents and their family members.

Dining services shifted to takeout or delivery only in a manner that allowed employees to bring a bit of joy to the residents each day. Often the meals were themed, with employees dressed in their “Sunday best” for Easter or in costumes as superheroes. That delivery connection provided a bond many residents and employees will never forget.

We are grateful for the dedication of our front-line, hourly employees who cared for residents with Covid-19. To support team

members, a bonus was initiated at the beginning of the pandemic. Also, if an employee tested positive for the virus, a special paid time off benefit was made available, so that no one was forced to deplete their accrued time or go without pay while quarantined.

Significant capital improvements were made to Covenant Living at Inverness in the Tulsa, Oklahoma, market. The 18-yearold community was welcomed into the Covenant Living family just over a year ago.

Another ministry of CMB, Jessica’s House in a Turlock, California, serves grieving children, young adults, and families who have lost a loved one. They completed construction on their new permanent home and will begin providing services this fall.

Since 2012, the nonprofit has offered peer support groups as well as therapeutic talk and play. It was opened by Emmanuel Medical Center and is now part of EMC Health, a nonprofit formed by CMB when the hospital was sold in 2014. The nonprofit raised $3 million from the community, and EMC Health contributed another $3 million to complete the capital campaign. National Covenant Properties provided a bridge loan to keep construction on schedule while fundraising took place. Due to Covid, families have been supported virtually this past year with 336 peer support groups.

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vision: Building on our core institutional identity—Christian,

city-centered, intercultural—our vision is to create a university of uncommon character and enduring excellence, where faith, learning, and service meet.

Mary Surridge President

North Park University

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n a year like no other, collaboration and creativity enabled North Park University to provide the safest possible environment for our students while also ensuring their successful academic progress. We are grateful to our students, faculty, staff, and administration for their hard work, cooperation, resiliency, and faithfulness. Throughout the year, we remained united in the f eeling that we are all in this together.

We made the difficult pivot to online classes in the spring of 2020.

Our Pandemic Response Task Force developed detailed wellness protocols, testing and contact tracing, online training modules, and many other risk-mitigation measures so we were able to safely reopen our campus in the fall.

For the 2020-2021 academic year we offered in-person classes, online classes, and hybrid classes. As a result, we conferred a total of 399 undergraduate and graduate degrees in May 2020; 93 more in August 2020; 177 in December 2020; and we have 464 on track for May 2021. That is 1,133 graduates, all of whom experienced our

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MISSION & MINISTRY ANNUAL REPORT

distinctive Christian higher education and are now prepared for lives of significance and service!

We also have made important progress in North Park Next, the strategic planning process that will ultimately strengthen our university by stewarding our existing resources well, improving our financial position, and inspiring investors. Through North Park Next, we are examining and optimizing our entire academic portfolio for mission fit and market awareness with the deepest data examination in university history. We are right-sizing our administration and facilities, improving our current co-curricular programs and operational practices. This will help us secure a strong financial future and provide the healthy margin we need to advance our mission, reward innovation, and improve compensation and support.

As part of North Park Next, we also are engaging in important, necessary work as a

campus community around issues of diversity and equity. This includes training modules that our students, faculty, and staff were asked to participate in during the spring, as well as a particular focus on our designation as a Hispanic Serving Institution.

Additionally, we have begun to implement the Covenant’s Six-Fold Test for Multiethnic Ministry with a unique and comprehensive plan for adapting it into our context as an institution of higher education.

By living out our three distinctives— Christian, city-centered, and thoroughly intercultural—North Park University offers unique value and has a clear opportunity to emerge as a singular, compelling model for Christian higher education.

Our calling, therefore, is to embrace this extraordinary opportunity to educate our intercultural student population for lives of significance and service in this world-class city of Chicago, at this university deeply rooted in the Christian faith.

