The preceding article closed with reference to the forecasting challenges facing the subcommittees in an ever-changing environment. Happily, there were recent census data available to serve as a point of departure for the demographic analyses and projections by the Area Data Survey subcommittee in looking at the broad picture and the other subcommittees settling on specific internal needs. An area within a radius of some 2 miles was studied, believing that 1.5 miles would be the likely geographical radius from which the ultimate congregation would come. It was forecast that:

• Within a 1-mile radius the population would be some 20,000 at saturation, of which it was estimated there would be 800 Presbyterians.
• Within a 2-mile radius the population would be some 29,000 at saturation, of which it was estimated there would be 1440 Presbyterians.
• Heritage's congregation would grow to 900.
• Heritage's choir size would be 45.
• Sunday Church School facilities would be required(9,080 sq. ft.)to accommodate 362 (infants to age 65) and double church school sessions would be necessary.
• A paved parking lot with 225 spaces would meet the ultimate need.
• Extensive administrative facilities would be required for a large minister's office with two entrances, a large meeting room for the various boards, a work room adjacent to the church office, both a music studio and large rehearsal area for the choir, and a large space for custodial and maintenance activities.
• The church's participation in community welfare activities would require space for storage of special-use equipment.
• A fellowship hall with no less than a 14' ceiling would be needed to accommodate table seating of 250 persons and to include an elevated stage with dressing rooms in the wings.

Suffice it to say, the rosiest of projections did not become fact. A major factor was that Waynewood, originating in the early '50s, was largely established with its population already settled into existing church homes. The higher-priced homes were to be found there. Military personnel comprised about 40% of the residents, the average rank being Lt. Col. or equivalent. 

Following a stewardship campaign in which our small congregation pledged an amazing $40,000, authorization was given at the first annual meeting for building at a $100,000 level and for retention of an architect to develop a master plan. Recognizing that meeting the ultimate needs would cost far more than this, the Building Committee approached the task as one of "stage" development and construction. The first unit under this plan was envisioned as a multiple-use structure that could be expanded as needs grew and the money to accommodate them with additional structure, became available.

Concurrently with the final stages of developing our program, the process to obtain an architect resulted in the selection of Grigg, Wood, & Brown, an architectural firm with home offices in Charlottesville and a branch office in Alexandria. Mr. Milton Grigg, A.I.A, the firm's principal, was located in the home office. His reputation for church design was outstanding. He was especially noted for taking such as our program and translating it into an architectural manifestation of witness. The local office was headed by Mr. Eldon Wood, and that made it most convenient for efficiency of contacts and resolution of many problems. Introduction of Mr. Grigg, and congregational concurrence in his selection, occurred in April 1964 at the same meeting in which approval was given to our "Program for Christian Witness." Thus, we had negotiated two more in the chain of milestones under the purview of the Building Committee.

The program was conveyed to the architect, and the design process began. On assimilation of the document, Mr. Grigg was so impressed with its comprehensiveness that he referred it to the American Institute of Architects for citation in the Institute's journals as an ideal document for architectural guidance in church design. As the architect's work progressed to develop the master plan, there were many structural, layout, and component revisions necessary to stay within the funding limitation. It was, for example, a continual struggle to keep the building size compatible with funding; the very first construction estimate was $40,000 high. We continually had to pull back and settle for less-than-first-class hardware. We had to settle for an asphalt shingle roof instead of cedar shakes. And, on and on. From the beginning it was evident that the architects hoped for an increase in the funding base, so it was a daunting and labor-intensive task to "hold their feet to the fire." Several of our conferences were quite heated, but the equanimity of all was something to behold! The effort paid off in the end, because our final cost exceeded the budget by only 4%.

Over the years there have been questions of why the configuration where the choir sits behind the congregation and there is no center aisle. The philosophy behind such is forthcoming next month.