(A Joint Report of the General Council on Ministries and
the General Council on Finance and Administration)
Background and Mandate
The General Conference has assigned the responsibility for reviewing the location of staff and the headquarters of general agencies jointly to the General Council on Finance and Administration (GCFA) and the General Council on Ministries (GCOM). Identical legislation in The Book of Discipline, ¶907.2 and 1006.26 reads:
To act in concert ... to establish a procedure for making a quadrennial review initiating proposals and/or responding to proposals by the general agencies regarding the location of headquarters and staff and report the same to the General Conference."
Procedure
A joint committee of three members from each agency was appointed as follows:
GCFA
Ms. Lenora Thompson, Eastern Pennsylvania Conference (Chair) Rev. Noah Reid, III, Eastern Pennsylvania Conference Dr. J. Edsel White, Pacific Northwest Conference
Mr. Gary Bowen, Staff
GCOM
Ms. Clelia Hendrix, South Carolina Conference
Dr. Walter Kimbrough, North Georgia Conference
Rev. Timothy Russell, Central Texas Conference
Mr. Don Hayashi, Staff
The Committee met early in the quadrennium and assessed the report made to the General Conference in 1992, along with the GCFA report which lists statistical information on headquarters location as required by ¶907.3 of The Book of Discipline. Early on it was decided to gather information on the General Board of Global Ministries (GBGM) for comparative purposes but not to express any opinion on its headquarters or staff location. The 1992 General Conference had already authorized a task force to study the feasibility of moving GBGM to another location, and it was felt that any work by this committee in that area would not be helpful to the General Conference.
The committee was also aware of various structure studies being carried out during the quadrennium and how they might affect agency headquarters location. These included the Ministry Study and Global Nature of the Church by the Council of Bishops, and the Connectional Issues Study by GCOM. Until the General Conference acts on these studies, this committee feels it would be irresponsible to recommend any moves or consolidations of general agencies.
In order to prepare this report, the committee surveyed the agencies, requested pictures of the buildings, and inquired after some health/environmental issues in the workplace.
Results of Agency Survey
General Board of Church and Society. (Washington, D. C.)
1. Why is your current location most advantageous to your agency's mission?
*Mandate involves social and civic righteousness. A primary way of achieving this is through advocacy on national legislation, and this is done most effectively in Washington, DC.
*The Board work approach is through coalitions, and this is done most efficiently on Capitol Hill.
*A physical presence on Capitol Hill is a powerful symbol of the witness of our denomination.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*If the Board were relocated, more money would be required to fulfill its
mission. This would be due to two factors: 1) The Board mission requires work in Washington, DC, and if we were not located there, travel expenses would be increased. 2) Rental income is derived from the building for the annual agency budget, and that would have to be replaced if it were in another location.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*Most of the primary systems in the Church and Society building are past their useful life expectancy. They have been well maintained, and continue to function, but not at optimum efficiency. The Trustees are studying various renovation options and expect to make a recommendation to the Board in October 1995.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*The Board has four staff in New York City in the Church Center for The United Nations. The rent in 1993 was $17,036, and the 1994 rent is $18,075.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*There has been no remodeling since 1984. The Board does not anticipate any staffing changes that would affect our space needs between now and the year 2000. The Board projects a continuation of the current staff size.
6. What public transportation is available to your present headquarters site?
*The Board offices are on major city bus routes, and are located within easy walking distances of two WMATA Metro stops.
7. What parking is available at your headquarters?
* Thirty-eight parking spaces are a part of the property.
8. What public transportation is there to the nearest airport?
*Several blocks from the building is a WMATA Metro stop for the line (Blue Line) that goes to Washington National Airport.
9. Other information.
*No statistics on sick days.
* Building is smoke free. Smoking allowed outside on grounds.
*Day to day management of building is in the hands of the Associate General Secretary for Finance and Administration and a property management firm.
*Policy decisions around the building are made by the Trustees Committee within the agency board of directors.
