Page 1

Dorcas Ministries Master Plan Cary, NC October 2016


Acknowledgments Dorcas Ministries Staff Howard Manning, Executive Director Alger Faber Rose Cornelius Al Kruk Michael Brown Jill Straight Katie Braam Ellen Frazier Dorcas Ministries Board of Directors Bob Stapleton Mark Atkinson Town of Cary Philip Smith Many Stakeholders RATIO Lisa Esterrich, PLA Jackie Turner, AICP, LEED AP Cate Lloyd, Associate IIDA Julie Poovey, IIDA, LEED AP Paul Lipchak, AIA, AICP Matt Rueff, CEDF Jen Sisak, AIA, LEED AP

Contents 2 1 Introduction

Mission..............................................................................4 Vision.................................................................................4 Background........................................................................5 Goals..................................................................................4 Input...................................................................................6 Existing Conditions............................................................8

2 Concept Alternatives

2

C A RY, NC

13

Design Goals....................................................................14 Concept - Phase 1............................................................14 Concept - Phase 2............................................................18

3 Design Precedents

23

Architecture.....................................................................24 The Commons..................................................................26 The Break Room...............................................................27 A Boutique ......................................................................28 Operations........................................................................29

4 Development Analysis

31

Development Implementation.........................................32 Phase 1.............................................................................32 Phase 2.............................................................................36

5 Appendix NOTE: The graphics including illustrative plans, cross-sections, sketches, & photographs, are not intended to portray design intent, final architecture or site design. The primary intent of such graphics is to represent massing, scale, setback, and similar standards.

4

40

Wake County Social Service Space Standards...............41

OC T OB E R 2 0 1 6


table of contents

01 Introduction D OR C A S MI N I S T R I E S

3


Preface --FROM THE 2016-2021 STRATEGIC PLAN MISSION Dorcas Ministries provides crisis relief to area residents who seek stability and self-sufficiency through food and financial assistance, temporary shelter, scholarships, training programs, referrals and an affordable thrift shop. VISION Dorcas Ministries will be a model of operational excellence that other non-profits use as a resource. When we become “best in breed,� we leverage our talents and best serve our community.

4

C A RY, NC

Introduction Dorcas Ministries, formerly Christian Community in Action, was founded by a group of Cary Churches in 1968, to provide services to parishioners and those in need in western Wake County. Nearly a half century later, the ministry has expanded its mission to offer several services and resources and relocated seven (7) times, with each move allowing the organization to become more responsive to the ever changing and diverse needs of the community. In 1972, The Dorcas Thrift Shop was formed as a place where persons could purchase necessities and household items at affordable prices. The organization rebranded in 2008, under the name of Dorcas Ministries, in order to capitalize on the popularity of The Dorcas Thrift Shop. The Thrift Store relocated that same year to the Westminster neighborhood of Cary. It was, and still is, the financial

engine, providing over 83% of the operating funds for the ministry. The move to Cary Plaza on High House Road increased square footage and parking, resulting in a doubling of annual income from the Thrift Shop. Robust development campaigns and 100% occupancy by tenants including Read and Feed, Habitat for Humanity Restore, Triangle Alano Club, Triangle Aphasia Project, a Preschool Academy, and soon to be completed health care clinic for low to moderate income residents sustain the mission. Dorcas Ministries currently serves over 13,000 citizens each year primarily in Western Wake County. The primary focus since 2011, has been on job readiness and human development programs that move clients from crisis to true self-sustainability. There is an increased focus on collaboration with partner agencies that provide social and human resource services and Dorcas Ministry is ready for more -- to become the premier nonprofit provider of human services to Western Wake County.

OC T OB E R 2 0 1 6


introduction

1

The Master Plan Process In March 2016, Dorcas embarked on a physical Master Plan of its facilities to accompany and supplement the 2016-2021 Strategic Plan and to maximize its assets including the property and other resources in Cary. This master plan evaluates the existing conditions at the High House Road site, documents the input resulting from outreach activities with staff, volunteers, the Board, Town of Cary and other community partners. The Master Plan that follows addresses operations and efficiencies, recommends alternatives for future site development benefiting not only Dorcas, but the community, and discusses costs phasing over a short term (1-5 years) and long term (10 - 15) year period. Cost models were created on the various alternatives to help inform Board decisions. Existing Site Plans and Elevations

D OR C A S MI N I S T R I E S

5


Strategic Plan Goals The Strategic Plan has two primary goals: Service and Infrastructure. The infrastructure goals are aligned to ensure that Dorcas Ministries can continue to provide the needed services to accomplish our mission. The goal statements follow: Service • Provide assistance and programs that meet the crisis needs of area residents and provides resources for them to become self-sufficient. • Continually improve Dorcas Thrift Shop’s selection of high quality goods and affordable prices that result in increased revenues greater than 5% per year. • Develop tools to maximize volunteer engagement and satisfaction.

Input The Strategic Plan goals provided a starting point, but the participation by staff and stakeholders guided the Master Plan throughout. RATIO conducted stakeholder meetings with: • community partners • staff • volunteers • tenants RATIO also facilitated a visioning workshop with the Board and presented options as they were developed. Through a series of exercises and activities including visualization cards, “keep, toss create” and more, priorities became clear. Opinions were diverse but together the groups reached consensus.

Infrastructure • Eliminate debt by 2019 or sooner. • Manage Dorcas Plaza as a nonprofit center and a financial asset. • Further enhance the Board of Directors governing and fiduciary effectiveness. • Ensure that our staff resources support the ongoing needs and mission of the organization • Serve as a center of operational excellence for other providers of similar services in our region. • Development Plan to enhance financial and inkind donations from businesses, civic organizations, churches, foundations and governments.

