Trinity Episcopal Church 2021 Feasibility Study by trinitytoledo

FEASIBILITY STUDY TRINITY EPISCOPAL CHURCH

Report by: Julia Randles & Matthew Rubin Approved by: Rev.Dr. Lisa Tucker-Gray Heather Meyer

SEPTEMBER 2021

September 1, 2021 Rev. Dr. Lisa Tucker-Gray Rector Trinity Episcopal Church 316 Adams Street Toledo, Ohio Feasibility Study Cover Letter Dear Rev.Dr. Tucker-Gray, Randles Company is pleased to present a feasibility study analysis that outlines the cost and scope for three scenarios where the Trinity Episcopal Church building and Plaza undergo significant restoration. Objective in nature, a feasibility study is an unbiased approach to provide a decision-making model supported by client identity, existing conditions, market research, political and legal influences, and financial analysis. The study evaluates the potential for success by recognizing barriers and threats to proposed ideas. While the feasibility study itself is not a vision or master plan, the document will serve as the foundation for future planning efforts, informing project implementation by establishing design constraints and identifying necessary resources. The three scenarios range from approximately $10MM-$12MM and all three equally address the clearly expressed need for greater accessibility and remediation of drainage issues related to the Plaza. The base scenario (1) provides only accessibility and critical building improvements including new finishes in disturbed areas. Scenario two (2) incorporates additional improvements including increased technology, wayfinding and access control, and renovation of approximately 9,450 square feet of underutilized space to be repurposed as leasable community areas. Scenario three (3) includes all of the improvements from scenario two (2) as well as an addition on the Plaza, providing an additional 1,000 square feet of leasable area. Randles Company developed a scorecard to evaluate each scenario against identified project values and accordingly ranked each scenario. Scenario two (2) scored the highest followed by scenario three (3) then scenario one (1). This scorecard is included in the appendix for reference. At this time, we encourage TEC to do the following: 1. Review the information provided in detail. 2. Agree / disagree with the scorecard analysis metrics and results. 3. Decide if a $10MM-$12MM endeavor for the proposed alterations is feasible. 4. If feasible, solicit RFP responses for a Master Plan of these alterations. Randles Company is grateful for the partnership of Trinity Episcopal Church during the study process. If you have any questions regarding this report, please feel free to contact me at (419) 708-0530. Sincerely,

Julia Randles, LEED AP President

Randles Company

1 Introduction

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BACKGROUND & HISTORY OF Trinity Episcopal Church Trinity Episcopal Church has served as a constant beacon of hope, healing, encouragement and inclusion in the heart of downtown Toledo, Ohio since it’s construction in 1863-1866. The English Gothic stone church is one of the oldest structures still standing in the downtown core. A four-story brick parish house was built in 1875, and a small limestone addition was erected in 1953 to the front of the parish house. In the early 1980s, downtown Toledo experienced a wave of new development near the riverfront as construction of One SeaGate and Portside Mall began. This work spurred the redevelopment of the property neighboring Trinity, the former Tiedtke’s Annex, into what is today Four SeaGate. As a part of the overall project, church wardens and the developer negotiated an agreement where Trinity would provide an easement to the developer, allowing the construction of a parking garage to service the new office building tenants at 4 SeaGate as well as the Trinity Church congregation and staff. In exchange for the easement, Trinity was granted a 99-year lease and the rights to design, construct and make use of a Plaza which would sit atop the parking garage. The vision for Trinity Plaza was to be a community space and an extension of the Church. The space has been used for a variety of purposes over the years including summer services, Easter egg hunts, church picnics, family gatherings and hosting events. In the late 1980s, Trinity Plaza began experiencing water leaking as a result of defects in its design and construction. Water infiltrated damaged the church offices as well as the stairs from the Plaza to Adams Street. In the 1990s, a full professional assessment was completed to understand the causes of the infiltration. After the findings of the assessment were published, the design firm and contractor performed work to correct the issues and repair damage. These repairs provided a temporary fix but the eventually water infiltration issues returned in the 2000s and have persisted since.

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CURRENT SITUATION

The property can go from being a drain on church resources to a driving force of Trinity's mission and ministry.

Today the church building faces many issues due to the deteriorating Plaza deck, deferred maintenance, and accessibility and technology deficiencies. The parish recognizes that it can no longer afford to divert precious staff, volunteer and financial resources to short-term building fixes when significant capital investment is necessary. Randles Company, a women-owned construction consulting firm, was hired by Trinity Episcopal Church to complete a feasibility study. The study will serve as the first step on a journey to reimagine how Trinity’s strongest asset, the church building, can go from being a drain on church resources to a driving force of its mission and ministry.

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STUDY PROCESS

THE FIVE PARTS OF A FEASIBILITY STUDY

discovery feasibility

master planning implementation

voice of the customer building assessment market analysis political & legal analysis financial analysis

A feasibility study analyzes and measures the ability and likelihood to complete a development project successfully. It is the first step in developing and executing a longterm strategic plan. It looks at all possible solutions to a problem and determines the most viable options. These efforts provide a framework and direction for master planning, The feasibility process involves exploring five specific areas. These include (1) the voice of Trinity Episcopal Church, (2) location, site and building analysis, (3) market analysis, (4) political/legal analysis and (5) financial analysis. The synthesis of this information will consider the needs and desires of Trinity Episcopal Church in relation to the realities of the existing building conditions, financial constraints, market forces and political/legal landscape to understand what is truly possible.

Planning Sweet Spot

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ACTIVITIES OF THE STUDY The following activities were performed during the study

VOICE OF TRINITY ·Meetings with leadership and parishioners ·Parish-wide zoom meetings ·Analysis of prior committee work on building planning ·Review of strategic planning and visioning documents

POLITICAL & LEGAL ANALYSIS ·Review in-place agreements ·Evaluate zoning and city planning requirements ·Consult with neighbors and community stakeholders

LOCATION, SITE & BUILDING ANLYSIS ·Analysis of site facility assessment completed by SSOE in 2019 ·Review of blueprints and building drawings ·Review of documentation related to the Plaza construction and defects ·Site visits

MARKET ANALYSIS FINANCIAL ANALYSIS ·Evaluate three development scenarios ·Develop comprehensive owner budgets ·Recommend creative financing tools ·Demonstrate financial performance

·Analysis of local demographic and business data Review of community health needs ·Review of commercial demand and feasibility for programming ·Analysis of local and national trends

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2 Analysis of Existing Conditions

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ASSESSMENT OF PROPERTY AND SITE CONDITIONS

SUMMARY by the numbers

Immediate repair cost (SSOE, 2020)

$1,292,800. Deferred maintenance (SSOE, 2020)

$1,683,800 Refresh (SSOE, 2020)

$2,116,900

SSOE performed a facility assessment in 2020 that subjectively assigned costs to express the overall health of the physical building. Dollars expressing the repair or replacement cost of a system, or portion of a system were placed in three categories; immediate, deferred maintenance, and refresh. The dollar amounts were relative and did not include escalation costs, soft costs or industry impacts. As a part of this study, Randles Company completed a peer review of assessment and is in agreement with the information presented. Costs presented from this point forward include escalation, soft costs and contingencies for market impacts.

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BUILT FEATURES

Illustrated to the left are all the built features that contribute to the historic, cultural, and aesthetic significance of Trinity Episcopal Church, and which form the basis for analysis and future planning on the site. There are several important structures on the property, the foremost of which is an elevated plaza that faces south towards Levis Square and east towards the Maumee River.

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Below the plaza is a multi-level parking structure, and further to the east is a stair and elevator shaft serving the parking and plaza levels. Adjacent the plaza to the west is the Parish House which connects the parking and plaza structure to the Cloister. The Cloister features original exterior walls and has been adapted with a roof structure to serve as an indoor connection to the Sanctuary. Finally, the Sanctuary endcaps the property at the corner of Adams and St. Clair with multiple entrances off of each street.

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SURROUNDING LAND USE

Along with the built features on the site, an understanding of the land uses surrounding the property is essential to planning for the future use of Trinity Episcopal Church & Plaza. The property is surrounded by a variety of land uses, many of which would be greatly affected by the adaptive reuse of the church and plaza. The land north of the property is a multi-story office building housing a variety of noteworthy tenants. This property, 4 Seagate, has direct access to the plaza level. To the east of the property, on the opposite side of Summit Street, is the newly renovated Imagination Station, a non-profit, hands-on science museum. To the west of the property, on the opposite side of St. Clair Street, is the Valentine Theatre, a 901-seat facility on the national register of historic places. Beyond these adjacencies are many other significant downtown establishments representing multiple uses and opportunities for collaboration.

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BUILDING CHARACTERISTICS

The interior occupied spaces which include the Sanctuary, Cloister (or Narthex), and the Parish House together total approximately 50,000 gross square feet. A continuous basement level exists beneath the Sanctuary and Parish House and contains the majority of the buildings’ mechanical, electrical and plumbing infrastructure. The structural systems include masonry, wood, and steel which support varying heights and floor levels. The space in its current state is under-utilized and would benefit greatly from life safety and accessibility upgrades.

SITE CHARACTERISTICS

The site presenting Trinity Episcopal Church is limited to the streets and structures surrounding it. The least visible site attribute is the Plaza, which is a top the adjacent parking structure and above grade. A concrete and steel structure, the Plaza consists of 16,500 sqft of outdoor space. This Plaza is a unique and important feature of the property and should be incorporated into future development or modifications with the understanding that wayfinding and accessibility are necessary improvements.

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VISUAL AND SPACIAL ANALYSIS

The Visual and Spatial Analysis, shown on the right side of this page, illustrates the property as it is broken down into its essential spatial components, and how the property is perceived by viewers as a series of linked separate spaces. The figures also show important views within, into, and out of the plaza. Distinct spaces are shown in varying colors; these spaces roughly correspond to possible future uses. Knowing how these individual spaces break down, relate to each other, and are perceived by the viewer is essential to any future planning on the property. These spaces can be identified as: feature, flex/multipurpose, and programmable. The black arrows in the plaza diagram show which spaces are linked by a strong visual connection, and how the individual spaces are perceived in relation to each other. It can be seen that there is a strong visual tie between the perimeter of the plaza and area surrounding it. These ‘look-outs’ offer opportunities to connect the plaza with pedestrian and vehicular traffic below.

Feature

Flex / Multipurpose

Programmable

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HISTORIC RESOURCES There is a clear link between the struggles and successes of the City of Toledo and Trinity Church.