10. Renovation plans. The headquarters of the Board is in one building, while an attached building houses both apartments and offices that are rented out. The General Board of Church and Society Board of Trustees has been in discussion this quadrennium over the condition of their headquarters building, and as a result, hired a consultant who reported to the trustees in October of 1994.
The buildings are in sound structural condition and have been well maintained. However, the building systems (heat, telephone and electrical) are reaching the end of their useful life and will require substantial upgrade or replacement within ten years. Furthermore, the buildings do not comply with current standards for fire/life-safety, access for the disabled, fresh air ventilation, and other building codes. The headquarters building is almost twice the size that would be allowed under current zoning, plus it contributes to the historic character of the Capitol Hill Historical District. These two factors substantially eliminate any potential for demolition and redevelopment on the site. At this point the Board has accepted the report of the consultant and examined the options offered:
(a) Full renovation of both buildings to office use (estimated cost $10,522,000)
(b) Renovation of both buildings, one for office use and one for residential use. ($10,176,000)
(c) Renovate only the office building and provide enhanced maintenance for apartment building. ($4,083,000)
(d) Renovation for code compliance only ($3,158,000)
The decision of the Board in October, 1995 was to completely renovate the office building and provide enhanced maintenance for the apartment building side. The Board voted pursuant to all Discipline provisions and subject to GCFA/GCOM concurrence to:
(a) Proceed with design development, regulatory review, and permit issuance phases, with funding to come from building income up to $450,000.
(b) Form a capital campaign committee to raise funding for the renovation.
(c) Contract with a developer, architect, and other consultants as necessary.
General Board of Discipleship. (Nashville, Tennessee)
1. Why is your current location most advantageous to your agency's mission?
*The location is central for the membership of the denomination in the United States.
*Travel to and from Nashville is convenient (due to a major hub of American Airlines), and the cost of living is modest.
*The headquarters properties are in excellent condition. The Board, established here by General Conference, has been here for many years, and has served the interest of the denomination well.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*After the period of adjustment for the move, there would probably be no long term consequences. However, it probably would not be possible to recover the investment in the present properties, and most of the support staff and many of the professional staff would not move. One would also lose the long term identity of place, particularly The Upper Room Chapel. The ability to function in the United Methodist Center complex has enabled us to make effective use of Scarritt and to be in active contact with other UM Nashville agencies.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*The useful life of the building is estimated at another 60 to 80 years. Major renovations will not be required for another 20 years, as a major restoration of the building was completed in 1992.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*The Board does not have staff deployed outside of Nashville. Most of the Board's staff are located in the Denman building, and some are in the United Methodist Publishing House building (at no cost).
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*The Kern Building was completely renovated in 1990. We do not anticipate that the total number of staff housed in the Kern building will change significantly in the next six years. The space presently available will be adequate for the future needs of the staff through 2000.
*The Denman building marks the completion in 1994 of the renovation of the entire building. This renovation was begun in 1984.
6. What public transportation is available to your present headquarters site?
*Bus, taxi, and limo.
7. What parking is available at your headquarters?
*The Kern Building property includes a ground level, gate-secured lot which the two boards jointly own with 143 parking spaces.
8. What public transportation is there to the nearest airport?
*Limo service and taxi.
9. Other information:
*No statistics available on sick days taken by employees.
*The building is smoke free, the grounds are not.
*Day to day management is by a chief operations officer.
*The Quest Steering Team makes policy decisions for the building.
General Board of Global Ministries. (New York, New York)
1. Why is your current location most advantageous to your agency's mission?
*The mission agency of the church is constantly resourced and energized by the changing and diverse populations of the city. Daily, the Board is reminded of the task before the church. New York City is a major port of entry for new populations. The diversity of the workforce and communities helps to contextualize the Board's work.
*The organization of the first mission agency of our church was in this city. The confluence of international embassies and the UN makes normal connections with churches overseas easier due to the availability of assistance from these units.
*New York, as a gateway city for all world cities, makes it less costly for international travel (no connections necessary). Airports also operate until midnight, making return trips possible after late meetings around the nation and the world.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*Inability to remain easily in contact internationally.
* Potential loss of highly diverse workforce.