The information received from the various groups was consistent in terms of what the organization needs to do to continue its mission in a healthy direction for years to come. There is confidence that the proposed design direction effectively resolves or greatly improves the issues presented to the design team. Results from the visioning exercise at the April Board meeting are illustrated on the opposite page. Staff commented on their priorities and a selection of comments in no particular order follows. • Want revenue to grow • Favors direct outreach - job creation • Wants to provide community services not provided by the town or conveniently located • Maintain the history of working independently of Federal/State government • Prefer rent subsidy program instead of building brick and mortar center for families. • Job readiness/apprenticeship • Space of the store constrains donations • Medical clinic is a way to move to self sufficiency • Want to be a “One stop shop” ( center of operational excellence) • Would like to build revenue beyond their walls –start a boutique off-site • Feels that citizens know the Thrift Shop but not all the services -- better in the last 3 years • Potential for tension between volunteers that like things the way they are and others that may want change

“Believe that the pathway to selfsufficiency is employment!” Stakeholder Group

6

C A RY, NC

OC T OB E R 2 0 1 6


introduction

1

Visioning exercises above and right D OR C A S MI N I S T R I E S

7


Existing Conditions The team gathered input from those close to Dorcas Ministries and conducted a site analysis of the existing facilities and operations. The current site consists of over 53,000 leaseable square feet, constructed in 1990. The site, a former shopping center (Cary Plaza) on High House Road, is setback a few hundred feet from the street and accessed by a divided entry road. There is a large landscaped parking lot situated between the main building and the outlot sites of Autozone and O’Reilly’s Autoparts, that directly abut High House Road. In addition, there is a 0.8 acre undeveloped site. The largest tenant space is the Dorcas Thrift Store which also contains the administrative offices, Food Pantry, Training Room, and Crisis Ministry. There is an abundance of storage/warehousing space to the roof of those facilities. Other large space tenants include High House Billiards and Habitat Restore, and smaller tenants such as Triangle Aphasia, Read and Feed, the ALANO Club, daycare, and a new medical clinic rounding out the 100 percent leased space.

Above: Land Use Designation and Overlay Below: Bird’s eye view of project site and existing development on High House Road.

The consultant team surveyed the facilities and interviewed the owner and users. The team also reviewed relevant planning documents, met with representatives from the Town of Cary and considered possibilities outside the existing property boundary for a more holistic look at redevelopment of the area. Relevant and Influential Plans The Dorcas site (former Cary Plaza) is zoned GC: General Commercial District with a Mixed-Use Overlay. It is also currently designated as an Neighborhood Activity Center (NAC) in the Comprehensive Plan. Development on this site is intended to have a compatible mixture of uses which may include commercial, office, residential, recreational, civic and/or cultural uses which are highly integrated and function in a cohesive manner. The Town

8

C A RY, NC

OC T OB E R 2 0 1 6


introduction

1

of Cary is working on Imagine Cary, an update to the current Comprehensive Plan. Feedback from town staff indicates that many of the future site improvements and the master plan concept as a campus or social services hub, is consistent with the Town’s vision and goals to concentrate and promote a more efficient patterns of land uses, provide needed services, and facilitate convenient and safe circulation. Issues The Dorcas Thrift Store has filled a need in the community and is very successful. For some it is a destination. Observations, analysis and conversations brought to light many areas that could be improved upon, in order to maximize resources, efficiencies and generate more revenue to forward the objectives of Dorcas Ministries’ mission. Circulation and Parking Site access and layout are typical of shopping centers, but there is one area of conflict which occurs at the intersection of the internal road and entry behind the AutoZone. When the anchor store was a grocery, the primary traffic to the rear of the store was delivery trucks heading to the loading dock and usually at non-peak hours. Now, this is the route to drop off donations at the store, which represents multiple cars per hour and occurs during the same hours for retail sales. The drop off area, pictured on page 10, has minimal directional signage and no lane indications or striped parking spaces. It often can be chaotic as people unload and then attempt to leave.

EXISTING USES

There currently are 250 parking spaces on the site to serve the mix of retail, entertainment and office uses. Though there are handicap parking spaces in the front of the building, there is no convenient parking / access for disabled volunteers in the rear, where they enter for their shifts. D OR C A S MI N I S T R I E S

9


Stormwater Detention There is a large landscaped area surrounded by parking centrally located between the Dorcas complex, the bowling alley and O’Reilly’s Autoparts. When Cary Plaza was developed, this was the designated stormwater detention area for the existing and future development of the shopping center. The drainage site was not maintained and no longer meets current stormwater detention standards. Compliance with current standards would require significant investment which would likely not be fiscally manageable unless shared by several property owners or as part of a significant redevelopment effort. These challenges are the reason why the most recent property development, O’Reilly’s, constructed their own on-site detention. Thrift Store Dorcas Ministries moved into the former grocery store in 2008. There is a perception that the ministry outgrew the space a few years ago, and there is a desire for more sales space in order to generate additional revenue to support the mission. This plan will reveal that changes in operation, floor plans and storage equipment, will net much desired retail space. Issues observed are: • store is not densely merchandised due to the volunteer’s limits to bend and reach • extra-wide aisles to accommodate two carts to comfortably pass • average age of volunteers hampers rapid sorting of goods • Mounds of clothing do not allow for timely sorting and could present vermin issue and danger for workers • Fairly new staff offices are large, without separate entry from the street, and have large underutilized lobby area • Seasonal (Christmas & Halloween) merchandise is stored on site • Breakroom is not appealing to volunteers • There is not a good way to sell high value donations

10

C A RY, NC

OC T OB E R 2 0 1 6


introduction

Tenants Habitat Restore is a compatible and valuable tenant. The homewares retail store related to Habitat for Humanity, has expressed a need for at least 50% more space to give it parity with other regional high volume stores. Similarly, the Alano Club would like to double the size of their successful outreach program on weekends potential adding more space or sharing with another tenant. The new Advance Community Health Services medical clinic will be coming online in Fall 2016. High

1

House Billiards is a tenant that may not be considered compatible with the mission but it is successful and has been a good tenant. The Day Care which is not subsidized, has struggled to meet operating expenses in recent months. Solutions Chapter 2 presents a two-phased concept which offers solutions to some of the issues presented here. The first phase generally offers solutions that fall within the existing Dorcas D OR C A S MI N I S T R I E S

11


There is the potential to increase density on the retail floor and to create space to merchandise high-end items.

building complex footprint, plus the undeveloped 0.8acre outlot site on High House Road. Dorcas Ministries maintains the first right of refusal should it be offered for sale. The second phase of the concept envisions a broader potential for development and redevelopment on the Dorcas site and adjacent sites. A cohesively designed phased project would serve to create the desired campus environment and social services resources hub, as well as greatly expand opportunities for a variety of housing.