The Trinity Church building was listed on the National Register of Historic Places in 1983 by the Maumee Valley Historical Society (see appendix). The nomination form includes a description of the church’s physical appearance, a statement demonstrating its historical significance and multiple photos and maps. Most notable in the statement of significance is the link between the struggles and successes of the City of Toledo and Trinity Church.

Denison B. Smith, Toledo pioneer, town promoter, merchant and vestryman of Trinity Church, claimed that the Reverend Henry B. Walbridge provided the impetus that finally established Trinity. Smith wrote that when Walbridge assumed the rectorship in March, 1848, Trinity "was the weakest of the organizations here" but in 1869 when he left, it was the strongest

Between 1844-1848 Trinity found it exceedingly difficult to obtain and retain the services of a minister. During that period eleven men were asked to the rectorship of the parish, only four accepted, each remaining a brief time.

The physical manifestation of this initial period of growth and development is reflected in the construction of Trinity-, the project being initiated and completed during Walbridge's tenure. (National Register Nomination)

The problems of Trinity Church closely parallel the struggle of the City of Toledo. The city and the church had to combat the "sea of mud." Cholera and "Maumee Fever" discouraged potential settlers. It seemed that "nothing was inviting in Toledo except her commercial prospects."

In 1975, another moment in history further cemented the bond between Trinity Church and downtown Toledo when the parish considered moving the church to a suburban location. The parish ultimately decided to remain in downtown Toledo following a unanimous vote of its members.

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RELEVANT ACTIVE PROJECTS Imagination Station Renovation Fort Industry Square and Park Inn Hotel Renovation 300 Madison Renovation Bitwise Industries Glass City River Walk

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3 Assessment of the Market Conditions in the Toledo Area

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RELIGIOUS AFFILIATION

POPULATION AND DEMOGRAPHICS for Lucas County

Nationally, Episcopalians represent 1% the population which has remained unchanged since 2007. 35% of Episcopalians are ages 65 or older, compared with 18% of US adults and 9 in 10 Episcopalians are white. Episcopalians are more likely to support progressive LGBT causes. (Pew Research)

Population

In Toledo, .05% of the population identify as Episcopalian. Contrary to national trends, Episcopalians in Toledo are much younger with only 14% 65 or older 27% under 19. Trinity Church has affirmed this statistic with a reported surge in younger families joining the church in recent years. (Bestplaces.net)

433,404 Median age

37.9 Median household income

$44,820 Unemployment as of 2020

44.6% of people in Toledo identify as religious with the largest groups being Catholics (21%) and Evangelical Protestants (9%).

5.4% People living in homeless shelters

640 People living on streets

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TOLEDO Market Overview

The Covid-19 pandemic proved to be the most significant period of economic uncertainty since the Great Recession. During this time, fear of a broad real estate downturn was a looming concern for all market types, however as time passed the economy has affected these real estate categories very differently. Industrial, for instance, with increases in demand for home goods, building materials, and cleaning supplies has proven to be one of the winners during the pandemic. Northwest Ohio has benefitted from the growth of industrial market sectors and was recently named Site Selection Magazine’s number one mid-sized city in the US for business investment. While the office sector is still unclear whether it will return in the same form and function as it was pre-2020. The following will examine the different market sectors in the Toledo area to better understand the future direction of real estate as a whole.

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Retail Retail has been slow to recover from the nationwide shutdowns in 2020, especially with many states still imposing restrictions on customer capacity and business hours. Within the retail sector, there are certain stores that have weathered the COVID storm, such as big box retailers and drug stores, while others are still hurting, like brick-and-mortar clothing stores and sit-down restaurants. Rental rates, however, have stayed relatively stable, between $8.00 per square foot and $13.00 per square foot in the downtown Toledo area. Vacancy downtown is currently 24% with limited supply of turnkey retail space. (RKG Commercial)

Office The office market has yet to experience the effects of the pandemic, although showing a steady vacancy uptick since before 2020 due to the remote work trend. Much like the retail sector, many office buildings have closed temporarily, and negotiations have taken place between landlords and tenants. Despite the uncertainty, the rental rates have not changed much. Current downtown office asking rents range from $8-$22/sqft and vacancy is 23%. The market saw negative net absorption in 2020 which reflects more users exiting the market than entering. We are awaiting the true impact of the pandemic on the office sector and can only speculate that the remote work trend will continue (if not accelerate) due to the pandemic. This may lead to creative repurposing of office space in the future, such as a move away from “open concept” office spaces, or a complete redevelopment of office buildings into other uses (i.e. self-storage). (RKG Commercial)

Single-Family The average home value in Lucas County is $109,000. A recent study found that housing production in Toledo is slow with only 4% of the housing stock built after 2020. This has caused the supply of single-family homes to shrink and resulted in rentership growing from 42% to 49% from 2010 to 2018. The study also finds Toledo lacks enough affordable rental units for extremely lowincome renter households Seniors, single parents and black households face housing stability challenges. (Enterprise)

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DOWNTOWN TOLEDO Market Overview

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ANALYSIS OF NEARBY CHURCHES 11 nearby houses of worship were examined during the study

During the study, 11 nearby houses of worship were examined to help understand breadth of services offered throughout the local religious community. 63% of the facilities offered public rental use of their space with prices ranging from a suggested donation to $1,200 per event. The event spaces offered included gymnasiums, pavilions, basements/halls, classrooms, dining rooms, kitchens, sanctuary space and art galleries. Programs offered by the churches included bible study, funerals, schools, Boy Scout meetings, gardens, movie nights, day care, family events, Alcoholics Anonymous, tutoring, musical performances, board meetings, blood drives, weddings, soup kitchens, gift shops and cooking classes.

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COMMUNITY HEALTH NEEDS ASSESSMENT

Trinity Church is a mission-oriented organization dedicated to meeting the changing needs of the community. To help understand those needs, a 2018 Community Health Assessment report by Mercy Health was reviewed. This report outlined the key health issued impacting the greater Toledo community. The following is a synopsis of the most critical community health needs with accompanying key statistics. 1. Chronic disease/obesity The number of Lucas County residents that are overweight or obese is above both the state and U.S. averages. There is a need for increased food literacy and community nutrition/weight control programs available to both adults and youth in Lucas County. 74% of adults in Lucas County are overweight or obese. 4% of adults ate 5 or more servings of fruits and vegetables per day. 2. Mental Health and Addiction In Lucas County there is a lack of accessible geographic locations of mental health services along with an inadequate number of inpatient behavioral health beds for both adult and youth. This results in many Lucas County residents traveling to other parts of the state or out of state for services. In 2017, 24% of Lucas County adults were considered binge drinkers (consuming five or more alcoholic drinks (for males) or 4 or more drinks (for females) on an occasion in the last month. Six percent of Lucas County adults of Lucas County adults had used medication not prescribed for them or took more than prescribed to feel good or high and/or more active or alert during the past six months. In 2016 17% of youth had at least one drink in the past 30 days, increasing to 39% of those ages 17 and older. 10% of all Lucas County youth had used marijuana at least once in the past 30 days, increasing to 22% of those over the age of 17. 3. Maternal and infant health/infant mortality The infant mortality rate for Lucas County is 9.3 which is higher than both the state and national average (6.8 and 5.87). That number increases to 13.52 for Lucas County African American population compared to 7.05 for Lucas County White population. Lucas County has implemented the Getting Healthy Zone to improve infant vitality in seven urban Toledo census tracts. The pilot project is built on the Best Babies Zone approach which mobilizes residents and organizational partners to address the social, structural and economic determinants of health.

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TRENDS IN RE-ENVISIONING CHURCH SPACES Recent trends in the adaptive reuse of churches can help shed light on the potential new uses for unique and historic structures like Trinity Church. A review of Retired, Rehabbed, Reborn: The Adaptive Reuse of America's Derelict Religious Buildings and Schools (Sacred Landmarks) by Simmons, DeWine and Ledebur uncovered insights that may be helpful as the church determines how it may reprogram its unused spaces. The authors of the book analyzed 369 religious buildings and schools adapted for reuse between 1990 and 2008, 229 with outcomes identified. Housing was most popular reuse (34%), followed by cultural purposes (20.8%) and offices (8.3%) 42.5% had substantial historic value, 26.8% were located on a street corner, 48% were located within the inner city or downtown Average size for reused structures was 48,800 sqft for apartments, 37,724 sqft for condominiums, 46,305 sqft for cultural uses, 16,021 sqft for offices and 16,838 sqft for retail uses A lower interest rate environment made redevelopment more likely Corner locations were more significant for cultural uses Churches located in markets with lower rents were more likely to be reused for cultural purposes Properties in downtowns were more likely to be reused as offices compared to apartments Small buildings with fewer stories were more likely to be reused as retail Buildings assumed to have more historic value were more likely to be retail than apartments

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4 Legal and Political Analysis

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LAND USE AND ZONING

The legal and political analysis reviewed the existing land use and zoning constraints, relevant existing plans and planning documents, and Plaza lease agreement with the neighboring property owner.

Trinity Church is located in the downtown Toledo Central Business District. The City of Toledo Plan Commission has designated this market area primarily for commercial use and the property is zoned Downtown Commercial (CD). The CD zoning designation is one which allows a wide range of uses in addition to religious assembly including residential, community recreation, cultural exhibits, day care, food and beverage sales, medical services and limited manufacturing. Trinity’s exiting zoning provides ample flexibility for a variety of the new uses.

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EXISTING PLANS AND PLANNING DOCUEMENTS

A review of relevant planning materials provides Trinity with the understanding of the work that has been done by neighboring organizations, stakeholders and government to envision the future.

Downtown Toledo Master Plan The Downtown Toledo Master Plan is an award-winning document that was assembled by the 22nd Century Committee, a group of downtown stakeholders and business leaders focused on the advancement of downtown Toledo. The Master Plan includes recommendations relevant to Trinity Church including an emphasis on rediscovering the riverfront, rethinking the Seagate Convention Center and reconnecting downtown. Toledo Strategic Plan for Arts & Culture Completed in 2015, the Toledo Strategic Plan for Arts and Culture established a set of objectives using the collective voices of residents, artists, and neighborhood leaders in the Toledo community. The document supports cultural vibrancy, economic revitalization, to connect and grow the rich network of creative life that exists in Toledo. Trinity Church places a strong emphasis on art and music through its ministry. The objectives listed below from the plan provide Trinity with guidance on the needs and desires of the greater art community. Education and youth and family engagement Image, marketing and sense of place Racial, ethnic and cultural diversity Arts and culture in urban planning and development ·Capacity and stability Arts and Culture in neighborhoods Funding Collaboration Cultural Tourism, heritage, anchor events and public art Downtown and Maumee River

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Toledo Comprehensive Plan The Toledo Comprehensive Plan is a document that was developed in 2000 and provides land use and related recommendations for the city, and future land use and policy recommendations. The plan places an emphasis on uses that promote activity and vibrancy in the downtown as well as accessibility, improved building aesthetics and recommends establishing museums and more cultural venues in the downtown.

