January 2026 NSUMC Leadership Board Meeting

Board Packet and Facilities Snapshot

Board packet was approved as presented; included financials, attendance, and activity reports. No outstanding questions raised.
Facilities team remains active on building maintenance and bids; issues (e.g., lighting, audio coverage for choir) are being tracked in their report.

Pledges and timing adjustments: Donations for 2026 that arrived in 2025 were recorded in 2025, but a 2025 pledge arrived in 2026; these timing differences “evened each other out.” All pledges were collected (“100%”).
Giving above pledges/budget: Giving exceeded budget by $128,000.
Yearly collections noted: “We collected $553,000 in 2024.” “We collected $530,000 in 2023. LLC (Limited Liability Company) Updates

These will appear as “other income” in January.

Operations: Both entities are doing well with minimal expenses. Good Neighbor Housing pays a fixed $1,500 monthly regardless of income and has reserves.
Service activity: Andrew is organizing a group to clean up the property for the resident family at the end of the month.

Building appraisal: Reported approximately 12 million, appraised as a church-use property. Concern that an actual sale (more likely for single-family use) would be significantly lower after land-use and teardown costs. Characterized as a “paper number.” Action to share the appraisal with the group.
ALC rental fees: Recommendation to keep payments going until adoption/signing of paperwork and banking transitions finalize. The team noted ambiguity on when the merger becomes “official” (bishop approval vs. state filings vs. amended bylaws).
Legal/EIN considerations: Plan to retain and rename the existing entity (“salvaging their shell”) rather than closing the EIN, so bequests intended for “North Scottsdale UMC” can still reach the new church.
Potential “official date”: June 30 was suggested to align staffing/payroll changes, though no final decision was made.

Intent: Leadership will send a letter asking the existing foundation to transition to support the new congregation and to take on assets of “around $4 million.”
Meetings: “Rick Holmes, Dick Bredemann, and Tim Metzer” will meet to finalize details. A foundation-focused meeting is set for February 10.
Current state: The foundation is small, informal, and meets infrequently; limited interest earnings and small gifts.
Governance overhaul needed for a 10x scale-up:
Revise governance documents with attorneys; strengthen policies and fiduciary practices.
Add bipartisan board members and obtain board insurance.
Interview 3–4 investment managers and vote to select one.
If the current foundation declines to transition, a new entity would be created for the incoming funds.
Design approach for two funds:
Mission foundation: Preserve principal (with potential additions for inflation). Operations foundation: Do not permanently protect principal; allow use of principal for major projects (to avoid loans), while normally living off earnings per policy.
Grant and donor guidance: Direct future requests and giving to the foundation in support of the church, not a separate entity.

Job description review: Ahead of union, board members will meet 1:1 with staff to confirm current duties and improve accuracy. Two or three volunteers can complete most reviews in an hour (in person or via Zoom). Members to email preferences; otherwise assignments will be distributed, and current documents shared.
Which roles: Brandon’s description is new and evolving (to be handled by Chris and a colleague). Other stable roles mentioned include Darin, Shelley, and Ken.
ALC staff joining: Three positions (not counting a pastor): “Dale,” “Libby,” and “Mary” (noted varying part-time statuses).
Front/back office alignment and transitions:
Shelley expected to take back office/financials; Mary to take front office.
Plan to hire a full-time front office role with a competitive salary to improve retention and competency.
Crystal (administrative assistant) is leaving. Expect a temporary overlap period for training before reducing to a single front office staffer.

Facility improvements: Lighting outages (including choir area) and lack of speakers pointing at the choir were noted. Facilities committee will coordinate priorities.
Security grant: Application submitted. Due to a government shutdown, there is no decision timeline. Team will continue to follow up to demonstrate ongoing interest and readiness.

Transition team: “Robin Krutzberg declined to lead; “Gail Yates will lead the transition team. Gail has experience overseeing mergers of large organizations.
Website work will begin soon.

Share the building appraisal with the board.
Draft and circulate leadership board’s letter to the foundation this week; collect email approvals; deliver to the foundation before the February 10 discussion.
Meet (Rick Holmes, Dick Bredemann, and Tim Metzer probably) to detail the foundation transition and governance overhaul.
Confirm whether ALC continues rental payments until formal adoption/signatures; select an “official date” (June 30 was suggested) and align payroll/banking.
Recruit 2–3 volunteers to complete staff job description check-ins; schedule Zoom/in-person sessions; distribute current documents.
Plan staffing overlap and training timeline for Crystal’s departure and proceed with hiring a full-time front office role.
Continue proactive follow-up on the security grant; coordinate facility fixes (lighting, choir audio) via Facilities Committee.
Andrew to organize property cleanup at the end of the month.
Begin website development and coordinate transition communications.