12

C A RY, NC

OC T OB E R 2 0 1 6


Concept Alternatives

2

02 Concept Alternatives D OR C A S MI N I S T R I E S

13


Master Plan Concept The goals on page 6 influenced the master plan concept described below and illustrated on the following pages. It is hoped that this Plan will guide decision makers from the Dorcas Board and other Community partners. The consultant team initially prepared three site design options labeled modest, moderate, and aggressive in order of development intensity. In an iterative process with the Board of Directors and staff, the more aggressive of the two options evolved into one design concept that could resolve many of the site and facility issues and address goals presented in the previous chapter. The planning horizon for this ambitious Master Plan is fifteen years, with Phase I having a 1-5 year horizon that relies on changes to facilities Dorcas currently controls or may soon acquire. Phase 2 has a 5-10 year outlook and assumes a greater expansion of facilities and redevelopment of existing businesses adjacent to the site.

Design Goals Some project goals related to design while others were mission focused. Input from the Dorcas Ministries Board, and staff, tenants, and the Town of Cary led to creating spaces to work, to heal, and to serve. Wake County provided a matrix of space allocation for its other county social service facilities for comparison (see Appendix). The key design goals for this site are: • Become the Western Wake County Social Services Resource hub • Create a campus-like feel • Improve the site circulation for item drop-off • Provide additional space for desired tenants • Enhance ADA access in the rear for volunteers • Provide a better break space for volunteers

14

C A RY, NC

• Consider the center’s facade design and improvements • Preserve and incorporate the large donor board/ plaque into future design

Phase 1 - Years 1-5 Description The Phase 1 Master Plan focuses on the existing Dorcas Ministries campus. It also assumes acquisition of the undeveloped 0.8 acre parcel north of the thrift store on High House Road, for expansion opportunities. The Plan features a centralized community gathering space “Commons/Plaza”, prominently centered in the campus, that connects the new pedestrian pathway from High House Road to the front of the Thrift Store. This gathering space can be enjoyed by employees, volunteers, tenants and the public. This scenario includes additions to the rear of the existing Dorcas building; one (approximately 1,700 SF) to the Thrift Store footprint for a relocated volunteer break area, and another (approximately 4,500 SF) to the rear of the Habitat Restore to increase retail area. This location of Habitat Restore has the highest sales per square foot in Wake County and is undersized when compared with other Restore outlets. Interior Improvements • New break room relocated to expansion adjacent to the book area with new exit stair and ramp for employee/volunteer access • New warehouse shelving for more efficient use of storage space • Addition to the rear of Habitat Restore for additional retail space; preserve drop off area • Read & Feed RV’s relocated adjacent to office (1) and to the rear of Thrift Store (2) • Underutilized floral space (1000 sf) could be converted to a boutique area to sell high end items

Exterior Improvements • Pedestrian pathway from High House Road to Dorcas Thrift Store • Canopy-covered donation drop-off area with designated circulation • Directional signage from entry that leads to dropoff area • Movable color-coded bins for smaller items (see p. 30) and a drop off area for larger items • Two (2) movable storage containers for seasonal items (Christmas and Halloween) to free up space in the rear of thrift store • Potential CTrans (Cary Transit system) bus stop route loop through parking lot • Façade improvements compatible with design of new outlot office building • Reorganization and addition of parking (including accessible parking and more parking in rear for employees) • Central Campus Commons • Community garden • Additional dumpsters relocated and dispersed in rear of the building New Construction • New building (3-4) stories on 0.8 acre parcel adjacent to High House Road for West Wake County Social Services Resource Hub – WIC, Energy Assistance, SNAP, Job Training, etc. • All office space • Limited parking on-site and shared with the rest of the Dorcas Ministries Campus • Addition to the back of the Thrift Store footprint (approximately 1,700 SF) along with two (2) portable storage containers for seasonal items • Addition to the back of Habitat Restore (approximately 4,000 SF) to increase retail selling area

OC T OB E R 2 0 1 6


Concept Alternatives

2

MASTER PLAN PHASE 1

Annotated Phase 1 Site Plan for suggested site improvements including assumption of acquisition of the 0.8-acre site adjacent to High House Road and the entry drive.

D OR C A S MI N I S T R I E S

15


Above and right are representations of Phase 1 conceptual development on the 0.8-acre site on the entry drive to Dorcas and a rendering of facade improvements that could tie the new and old together.

16

C A RY, NC

OC T OB E R 2 0 1 6


Concept Alternatives

D OR C A S MI N I S T R I E S

2

17


Phase 2 -- Years 5-15 DESCRIPTION The Phase 2 Dorcas Ministries Master Plan not only looks at a redesign for the existing Dorcas center and the 0.8 acre parcel of land on High House Road, but also considers placemaking and redevelopment on the exterior edge of an expanded Dorcas Ministries campus. The buildings provide for a multitude of uses including residential and commercial, which would transform much of the south side of High House Road between Old Apex Road and W Chatham Street. The plan takes a long range view of development and redevelopment that could further the mission of Dorcas Ministries, and that is consistent with goals of the Town of Cary Comprehensive Plan. The scenario satisfies a goal of the town of Cary to realize the Old Apex Road and High House Road intersection as a gateway to downtown with proposed development providing more of a street presence than the current retail building. It is hoped the master plan will inspire cooperation from adjacent properties including the Buffalo Lanes bowling alley, AutoZone, O’Reilly’s Auto Parts to maximize utilization of their sites. This plan also assumes acquisition of properties currently for sale on the corner of High House Road and W. Chatham Street. The set of Phase 2 projects are a group of mixed use and residential buildings to be developed. This plan maintains the proposed Western Wake County Social Services resource hub desired by the county and the town, and assumes Dorcas Ministries would partner with developers of housing or mixed-use complexes. Perhaps the housing could focus on seniors, workforce or low income services.

