Facility Alternatives

1
Facility Alternatives How Do You Think They
Impact Our Values?
Value Alternative Positively Responds to Change Enhances Our Growth Potential Enhances our Ability to Serve the Community Enables Relevant Ministries Builds on a Century of Strengths Enables High Quality Worship Enhances Welcoming and Inviting Enhances Our Learning Programs Achievable Funding and Stewardship Improves Missions and Outreach Risk of Executing (Potential for Long-Term Success)
Status Quo - - - - - - - - - -
Regenerate o o o
Multi-Site o o o (if shopping center) - (if second church) o (if shopping center) - (if second church)
Relocate o - o -
This exercise may give you some insight into the
tradeoffs involved with each alternative. Fill
in the table using the appropriate symbol ( for
positive, - for negative, o for neutral) showing
how you think each value will be impacted by the
alternatives. Weve filled in the table with one
persons opinion as an example, but what do you
think? Do you agree, or do you see it
differently? Why? Do you have enough information
to make a decision? If not, what other
information do you need?
2
Descriptions of the Facility Alternatives
Instructions This page summarizes the facilities
decision. Please review the supporting data on
this side. The other side is a table of values
(columns) and facility alternatives (rows).
Please fill in the table using the appropriate
symbol ( - o) showing how you think the values
might be impacted by the different alternatives.
Regenerate Rebuild/Remodel and enlarge our
current facilities in phases. Make
improvements to older buildings to make them more
visitor member friendly. May include property
purchases.
Status Quo Only maintain our current facilities
no new building, keep things as they are now.
Relocate Sell our current facilities build new
facilities in a more visible location.
Multi-site Rebuild/remodel current facilities in
phases, also add a second site (could range from
a small satellite location for ministries (such
as preschool or youth or senior center) to a
second, full-service church. This looks like
Regenerate but with a second location added.
Strategic Question How can FUMC lead and respond
in a constructive way to the imminent changes in
Katy, so we build on a century of strengths and
preserve our mission and values?
Definitions Given something that is assumed,
taken as a premise a fact. Strategy a big
picture, long-term plan of action a way of
maneuvering so that the best outcome is
possible. Tactic small-scale actions that serve
a larger purpose actions of less magnitude
focused on a short-term goal.

• Insights
• Every alternative needs a strong focus on
  Welcoming and Involvement The Vision Team
  believes a larger budget and special teams are
  needed to accomplish this.
• There is a financial/stewardship concern in every
  facility alternative
• Any significant facility change will take time to
  implement (fund-raising, planning, execution)
• Every alternative has Pros, Cons and Trade Offs
• Charts in FLC, Education Building Narthex have
  additional detail also on the web at
  http//fumcvision.katyweb.net
• No preference for any alternative is implied.
• If you have questions, please ask a Vision Team
  member or email fumcvision_at_katyweb.net

Decision Hierarchy Givens We are located in
Katy We have aging buildings Katy is growing
and changing Major ministry choices are made and
are effective Church must connect with new
changing community (new membership) Strategy
(focus now) Welcoming Assimilation
(Involvement) Facilities Tactics (focus
later) Ministry Changes (adjustments) Buying
Real Estate Technology Staffing Training Measu
re member involvement
Estimated Costs of the Alternatives (over 10
years)

• Multi-site
• If a small second site, 75,000 -250,000/year
  for lease, staff program expenses plus cost of
  Regeneration
• Possible range 7.1-15.3 million
• Expected cost 11 million
• If a second church, cost of Regeneration
  Relocation
• Possible range 17-59 million
• Expected cost 26 million

• Status Quo
• Possible range 1-2 million
• Expected cost 1.5 million

• Regenerate
• 6-13 million for new construction
• 300,000-600,000 for teardown costs
• 800,000 - 1.4 million for additional property
• Possible range 7-15 million
• Expected cost 10 million

• Relocate
• 20 to 30 acres land 3-26 million depending on
  location.
• New construction cost 9-20 million.
• Estimated value of current facilities 2.0-2.3
  million.
• Possible range 10-44 million
• Expected cost 17 million

Values
Think about the values and how each facility
alternative might impact them. Then, fill in the
table on the other side.