* Potential loss of low-cost office space.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
* 100 years
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*Denver, CO - $4,495 , Naperville, IL - $14,212, Atlanta, GA - $593,586, Ft. Lauderdale, FL - $5,732, Dallas, TX - $10,049, Albany, NY - $6,787, Dasher, PA - $8,170, Asheville, NC- $7,615, Half Moon Bay, CA - $10,179, Knoxville, TN - $50,000, Washington, D. C. - $19,554, Cain, NY - $171,420
*Atlanta, GA, Syracuse, NY , Nashville, TN , Dayton, OH, Naperville, IL , San Francisco, CA, Dallas, TX, for a total of $21,387.
*Plymouth, MA, Lakeland, FL, Pinelas Park, FL, Bowling Green, KY, Federalsburg, MD, Lynchburg, VA and Detroit, MI, Elk Grove, CA, Salisbury, MD, Summerville, AL.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*There has been no remodeling since January 1, 1992.
* We anticipate an increase of 7 full-time staff.
6. What public transportation is available to your present headquarters site?
*Subway, buses, etc.
7. What parking is available at your headquarters?
*Indoor parking
8. What public transportation is there to the nearest airport?
* Bus, limos, and taxi.
9. Other Information:
*No statistics available on number of sick days by employees.
*The Global Ministries section of the Interchurch Center does not allow smoking. Tenants in the building do have the right to designate smoking areas in their own space.
*The Interchurch Center is managed on a day to day basis by the President and Executive Director. The General Services Director of the General Board of Global Ministries serves as liaison with the Interchurch Center staff as well as facilities manager for Global Ministries.
*Policy decisions for the Interchurch Center are made by the Board of Trustees.
General Board of Higher Education and Ministry. (Nashville, Tennessee)
1. Why is your current location most advantageous to your agency's mission?
*Location is central for membership of the denomination in the United States. Travel to and from Nashville is convenient (due to American Airlines hub) and the cost of living is modest.
*The property is in excellent condition. The Board has had an established location here for many years. This location was established by the General Conference and has served the interests of the denomination and the Board well.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*After the period of adjustment for the move, there would probably be no long-term consequences. However, it probably would not be possible to recover the investment in the present property, and most of the support staff would not move. The ability to function in the United Methodist Center complex has enabled us to make effective use of the Scarritt-Bennett Center and to be in active contact with other UM Nashville agencies and the UM Publishing House.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*The useful life of the building is estimated at another 60 to 80 years. Major renovations will not be required for another 20 years, as a major restoration of the building was completed in 1990.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* The Board does not have staff deployed outside of Nashville.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*The Kern Building was completely renovated in 1990. The Board does not anticipate that the total number of staff housed in the Kern building will change significantly in the next six years. The space presently available will be adequate for the future needs of the staff through 2000.
6. What public transportation is available to your present headquarters site?
*City bus, taxi and limo service.
7. What parking is available at your headquarters?
*The Kern Building property includes a ground level, gate-secured lot which the two boards (Higher Education and Discipleship) own jointly. This is immediately adjacent to the building, with 143 parking spaces.
8. What public transportation is there to the nearest airport?
* Limo and taxi are available.
9. Other information:
* No statistics available on sick days taken by employees.
*The building is smoke free, the grounds are not.
*Day-to-day administration is by the Administrative Associate.
General Board of Pension and Health Benefits. (Evanston, Illinois)
1. Why is your current location most advantageous to your agency's mission?
*Location - A major metropolitan location providing a diverse blend of highly qualified staff, a midwest location central to the denomination, and major air transportation center.
*Investment - Recent major remodeling of two office buildings provides an ideal, customized configuration for all operations with space for growth.
*Morale - Staff connections in the community are broad and deep due to long term stability of the organization.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*Major costs and serious negative consequences due to abandoning staff and property.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*1200 Davis Street - Major systems are presently undergoing gradual overhaul because they are at end of their normal design lifespans. Lifespan 45 years.