18

C A RY, NC

New Construction Chapter 4 contains preliminary development analyses based on the various concepts and mix of uses. Interior Improvements Phase 2 builds on the projects begun in Phase 1, and as such, the improvements listed on page 14, are assumed to already be constructed. The following list highlights how the reconfigured spaces potentially can be utilized. • Additional warehouse space due to relocation of seasonal items and 1700sf for processing of thrift store items • Read & Feed and Aphasia potentially move to the new outlot office building or the southeast end of the property • Read & Feed RV’s relocated to the southeast of main campus building • Potential expansion of medial-related clinics or services • Crisis Ministries moves to Aphasia and the food pantry moves to Read and Feed • The current administrative offices relocated to the existing Crisis Ministries and food pantry area with separate street entry • Relocation of the administrative offices to provide boutique space for the Thrift Store of approximately 1,950 SF • High House Billiards relocates to ground floor commercial space adjacent to High House Road frontage in new building • Habitat Restore potentially expands into Billiards space Exterior Improvements

The following list highlights additional proposed development. These projects would be developed as five separate buildings with the below SF uses and floor area ratios (FAR) representing the potential scale and massing of the buildings. Building E is depicted in the concept images as 4 stories but could be up to 7 stories based on the site zoning. Direct developer deals that take on this site would want to maximize the return on the property and would likely build maximum allowable area; therefore, the financial model reflects 7 stories. Should Dorcas Ministries be interested in controlling the height of this facility, they should consider a land interest or partnership arrangement. • 4-7 story mixed-use buiIding on High House Road (Auto Zone site) including, but not limited to: »» Relocated High House Billiards »» Snack shop/café »» Other retail on the ground level »» Office space on second level »» Residential units above for as many stories as constructed • Single story building on the southeast side of the property • Additional Medical Services • Housing development (potentially mix of low income and market rate) on High House Road at W. Chatham Street »» (1) 3-4 story apartment buildings »» (2 ) 3-4 story apartment buildings

• Internal vehicular circulation reconfigured • Centralized stormwater drainage for all new development

OC T OB E R 2 0 1 6


Concept Alternatives

2

MASTER PLAN PHASE 2

Building E

Bu

ildi

ng

D

Building B

Building C

Building A

Annotated Phase 2 Site Plan for suggested site improvements. Assumes acquisition and redevelopment adjacent sites to fully realize campus-like resource hub.

D OR C A S MI N I S T R I E S

19


Above and right are representations of Phase 2 conceptual development and redevelopment on several sites on the south side of High House Road between Old Apex Highway and W. Chatham Street. The concept illustrates a densification of development, and the introduction of vertical and horizontal mixed-use of commercial, residential, office and institutional.

20

C A RY, NC

OC T OB E R 2 0 1 6


Concept Alternatives

D OR C A S MI N I S T R I E S

2

21


22

C A RY, NC

OC T OB E R 2 0 1 6


Design Precedents

3

03 Design Precedents D OR C A S MI N I S T R I E S

23


Architecture Dorcas Ministries inherited the architectural style that of Cary Plaza. Short of maintenance and facade painting, there have been no architectural or aesthetic facade improvements. There is a desire to upgrade the look of the campus as the organization settles into its home for the long term. The construction of a new building on the 0.8 acre site has the opportunity to set the tone and look for renovated or new buildings in the area. The precedents shown on these pages represent different styles of architecture and building materials that will be further evaluated and selected in the design phase. The proposed site layout and building design will be consistent with the Town of Cary’s Architectural guidelines and vision to enhance this important gateway block.

24

C A RY, NC

OC T OB E R 2 0 1 6


Design Precedents

3

Developments in Cary, Raleigh and beyond show a wide range of materials and styles on new and renovated centers.

D OR C A S MI N I S T R I E S

25


The Commons Dorcas Ministries board and staff want the setting to feel like a campus. To that end, the proposed site plans in Chapter 2 illustrate a commons /quad for the center of the campus. Trees strengthen the edges of quad spaces and reinforce the linear nature of pedestrian connection from High House Road to the front of the Dorcas Thrift Store. The commons area can serve as a community gathering space for events or just simply a place for employees and community members to relax and enjoy. Examples on this page illustrate spaces that fill that function.

Outdoor communal gathering spaces.

26

C A RY, NC

OC T OB E R 2 0 1 6


Design Precedents

3

The Break Room A new break room for employees was a top priority not only for volunteers, but for staff and the Board, as they wanted a place to reward dedication to the Thrift Store and Ministry. A new break area with clean finishes and bright pops of color, would be positioned towards the rear of the facility where new windows could provide natural light. This improvement would be included in the first phase and be open and welcoming for all employees to enjoy.

Colorful well-lit break rooms.

D OR C A S MI N I S T R I E S

27


A Boutique Occasionally the thrift store receives high value items that could be sold for prices that generate higher revenues. A boutique shop can be added to the existing footprint of the thrift store. Though it may be accessed from inside the store, it should be designed with upscale finishes and materials from the entry to the dressing rooms to highlight the value of the merchandise and attract buyers. Depending on volume and success, Dorcas could consider outfitting one of the tenant locations and providing a separate entry.

28

C A RY, NC

OC T OB E R 2 0 1 6


  

Design Precedents 

Operations

3

 

Circulation Currently, there is little directional signage and striping to demarcate the drop-off area and stage the initial sorting of materials. The proposed plan provides signage to guide traffic to the side of the building. Once in the area, there are two lanes covered by a canopy with room to stack two cars out of the way of the main traffic flow. Drop-off traffic can then loop back around the way they came or continue south around the entire building.

  



 

 

Left and above: Drop-off areas from similar operations. Right and below: concepts for proposed Donation Drop Off circulation. 

 

   



D OR C A S MI N I S T R I E S

29


Sorting & Storage A narrow linear awning is proposed along the facade to cover portable bins (see adjacent) that can are color coded for initial sorting before entering the store. After observing other thrift store operations, the pace of sorting at the Dorcas Ministries store is much slower.

This could be due in part to the numbers of volunteers at any one station, or perhaps in part to the average age of the volunteers which is 20-30 years more than the sorters at some other agencies. One idea would be to close the store for a day and have all volunteers come in and open and sort all of the existing inventory once a storage system is installed. Another deficit is the current storage system and work stations. New shelving such as that at the right is recommended, as is the elimination of bags and opaque bins.

30

C A RY, NC

OC T OB E R 2 0 1 6


Development Analysis

4

04 Development Analysis D OR C A S MI N I S T R I E S

31


Development Implementation Planning Horizon The planning horizon for this Master Plan is fifteen years. The facility improvements are proposed in two phases of 1-5 and 5-15 years, but are subject to local and regional trends in the market. The Illustrative Master Plans on pages 15 and 19 represent the phased vision for development. The ultimate master plan will require continuous monitoring and consulting to ensure the vision is met. Efficient and effective leadership and project management by the key players will be instrumental in the success. Land Acquisition The Dorcas Ministries Board will need to work to secure options for acquisition or lease of land necessary to develop the Campus. The Board will need to be proactive in negotiating the leases of businesses or establishments that are set to expire or will come up for renewal. The Development Implementation section focuses on four critical steps to implement Dorcas Ministries’ vision for the expanded campus. These include; securing real estate, financial development partnership(s), selecting a design team for building and site design, and finally selection of a builder for the construction process. Real estate control is fundamental to the development of any property. This may be done through land purchase or a long-term lease arrangement with the current owner. It is recommended that Dorcas Ministries should acquire property as they have need to develop phases for the expansion of the campus. Then, Dorcas Ministries is able to control the design and eventual development as the campus expands.