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PLAZA AGREEMENT

In the early 1980s, downtown experienced a wave of development near the riverfront as construction of One Seagate and Portside began. This work spurred the redevelopment of the former Tiedke’s Annex into what is today 4 Seagate. The church wardens and developer negotiated a deal where Trinity would provide an easement to the developer, allowing the construction of a parking garage to service the new office building tenants at 4 Seagate and also the Trinity Church congregation and staff. In exchange for the easement, Trinity was granted a 99-year lease and the rights to design, construct and make use of a Plaza which would sit atop the parking garage. During the feasibility study, the agreements were reviewed and these provisions confirmed.

The ownership of the Plaza changed in 2017 when regional real estate developers and investors, Eyde Company, acquired Four Seagate. The Eyde’s have since attracted new tenants to the building including Davis College. Meetings with representatives from the Eyde Company were very positive throughout the feasibility study process. The Eyde Company recognizes the value of the Plaza and potential for it to be an attractive amenity for Trinity Church as well as users of Four Seagate and the larger Toledo community. It is recommended that the Edye Company be included in the planning process for the Plaza renovation and be considered as a collaborative partner.

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5 Voice of Trinity

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VOICE OF TRINITY

The voice of Trinity Episcopal Church is one of the most important factors in the feasibility study. Trinity must have a clear vision and goals for what the project will accomplish for its ministry. Fortunately, Trinity recently completed a 10-year visioning process, establishing a narrative vividly describing what the church will do and how it will operate in the future. This document contains insights and direction that supports the scopes of work analyzed in the study. Another valuable tool in understanding the voice of Trinity is the 2017 Building Future Task Force report, which prioritized key areas for improvements as well as documented community stakeholder feedback in relation to the building. With the help of documents, as well as data collected from several meetings with parishioners, church leadership and community stakeholders, we have identified major points of emphasis that must be addressed for the project to be deemed successful. These major points are illustrated below with supporting language directly from the Trinity Church 10-year vision and Building Future Task Force report.

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1.Improved accessibility We are intentional in our hospitality, seeking to offer the same care and concern for each stranger who walks through our doors as we do for one another. Part of our welcoming spirit is our deliberate attention to accessibility, from thoughtful signage to help visitors navigate our historic building which is now completely accessible with the new elevator, to sign-language interpreters for worship and live performances. (Trinity Vision) Full accessibility must be primary, is mandatory, and is directly on Trinity’s Purpose. (Building Future Task Force)

2.Interior improvements to increase building utilization for those working to meet community needs whose goals mesh with congregational mission and preference Our partnerships with schools and arts organizations have led to programs such as our resident artist program, bringing in diverse artists for a season of workshops, master classes, performances, art installations, readings, and lectures. Both our sanctuary and community performance space are in high demand, reserved months in advance. We offer flexible options, ranging from one-time space rentals to integrated programs with Trinity as a full partner … We’ve learned it’s not uncommon for people to come and see this building in the community for the community. Our building -- literally an offering to the community -- provides creative spaces for public use indoors as well as on our newly redesigned plaza. Our fees are clear, reasonable, and elastic when necessary. These spaces are used for a variety of community events: a non-denominational smallchurch music conference; dinners and event receptions; organizational retreats; performer auditions; concerts, recitals, plays, and poetry slams; and monthly dinners for youth aging out of foster care. People come as visitors, and many stay, having found a place of meaning, purpose and authentic community; in short a spiritual home. Come and See. (Trinity Vision) Almost all organizations’ representatives interviewed want to use Trinity’s varied spaces, especially if renovated to market standards, accessible and available. Artistic community, corporate and celebratory events mentioned include all manner of performances, lectures, gallery exhibits and rehearsals; offices for emerging non-profits meetings, corporate and non-profit retreats; community organizing, sponsored social cause meals and downtown interest group forums; noontime lunches (with a social justice purpose), weddings and receptions; start up entrepreneurial, nonprofit or artist studio space; plaza concerts, recitals and parties; yoga and exercise classes; mini-medical clinics . . . and so much more. (Building Future Task Force)

3.Exterior improvements We must dramatically improve the “face” of Trinity to the community. Our property must be welcoming and attract people to use it … In view of the high priority for improving accessibility to our facilities, the Plaza should be configured to maximize barrier-free space on a single level. Planters must be designed for ease of care and maintenance to include adequate drainage and access to plant watering systems. Railings matching those on the new stairs should be installed throughout. (Building Future Task Force)

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VOICE OF TRINITY The following building uses were proposed by members of Trinity and captured during feasibility study process.

Event Space Corporate, community, celebratory Reactivate Plaza and Our Brother's Place (commercial kitchen) Art (performance and exhibits) Education Office for non-profits Social cause meals Start-up space Exercise and wellness classes Medical clinics

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6 Developing Alternative Use Scenarios

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FUTURE USE SCENARIOS

Following the in-depth analysis of project constraints and opportunities, a broad range of alternative use types were distilled into three distinct thematic scenarios to bring new life to the building while upholding the values of Trinity.These scenarios focused on (1) leveraging the church’s historical and cultural resources, (2) optimizing and increasing space for community use, and (3) meeting the health and wellness needs of the community. The three scenarios were presented to Parishioners as well as community stakeholders during a Zoom meeting on March 16, 2021. The result of this meeting was a clear preference for the second scenario, optimizing and increasing space for community use. One attendee during a breakout session proclaimed this scenario “spoke to her heart” because of the synergies between the need for community space for artists, non-profits and social services, and the mission of Trinity and the building itself. Parishioners who attended of the meeting felt that the historical and cultural use was too public in nature and did not appropriately meet the mission of the church. Attendees were concerned the health and wellness concept would be hindered by the competitive healthcare landscape in Toledo and could be duplicative of efforts by ProMedica, Neighborhood Health Association and Mercy Health.

Final Scenarios The final scenarios analyzed in the study were formed after considering feedback from the stakeholder meeting and were designed to provide Trinity with cost and revenue impacts at varying levels. The final scenarios are as follows:

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SCENARIO 1 Base Critical Building Improvements CRITICAL METRICS

Total Cost

$10,166,210 Master Planning Costs

$97,000 Hard Costs

$8,216,000 Soft Costs

$1,853,210 Potential Annual Revenue

$12,000 - $24,000

Under this scenario, Trinity would make all necessary improvements which are required based on the building assessment and Trinity’s need for the building to reflect its mission. This scenario does not provide for any additional leasable public spaces compared to the amount that is currently offered. Building Improvements Hazardous material abatement Stairwells brought up to code New elevator and shaft Accessible hardware, signage and toilet rooms Fire alarm brought up to code Maximize existing HVAC systems New lighting Updated low voltage systems New finishes in areas disturbed by construction Refreshed finishes in leasable areas Plaza Improvements Complete surface replacement Permanent drainage repairs New landscaping and accessible travel paths

Next to New Square Foot Allocation (same as current)

4,025 sqft Leasable Space

2,165 sqft Page 34

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SCENARIO 2 Optimizing & Increasing Space for Community Use CRITICAL METRICS

Total Cost

$11,115,990 Master Planning Costs

$109,000 Hard Costs

$8,922,000 Soft Costs

$2,084,990

This scenario is rooted in the idea that melding community needs and congregational mission leads to inevitable synergy. In addition to the base critical building improvements in alternative 1, additional upgrades are made to increase the amount and quality of spaces to be available or leasable by the community. This scenario considers the potential to lease the former restaurant space, office and conference room on the 2nd floor as well as the basement space that currently serves as storage. Building Improvements All improvements from alternative 1 New finishes in new leasable areas Increased way-finding signage and access control Increased technology Fire suppression brought up to code Plaza Improvements Same as alternative 1

Potential Annual Revenue

$37,800 - $113,400 Next to New Square Foot Allocation (half of current)

2,013 sqft Leasable Space

9,450 sqft Page 35

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SCENARIO 3 New Addition to Plaza

CRITICAL METRICS

Total Cost

$12,026,150 Master Planning Costs

$116,000

The final scenario explores the addition of a structure that extends from the second floor of the church building out onto the Plaza. This concept was explored during the original design of the plaza, but was never built. Consideration of a new addition on the plaza and has been identified by the parish as an opportunity to expand the restaurant space and further utilize the plaza once it has been resurfaced. Building improvements: Same as alternative 2 Plaza improvements Same as alternative 1 New addition

Hard Costs

$9,499,000 Soft Costs

$2,411,150 Potential Annual Revenue

$41,800 - $125,400 Next to New Square Foot Allocation (half of current)

2,013 sqft Leasable Space

10,450 sqft Page 36

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7 Potential Sources of Funding

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POTENTIAL SOURCES OF FUNDING

City of Toledo Programs The Enterprise Development Loan (EDL) program is intended to encourage private lenders to provide credit to firms that have difficulty securing reasonable financing that promotes growth while preserving working capital. In addition, the EDL program is intended to directly serve the needs of disadvantaged business enterprises that quite often lack the resources to obtain credit through conventional means. The EDL program’s primary goal is the retention and creation of jobs for low and moderate-income residents of the City of Toledo by providing subordinated, term-financing at attractive rates. The Brownfield Revolving Loan Fund (RLF) program, funded through a grant from USEPA, provides grants to non-profit entities for the cleanup of environmental hazards and subsequent redevelopment of brownfield properties. Federal funds are available through the Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Investment Partnership Program (HOME). These funds are eligible to non-profit organizations and applications are typically accepted in the first quarter of each year. Toledo Lucas County Port Authority The Community Economic Development Initiative grant and loan program is funded with proceeds from the property tax levy for the purpose of providing grants and loans to economic development projects undertaken by eligible, neighborhood-based organizations. Grant or loan recipients must be 501 (c) 3 organizations in good standing and must operate within Lucas County. The Toledo-Lucas County Port Authority can serve as the Issuer for the purpose of making proceeds available to an entity in furtherance of a public purpose by way of Industrial Revenue Bonds, Hospital Revenue Bonds, Non-Profit Bonds and Housing Bonds. The Port is developing a Revolving Loan Fund for eligible businesses throughout Lucas, Ottawa and Wood Counties in Ohio as a gap financing tool for eligible non-profit and for-profit businesses. The Revolving Loan Fund would help to address a regional weakness in access to capital and support the overall goals of the Comprehensive Economic Development Strategy (CEDS) for the region, as one job will be created or retained for every $50,000 distributed.