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Students in the School of Restorative Arts continued their education through correspondence classes during the pandemic

North Park Theological Seminary

David Kersten Vi ce Presid ent C hu rc h Rela t io ns a nd Dea n of t he Sem ina ry

Students in the School of Restorative Arts (SRA) at Stateville Correctional Center demonstrated their resilience and creativity during the pandemic. Their already limited freedoms were restricted even further by prolonged lockdowns and suspension of visitation. Two of their classmates were lost to complications from Covid-19. Still, they continued their education through correspondence classes and found ways to encourage one another.

They also launched a bimonthly newsletter called “Feather Bricks.”

Each issue includes interviews with academics, original poetry and fiction, devotions, and reflections on themes. The newsletter is a way for the students to stay connected with the Chicago campus, circulate internally as an inspiration to other men incarcerated at Stateville, and share their voices with the outside world.

A different student co-edits each issue in collaboration with undergraduate writing advisors under the leadership of Melissa Pavlik, director of North Park University’s Writing Center.

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MISSION & MINISTRY ANNUAL REPORT

Despite the pandemic, enrollment numbers overall remained strong.

The pandemic forced us to delay launching the School of Restorative Arts in the Logan Correctional Center, a women’s facility, this past fall. We were able to start classes with 20 women in March 2021.

Despite the pandemic, enrollment numbers overall remained strong. In the fall, 154 new students were admitted, with 61 more in the spring.

In the fall of 2020, we had limited and successful return to in-person learning with a mix of online and in-person classes. Limited in-person learning opportunities were also successfully offered in the spring of 2021.

The Ignite distance cohort program continues to prove to be very strong. Twentyfive Ignite students from the first cohort graduated in May. Two additional cohorts continue to progress. A fourth cohort is planned for the fall.

The Equip distance cohort program launched in the Midwest Conference in August of 2020, and we welcomed more than 30 students into the first cohort.

We are working with Start and Strengthen

Churches to develop a Certificate in Missional Health. This certificate will include four classes, and we anticipate launching in the fall.

A new agreement with the denomination transitioned administration of the Covenant Orientation program to the seminary, which resulted in a streamlined process that will save participants approximately $2,000.

Oversight of the program remains with Develop Leaders. More than 45 students joined the program this spring, adding to the more than 400 students already enrolled.

Professor Soong-Chan Rah concluded his service to the seminary in May 2021 to take a position at Fuller Theological Seminary.

We are grateful for his many contributions to the seminary and look forward to future collaboration opportunities.

Our symposia and lecture series will return this fall. The Symposium on the Theological Interpretation of Scripture will be held September 16-18, and the Symposium on Faith and Health will be held November 6.

Both will be held virtually.

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This year we lost our beloved chaplain Flor Graterol (center).

We celebrate her life and the legacy she leaves us.

J u a n F. M a r t í n e z P resid ent

CHET—Centro Hispano De Estudios Teológicos vision: We aim to be the leading Hispanic center for Christian theological formation.

Guadalupe Guevara is a student originally from Ensenada, Mexico, who has lived in California for more than 42 years. God has put a deep desire in her heart to study his Word. Although she experiences significant health issues, she is determined to pursue her studies. She even finished one of her classes while she was in the hospital. She is a witness to the desire our students have to learn and grow in Christ. They are determined to meet challenges.

Covid-19 made studying more difficult for our students because many of them work in industries that were hit hardest by the pandemic, such as hospitality and restaurants. They were among the first laid off and weren’t able to work from home. It was a stretch for many of our students, who may not even have email, a The Evangelical Covenant Church

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MISSION & MINISTRY ANNUAL REPORT

We are overjoyed with the resources ministry partners have shared with us.

computer, or space to study at home.

But we worked one-on-one with them to make sure they had the devices they needed and could learn how to use technology like Zoom.

CHET has been able to transform these challenges into opportunities. When we started offering our classes exclusively online, we were able to reach more students across the United States and Latin America. We also offered them at times so that everyone could participate regardless of their time zone. As a result, we have been able to reach our enrollment goals of 350 students per semester.