32

C A RY, NC

Financial Partnerships

Relocation Assistance

Regarding the financial partnerships, Dorcas Ministries has several options. Dorcas Ministries could develop the site on their own, but this is outside of the day-to­ day mission of the organization. The organization may be better served by reaching out through a formal or informal process with a local developer /builder who would develop the project. This option would require Dorcas Ministries to sign a long-term lease for the building, and the developer would build the project to meet the needs of Dorcas Ministries and other not for profit entities who would lease space once built. Another option would be to have the building include both not for profit and market rate office lease space. This could help the financial proforma and would need to be reviewed. Our analysis later in section 4, includes both options.

For some very long term tenants, it may be necessary to offer relocation assistance to tenants such as High House Billiards, to move to another tenant space within the Dorcas operation, closer to and more visible from High House Road.

Design Team The third step would be to select a design team directly or through the developer/builder to create the design and construction drawings for project construction. Engaging a Builder The final step is to go through a formal construction bid process or negotiate directly through an informal process with a builder to construct the new office building. If Dorcas Ministries decides to work with a developer for a long-term lease of the building, then the developer may have a preferred designer and builder whom they are comfortable designing and constructing the building. These represent the four critical steps or phases to developing the office building. Each future phase for the expanded campus would roll-out through a similar implementation process.

It may be necessary to engage a local real estate agency and work with the Chamber of Commerce or Economic Development Board, to help with relocation assistance in the interest of establishing the campus and the parcels required for compatible business partners.

Financial Scenarios The financial development scenarios that follow are for the alternative concepts discussed through the visioning process for the expanded campus. These include alternative build-out scenarios for the undeveloped potential office building site, the AutoZone site on the northwest corner of the campus, the bowling alley site, as well as development of the sites at High House Road and W. Chatham Street.

PHASE 1 Social Services Building with No Residential Units (Years 1-5) This project assumes a financial scenario to develop a social services office building on an expanded Dorcas Ministries campus on a clear property site of +/-0.8 acres that Dorcas Ministries currently owns. It would include some on-site parking and some parking that would serve the office building from the existing parking lot to the south of this site. This could potentially be developed with a private developer where Dorcas Ministries would be required to sign a long-term lease.

OC T OB E R 2 0 1 6


Development Analysis It would likely be necessary for other social service agencies to sign leases before the private developer would be able to qualify for full project funding. After the end of the lease term, the office building could transfer ownership to Dorcas Ministries. The model assumes the rent price would be kept modest and below Cary and western Wake County office market rents to entice other social service agencies to lease space in this office building. Smaller additions to the existing Dorcas Ministries building which improve building operating efficiencies are depicted. These additions include about 6,025 SF of improvements, and a drop off overhang for the Thrift Store. For planning purposes, we have kept cost per SF the same for both the existing facility upgrades and the new office building as each are new construction. Actual costs will likely vary from these planning projections dependent upon which projects are combined or the order in which they are undertaken. The financial scenario for the Social Services office building would be to build a 56,500 SF building with 39,550 SF of gross leasable area (GLA). The building would be a four stories high, and it assumes office rent at $12.50 which is below market rents, but reasonable for new space for not for profit social service agencies. The building would require an estimated 79 parking spaces which would be split between on-site adjacent to the building and in the existing lot to the south of the building site. The construction cost is estimated with tenants responsible for their own tenant leasehold improvements.

4

PHASE 1 - OPINION OF PROBABLE COST*

EXPANSIONS + SITE

UNIT

UNIT COST

TOTAL

LAND COSTS 0 RESTORE EXPANSION 4,550 SF $ 115 $523,250 THRIFT STORE BREAK ROOM 1,725 SF $ 115 $198,375 RECONFIGURED PARKING 204,000 SF $ 3 $612,000 NEW CAMPUS COMMONS 5,075 SF $ 20 $101,500 SITE IMPROVEMENTS (INC. CLEARANCE & DEMO)** 65,000 SF $ 15 $780,000 SUBTOTAL $2,215,125 20% NON-CONSTRUCTION COSTS (TESTING, SURVEY, FEES, ETC.) $ 443,025 TOTAL OFFICE BUILDING

56,500 SF

$2,658,150 $ 115

* New construction model for office build at end of this section. ** Site improvements include parking, sidewalks, gardens, curb, minor drainage improvements, etc.

Not For Profit (100%) Using the not for profit scenario under conventional funding for a private developer to partner with Dorcas Ministries, the developer would be required to have 30% D OR C A S MI N I S T R I E S

33


equity in the project. Therefore, the developer would receive a loan of $7,482,405. Or a loan to value ratio (LVR) of about 70%. Based on the Net Operating Income (NOI) for the project of $519,094 that is generated from modest $12.50/ SF rents. The Projected Value of the project at a 7.0% capitalization rate is $6,356,250. This leaves the private developer with a financial gap of $1,126,155 to fill. Without assistance from additional financial sources, the project cannot go forward with such a large financial gap. This gap could be filled by grants or other financial guarantees, one example being the Town of Cary with its CDBG fund. This financial scenario for Phase 1 of 100% not for profit follows.

to provide more attractive long term financing for the private developer and in turn a lower lease rate for Dorcas Ministries and lower rents for other not for profit social service organizations who use the office building. Self Help located in Durham is an example of a North Carolina based CDFI that may be interested in assisting with long term financing of this project. • National Development Council – a national not for profit that acts somewhat like a CDFI, but has a variety of financial tools that may serve to assist as well with the long term financing needs of the project. Often, NDC’s financing terms are more attractive than conventional lenders for like projects.

Using the 50/50 scenario of 50% not for profit and 50% market rate with the developer having 30% equity, there is no financing gap to fill. The loan would be $7,482,405. The NOI for the project is $519,094. This assumes a $12.50 rental rate on non-profit and conservative market rate of $15.00. Projected value of the project at 6.50% cap rate is $7,986,058 which results in a positive return with no financing gap.