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Randles Company

Property Assessed Clean Energy Financing (PACE)

PACE programs allow a property owner to finance the up-front cost of energy or other eligible improvements on a property and then pay the costs back over time through a voluntary assessment on the owner’s property tax bill. The unique characteristic of PACE assessments is that the assessment is attached to the property rather than an individual. PACE financing is administered by private PACE lenders as well as the Toledo Lucas-County Port Authority, however, the Port does not offer PACE to churches. Historic Tax Credits State and Federal Historic Tax Credits are tools that can be leveraged to bring equity into historic rehabilitation projects. In order to qualify, the building must be on the National Register of Historic Places, which Trinity Church is listed. While State and Federal Historic Tax Credits can lower capital requirements by infuse a project with equity, there are several rules and regulations specific to tax-exempt entities that may hinder Trinity's ability to fully utilize credits. The utilization of Historic Tax Credits may be possible, but would require the participation of a non-tax exempt partner and extensive legal and accounting resources. Private Bank Financing Private bank financing or conventional financing is generally an amortizing, long-term loan. Not all banks will finance church projects and the amount the bank is willing to finance may be based on the annual gross tithes the church receives or the value of the existing church property. Community Development Financing Institutions (CDFI) CDFI’s are non-profit loan funds who work with mission-focused partners to advance community investment and development. CDFIs are an alternative to private bank financing used by non-profits and developers who do not meet the requirements of private lenders. Church Enowment The church endowment may have funds that are set aside specifically for improvements The endowment may be used as "credit enhancement" to make lenders more comfortable with a loan Capital Campaign A capital campaign to raise funds for the renovation will likely be necessary in order to fill the gap between grants and debt financing.

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8 Executive Summary of Final Three Scenarios

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Page 41

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APPENDIX

Page 42

A 1 2 3 4 5 6 7

B 1 2 3

e3 em

e2 Sc h

2 2 3 3 3 2 2

2 2 2 3 2 2 2

2 2 2 2 2 1 1

Costs Subtotals Costs Mean Scores

17 2.4

15 2.1

12 1.7

Revenues Probable Market Demand Anticipated Revenues Ability to Phase

2 1 3

3 2 3

3 3 3

Revenues Subtotals Revenues Mean Scores

6 2.0

8 2.7

9 3.0

2 2.0

3 3

6 3.0

3 3

Funding Subtotals Funding Mean Scores D Mission 1 Alignment with Vision 2 Economic Impact of Investment on Surrounding Area Mission Subtotals Mission Mean Scores

E Historic and Cultural Considerations 1 Protection / preservation of TEC historic resources 3 2 Strenthening historic / cultural linkages in community 3

G 1 2 3

Costs For Plaza For Non-Negotiable Improvements For Further Improvements For Addition Ancillary Costs (FF&E, Marketing, etc.) Operations Building Maintenance

C Funding 1 Availability of outside funding sources

F 1 2 3

Sc h

em Sc h

Randles Company Scenario Scoring Worksheet

Historic and Cultural Subtotals Historic and Cultural Mean Scores

6 3.0

Site Considerations Parking requirements and accomodation Suitability of site for use ADA accessibility

3 3 3

Site Subtotals Site Mean Scores

9 3.0

Contextual Considerations Conformance with allowable zoning Compatability with existing lease Compatability with downtown resurgance

3 2 2

3 2 3

3 3 3

Context Subtotals Context Mean Scores

7 2.3

8 2.7

9 3.0

Total Scores Total Mean Scores

53 2.5

54 2.6

53 2.7

Total of Mean Scores for Costs, Revenues, and Mission

7.4

7.8

7.7

1 = Unfavorable 2 = Favorable 3 = Very Favorable

2021 Feasibility Study, Scenario 1 Trinity Episcopal Church

Conceptual Cost Opinion Plaza

Non-Negotiable Improvements

Substructure

Cost / sqft of footprint at grade

$0.00

$564,731 $34.23

Vertical Enclosure

Cost / sqft of vertical contact area

$0.00

Horizontal Enclosure

Cost / sqft of horizontal contact area

$0.00

Interiors Cost / sqft of finished floor

Services Cost / sqft of gross floor

Demolition & Special Construction Cost / sqft of gross floor

Description

Superstructure Cost / sqft of supported slab

Sitework Cost / sqft of net site

Further Improvements

Total Cost

$35,000

$0.70

$0.00

$0.70

$455,000

$1,019,731

$9.10

$0.00

$20.39

$96,500

$1.93

$0.00

$1.93

$27,500

$0.55

$0.00

$0.55

$1,052,500

$85,833

$1,138,333

$0.00

$21.05

$1.72

$22.77

$707,875

$793,536

$1,501,411

$0.00

$14.16

$15.87

$30.03

$400,000

$13,536

$413,536

$0.00

$8.00

$0.27

$8.27

$1,252,197

$75.89

$0.00

$25.04

Trade Cost $1,816,928 $2,774,375 trade cost / gsqft % of trade total cost

Design / Estimating Contingency

$892,905

$5,484,208

$110.12 33%

$55.49 51%

$17.86 16%

$109.68 100%

$181,693

$277,438

$89,291

$548,421

$982,196

$6,032,628

Subtotal Construction Cost $1,998,620 $3,051,813

2021 Feasibility Study, Scenario 1 Trinity Episcopal Church

Conceptual Cost Opinion Trade 1

Completed Work, NIC

2 3

Scope of Work From SSOE Report page 4/B1010 - Just had first contractor inspect. Canaan to supply estimate. page 4/B1020 - Flat Roof repair by Holt page 5/B2010b - Tuck Pointing done to Bell Tower and East Tower by OBR. page 5/B2020.2030 - Minor repairs to hinges and mechanicals on basement level St. Claire door. Repairs to far west Adams St. door jam. page 6/B3010c - Included with OBR's tuck pointing. page 6/B3010e - Same mention as line 2, page 4/B1020 page 6/B3010f - Salguau repair of aprox 40 blown off shingles. page 12/C3020k - Sanctuary wood floors stripped, sanded and restained/protected $22,000 Harrison Floors page 13/C3030b - Reinforcing of ceilings in 2nd floor Rector's Office and Vestry Conference room by Cousino Construction, and drop ceiling replaced in Conference Room by in-house. page 14/D2010a - N2N lavatory sink replaced. Hot water tank that supplies said sink replaced. Peters Plumbing page 16/D3032a - Currently bypassed by HVAC service contractor (Dimech) for efficiency. page 17/D3052a - Ongoing as included with Dimech's PM package. page 18/D5020b,c - Relamping in Sanctuary performed by Laibe Electric in conjunction with Gross Electric.

4 5 6

8 9 10 11

15 16

Quantity Unit

Unit Cost

Total

total cost / gsqft

% of total cost

$0.00

0.0%

$4.00

3.3%

$1.17

1.0%

$0 $0 $0 $0

$0 $0 $0

17 18 19

$0 $0

Abatement

21 22 23 24

Scope of Work Hazardous material abatement

Demolition

26 27 28 29 30

Scope of Work Demolition for non-negotiable items Demolition for further improvements

$200,000 1

lsum

$200,000.00

$200,000 $0

$58,460 50,000 1,692

sqft sqft

$1.00 $5.00

$50,000 $8,460 $0

Conceptual Cost Opinion Trade 31

Concrete

32 33 34

Scope of Work

Quantity Unit

Masonry Restoration

36 37 38 39

Scope of Work Clean and repoint masonry as needed

$0 $75,000 1

Structural Modification & Restoration

41 42 43 44 45 46 47 48

Scope of Work Bell tower Floor construction Roof construction Life safety upgrades to stairwells New elevator shaft

Carpentry

Scope of Work Miscellaneous interior rough and finish carpentry Miscellaneous interior rough and finish carpentry for further improvements

Total

1 1 1 1 1

lsum

$75,000.00

lsum lsum lsum lsum lsum

$7,500.00 $20,000.00 $15,000.00 $125,000.00 $300,000.00

$0.00

0.0%

$1.50

1.2%

$9.10

7.5%

$1.08

0.9%

$1.00

0.8%

$0.55

0.5%

$0.00

0.0%

$0.00

0.0%

$0.28

0.2%

$7,500 $20,000 $2,500 $125,000 $300,000 $0

$53,807 50,000

sqft

$1.00

$50,000

1,692

sqft

$2.25

$3,807 $0

Waterproofing

56 57 58

Scope of Work Exterior sealants Interior sealants

1 1

lsum lsum

$7,500.00 $7,500.00

$7,500 $7,500

Waterproof foundation walls along Adams St

lsum

$35,000.00

$35,000

$50,000

60 61 62

$0 $0

Roofing

Scope of Work Flashings, copings, etc. for a complete and functional system Gutters and downspouts Construct roof condensing unit enclosure

66 67 68 69

% of total cost

$75,000 $0

$455,000

53 54

total cost / gsqft

Unit Cost

Window Replacement

71 72 73 74

Scope of Work

$27,500 1

lsum

$7,500.00

$7,500

1 1

lsum lsum

$10,000.00 $10,000.00

$10,000 $10,000 $0

$0 $0 $0

Glass Entrances & Storefront

76 77 78 79

Scope of Work

Exterior Doors, Frames & Hardware

$0 $0 $0

$14,000

Conceptual Cost Opinion Trade 81 82 83 84

Quantity Unit

Scope of Work Plaza doors

Interior Doors, Frames & Hardware

86 87

Scope of Work ADA hardware upgrades Interior doors, frames and hardware for further improvements

each

Unit Cost $3,500.00

1 6,192

lsum sqft

% of total cost

$100,000.00

$100,000

$3.00

$18,576

$2.37

2.0%

$10.61

8.8%

$0.27

0.2%

$2.12

1.8%

$2.10

1.7%

$0.00

0.0%

$0.00

0.0%

$2.07

1.7%

Interior Partitions

92 93

Scope of Work Provide necessary fire separations Interior partition modifications and additions for further improvements

$530,456 1 1,692

lsum sqft

$500,000.00

$500,000

$18.00

$30,456

95 96 97

total cost / gsqft

$14,000 $0

$118,576

89 90

Total

Flooring

Scope of Work New flooring at areas disturbed by life safety 99 and accessibility improvements 100 New flooring for further improvemetns