*1201 Davis Street - 30 years
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* The Board does not have staff deployed elsewhere.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*1201 Davis Street was completely renovated in 1991 and 1992. The combination of 1200 Davis Street and 1201 Davis Street provide adequate space for the foreseeable future. Employment on 1/1/94 was 271 full and part-time employees. In recent years, growth has averaged about 9% per year.
6. What public transportation is available to your present headquarters site?
* Bus, train, rapid transit, and taxi.
7. What parking is available at your headquarters?
* Approximately 200 on-site parking spaces.
8. What public transportation is there to the nearest airport?
* Taxi, rapid transit, and bus.
9. Other information:
* Average number of sick days per staff member for 1994 was 7.88 days.
*Buildings are smoke free, but smoking is allowed in the sidewalk area.
*Property is managed day to day by a building manager.
*Policy decisions are made by a Board of Managers for the 1200 Davis building and by the building manager in consultation with the General Secretary.
General Commission on Archives and History. (Madison, New Jersey)
1. Why is your current location most advantageous to your agency's mission?
*Facility built as archives and history research center.
* Accessible to researchers by air, train, and bus.
* Located on university/theological school campus.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*There would be a need to build a facility appropriate for a research library and archives.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
* 20 - 25 years.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* The Commission does not have staff deployed elsewhere.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
* There has been no remodeling.
* No major staff changes are contemplated which would affect space.
* Staff size should remain about present strength.
6. What public transportation is available to your present headquarters site?
*Airport (Newark) is 30 minutes. Bus to/from New York City is 200 yards from Center.
7. What parking is available at your headquarters?
*University parking lots are within one city block of the Center.
8. What public transportation is there to the nearest airport?
* Train/bus through Newark. Cab or limo from Drew University campus.
9. Other information:
*In 1994 there were 4.33 sick days per employee.
* The building is smoke free.
*Drew University supervises the day to day management of the building.
*Drew University makes the policy decisions, but consults the general secretary.
General Commission on Religion and Race. (Washington D. C.)
1. Why is your current location most advantageous to your agency's mission?
*The Commission, along with the General Board of Church and Society, provides a national-level United Methodist presence on Capitol Hill in Washington, D.C. To this extent, the Commission participates in the denomination's "...witness... to whole persons and their social contexts. The wholeness of grace entails justice, mercy and forgiveness. ..transformed people in a transformed world." (¶69, The Book of Discipline, 1992.)
*This Commission and the General Board of Church and Society share the responsibility for helping the denomination address a common sin, racism. Proximity to the Board enables the sharing of resources and facilitates respect for the distinction of our respective roles. The Commission's responsibility is to work within the denomination, while the Board's responsibility is to help the denomination be more effective within society.
*The cost for the space and services utilized in the United Methodist Building is less than the prevailing commercial building rate in the area. Also, the space and logistics required to support this office are not easily met by local churches.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*Relocation apart from the General Board of Church and Society would increase the need for intentionality about coordination and relationships with the General Board of Church and Society. Current working relations would require new and different levels of intentionality and technology to maintain integrity.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*The major system change needed is increased electrical power to fulfill more efficiently the requirements of the numerous computer systems in the building.
*At this time, the major structural change desired would require removal of "load-bearing" walls to permit rearrangement of office space.
*The electrical system problem is the main impediment to effective functioning in the building. Unless there is a significant increase in the number of staff persons, and if the electrical problem is addressed, the useful life of the building for this agency extends to the end of the century, at least.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* The Commission does not have staff deployed elsewhere.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*No remodeling since January 1, 1992.
*One additional staff person, para-professional level, is projected for the research, statistics, and writing function.
6. What public transportation is available to your present headquarters site?
* Metro bus system, metro subway system, and taxi are available.
7. What parking is available at your headquarters?
*This office rents two parking spaces. Access to additional parking spaces is desired but impossible to find.
8. What public transportation is there to the nearest airport?
* Subway or taxi.
9. * No statistics on sick days.
*Smoke free office
*Day-to-day management is in the hands of the Board of Church and Society as the Commission leases from the Board.