We are overjoyed with the resources ministry partners have shared with us. Last summer we, received a grant from the Love Mercy and Do Justice mission priority that gave us an opportunity to provide free workshops. This benefited 300 students.

CHET also received a capacity-building

grant from Leadership Education at Duke Divinity in partnership with the Educational Hispanic Theological Association (AETH).

This grant enhances our reach to provide extended services to those who need it most.

CHET began with 25 students in 1989 and has gone on to serve more than 10,000 people. We serve students from 17 countries representing more than 17 denominations.

Nearly 70 percent of Latino pastors leading congregations have studied at CHET. Because CHET has been certified with AETH, graduates from our school are able to enter into prestigious seminaries throughout the country.

Our ministry continues under the direction of Juan F. Martínez, who was installed as the fourth president of CHET. A virtual graduation service was held in December for 77 students, who graduated from three different programs.

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Peter Hedstrom President

National Covenant Properties vision: As the Evangelical Covenant Church’s loan source and

short-term investment arm, National Covenant Properties equips Covenant churches and individuals to help grow the kingdom of God through investments and loans that drive ministry like no other resource. NCP supports growth of local and regional ministries by connecting mission-minded investments to kingdom-expanding projects.

N

ational Covenant Properties has served member churches and affiliated organizations of the Evangelical Covenant Church since our founding in 1970. Our goal is to continue connecting mission-minded Covenanters with kingdom projects.

Together we can move the ministry forward and reach more people for God. It has been our honor to serve you, our Covenant family, for the last 50 years, and it will be our privilege to continue serving you for the next 50.

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MISSION & MINISTRY ANNUAL REPORT

We are grateful for the amazing and faithful ministry of our Covenant churches and affiliated organizations.

Even though 2020 was a year we never would have imagined, we are grateful for the amazing and faithful ministry of our Covenant churches and affiliated organizations and that our team at NCP is invited to share in their ministry. We continue to pray for the spiritual and physical health of our churches during this ongoing pandemic.

YOU INVEST 4,400 mission-minded investors participate in building for the future by investing in NCP. Investment participation grew by 6.5 percent to more than $360 million in fixed-income investments, including shortterm certificates, Individual Retirement Accounts, and Health Savings Accounts.

WE LEND Loans are part of building for the future.

Together with our investors NCP has been able to fund 287 loans to Covenant churches, camps, and affiliated organizations totaling $300 million in commitments.

Real Estate Services have also been part of building for the future, resulting in 44 Covenant projects totaling $32 million in loans in 2020.

The NCP staff helps churches and project leaders identify land and facility options, negotiate leases and real estate purchases, construct and expand current facilities, as well as sell and lease out current church properties.

MINISTRY GROWS Financial and Facility Stewardship is part of building for the future. NCP coached and connected with 425 church leaders and pastors in 2020 through our virtual seminars: •M anaging Church Finances and Facilities During a Time of Crisis and Beyond • Mission, Ministry, and Maintenance •U se of the Church Building by Outside Groups In 2020, we were reminded that the church is more than a building and its impact in the community goes far beyond its ability to worship in person. The NCP team is honored to serve, and with assets reaching $450 million and revenues continuing to grow, NCP is well positioned to facilitate and meet more ministry opportunities..