$13,536

$0 1,692

sqft

$8.00

101 102 103

Ceilings

$13,536 $0

$105,998

104 Scope of Work

Prep and paint ceilings at areas disturbed by life safety and accessibility improvements Replace damaged ceiling tiles in Parish 106 House 107 New ceilings for further improvements 105

lsum

$35,000.00

$35,000

lsum

$60,000.00

$60,000

$6.50

$10,998 $0

1,692

sqft

108 109 110

Wall Finishes

$105,076

111 Scope of Work

Wall repair allowance at areas disturbed by life safety and accessibility improvements Prep and paint walls at areas disturbed by 113 life safety and accessibility improvements 114 New wall finishes for further improvements 112

lsum

$25,000.00

$25,000

lsum

$75,000.00

$75,000

$3.00

$5,076 $0

1,692

sqft

115 116 117

Acoustic Room Components

118 Scope of Work 119 N/A 120 121 122

Visual Display Units

123 Scope of Work 124 See Owner FF&E 125 126 127

Signage

$0 0

lsum

$5,500.00

$0 $0

$0 $0 $0

$103,384

Conceptual Cost Opinion Trade

Quantity Unit

128 129 130 131 132 133

Scope of Work Code required ADA signage Wayfinding for better utilization Signage for further improvements

50,000 50,000 1,692

134

New ADA Toilet Rooms

sqft sqft sqft

Unit Cost $0.50 $1.50 $2.00

Total

total cost / gsqft

% of total cost

$25,000 $75,000 $3,384 $0

$100,000

$2.00

1.7%

$0.00

0.0%

$4.00

3.3%

$0.60

0.5%

$3.93

3.3%

$1.50

1.2%

$14.50

12.0%

135 Scope of Work

Upgrade 1st floor toilet rooms to be ADA accessible Construct new 2nd floor ADA unisex toilet 137 room Upgrade nursery toilet room to be ADA 138 accessible 136

lsum

$35,000.00

$35,000

lsum

$50,000.00

$50,000

lsum

$15,000.00

$15,000

139 140 141

Window Treatments

142 Scope of Work 143 See Owner FF&E 144 145

$0 $0

Conveying

$200,000

146

147 Scope of Work 148 Install new elevator, 4 stops 149 150 151

stops

$50,000.00

Fire Suppression

$200,000 $0

$30,000

152 Scope of Work

No modifications to basement, therefore no fire suppression upgrades Upgrade existing system in basement to 154 provide for fully accessible riser

153

lsum

$30,000.00

155 156 157 158

$0 $0 $0

159

Plumbing

160 161 162 163 164 165

Scope of Work New ADA toilet rooms, fixtures New ADA toilet rooms, branch piping Further Improvements

166

HVAC

167 Scope of Work 168 Upgrade perimeter fin tube in disrepair

Maximize function and use of existing 169 automated temperature control system

$196,411 35 35 1,692

fxrs fxrs sqft

$725.00 $4,500.00 $8.00

$25,375 $157,500 $13,536 $0

$75,000 1

lsum

$50,000.00

$50,000

lsum

$25,000.00

$25,000

170 171 172

$30,000

Electrical

173 Scope of Work 174 Main distribution panel upgrade 175 Sub distribution panel upgrades

$725,000 1 7

lsum each

$5,000.00 $10,000.00

$5,000 $70,000

Conceptual Cost Opinion Trade

Quantity Unit

Unit Cost

176 177 178 179 180 181

New wiring from upgraded panels Fire alarm upgrades New lighting throughout New lighting control

1 1 50,000 50,000

$50,000.00 $200,000.00 $5.00 $3.00

182

Communications

lsum lsum sqft sqft

Total

total cost / gsqft

% of total cost

$50,000 $200,000 $250,000 $150,000 $0

$125,000

$2.50

2.1%

$3.00

2.5%

$2.32

1.9%

183 Scope of Work 184

Update audio visual systems and improve overall connectivity with the building

50,000

sqft

$2.50

185 186 187 188

$125,000 $0 $0

Safety & Security

$150,000

189 Scope of Work 190

Replace outdated security and access control system

50,000

sqft

$3.00

191 192 193

Site Preparation

194 Scope of Work 195 Area #1 (59' x 28') 196 Remove Added Framed Structure 197 Remove Concrete Planter Caps 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227

$150,000

Remove Planter Wall 59' (Leave Back Alley Wall) 2-Men Remove Landscaping Fill along Building Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #1 Area #2 (116' x 32') Remove Added Framed Structure Remove Concrete/Masonry & Railings Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #2 Area #3 (20' x 95') Remove Railings Remove Concrete Planter Caps Remove Planter Wall Remove Landscaping Fill at All planters Remove Masonry Wall & Concrete Ramp Demo Out Concrete Stairs Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #3 Area #4 (46' x 95') Remove Railings Remove Concrete Planter Caps

$116,175 4 4

Hrs. Hrs.

$165.09 $165.09

$0 $660 $660

Hrs.

$165.09

$1,321

4 6 4 2 32 1

Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$82.54 $82.54 $82.54 $183.43 $152.86 $2,244.63

5 8 16 8 4 41 1

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$165.09 $165.09 $82.54 $82.54 $183.43 $152.86 $3,922.82

2 8 6 8 12 8 8 8 8 68 1

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$165.09 $165.09 $183.43 $165.09 $247.63 $247.63 $82.54 $165.09 $183.43 $152.86 $2,007.91

1 8

Hrs. Hrs.

$330 $495 $330 $367 $4,891 $2,245 $0 $825 $1,321 $1,321 $660 $734 $6,267 $3,923 $0 $330 $1,321 $1,101 $1,321 $2,972 $1,981 $660 $1,321 $1,467 $10,394 $2,008 $0 $165 $1,321

$165.09 $165.09

Conceptual Cost Opinion Trade

Quantity Unit

Unit Cost

Total

228 229

Remove Planter Wall & Trees Remove Landscaping Fill at All planters

12 4

Hrs. Hrs.

$165.09 $165.09

$1,981 $660

230

Remove Masonry Wall & Concrete Surfaces

Hrs.

$247.63

$3,962

231 232 233 234 235

Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #3

12 8 8 69 1

Hrs. Hrs. Hrs. Hrs. lsum

$82.54 $165.09 $183.43 $152.86 $4,618.19

$991 $1,321 $1,467 $10,547 $4,618

236 Area #5 (50' x 95') Less Stair/Elevator Tower 237 238 239 240

Remove Remove Remove Remove

241 242 243 244 245 246 247 248 249

Railings Concrete Planter Caps Planter Wall Landscaping Fill at All planters

Hrs. Hrs. Hrs. Hrs.

$165.09 $165.09 $165.09 $165.09

$330 $1,321 $1,981 $660

Remove Masonry Wall & Concrete Surfaces

Hrs.

$247.63

$3,962

Remove Stair to Street Level Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #3

16 8 8 8 82 1

Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$247.63 $82.54 $165.09 $183.43 $214.00 $4,702.73

$3,962 $660 $1,321 $1,467 $17,548 $4,703 $0

Concrete Retaining Walls

251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268

Scope of Work Layout Install Rebar Into Existing Wall & Deck Mobilize Forms Install Plates Set 1st side of Forms Set & Tie Bar Close up Forms Tighten up End Forms- Ready to Pour Place Concrete Strip Forms Remove Forms from Location 26' Long Wall Area 24' Long Wall Area 76' Long Wall Area

$50,850 1 20 2 80 40 144 40 1 4 4 2 0 26 24 76

Hrs. Ea. Hrs. LF LF LF LF LF CY Hrs. Hrs.

$299.60 $34.55 $299.60 $10.24 $36.77 $8.41 $36.07 $305.72 $921.69 $299.60 $299.60

LF LF LF

$307.41 $299.92 $307.41

269

Deck Repairs & Flashings

270 271 272 273 274 275 276 277

Scope of Work Topside Surface Repair Bottom/Overhead Repairs Epoxy Injection

804 161 200

SF SF LF

$55.03 $128.40 $73.37

Thru-Wall Flashing Along Building

175

$152.86

278

New Stair Assemblies

279 Scope of Work

% of total cost

$0 2 8 12 4

250

total cost / gsqft

$1.02

0.8%

$2.13

1.8%

$2.32

1.9%

$300 $691 $599 $819 $1,471 $1,211 $1,443 $306 $3,659 $1,198 $599 $0 $7,993 $7,198 $23,363 $0

$106,331 $44,254 $20,652 $14,674 $0 $26,750 $0

$115,999

Conceptual Cost Opinion Trade 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300

Layout -Walls/Stairs Prep/Fill as-necessary Frame End Walls Install Rebar Button up forms Place Concrete Strip Form Layout Stair Adjust Fill Frame Risers Install Rebar Place Concrete Finish Stairs - Pull Risers Final Clean-up Seal & Caulk Final Remaining Stair Locations Grade to Plaza Elevator Level to Upper Plaza Level Plaza to Outdoor Kitchen Area

301

Planter Boxes & Curbs

Quantity Unit 2 4 8 3 6 1 3 1 2 12 5 2 8 3 5 1.5 0.8 0.5

150 168

307

Accessible & Upper Patio Route

308 309 310 311 312 313 314 315 316

Scope of Work Accessible Route to Stair Approx. 120' Accessible Route from Stairs Approx. 30' Walk to Upper Patio Flat Site Work Between Elevator & Kitchen Entrance Landing @ Seagate Center Pump Truck

Stormwater Management

318 319 320 321 322 323 324 325 326

Scope of Work Large Planter Small Planters Landscape Edged Areas (2) Each Central Lawn Area Remaining Field Drains Remove & Core for New

327

Plaza Waterproofing

% % %

$299.60 $544.17 $342.40 $360.74 $311.83 $1,731.03 $299.60 $324.06 $483.03 $507.49 $385.20 $1,608.06 $538.06 $299.60 $421.89 $30,932.97 $30,932.97 $30,932.97

Total

LF LF

$114.43 $114.43

SF SF SF SF SF LS

$34.24 $34.24 $34.24 $31.79 $34.24 $3,057.15

Ea. Ea. Ea. Ea. Ea. Locs

$3,668.59 $3,668.59 $3,668.59 $3,668.59 $3,668.59 $1,375.72

0.6%

$2.15

1.8%

$1.93

1.6%

$6.85

5.7%

$11,006 $22,012 $14,674 $11,006 $29,349 $8,254 $0

$342,401

328 Scope of Work 329 Prepare Structural Deck

16,000

$5.50

$88,046

330 Install New Waterproofing Membrane System

16,000

$15.90

$254,355

331 332

$0.73

$16,435 $4,109 $13,696 $63,334 $6,848 $3,057 $0

$96,300 3 6 4 3 8 6

% of total cost

$17,164 $19,224 $0

$107,480

480 120 400 1,992 200 1

total cost / gsqft

$599 $2,177 $2,739 $1,082 $1,871 $1,731 $899 $324 $966 $6,090 $1,926 $3,216 $4,304 $899 $2,109 $0 $46,399 $23,200 $15,466 $0

$36,388

302 Scope of Work 303 Along Brothers Place (3) Locations 304 Located both side of center lawn (6) Locs. 305 306

317

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs.

