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SACRED SPACES UPDATE

SACRED SPACES UPDATE. November 20, 2011. AGENDA / OVERVIEW. Review of Sacred Spaces Task Force Findings Three Facility Options “Unified Modules” Module pricing from Hollister Construction Implications from a financial standpoint What about the “ other ” factors?

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SACRED SPACES UPDATE

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  1. SACRED SPACES UPDATE November 20, 2011

  2. AGENDA / OVERVIEW • Review of Sacred Spaces Task Force Findings • Three Facility Options • “Unified Modules” • Module pricing from Hollister Construction • Implications from a financial standpoint • What about the “other” factors? • Next Steps - Getting to a decision

  3. Role of Sacred Spaces Task Force • 9 Member Team; Fall 2010 – Summer 2011 • Impartial - No agenda – “Just the facts…” • Explore 3 options • Move from the 10,000 foot view to 1,000 feet

  4. The Three Options • Option 1 – “Stay and renovate” • Option 2 – “Buy raw land and build from scratch” • Option 3 – “Buy an existing building and re-purpose for church use” • For ease of comparison, SSTF developed specifications for “Unified Modules”

  5. Unified Building Module Concept As much as possible, provide “apples to apples” comparisons for each option. Key components: • The Sanctuary – seating for up to 450 • The “church basement”, i.e., public gathering space and large kitchen facility • RE and Admin Building - ~10,000 s.f. total • Key Infrastructure -Lobby, restrooms, fire stairwells and elevators

  6. Module 5 RE, Admin Two Floors Module 1 Sanctuary Second Floor Module 1 Sanctuary First Floor Module 2 Fwp. Hall Basement Module 3 Lobby, Access Toilets Three Floors Module 4 Parking Not Shown

  7. Unified Module PricingCost Estimating from Hollister Construction * Could be larger/smaller

  8. Gross Cost By Option * Could be larger/smaller

  9. Total Net Cost By Option

  10. Implications of Financial Information Option 2 (Raw Land) cannot be phased and @ $3.7 million (net) is probably financially unfeasible. Option 3 (Repurpose) most likely requires a 5 – 10 mile Relocation to capitalize on lower property values – see next slide. Option 1 - the crucial repairs are so expensive that any expansion might need to be deferred for a significant period of time.

  11. Cost of Option 3 is LOCATION Dependent – Compare the Following: • 13 Emory Ave. – North-WesternRandolph • 25,000 SF Office Building • Acquisition cost is $1.5 million • Total estimated gross cost is $3.25 million • 300 Webro – Parsippany • 34,000 SF Warehouse Building • Acquisition cost is $3+ million • Total estimated gross cost is $4.5 million

  12. Membership By Zip Code

  13. Relocation probably means North and West off the I-80 corridor • Are there benefits to be gained? • What are the ‘costs’? • What do the demographics suggest? • Where is our membership located now? • Where will our future members come from? • How are drive times affected?

  14. A Final Decision is Highly Nuanced “What else would you need to have/consider in order to make an informed decision”? Total Cost Total Time Aesthetics of Buildings Grounds Accessibility & Safety Ease of Funding “Flow” and layout of space Legal approvals Neighborhood resistance Transactional complexity Availability of suitable property“Green” Efficient energy use Cost of maintenance Incorporates “green” building features Contributes to landfill Location Area demographics Overlap with Summit Effect on current membership drive times Good highway access Visibility Access to public transportation Character of neighborhood

  15. A Word about the Capital Campaign • Regardless of the option we select, a capital campaign will be required • “Best practices” = every ten years • We are about 20 years overdue! • The Board is beginning the investigative phase now • Dovetail fund raising with facilities decision

  16. What’s Next • Sacred Conversations between now and April. • Team to assemble and explore factors with congregational input. • Expand analysis of Options 1 and 3 – timing, phasing. • Team builds range of options based on all factors and potential size range of Capital Campaign. • Board to bring a vote before the congregation – Earliest in June, latest in October • Vote is to affirm direction and charter a financial feasibility study for capital campaign. • Board will not be seeking spending authorization at this time.

  17. Our Legacy • 50 years ago a small group made a brave decision to acquire a building • Now is the time for us to make another brave decision about our future • We will hold the Sacred Conversations • We will find the correct answer for our community • 50 years from now, it will be your legacy

  18. Primary Factor Analysis Table (PFAT)

  19. PFAT, continued

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