ACTION STEPS 1. Secure land and site control. (COMPLETED) 2. Select a private developer either through a formal selection process or through an informal selection process, but Dorcas Ministries should vet at least three or four private developers to determine if an informal selection process make sense. Otherwise a formal RFP process could be pursued to find and select a private developer. (Decision in 6 months) 3. Select a design firm to develop building and site design documents in coordination with the private developer if private partnership is being used to develop the project. (Decision in 6 months) 4. Bid project or select a builder in coordination with design firm and the private developer and if private partnership is being used to develop the project. (Decision in 12 – 24 months) 5. Construction phase begins and is completed. (24 months to 48 months)

Dorcas Ministries is encouraged to evaluate the appropriate mix of not for profit and market rate space in the building, to create the best financing and long term scenario for the campus. FUNDING • Town of Cary - Provide for CDBG Grant to fill anticipated project financial gap. • Private Developer(s) -Raise equity and enter into a long-term lease for eventual Dorcas Ministries ownership of the office building once lease term ends. • Community Development Finance Institution – CDFI’s finance community development projects at or below market rate that serve broad community interest and the underserved. This project would meet that test. Often, CDFI’s may be able

34

C A RY, NC

OC T OB E R 2 0 1 6


FINANCIAL SCENARIO - PHASE 1

Development Analysis

4

DORCAS MINISTRIES - Social Service Center Building (100% Not For Profit Tenants) Project Description: Assumes a financial scenario to develop social service administrative offices on an expanded Dorcas Ministries campus. This would be developed with a private developer where Dorcas Ministries would be required to sign a long-term lease no less than 10 years. The rent price per SF is below market rate for Cary and western Wake County, NC at $12.50/SF. 100% percent of the office space would be leased to not -forprofit tenants. There are no market rate rent tenants. Therefore, under #1 Conventional Funding scenario, there is financial gap for this project even if leases are able to be secured by a developer in partnership with Dorcas Ministries. This is assuming a higher Cap Rate at 8.5% which represents higher risk as a total not for profit project. The financial gap is $1,126,155 which is filled in #2 by the Town of Cary Assistance to allow the project to move forward.

#1. CONVENTIONAL FUNDING

TDC%

Amount

Equity

30%

$

3,206,745

Construction Loan

70%

$

7,482,405

TOTAL SOURCES

100%

$

10,689,150

Projected Value

$

6,356,250

Total Development Costs LESS Equity GAP exists as the return is negative

$ $

7,482,405 (1,126,155)

Value Creation witth No Assistance from Town of Cary Assumptions:

Cap Rate

TOTAL SF

56500

GLA Commercial

39550 39550

79 2 spaces/1000SF

Total Parking

7.00%

79 spaces #2. FUNDING with Town of Cary Assistance Equity

COMMERCIAL (1/3)

Total SF

Rent/SF

TDC% 30%

$

Amount 3,206,745

Annual Income

Construction Loan

65%

$

6,947,948

Office

100% NFP

39,550

$

12.50

$

Town of Cary fills GAP

11%

$

1,126,155

Office

0% Market

0

$

15.00

$

TOTAL SOURCES

100%

$

10,689,150

Vacancy NOI-Commercial

10%

$ $

OTHER INCOME

Total Spaces

Rent/Space

79

$0

494,375 (49,438) 444,938

Value Creation with Assistance from Town of Cary Annual Income

Cap Rate

$

-

Projected Value

$

6,356,250

Vacancy 7.5% NOI-Other Income

$ $

-

Total Development Costs LESS Town Assistance & Equity GAP

$ $

6,356,250 -

TOTAL PROJECT Net Operating Income (NOI)

$

Parking Surface

Monthly $

DEVELOPMENT COSTS Land Costs

Total $

-

$/Res.Unit -

444,938 $/SF

$

-

Restore Expansion

4,550 $

523,250

$

115.00

Thirft Store Break Room

1,725 $

198,375

$

115.00

New Campus Commons

5,075 $

101,500

$

20.00

Site Work Costs includes demolition & clearance

65,000 $

975,000

$

15.00

Building Construction Costs

56,500 $

6,497,500

$

115.00

$

3.00

Surface Parking $1500/space

204,000 $

612,000

Total Construction Costs

$

8,907,625

Total Non-Construction Costs (20% of Constuction)

$

1,781,525

$

31.53

TOTAL DEVELOPMENT COSTS

$

10,689,150

$

189.19

DEVELOPMENT COSTS Land Costs

Total $

$/Res.Unit -

$/SF $

-

Restore Expansion

4,550 $

523,250

$

115.00

Thirft Store Break Room

1,725 $

198,375

$

115.00

New Campus Commons

5,075 $

101,500

$

20.00

Site Work Costs includes Demolition & Clearance

65,000 $

975,000

$

15.00

Building Construction Costs

56,500 $

6,497,500

$

115.00

$

3.00

Surface Parking

204,000 $

612,000

Total Non-Construction Costs (20% of Constuction)

$

1,494,500

TOTAL DEVELOPMENT COSTS

$

9,579,000

8.50%

D OR C A S MI N I S T R I E S

35


FINANCIAL SCENARIO - PHASE 2 DORCAS MINISTRIES - Phase II - Mixed Use & Residential Buildings Gross TOTAL SF

271,700

GLA

190190

Net

Commercial

69,100

48370

Residential Apartment SF Parking

202600

141820

MFR

Unit SF

Project Description: Assumes a financial scenario to develop a mixed use and residential set of buildings on the exterior edge of an expanded Dorcas Ministries campus as Phase II. Provides for 151 apartment units and 69,100 SF of commercial space.

