Renovate our Ministry Center into a beautiful and functional multi-use space with a modernized industrial kitchen that can be used for dining & large gatherings, fitness & sports ministry, youth events, and worship. While it will not be a full court gym, it will be able to be used for some sporting events.

ESTIMATED COST: $2,800,000

Create a dedicated youth ministry area that will offer new and engaging innovative space for youth to discover, explore, and have fun together as they grow in a relationship with Christ and one another.

ESTIMATED COST: $800,000

Remodel and enhance our children’s area to become state-of-the-art for all children and family ministry, including our Trietsch Enrichment Center (TEC). This will involve security features as well as high tech and high touch venues with engaging discovery areas.

ESTIMATED COST: $800,000

Expand and enliven our gathering space so our entryways and Connection Center will be the central hub of welcoming and gathering people together to discover intimate relationships and connection with one another. It will become more open, engaging, and inviting.

ESTIMATED COST: $300,000

Reimagine our worship space so that we can discover more intimacy and connection as we celebrate the richness of God’s desire to be in relationship with us and experience the fullness of God’s presence among us.

ESTIMATED COST: $1,100,000

Reconfigure our adult discipleship space to meet the needs of modern adult education with greater technology and engaging space as well as create more homey settings for Life Group and other informal small group gatherings.

ESTIMATED COST: $400,000

Design new sporting fields to provide new spaces for our sports ministry to continue to help new and more people grow in a relationship with Jesus Christ.

ESTIMATED COST: $700,000

Consolidate administrative offices to allow for a more efficient and effective use of our paid ministry team’s officing needs.

ESTIMATED COST: $400,000

Provide for deferred maintenance needs that have been long delayed. We cannot continue to allow over $5M in deferred maintenance to outweigh and burden our ongoing ministry needs. We must correct these large issues to free us for greater ministry outreach for the future.

ESTIMATED COST: $4,300,000

Pay down existing debt as we anticipate that our collective generosity will exceed the funding needs of the other nine priorities described on this page. All proceeds donated above and beyond those needs will be allocated to further reduce our existing debt.

Trietsch celebrated 40 years of ministry in March. In that time, we have reached thousands of people with the gospel of Jesus Christ, and we envision reaching thousands more. Our clear vision calls us to envision a community where people matter, brokenness is healed, and love is lived. This vision is our desired outcome of our mission to lead people into a growing relationship with Jesus Christ. Our building and grounds are critical tools for achieving our mission and vision. Our facility needs to be well taken care of and prepared for the next generation. The reconfiguration and regeneration of our facilities is a step on The Pathway to our Clear Vision.

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In 40 years we have built quite a complex to achieve ministry. Some parts of our facility are almost 40 years old. The newest portion is now 11 years old. We have serious and expensive deferred maintenance that must be addressed and an underutilized facility. We must give attention to the regeneration and reconfiguration of our building and grounds to better prepare for the next generation of ministry.

The first 20 years of Trietsch saw meteoric growth and debt demanded by needed space for ministry. Over the last 20 years, we have built only one component of our facility (FLC) and incurred too much debt in doing so. For years we’ve needed to give attention to debt reduction rather than keeping the overall condition of our entire facility healthy. Good news: we have paid down $5 million in debt over these last few years. Bad news: we have an aging, deteriorating, and outdated facility that needs regeneration and reconfiguration for the next generation.

Your church leadership is committed to: 

Completing all deferred maintenance issues ($4.3 million estimated).

Reconfiguring the current main building to allow for dedicated ministry space for youth, children, adult, fitness, worship, gathering/welcome, and administration ($7.3 million estimated).

Incurring no additional or new debt to achieve this goal.

Our church leadership has done its due diligence to determine a Pathway to our Clear Vision. Over the last 18 months, your Trustees (property stewards) and Leadership Board have invested innumerable hours with outside consultants (Horizons, Building Solutions, and BBA Architects) to determine a path forward. The consultants offered data, experience, industry standards, expertise, educated opinion, and offered twelve different viable options for a pathway to our clear vision. The sale of the FLC was selected as the most feasible option to achieve our goal without incurring an additional debt. At a called church conference in January, the congregation voted overwhelmingly to sell the FLC and enter into an investment campaign.

The FLC property: FLC building, surrounding parking (everything south of the fence enclosed chiller units), lighted and irrigated fields, Veteran’s Memorial Plaza, and the surrounding wrought iron fence. Portions of this may be negotiated out of the sale. A potential leaseback agreement may be secured for the use of FLC for a designated period. 

The cost of deferred maintenance is $4.3 million. The projected cost of reconfiguration of the main campus is $7.3 million. Neither can be reached by raising capital through a generosity campaign. Your leadership is committed to incurring no additional debt. If we don’t sell the FLC, we do not have enough capital for deferred maintenance or facility reconfiguration. The sale of the FLC would also save additional revenue moving forward through cost elimination.

The twelve options can be broken down into four primary categories.

Option 1: Do nothing and allow the building to deteriorate. This option was unanimously rejected by leadership.

Option 2: Work only on the $5.5 million deferred maintenance. This option required additional debt or a generosity campaign larger than our church has ever done. It would provide no facility updating. This option was unanimously rejected by leadership.

Option 3: Relocate our church. Relocations requires selling the facility and a generosity campaign to raise funds to purchase land and build a new facility. The architect presented three different sized campuses. The smallest of which would be less than 50% of our current campus size and cost $40 million to build. This is an unfeasible option.

Option 4: Sell some portion of our campus (main or FLC) and reconfigure. The consultants costed out both options. Selling the main campus to expand the FLC to be more church-like was almost as expensive as a relocation and would require removing the playing fields. Selling the FLC to reconfigure the main campus had multiple options for reconfiguration. This option is the most financially feasible and is the one that was selected.

That depends on the structure of the split. The next General Conference will be held in 2024. At that time a vote could be taken to provide for an amicable separation, but we don’t know the legislation that will be passed. It is safe to say that any action by the UMC at-large will afford Trietsch, along with every local UMC, the opportunity to determine our own future. All of the scenarios currently being debated allow for an amicable exit from the denomination whether a congregation’s theology is more progressive or more traditional. Churches would be able to keep their property and assets after paying their fair share of pension responsibilities and any outstanding apportionments. 

We continue to do ministry and lead people into a growing relationship with Jesus Christ in the face of these concerns because God has placed us together on mission in our community. Tomorrow will have enough worries, so we are committed to being faithful to the boundless work of the Lord today.

Yes, of course we will feel some impact. However, architects have experience in “staging” work so that there is minimal disruption to ongoing activities and programs. In addition, we are blessed with alternate spaces for events to take place and groups to meet in the short term. Classes or gatherings may be temporarily displaced, but with some creativity, we can weather this transition easily. 

The approved proposal was to sell the FLC to provide for deferred maintenance and reconfigure the main building. The FLC is on the market and this marks the beginning of the Revival Investment Campaign. Revival will raise funds to cover the difference between the proceeds of sale and the cost of reconfiguration. Revival will also allow for any funds raised that are above actual cost to go toward debt reduction. No new or additional debt will be incurred. Once the FLC sells we will have an immediate cash infusion (approx. $9 million) to begin work toward reconfiguration and deferred maintenance. We will use proceeds from Revival to bridge the gap of total construction costs.