Unit Cost

Conceptual Cost Opinion Trade 333

Quantity Unit

Pavers 5,000 2,096

SF SF

$32.04 $32.04

Central Lawn Area

Trellis Structures & Railings

345 346 347 348 349 350

Scope of Work Trellis @ Kitchen Area Trellis @ Central Lawn Railing Mics. Metals

351

Site Electrical

2,560

$14.67

Ea. Ea. Ea.

$24,457.24 $24,457.24 $61,143.10

1 1

357

Landscaping & Irrigation

358 359 360 361 362 363 364 365 366 367

Scope of Work Planting Soils Silva Cells/Soils Landscaping/Groundcover Trees Mulch Irrigation Landscaping Lighting

368

Temporary Protection & Access

LS LS

$91,714.64 $61,143.10

Ea. Ea. Ea. Ea. Ea. Ea. Ea.

$65,154.08 $44,023.03 $110,057.57 $12,228.62 $16,325.21 $12,228.62 $18,342.93

Install Interior Protection, Remove Ceiling Areas 371 Install Exterior Building Surfaces Protection 372 373 374 375 376 377 378

$193,890 8

Hrs.

$180.37

$1,443

Hrs.

$195.66

Remove & Reinstall A/C Compressor Electrical Disconnects, Lights Temporary Electric, Lighting Provisions Check Drains for Function

4 16 16 8

Hrs. Hrs. Hrs. LS

$464.69 $183.43 $259.86 $165.09

Remove Outer Perimeter Railing & Wall

Hrs.

$165.09

$1,565 $0 $1,859 $2,935 $4,158 $1,321 $0 $1,321

Hrs.

$437.17

$17,487

1 200 50,000

LS LF sqft

$3,057.15 $18.34 $3.00

$3,057 $3,669 $150,000

1,692

sqft

$3.00

$5,076

379 Erect Staging Canopy (Street to Plaza Deck) 380 Sidewalk Closure & Curb lane Permit 381 Fencing & Signage 382 General Requirements 383

General requirements for further improvements

$0.75

0.6%

$2.20

1.8%

$3.06

2.5%

$5.57

4.6%

$3.88

3.2%

$65,154 $44,023 $110,058 $12,229 $16,325 $12,229 $18,343 $0

369 Scope of Work 370

3.8%

$91,715 $61,143 $0

$278,360 1 1 1 1 1 1 1

$4.55

$24,457 $24,457 $61,143 $0

$152,858

352 Scope of Work 353 Electrical Rough-In 354 Light Fixture Allowance 355 356

% of total cost

$37,566 $0

$110,058 1 1 1

total cost / gsqft

$160,195 $67,154 $0

$37,566

340 Scope of Work 341 Install Astro-Turf 342 343 344

Total

$227,349

334 Scope of Work 335 Upper Patio Area 336 Lower Patio Area 337 338 339

Unit Cost

Conceptual Cost Opinion Trade

Quantity Unit

384 385

Unit Cost

Total

total cost / gsqft

% of total cost

$5,484,208 $109.68

Trade Cost

90.9%

Trade Cost / gsqft % of Trade Total Cost

Design / Estimating Contingency

Subtotal Construction Cost

10.0%

$548,421

$10.97

$6,032,628 $120.65

9.09%

100.0%

2021 Feasibility Study, Scenario 2 Trinity Episcopal Church

Conceptual Cost Opinion Plaza

Non-Negotiable Improvements

Substructure

Cost / sqft of footprint at grade

$0.00

$564,731 $34.23

Vertical Enclosure

Cost / sqft of vertical contact area

$0.00

Horizontal Enclosure

Cost / sqft of horizontal contact area

$0.00

Interiors Cost / sqft of finished floor

Services Cost / sqft of gross floor

Demolition & Special Construction Cost / sqft of gross floor

Description

Superstructure Cost / sqft of supported slab

Sitework Cost / sqft of net site

Further Improvements

Total Cost

$35,000

$0.70

$0.00

$0.70

$455,000

$1,019,731

$9.10

$0.00

$20.39

$96,500

$1.93

$0.00

$1.93

$27,500

$0.55

$0.00

$0.55

$1,052,500

$460,921

$1,513,421

$0.00

$21.05

$9.22

$30.27

$707,875

$838,184

$1,546,059

$0.00

$14.16

$16.76

$30.92

$400,000

$58,184

$458,184

$0.00

$8.00

$1.16

$9.16

$1,252,197

$75.89

$0.00

$25.04

Trade Cost $1,816,928 $2,774,375 $1,357,289 trade cost / gsqft % of trade total cost

Design / Estimating Contingency

$5,948,591

$110.12 31%

$55.49 47%

$27.15 23%

$118.97 100%

$181,693

$277,438

$135,729

$594,859

Subtotal Construction Cost $1,998,620 $3,051,813 $1,493,018

$6,543,451

2021 Feasibility Study, Scenario 2 Trinity Episcopal Church

Conceptual Cost Opinion Trade 1

Completed Work, NIC

2 3

4 5 6

8 9 10 11

15 16

Quantity Unit

Unit Cost

Total

total cost / gsqft

% of total cost

$0.00

0.0%

$4.00

3.1%

$1.73

1.3%

$0 $0 $0 $0

$0 $0 $0

17 18 19

$0 $0

Abatement

21 22 23 24

Scope of Work Hazardous material abatement

Demolition

26 27 28 29 30

Scope of Work Demolition for non-negotiable items Demolition for further improvements

$200,000 1

lsum

$200,000.00

$200,000 $0

$86,365 50,000 7,273

sqft sqft

$1.00 $5.00

$50,000 $36,365 $0

Conceptual Cost Opinion Trade 31

Concrete

32 33 34

Scope of Work

Quantity Unit

Masonry Restoration

36 37 38 39

Scope of Work Clean and repoint masonry as needed

$0 $75,000 1

Structural Modification & Restoration

41 42 43 44 45 46 47 48

Scope of Work Bell tower Floor construction Roof construction Life safety upgrades to stairwells New elevator shaft

Carpentry

Scope of Work Miscellaneous interior rough and finish carpentry Miscellaneous interior rough and finish carpentry for further improvements

Total

1 1 1 1 1

lsum

$75,000.00

lsum lsum lsum lsum lsum

$7,500.00 $20,000.00 $15,000.00 $125,000.00 $300,000.00

$0.00

0.0%

$1.50

1.1%

$9.10

7.0%

$1.33

1.0%

$1.00

0.8%

$0.55

0.4%

$0.00

0.0%

$0.00

0.0%

$0.28

0.2%

$7,500 $20,000 $2,500 $125,000 $300,000 $0

$66,364 50,000

sqft

$1.00

$50,000

7,273

sqft

$2.25

$16,364 $0

Waterproofing

56 57 58

Scope of Work Exterior sealants Interior sealants

1 1

lsum lsum

$7,500.00 $7,500.00

$7,500 $7,500

Waterproof foundation walls along Adams St

lsum

$35,000.00

$35,000

$50,000

60 61 62

$0 $0

Roofing

Scope of Work Flashings, copings, etc. for a complete and functional system Gutters and downspouts Construct roof condensing unit enclosure

66 67 68 69

% of total cost

$75,000 $0

$455,000

53 54

total cost / gsqft

Unit Cost

Window Replacement

71 72 73 74

Scope of Work

$27,500 1

lsum

$7,500.00

$7,500

1 1

lsum lsum

$10,000.00 $10,000.00

$10,000 $10,000 $0

$0 $0 $0

Glass Entrances & Storefront

76 77 78 79

Scope of Work

Exterior Doors, Frames & Hardware

$0 $0 $0

$14,000

Conceptual Cost Opinion Trade 81 82 83 84

Quantity Unit

Scope of Work Plaza doors

Interior Doors, Frames & Hardware

86 87

Scope of Work ADA hardware upgrades Interior doors, frames and hardware for further improvements

each

Unit Cost $3,500.00

1 7,273

lsum sqft

% of total cost

$100,000.00

$100,000

$3.00

$21,819

$2.44

1.9%

$12.62

9.6%

$1.16

0.9%

$2.85

2.2%

$2.44

1.9%

$0.00

0.0%

$0.00

0.0%

$2.29

1.8%

Interior Partitions

92 93

Scope of Work Provide necessary fire separations Interior partition modifications and additions for further improvements

$630,914 1 7,273

lsum sqft

$500,000.00

$500,000

$18.00

$130,914

95 96 97

total cost / gsqft

$14,000 $0

$121,819

89 90

Total

Flooring

Scope of Work New flooring at areas disturbed by life safety 99 and accessibility improvements 100 New flooring for further improvemetns

$58,184

$0 7,273

sqft

$8.00

101 102 103

Ceilings

$58,184 $0

$142,275

104 Scope of Work

Prep and paint ceilings at areas disturbed by life safety and accessibility improvements Replace damaged ceiling tiles in Parish 106 House 107 New ceilings for further improvements 105

lsum

$35,000.00

$35,000

lsum

$60,000.00

$60,000

$6.50

$47,275 $0

7,273

sqft

108 109 110

Wall Finishes

$121,819

111 Scope of Work

lsum

$25,000.00

$25,000

lsum

$75,000.00

$75,000

$3.00

$21,819 $0

7,273

sqft

115 116 117

Acoustic Room Components

118 Scope of Work 119 N/A 120 121 122

Visual Display Units

123 Scope of Work 124 See Owner FF&E 125 126 127

Signage

$0 0

lsum

$5,500.00

$0 $0

$0 $0 $0

$114,546

Conceptual Cost Opinion Trade

Quantity Unit

128 129 130 131 132 133

Scope of Work Code required ADA signage Wayfinding for better utilization Signage for further improvements