General Commission on the Status and Role of Women. (Evanston, Illinois)
1. Why is your current location most advantageous to your agency's mission?
*Access to O'Hare International Airport.
*Shared office and building resources with GCFA and GBOPHB.
*Member of GCFA staff serves as GCSRW treasurer.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*GCSRW operates on a very "lean" budget. Access to shared resources with larger agencies and travel options of a large international airport assist the Commission in providing resources churchwide.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
* 45 years.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*The commission has no staff deployed elsewhere.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*No headquarters remodeling since January 1, 1992.
*No changes will affect space needs.
*No changes in current staff size.
6. What public transportation is available to your present headquarters site?
*Chicago Transit Authority, Regional Transportation Authority, and bus.
7. What parking is available at your headquarters?
* An outside parking lot for 74, plus 2 reserved parking spots.
8. What public transportation is there to the nearest airport?
* Taxi, limo, and rapid transit.
9. * No statistics on employee sick days.
*The office is smoke free.
*The Commission rents from GCFA where management is performed by a building manager.
General Council on Finance and Administration. (Evanston, Illinois)
1. Why is your current location most advantageous to your agency's mission?
*Historically, Evanston is a United Methodist community, with Garrett-Evangelical Seminary, United Methodist agencies, and many United Methodist churches in Chicago.
* Convenient to O'Hare International Airport and many conference centers.
*The surrounding area facilitates obtaining a multi-racial and ethnic workforce.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*It would be a tremendous expense to the Church to move the Council's headquarters - (high relocation costs, new furniture, probable higher rent/mortgage at any new locations, and high costs for certain staff transfers).
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*45 years.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* Nashville, TN $477,834
*Washington, DC $115,899
* Dayton, OH $19,051
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*Building portion housing GCFA operations had a major renovation during 1993. A new MIS work area was purchased to accommodate a staff of 9, in addition to relocation and remodelling of our lunchroom. The Council does not anticipate any staffing changes, and our staff size should be approximately the same or smaller through the year 2000. Additional space is not anticipated to be necessary.
6. What public transportation is available to your present headquarters site?
*Buses, elevated-subway (train), and Metra (train).
7. What parking is available at your headquarters?
* Underground parking for 34 and an outside parking lot for 74.
8. What public transportation to the nearest airport?
* Bus, taxi, and limo are readily available.
9. Other information:
*There were 5.45 sick days taken in 1994 per employee.
*The building and grounds up to the sidewalk are smoke free.
*Management is by a building manager shared with the General Board of Pension and Health Benefits.
*The Board of Managers, made up of staff from GCFA and GBOPHB, makes policy decisions.
General Council on Ministries. (Dayton, Ohio)
1. Why is your current location most advantageous to your agency's mission?
*The current location of the Council's headquarters may not be the only location from which to operate, but it does serve the Council's work extremely well, and there does not seem to be another location which would be better.
*Historical: The building which houses the General Council on Ministries, (GCOM), and to which they hold title, was the former headquarters location for the Evangelical United Brethren Church. At the time of merger in 1968 an greement was reached that at least one agency would be housed in the 601 W. Riverview property. Inasmuch as most of the general agencies resulting in the merger already had their own headquarters facilities, it seemed logical and appropriate to house the new Program Council (predecessor to the GCOM) in Dayton. The Program Council was a concept which came into the new denomination mainly from the former Evangelical United Brethren Church. The present GCOM is the successor organization to the Program Council and came into being in 1972.
*Economics: The building has been free of debt since 1976. Maintenance costs are low and income toward the cost of maintaining the building is generated through the rental of space to other United Methodist agencies, as well as a regional office of the United Church of Christ and a coalition of the religious community in Dayton, namely the Greater Dayton Christian Council. The building has never been nor is it now on the tax rolls of Dayton.