The offer and sale of the Certicates is limited to persons who, prior to receipt of our Offering Circular, were members of, contributors to, participants in, or afliates of The Evangelical Covenant Church, including any program, activity, or organization that constitutes a part of The Evangelical Covenant Church, or any of its conferences, or any congregation of The Evangelical Covenant Church, or other persons who are ancestors, descendants, or successors in interest to such persons (Investors). This does not constitute an offer to sell or the solicitation of an offer to buy the Certicates. There shall not be any sale of the Certicates in any state in which such offer, solicitation, or sale is not authorized. The offering is made solely by the Offering Circular. The offering of Certicates involves certain risks, which are more fully disclosed in the Offering Circular under the heading “Risk Factors.” In the event NCP exercises its right to redeem a Certicate prior to maturity and upon sixty (60) days notice to the holder thereof, payment of the outstanding principal and interest will be paid to the holder to the date of redemption. The Variable Rate Certicates, Demand Investment Accounts, Individual Retirement Account (IRA) Certicates, and Health Savings Account (HSA) Certicates are not available for sale to investors residing in South Carolina. The Variable Rate Certicates and Demand Investment Accounts are not available for sale to investors residing in Louisiana. NCP’s Certicates are not insured by any governmental agency or private insurance company, including the Federal Deposit Insurance Corporation, or any state bank, insurance fund, or any other governmental agency.

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In 2020, when clients needed more from us, we leaned into our role as relationship builders.

Covenant Trust Company vision: By taking care of the financial side of things, we free

our clients to do what they are called to do and be as generous as they want to be with family, community, and ministry. We faithfully empower generosity. We are committed to being a part of the solution to issues of institutional racial discrimination and other matters of social justice and have begun a new initiative to put our values into action.

INVESTING WITH PURPOSE

I Ann Wiesbrock President

n a year when so much was uncharted and uncertain, clients saw Covenant Trust Company as a beacon of encouragement and stability. We have worked hard to foster confidence among the individuals and organizations we serve, not only through our investment expertise and guiding values of purpose, excellence, integrity, service, and community, but also through our strong partnership as people serving people.

Clients needed more from us in 2020, and we delivered. Phone calls regarding investment questions, trustee, or bill payment services turned into much longer conversations. Clients did not just need investment or account information; they wanted to talk and connect with us more than ever before.

At CTC, we lean into our role as relationship builders. We hear from current and potential clients that our high level of personalized service and attention to detail are key reasons they choose to do business with us. We will continue working closely with our clients, helping them pursue their purpose, and, in doing so, elevate our work in the industry.

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2020 ANNUAL REPORT

Sidebar Copy: FAITHFULLY EMPOWERING GENEROSITY “My clients and I get teary-eyed every year when they make their charitable gifts. In years when the market is up, they give far above and beyond their charitable giving plan. The generosity of our clients is incredible.”

– Steven Allison, Financial Services Representative New office space provided upgraded technology, easier remote connections with clients, and socially distanced collaboration with our team.

With our help, clients were able to make tax-efficient, charitable gifts through trusts, IRA distributions, stock donations, charitable gift annuities, and donor-advised funds.

Generating new business and helping clients plan for their future in a pandemic was not easy. We were unable to meet potential clients face-to-face or connect with established clients over lunch; however, we met virtually with clients every day, sharing struggles and stories of perseverance, and we ended the year in close range of our pre-pandemic goals.

• I n 2020, assets under management grew by 6.5% to $1.11 billion year over year.

• Assets under custody and revenues remained steady at $980 million and $6.6 million, respectively.

•D espite the many challenges faced, investment results provided a bright

spot, finishing the year strong with total assets valued at $2.1 billion.

•C ovenant Trust clients made $10.9 million in charitable gifts in 2020, of which $8.4 million was directed to Covenant ministries.

The year-end move to our new headquarters in Chicago’s financial district came at an auspicious time. Upgraded technology and modern, flexible workspaces helped make remote connections with our clients easier and socially distanced collaborations with our teammates safer and more effective.

We are continually reminded of all we are thankful for as we live out our core values which began in the Evangelical Covenant Church. Our gratitude for your support, as we strive to deliver the best in investment and trust services for our clients, is immeasurable.