50,000 50,000 7,273

134

New ADA Toilet Rooms

sqft sqft sqft

Unit Cost $0.50 $1.50 $2.00

Total

total cost / gsqft

% of total cost

$25,000 $75,000 $14,546 $0

$100,000

$2.00

1.5%

$3.00

2.3%

$0.00

0.0%

$4.00

3.1%

$0.60

0.5%

$4.82

3.7%

$1.50

1.1%

135 Scope of Work

Upgrade 1st floor toilet rooms to be ADA accessible Construct new 2nd floor ADA unisex toilet 137 room Upgrade nursery toilet room to be ADA 138 accessible 136

lsum

$35,000.00

$35,000

lsum

$50,000.00

$50,000

lsum

$15,000.00

$15,000

139 140 141

Food Service

142 Scope of Work 143 New kitchen equipment 144 145 146

$150,000 1

lsum

$150,000.00

Window Treatments

$150,000 $0

147 Scope of Work 148 See Owner FF&E 149 150

$0 $0

Conveying

$200,000

151

152 Scope of Work 153 Install new elevator, 4 stops 154 155 156

stops

$50,000.00

Fire Suppression

$200,000 $0

$30,000

157 Scope of Work

No modifications to basement, therefore no fire suppression upgrades Upgrade existing system in basement to 159 provide for fully accessible riser

158

lsum

$30,000.00

160 161 162 163

$0 $0 $0

164

Plumbing

165 166 167 168 169 170

Scope of Work New ADA toilet rooms, fixtures New ADA toilet rooms, branch piping Further Improvements

171

HVAC

172 Scope of Work 173 Upgrade perimeter fin tube in disrepair

Maximize function and use of existing 174 automated temperature control system 175

$30,000

$241,059 35 35 7,273

fxrs fxrs sqft

$725.00 $4,500.00 $8.00

$25,375 $157,500 $58,184 $0

$75,000 1

lsum

$50,000.00

$50,000

lsum

$25,000.00

$25,000 $0

Conceptual Cost Opinion Trade

Quantity Unit

Unit Cost

Total

total cost / gsqft

% of total cost

176 177

Electrical

178 179 180 181 182 183 184 185 186

Scope of Work Main distribution panel upgrade Sub distribution panel upgrades New wiring from upgraded panels Fire alarm upgrades New lighting throughout New lighting control

187

Communications

$725,000 1 7 1 1 50,000 50,000

lsum each lsum lsum sqft sqft

$5,000.00 $10,000.00 $50,000.00 $200,000.00 $5.00 $3.00

$14.50

11.1%

$2.50

1.9%

$3.00

2.3%

$2.32

1.8%

$5,000 $70,000 $50,000 $200,000 $250,000 $150,000 $0

$125,000

188 Scope of Work 189

Update audio visual systems and improve overall connectivity with the building

50,000

sqft

$2.50

190 191 192 193

$125,000 $0 $0

Safety & Security

$150,000

194 Scope of Work 195

Replace outdated security and access control system

50,000

sqft

$3.00

196 197 198

Site Preparation

199 Scope of Work 200 Area #1 (59' x 28') 201 Remove Added Framed Structure 202 Remove Concrete Planter Caps 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226

$150,000

$116,175 4 4

Hrs. Hrs.

$165.09 $165.09

$0 $660 $660

Hrs.

$165.09

$1,321

4 6 4 2 32 1

Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$82.54 $82.54 $82.54 $183.43 $152.86 $2,244.63

5 8 16 8 4 41 1

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$165.09 $165.09 $82.54 $82.54 $183.43 $152.86 $3,922.82

2 8 6 8 12 8 8 8

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs.

$330 $495 $330 $367 $4,891 $2,245 $0 $825 $1,321 $1,321 $660 $734 $6,267 $3,923 $0 $330 $1,321 $1,101 $1,321 $2,972 $1,981 $660 $1,321

$165.09 $165.09 $183.43 $165.09 $247.63 $247.63 $82.54 $165.09

Conceptual Cost Opinion Trade

Quantity Unit

227 Temporary Repairs to WP System 228 Bobcat & Operator for above activities 229 Dumpsters for Area #3 230 Area #4 (46' x 95') 231 Remove Railings 232 Remove Concrete Planter Caps 233 Remove Planter Wall & Trees 234 Remove Landscaping Fill at All planters

Unit Cost

8 68 1

Hrs. Hrs. lsum

1 8 12 4

Hrs. Hrs. Hrs. Hrs.

$165.09 $165.09 $165.09 $165.09

$1,467 $10,394 $2,008 $0 $165 $1,321 $1,981 $660

$247.63

$3,962

$82.54 $165.09 $183.43 $152.86 $4,618.19

$991 $1,321 $1,467 $10,547 $4,618

235

Remove Masonry Wall & Concrete Surfaces

Hrs.

236 237 238 239 240

Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #3

12 8 8 69 1

Hrs. Hrs. Hrs. Hrs. lsum

$183.43 $152.86 $2,007.91

241 Area #5 (50' x 95') Less Stair/Elevator Tower 242 243 244 245

Remove Remove Remove Remove

246 247 248 249 250 251 252 253 254

Railings Concrete Planter Caps Planter Wall Landscaping Fill at All planters

Total

Hrs. Hrs. Hrs. Hrs.

$165.09 $165.09 $165.09 $165.09

$330 $1,321 $1,981 $660

Remove Masonry Wall & Concrete Surfaces

Hrs.

$247.63

$3,962

Remove Stair to Street Level Remove Brick Pavers Remove Fill & Drainage/Protection Board Temporary Repairs to WP System Bobcat & Operator for above activities Dumpsters for Area #3

16 8 8 8 82 1

Hrs. Hrs. Hrs. Hrs. Hrs. lsum

$247.63 $82.54 $165.09 $183.43 $214.00 $4,702.73

$3,962 $660 $1,321 $1,467 $17,548 $4,703 $0

Concrete Retaining Walls

256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273

274

Deck Repairs & Flashings

275 276 277 278

Scope of Work Topside Surface Repair Bottom/Overhead Repairs Epoxy Injection

% of total cost

$0 2 8 12 4

255

total cost / gsqft

$50,850 1 20 2 80 40 144 40 1 4 4 2 0 26 24 76

Hrs. Ea. Hrs. LF LF LF LF LF CY Hrs. Hrs.

$299.60 $34.55 $299.60 $10.24 $36.77 $8.41 $36.07 $305.72 $921.69 $299.60 $299.60

LF LF LF

$307.41 $299.92 $307.41

SF SF LF

$55.03 $128.40 $73.37

0.8%

$2.13

1.6%

$300 $691 $599 $819 $1,471 $1,211 $1,443 $306 $3,659 $1,198 $599 $0 $7,993 $7,198 $23,363 $0

$106,331 804 161 200

$1.02

$44,254 $20,652 $14,674

Conceptual Cost Opinion Trade

Quantity Unit

279 280 Thru-Wall Flashing Along Building 281 282 283

New Stair Assemblies

284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305

Scope of Work Layout -Walls/Stairs Prep/Fill as-necessary Frame End Walls Install Rebar Button up forms Place Concrete Strip Form Layout Stair Adjust Fill Frame Risers Install Rebar Place Concrete Finish Stairs - Pull Risers Final Clean-up Seal & Caulk Final Remaining Stair Locations Grade to Plaza Elevator Level to Upper Plaza Level Plaza to Outdoor Kitchen Area

306

Planter Boxes & Curbs

175

2 4 8 3 6 1 3 1 2 12 5 2 8 3 5 1.5 0.8 0.5

150 168

Accessible & Upper Patio Route

313 314 315 316 317 318 319 320 321

Stormwater Management Scope of Work Large Planter Small Planters Landscape Edged Areas (2) Each Central Lawn Area Remaining Field Drains Remove & Core for New

332

Plaza Waterproofing

Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. Hrs. % % %

$299.60 $544.17 $342.40 $360.74 $311.83 $1,731.03 $299.60 $324.06 $483.03 $507.49 $385.20 $1,608.06 $538.06 $299.60 $421.89 $30,932.97 $30,932.97 $30,932.97

LF LF

$114.43 $114.43

SF SF SF SF SF LS

$34.24 $34.24 $34.24 $31.79 $34.24 $3,057.15

Ea. Ea. Ea. Ea. Ea. Locs

$3,668.59 $3,668.59 $3,668.59 $3,668.59 $3,668.59 $1,375.72

$2.32

1.8%

$0.73

0.6%

$2.15

1.6%

$1.93

1.5%

$6.85

5.2%

$17,164 $19,224 $0

$16,435 $4,109 $13,696 $63,334 $6,848 $3,057 $0

$96,300 3 6 4 3 8 6

% of total cost

$599 $2,177 $2,739 $1,082 $1,871 $1,731 $899 $324 $966 $6,090 $1,926 $3,216 $4,304 $899 $2,109 $0 $46,399 $23,200 $15,466 $0

$107,480

480 120 400 1,992 200 1

total cost / gsqft

$0 $26,750 $0

$36,388

312

323 324 325 326 327 328 329 330 331

$152.86

Total

$115,999

307 Scope of Work 308 Along Brothers Place (3) Locations 309 Located both side of center lawn (6) Locs. 310 311

322

Unit Cost

$11,006 $22,012 $14,674 $11,006 $29,349 $8,254 $0

$342,401

Conceptual Cost Opinion Trade

Quantity Unit

Unit Cost

Total

333 Scope of Work 334 Prepare Structural Deck

16,000

$5.50

$88,046

335 Install New Waterproofing Membrane System

16,000

$15.90

$254,355

336 337 338

Pavers

$227,349 5,000 2,096

SF SF

$32.04 $32.04

Central Lawn Area

345 Scope of Work 346 Install Astro-Turf 347 348 349

Trellis Structures & Railings

350 351 352 353 354 355

Scope of Work Trellis @ Kitchen Area Trellis @ Central Lawn Railing Mics. Metals

356

Site Electrical

357 Scope of Work 358 Electrical Rough-In 359 Light Fixture Allowance 360 361 362

Landscaping & Irrigation

363 364 365 366 367 368 369 370 371 372

Scope of Work Planting Soils Silva Cells/Soils Landscaping/Groundcover Trees Mulch Irrigation Landscaping Lighting

373

Temporary Protection & Access

$37,566 2,560

$14.67

Ea. Ea. Ea.

$24,457.24 $24,457.24 $61,143.10

LS LS

$91,714.64 $61,143.10

Ea. Ea. Ea. Ea. Ea. Ea. Ea.