*The location of the headquarters in the middle of the United States has resulted in economies of travel for the members and staff. Holding some meetings of the Council in Dayton is facilitated by the availability of the total staff and office resources of the Council. The building also serves as a center for United Methodist and interdenominational meetings, both on a regional and national level.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*If the headquarters were relocated, it would involve an extremely high cost without a comparable benefit to the Council, plus it would likely result in loss of a very competent staff which supports the Council's work.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*The building is maintained on an ongoing basis. A schedule is maintained for painting, repairs, etc. Major renovation/repairs in next 1-3 years - replacement of boiler system and restoration of limestone exterior of the building.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*Wheaton, Maryland. Works out of home. No additional costs that would not be the normal costs of a staff person in Dayton headquarters.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*No remodeling - staffing should remain at 20.
6. What public transportation is available to your present headquarters site?
* City bus and taxi.
7. What parking is available at your headquarters?
* 125 plus parking spaces in two adjacent parking lots owned by GCOM.
8. What public transportation is there to the nearest airport?
* Taxi.
9. Other information:
*There were 2.5 sick days taken in 1994 per employee.
*The building and grounds are smoke free.
*The Director of Council Operations in consultation with the General Secretary is responsible for day-to-day operations.
*There is a Building Advisory Council which can advise the General Secretary and the Director of Council Operations in the establishment of policy.
National Youth Ministry Organization. (Nashville, Tennessee)
1. Why is your current location most advantageous to your agency's mission?
*Proximity to staff and resources of General Board of Discipleship, which has primary responsibility for youth ministry.
* Proximity to staff and resources of the United Methodist Publishing House.
2. What are the implications for your mission and ministry if your headquarters were relocated?
* None, if other youth staff were similarly relocated.
3. What is current life of facility?
*NYMO rents from Discipleship; see "Discipleship" section.
4. Where is staff deployed out of headquarters building?
*None
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000.
*Anticipate no change in space needs. Project staff to remain at two full-time exempt staff and one part-time support staff.
6. What public transportation is available to your present headquarters site?
*Bus, taxi, and limo.
7. * The Kern Building property includes a ground-level, gate-secured lot that the two boards own jointly with 143 parking spaces.
8. What public transportation is there to the nearest airport?
*Limo service and taxi.
9. Other information:
*No statistics available on sick days taken by employees.
*The building is smoke free, the grounds are not.
*Day-to-day management is by a chief operations officer.
*The Quest Steering Team makes policy decisions for the building.
United Methodist Communications. (Nashville, Tennessee)
1. Why is your current location most advantageous to your agency's mission?
*UMCom is adjacent to three other key UM agencies.
* Investment in housing and especially the production studio.
* UMCom has access to a major communication hub with a large talent base.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*It would be a substantial drain on the Commission's resources; loss of our talent base. Nashville has a low cost of living index.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*The current long range plan forecasts no major renovation in the next ten years. A new roof is planned within the next five years. The facility is kept in good condition with regular maintenance.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
*New York - $30,406; Washington, DC and Evanston, IL - $14,172; Phoenix, AZ and Dayton, OH andKansas City, MO and Midland Park, NJ - $25,147. (note: in 1995, the Evanston office was closed.)
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*Yes, minor remodeling. There is no anticipation of any future changes in staffing that would increase space needs. Staff size is projected to be similar to the number we presently have or smaller.
6. What public transportation is available to your present headquarters site?
* Metro bus and taxi.
7. What parking is available at your headquarters?
* Parking in the front and rear of the building.
8. What public transportation is there to the nearest airport?
* Metro bus and taxi.
9. Other information:
*There were 10.5 sick days per employee for 1994.
*The building is smoke free, but the grounds are not.
*The day-to-day management of the building is by the Director of Operations.
*Policies for the building are set by the Treasurer with approval by the executive staff.
General Commission on Christian Unity and Interreligious Concerns. (New York, New York)
1. Why is your current location most advantageous to your agency's mission?
*Headquarters of almost every ecumenically active denomination is in New York City or nearby.
*The headquarters for the National Council of Churches and the U. S. Conference of the World Council of Churches is in New York City.
*Headquarters of primary interreligious contacts are in New York City.