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COUNCIL OF ADMINISTRATORS Evangelical Covenant Church Lance Davis, EXECUTIVE MINISTER, ORDERED MINISTRY AND DEVELOP LEADERS Gayle Gilreath, EXECUTIVE DIRECTOR, ADVANCEMENT Rebecca Gonzalez, EXECUTIVE DIRECTOR, OPERATIONS Steve Klimkowski, EXECUTIVE DIRECTOR, FINANCE Paul Lessard, EXECUTIVE MINISTER, START AND STRENGTHEN CHURCHES Jennifer McIntyre, EXECUTIVE DIRECTOR, MARKETING AND COMMUNICATIONS Paul Robinson, EXECUTIVE MINISTER, LOVE MERCY AND DO JUSTICE Michelle Sanchez, EXECUTIVE MINISTER, MAKE AND DEEPEN DISCIPLES Al Tizon, EXECUTIVE MINISTER, SERVE GLOBALLY John Wenrich, PRESIDENT Angela Yee, EXECUTIVE DIRECTOR, MINISTRY DEVELOPMENT

Affiliates Peter Hedstrom, PRESIDENT, NATIONAL COVENANT PROPERTIES David Kersten, VICE PRESIDENT FOR CHURCH RELATIONS AND DEAN OF THE SEMINARY, NORTH PARK THEOLOGICAL SEMINARY Juan F. Martínez, PRESIDENT, CENTRO HISPANO DE ESTUDIOS TEOLÓGICOS Todd Slechta, INTERIM CO-LEADER, COVENANT MINISTRIES OF BENEVOLENCE AND PRESIDENT, COVENANT INITIATIVES FOR CARE Mary Surridge, PRESIDENT, NORTH PARK UNIVERSITY Ann Wiesbrock, PRESIDENT, COVENANT TRUST COMPANY

COUNCIL OF SUPERINTENDENTS

ALASKA

NORTHWEST

CENTRAL

PACIFIC NORTHWEST

EAST COAST

PACIFIC SOUTHWEST

GREAT LAKES

SOUTHEAST

MIDSOUTH

CANADA

Curtis Ivanoff

Mark Stromberg

H. Danny Martinez

Gregory J. Yee

Howard K. Burgoyne

Paul Wilson

Garth McGrath

Catherine Gilliard

Garth Bolinder

Glenn Peterson

MIDWEST

Tammy Swanson-Draheim

COVENANT EXECUTIVE BOARD 2021 TERM EXPIRATION

2022 TERM EXPIRATION

2024 TE RM E XP IRATION

Jon Bonkoski (CHAIR), Arden Hills, MN

Roberto Ghione, Simi Valley, CA

Scott Dennis, Grandville, MI

Donna Erickson, Minneapolis, MN

Erick Marquez, Montebello, CA

Diane Leavitt, Sammamish, WA

Doris Granberry, Miami, FL

Julie Persson (SECRETARY), Carrolton, MN

David Holder (VICE CHAIR), New Rochelle, NY Bryan Murphy, Templeton, CA John Stewart, Worthington, MN Valerie Thomas, Bethel, AK

Dwain Tissell, Happy Valley, OR Cindy Wu (VICE SECRETARY), Sugar Land, TX

Victoria Reier, Arvada, CO

2023 TER M EXPI R ATI ON

Karen Stein, Greeley, CO

Carl Helfrich, Creve Coeur, MO

Lisa Olson, Shoreview, MN

Philip Print, Cottage Grove, MN

Valerie Weyand, Littleton, CO

Merideth Randles, Seattle, WA

Byron Kaopuiki, Vancouver, WA

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2025 TE RM E XP IRATION

MISSION & MINISTRY ANNUAL REPORT

Portage Lake Bible Camp in Onekama, Michigan, and other Covenant camps found creative ways to adapt their ministry this year.

897 CONGREGATIONS 11 CONFERENCES 1 COVENANT DENOMINATION

Three Strands Stronger A triple braided cord is not easily broken.

ECCLESIASTES 4:12

Thank you for your faithful commitment to our common mission and ministry. p a g e 39

COVCHURCH.ORG