97 2 spaces/1000SF 151 1 space/unit 248 spaces No. of Units

Rent/SF

Rent/Month

Annual Rent

Monthly Avg Unit - 1BR

70910

850

83 $

1.30

$

1,105

$

92,183

Monthly Avg Unit - 2BR

70910

1050

68 $

1.20

$

1,260

$

85,092

$

2,127,300

Total Annual

151

Vacancy (5%)

$

Total MF Income

$

Operating Expenses - MFR

(106,365) 2,020,935

Unit/Yr Operating Expenses and Taxes

$

5,000.00

$

Reserves

$

250.00

$

(20,856)

Total Operating Expenss - MFR

$

(775,640)

NOI -MFR

$

1,245,295

$

Annual Income 725,550

COMMERCIAL Retail/Office/Conference Vacancy NOI-Commercial OTHER INCOME Parking Structured Parking Surface

Total SF 48,370

$

Rent/SF 15.00

10%

Monthly

$0

$

-

$

-

$0

$

-

$

-

$ $

-

$

DEVELOPMENT COSTS

Total

Commercial SF 17,500 SF 0 SF 0 SF 15,000 SF 36,600 SF 69,100 SF

Residential SF Total SF Floors 0 SF 17,500 SF 1 33,000 SF 33,000 SF 4 33,000 SF 33,000 SF 4 45,000 SF 60,000 SF 4 91,600 SF 91,500 SF 7 202,600 SF 271,700 SF

The apartment units would be on upper floors. Commercial spaces would be on ground floors in buildings with mixed uses. Residential floors to be divided evenly by square footage between 1-bd and 2-bd units creating 83 1-bedroom and 68 2-bedroom units. Total project is 271,700 SF. The rent price per SF at market rate pricing for Cary and western Wake County, NC. Shown below a financial gap does not exist for this Phase II set building projects. Therefore, Conventional Funding method with no assistance should be adequate for the Cary market, and this Phase II set of building projects. This is due to Cary's robust local economy and demand for residential apartments and commercial space. No negative financial gap needs to be filled. CONVENTIONAL FUNDING - No Assistance Equity

TDC% 30%

$

Amount 13,105,102

Construction Loan

70%

$

30,578,570

TOTAL SOURCES

100%

$

43,683,672

Projected Value

$

30,866,501

Total Development Costs LESS Equity

$

30,578,570

No GAP exists as return is positive!

$

287,930

Annual Income

0

TOTAL PROJECT NOI

Land Costs

(72,555) 652,995

248

Vacancy 7.5% NOI-Other Income

Site Work Costs includes demolition & clearance

(754,784)

$ $

Total Spaces Rent/Space

Building A B C D E

$/Unit

1,898,290

Value Creation without public investment Cap Rate

6.15%

$/SF

$

2,000,000

$

7.36

142,220 $

2,133,300

$

15.00 115.00

Building Construction Costs

271,700 $

31,245,500

$

Surface Parking

170,710 $

1,024,260

$

6.00

Total Construction Costs

584,630 $

36,403,060

$

143.36

Total Non-Construction Costs (20% of Constuction)

$

7,280,612

$

26.80

TOTAL DEVELOPMENT COSTS

$

43,683,672

$

170.16

DRAFT for Deliberative Purposes Only

36

C A RY, NC

OC T OB E R 2 0 1 6


Development Analysis

PHASE 2 PHASE II – Mixed Use and Residential Buildings (Years 5 -15) The set of Phase II projects are a group of mixed use and residential buildings to be developed on the exterior edge of an expanded Dorcas Ministries campus. The buildings provide for apartment units and commercial space. These projects would be developed as five separate buildings with the below SF uses and floor area ratios (FAR) representing the potential scale and massing of the buildings. Building E is depicted in the concept images as 4 stories but could be up to 7 stories based on the site zoning. Direct developer deals that take on this site would want to maximize the return on the property and would likely build maximum allowable area; therefore, the financial model reflects 7 stories. Should Dorcas Ministries be interested in controlling the height of this facility, they should consider a land interest or partnership arrangement. The apartment units would be on upper floors except for two buildings (B&C) that are only residential. Commercial spaces would be on ground floors in buildings with mixed uses. Residential floors to be divided evenly by square footage between 1-bedroom and 2-bedroom units creating 76 1-bedroom and 61 2-bedroom units , respectively. The rent price per SF is current market rate pricing for Cary and western Wake County, NC. A financial scenario was developed with buildout of all buildings and it indicated little to no financial gap. At this time, conventional financing with no additional assistance may be practical for these projects, if rents remain at current market rate. This is due to Cary’s robust local economy and demand for residential apartments and commercial space. For market rate developments of this nature; little to no negative financial gap would likely exist as it is anticipated the Cary and western Wake County market will remain robust relative to the national and international markets over the next 15 years.

4

PHASE 2 - BUILDING RATIOS Building A B C D E

Commercial SF

Totals

17,500 SF 0 SF 0 SF 15,000 SF 18,300 SF 50,800 SF

Residential SF 0 SF 33,000 SF 33,000 SF 45,000 SF 73,200 SF 184,200 SF

Therefore, a conventional financing structure would work given Cary’s robust local economy and demand for residential apartments. This could be a private developer project, or Dorcas Ministries could purchase property and create a partnership with a developer. Again, if Dorcas Ministries were to pro-actively work with a developer, then the project financing may resemble the office building project. Dorcas Ministries would enter into a long-term lease arrangement with the private developer who would transfer the property to Dorcas Ministries at the end of the lease, likely again in no less than 10 years. There are variations on this lease-to-purchase partnership which may have slightly different approaches and requirements from one developer to another. If a partnership is desired, Dorcas Ministries should meet and negotiate initially with several developers to determine who may best serve the long term financial needs and what stock Dorcas Ministries’ would hold in the project. Under a conventional financing scenario for a private developer, the developer would be required to have 30% equity in the deal, and they would receive a loan of $30,578,570 or a loan to value ratio (LVR) of about 70%. Based on an annual Net Operating Income

Total SF 17,500 SF 33,000 SF 33,000 SF 60,000 SF 91,500 SF

Floor

Floor Area Ratio (FAR)

1 4 4 4 7

1:1 4:1 4:1 4:1 7:1

235,000 SF

(NOI) of $1,898,290. Based on apartment, office rent and parking fees, the Projected Value of the project at a 6.15% capitalization rate is $30, 866,501. Total development costs less equity in the project, would leave a positive balance of $287,930. Therefore, there is no negative financial gap. It is recommended that a conventional financing structure for a private developer or a partnership with a private developer and Dorcas Ministries be developed. This would require Dorcas Ministries to sign a long-term lease or have controlling interest in the land. Either path is a reasonable path forward to develop this site. FUNDING • Town of Cary - The Town of Cary may assist with public realm improvements such as sidewalks, trails, and street upgrades that may be necessary for some areas of the Phase II projects. AIso, the Town of Cary could assist with the demolition of existing buildings in coordination with Dorcas Ministries’ long term redevelopment plan for an extended campus. The Town could then assist with demolition and clearance using its future CDBG funding. D OR C A S MI N I S T R I E S

37


DORCAS MINISTRIES - Social Service Center Building (50% Not For Profit & 50% Market Rate Tenants) Project Description: Assumes a financial scenario to develop social service administrative offices on an expanded Dorcas Ministries campus. This would be developed with a private developer where Dorcas Ministries would be required to sign a long-term lease no less than 10 years. The rent price per SF is below market rate for Cary and western Wake County, NC at $12.50/SF and the market rate is $18.00/SF. Fifty percent of the office space would be leased to not-for-profit tenants and the other fifty percent would be leased to for profit tenants who pay market rate rent. Shown in the Conventional Funding area, there is no existing financial gap for this project if leases are able to be secured by a developer in partnership with Dorcas Ministries. This is assuming a higher than market Cap Rate at 6.5% which represents higher risk as a mixed rent project.