2. What are the implications for your mission and ministry if your headquarters were relocated?
*The daily administration of ecumenical and interreligious policy often requires daily or weekly availability for interchange of information and gathering for the discussion of issues. Staff relationships of both informal and formal character with counterparts and constituencies in other church and interreligious bodies is imperative for a Commission with our global, advocacy, and relational functions. A New York area location is crucial for the Commission's work.
3. What do you estimate to be the useful life of the current facilities before material renovation becomes necessary?
*Three to five years before material renovation necessary.
4. Where is staff deployed outside of the headquarters building? What is the operating cost of each facility?
* The Commission has no staff deployed elsewhere.
5. Has your headquarters undergone remodeling since January 1, 1992? Are you anticipating any future changes in staffing between now and the year 2000 which will affect your space needs? What do you project staff size to be between now and the year 2000?
*Not Applicable.
6. What public transportation is available to your present headquarters site?
*New York City subway and bus lines.
7. What parking is available at your headquarters?
*Limited parking available in garage.
8. What public transportation is there to the nearest airport?
*New bus line to LaGuardia. At this time, efficiency and reliability unknown. No public transport available to Newark Airport or to JFK Airport.
9. Other information:
* There were 6.86 sick days taken per employee in 1994.
*The buildings and grounds are smoke free.
*GCCUIC rents from the General Board of Global Ministries. Management and policy decisions are made by them (see GBGM section.)
Recommendations
It is the recommendation of the General Council on Finance and Administration (GCFA) and the General Council on Ministries (GCOM) that the location of the headquarters buildings and staff of the general agencies of The United Methodist Church remain at their current locations for another quadrennium. The two Councils make no recommendation concerning the General Board of Global Ministries' headquarters and staff location, because the 1992 General Conference voted to move the Board and has appointed a relocation task force to recommend a location and to report back the costs of such move.
The joint committee from GCOM and GCFA found no compelling reasons under the present structure of The United Methodist Church for any of the general agencies examined by this committee to alter the site of their headquarters and staff. The current properties are well maintained, located to the advantage of the agencies' mission and ministry and are safe and appropriate for their staff. Only the General Board of Church and Society headquarters building is in need of major renovation, and that Board has taken action as described in their section of this report to upgrade their facilities. The joint committee supports the action taken by the Board in their efforts to renovate the headquarters building to bring it to the same level as other headquarters buildings of The United Methodist Church.
Reports Submitted and Printed by Other General Agencies
The General Council on Finance and Administration has joined in the development of certain reports and recommendations being presented and printed as a part of the reports of other general agencies. They are as follows:
Evaluation of the Churches' Center for Theology and Public Policy. An evaluation committee drawn from the membership of GCFA and GCOM visited the Churches' Center for Theology and Public Policy, located on the campus of Wesley Theological Seminary in Washington, D. C., and evaluated its work. GCFA joins GCOM in the report of the evaluation of the Center, which is printed along with other GCOM reports.
World Service Special Gifts Program. GCFA supports the report and recommendation on the continuation of the World Service Special Gifts program, which is printed along with other GCOM reports.
Crisis in the Cities. GCFA joins the Council of Bishops and the General Council on Ministries in support of the Joint Report entitled, "Crisis in the Cities." The report is printed with other GCOM reports.
Staff Retirement Benefits Program. GCFA joins with the General Board of Pension and Health Benefits in recommendations for changes in the Staff Retirement Benefit Program. The proposed changes have been submitted by that Board and are printed as a part of its report.
General Board of Pension and Health Benefits Investment Authority. The General Board of Pension and Health Benefits is proposing revisions in the legislation governing its work. The Board is including new language in a revised paragraph related to its authority to invest conference and other church unit funds. The new language would authorize the Board to "receive, hold, manage, administer, and invest and reinvest" endowment funds or other funds for church units other than those which hold funds for pension and benefit purposes.
The new language would be permissive, allowing a variety of church units, by mutual consent with the Board to place funds with the Board for investment management purposes.
GCFA supports the proposal change and recommends that it be adopted by the General Conference.
General Conference Webmaster: Susan Brumbaugh
PETS Creator: John Brawn
Petition Text: 21124-FA-NonDis-O
1996 United Methodist General Conference