CONVENTIONAL FUNDING

Assumptions:

TDC%

Amount

TOTAL SF

56500

Equity

30%

$

3,206,745

GLA

39550

Construction Loan

70%

$

7,482,405

Commercial Total Parking

39550

TOTAL SOURCES

100%

$

10,689,150

79 2 spaces/1000SF 79 spaces

Value Creation witth No Assistance from Town of Cary COMMERCIAL (1/3)

Total SF

Rent/SF

Annual Income

Cap Rate

6.50%

Office

50% NFP

19,775

$

12.50

$

247,188

Projected Value

$

7,986,058

Office Vacancy

50% Market

19,775 10%

$

15.00

$ $

296,625 (24,719)

Total Development Costs LESS Equity NO GAP exists as the return is positive!

$ $

7,482,405 503,653

$

519,094

NOI-Commercial OTHER INCOME Parking Surface

Total Spaces

Rent/Space

79

$0

Monthly $

Annual Income $

-

Vacancy 7.5% NOI-Other Income

$ $

-

TOTAL PROJECT Net Operating Income (NOI)

$

DEVELOPMENT COSTS Land Costs

Total $

-

$/Res.Unit -

519,094 $/SF

$

-

Restore Expansion

4,550 $

523,250

$

115.00

Thirft Store Break Room

1,725 $

198,375

$

115.00

New Campus Commons

5,075 $

101,500

$

20.00

65,000 $

975,000

$

15.00

Building Construction Costs

56,500 $

6,497,500

$

115.00

Surface Parking

204000 $

612,000

$

3.00

$

8,907,625

Total Non-Construction Costs (20% of Constuction)

$

1,781,525

$

31.53

TOTAL DEVELOPMENT COSTS

$

10,689,150

$

189.19

Site Work Costs includes Demolition & Clearance

38

C A RY, NC

OC T OB E R 2 0 1 6


Appendix

A

• Private Developer(s) - Raise equity and enter into a long-term lease for eventual Dorcas Ministries ownership of the set of buildings once lease terms end. Or, Dorcas Ministries could develop a long-term partnership with a private developer(s) to receive annual dividend payments for use of all or portions of the real estate that Dorcas Ministries may purchase over time. • Conventional Financial Institutions - Banks and other loaning entities may be very interested if the residential and commercial uses are to have market rate rents. Alternative financing entities such as Community and National Development Council programs would not apply. ACTION STEPS 1. Secure land and site control. Begin, once Phase I projects are moving forward, to have informal discussions with existing property owners. This may mean securing long term options for sever­ al years. (Years 3-5) 2. Decide which buildings make the most sense to move forward. While it is anticipated that market conditions in Cary will remain fairly robust over the next 15 years, the local market is susceptible to being influenced by national and global market conditions. Therefore, Dorcas Ministries may need to review financial and campus growth plans to make sure timing is right to move forward with any one of the Phase II building projects. (Years 5-15 )

D OR C A S MI N I S T R I E S

39


A Appendix 40

C A RY, NC

OC T OB E R 2 0 1 6


Appendix

A

WAKE COUNTY - BUILDING SF BY ORGANIZATION BUILDING

SECTION ASSIGNABLE

RENTABLE

TOTAL SF

OCC

029 - Human Services Center Sunnybrook 46 - HUMAN SERVICES DEPARTMENT EMPLOYMENT

4615_H105

1,293

2,056

2,290

2%

4635_H301

5,543

8,776

9,774

8%

Group Subtotals:

6,836

10,832

12,064

10%

4635_H301

358

646

667

3%

Group Subtotals:

358

646

667

3%

46 - HUMAN SERVICES DEPARTMENT EMPLOYMENT

4615_H105

2,565

4,116

4,516

3%

SUPPORTED HOUSING TEAM

4675_720H

1,676

2,689

2,950

2%

WORKFIRST

4615_H104

8,327

13,447

14,755

9%

Group Subtotals:

12,569

20,251

22,221

14%

4635_H301

382

655

667

3%

4615_H104

168

287

293

1%

Group Subtotals:

549

942

960

5%

WIC Building Total SF: 116,000 034 - Northern Regional Center 46 - HUMAN SERVICES DEPARTMENT WIC Building Total SF: 22,937 074 - Human Services Center Swinburne

Building Total SF: 161,455 078 - Southern Regional Center 46 - HUMAN SERVICES DEPARTMENT WIC WORKFIRST Building Total SF: 19,804 151 - Eastern Regional Center 46 - HUMAN SERVICES DEPARTMENT EMPLOYMENT

4615_H105

96

151

154

1%

WIC

4635_H301

312

492

503

2%

WORKFIRST

4615_H104

96

151

154

1%

Group Subtotals:

503

795

811

4%

Building Total SF: 22,033 371 - Human Services Center Millbrook 46 - HUMAN SERVICES DEPARTMENT EMPLOYMENT

4615_H105

848

1,139

1,162

7%

WIC

4635_H301

1,434

1,925

1,965

11%

WORKFIRST

4615_H104

721

922

942

5%

Group Subtotals:

3,003

3,986

4,069

23%

Grand Totals:

23,818

37,451

40,792

Building Total SF: 17,645 Building Count: 6 Download Detail

SQUARE FOOTAGE DEFINITIONS Total Square Footage (TSF) Sum of all floor areas on all levels of a building that are totally enclosed within the building. It includes facility interior gross area, exterior walls, major vertical

D OR C A S MI N I S T R I E S

41


Architecture Preservation Interior Design Landscape Architecture Urban Design + Planning Graphic Design

Indianapolis, Indiana Champaign, Illinois Raleigh, North Carolina Chicago, Illinois

RATIOdesign.com In partnership with smdp, LLC

Profile for RATIO

Dorcas Ministries Master Plan  

Dorcas Ministries Master Plan