$65,154.08 $44,023.03 $110,057.57 $12,228.62 $16,325.21 $12,228.62 $18,342.93

Install Interior Protection, Remove Ceiling Areas 376 Install Exterior Building Surfaces Protection

$2.20

1.7%

$3.06

2.3%

$5.57

4.3%

$4.21

3.2%

$65,154 $44,023 $110,058 $12,229 $16,325 $12,229 $18,343 $0

$210,633 8

Hrs.

$180.37

$1,443

Hrs.

$195.66

Remove & Reinstall A/C Compressor Electrical Disconnects, Lights Temporary Electric, Lighting Provisions Check Drains for Function

4 16 16 8

Hrs. Hrs. Hrs. LS

$464.69 $183.43 $259.86 $165.09

Remove Outer Perimeter Railing & Wall

Hrs.

$165.09

$1,565 $0 $1,859 $2,935 $4,158 $1,321 $0 $1,321

375

0.6%

$91,715 $61,143 $0

$278,360 1 1 1 1 1 1 1

$0.75

$24,457 $24,457 $61,143 $0

$152,858 1 1

3.5%

$37,566 $0

$110,058 1 1 1

$4.55

$160,195 $67,154 $0

374 Scope of Work

377 378 379 380 381 382 383

% of total cost

339 Scope of Work 340 Upper Patio Area 341 Lower Patio Area 342 343 344

total cost / gsqft

Conceptual Cost Opinion Trade

Quantity Unit

384 Erect Staging Canopy (Street to Plaza Deck) 385 Sidewalk Closure & Curb lane Permit 386 Fencing & Signage 387 General Requirements 388

General requirements for further improvements

Unit Cost

Total

Hrs.

$437.17

$17,487

1 200 50,000

LS LF sqft

$3,057.15 $18.34 $3.00

$3,057 $3,669 $150,000

7,273

sqft

$3.00

$21,819

389 390

total cost / gsqft

% of total cost

$5,948,591 $118.97

Trade Cost

90.9%

Trade Cost / gsqft % of Trade Total Cost

Design / Estimating Contingency

Subtotal Construction Cost

10.0%

$594,859

$11.90

$6,543,451 $130.87

9.09%

100.0%

TRINITY’S 2030 Vision Come and See: Building Christian Community Committed to Radical Transformation What follows is a vision for Trinity in the year 2030. This work began in the spring of 2019. Written by a faithful community striving to discern God’s will, it paints a clear and compelling picture of a preferred future. The work evolved over two years, during which more and more people were invited into the process. This final document is the product of more than 30 meetings, workshops, writing sessions, and parish-wide feedback. We look to this final document to chart our course for ministry in the years ahead. We will use this vision on a regular basis to set annual goals, create strategic plans, and keep us accountable to God and each other. We thank all who invested so much. May this narrative be the story we work toward together with God’s help in the months and years to come. Introduction: Following a Radical Way of Love It is 2030. Trinity is alive with energy, purpose, and passion. We honor our long-held identity as a progressive, inclusive, creative faith community. Accessibility and relevance have been incorporated into that identity, as we welcome those who have yet to discover the love of God we have found together in this community. Acknowledging that we are all both broken and blessed, we sustain one another living out Jesus’ Way of Love – through worship, prayer, study, giving, service, and advocacy – extending God’s revolutionary love in all that we say and do in every aspect of our lives. We welcome questions and doubts as much as we appreciate deeply held convictions and faith perspectives; we believe God’s love has no limitations. We are a beacon of hope, healing, encouragement, and inclusion in Toledo and beyond. We stand in both a beautifully restored and reimagined building, and in a loving, liberating, and life-giving online presence. We live into our radical welcome and seek and serve God in all people and respond to our neighbors’ changing needs. Ten years ago, we embraced the idea of Trinity becoming a Christian community committed to radical transformation. That transformation is clear within our church, the broader community, social structures, and most importantly, in our lives. As an intergenerational, multiethnic community, we remain committed to the work we began many years ago. Today we see our on-site and online communities have more than doubled, reflecting the diversity of our neighborhood and city. We have learned how to best support people on their spiritual journeys. More than three quarters of our community is integrated into one or more ministries or small groups, with more than half of the community involved as servant leaders for ministry, groups, projects, and service. Choosing courage over comfort, we remain active in the work of racial reconciliation and economic justice, collaborating with community partners while affirming one of our five baptismal promises: To strive for justice and peace among all people, and respect the dignity of every human being. Through God’s action in our lives and in our community, deep connections transform our lives.

Congregational Vitality: Building up the Body of Christ Within the Trinity community, God shows us we are better together: supporting the challenges of living a life of love in a world with hate; glimpsing clarity in a chaotic culture, and witnessing the wonder and joy of God’s presence in both the ordinary and the eventful. Trinity truly is Christian community committed to radical transformation. We live from a place of gratitude for God’s work in our lives and in our community, in and outside our walls, moving forward together ever hopeful. Walk into Trinity any day of the week and find signs of life everywhere. Whether people are coming for worship, a concert or art exhibit, or to volunteer with one of our community partners, they find inviting spaces and radical welcome. We are intentional in our hospitality, seeking to offer the same care and concern for each stranger who walks through our doors as we do for one another. Our welcoming spirit includes attention to accessibility. Our signage helps visitors navigate our historic building, now accessible with a new elevator. Sing-language interpreters aid worship and live performances. Accessibility is also vital throughout our expansive digital presence, Trinity@Home, with all online events closed captioned. The vitality of the community is reflected in growth in numbers and in spirit. Our worshipping community has doubled, and an ever-growing “soft-borders” community join us for activities beyond worship. Relationships are enriched through movie nights, public forums, and pop-up dinners. Our church culture encourages members to naturally support one another, with prayers, meals, and rides. We show up for each other in times of tragedy and joy. In response to the experience of the extravagance of our Loving God, we give out of a sense of abundance. Acknowledging the financial gifts of our spiritual ancestors, we share our own financial gifts with the church. Our planned giving program provides opportunities to serve the Trinity community well into the future. We measure our community’s vitality in many ways - qualitative and quantitative. Today we find ourselves overflowing with joy, compassion, generosity, and radical love - evidence that God’s Spirit is at work among and within us. Worship: Reverence and rejoicing through radical welcome Weekly and special worship services continue to be the primary reflection and experience of Trinity’s radical welcome. Through our liturgy, we combine our reverence for our rich Episcopal tradition with an expansive, modern expression of God’s love. We offer openarmed hospitality, accessible theology, creative expression, and deep connection to God and to one another. Community participation is a hallmark of our worship. Members of all ages participate in worship: lighting candles, proclaiming scripture, and offering personal reflections. Our teens and young adults have adopted our intercessory prayer ministry, praying with those who request it. We responded to 2020’s pandemic with a new digital expression of sharing God’s love through online worship, and that continuing ministry provides yet another loving and joyful vision of Jesus’ Way of Love. We honor the liturgical seasons, exploring new ways to deliver the message of God’s love through prayer, ritual, and music. We create our own additional texts and music as another way to welcome many. The sum of all our worship aims to offer an experience of God's unconditional love, resonating through heart, soul, mind, and body. Our willingness to, and success in, pushing the boundaries of Episcopal liturgy has drawn attention. The book we wrote about our practices -- a best seller for the publisher for three years --

details how we combine emergent spiritual expression with ancient liturgy, creating worship that leaves us filled with the joy of being fully alive. We are invited to present at least four times a year to dioceses across the Episcopal Church and other denominations. It is exciting to see how our worship schedule has grown over the years. Today we have many days and ways to gather as a community. The 2020 pandemic pushed us from our worship comfort zone, and we have never looked back. We continue to grow and expand in membership and engagement through both in-person worship and Trinity@Home. We take pride in welcoming, through our doors and our digital presence, people looking for a way to follow Jesus, to proclaim the Good News, all while living into an expansive and progressive expression of Christianity. Music: Making a joyful noise Music is an integral part of our worship, welcoming participation by members of all ages and levels of musical experience. Opportunities include Trinity choir, Trinity’s singers, our children’s choir, our house band, Trinity bell ringers, and our ever-popular ukulele choir, with other musical groups organically forming and dissolving. Our wide musical palette creates a unique soundtrack, pushing the boundaries of traditional church music. We move seamlessly from full-bodied congregational singing to an a cappella high school choir; from chamber music to opera; from traditional hymns to gospel, from contemporary praise to jazz (including popular weekly jazz vespers). The arts are also an important part of our liturgies within our sanctuary and online. The visual arts, dance, drama, poetry, puppetry, and more invite participants to engage with worship more fully. Spiritual Formation: Growing a community of learners and disciples Spiritual formation refers to all we do as a community, encouraging lives of deep faith, commitment, and reflection. Growing out of three of the five promises in our Baptismal Covenant, we ask: Will you continue in the apostles’ teaching and fellowship, in the breaking of bread, and in the prayers? Will you persevere in resisting evil, and whenever you fall into sin, repent, and return to the Lord? Will you proclaim by word and example the Good News of God in Christ? We answer: We will, with God’s help. Honoring the God-given diversity of our members, we nurture spiritual growth in a multitude of ways. Prayer partners and identity-based and topical small groups provide nurturing mutual support. Classes and study groups explore our faith and view current events through that lens. Our annual all-parish retreat, planned and led by members, is one of our most well-attended activities, fostering a deep experience of God’s presence. We welcome the richness of interfaith gatherings and annually offer the Toledo Faith Speaker Series. These gatherings build meaningful relationships and a more respectful understanding of the wide diversity of faith traditions throughout Toledo and the world. We are delighted when visitors say we are different due to what we offer. We encourage members to try new things and ask for what they need. The result: a vibrant and dynamic spiritual community with multiple opportunities for visitors as well as new and long-time members.

Children & Youth: All are welcome and wanted Our commitment to the spiritual formation of our children and youth can be seen in worship. All ages worship together, even our youngest, so they grow up knowing that they are valued. These hands-on worship experiences provide developmentally appropriate learning and tangible connection to our rich traditions. Trinity’s children and young people know without a doubt they are wanted and welcome. Before or after our primary worship services, we offer formation opportunities for all ages. Our youth group is vibrant, involved in service, social, and formation activities locally as well as in diocesan youth events and the triannual Episcopal Youth Events. Social Justice/Social Service: Respecting the dignity of every human being Our commitment to social justice and social service is based on Jesus’ example and the final two questions of our Baptismal Covenant. We ask: Will you seek and serve Christ in all persons, loving your neighbor as yourself? Will you strive for justice and peace among all people, and respect the dignity of every human being? We answer: We will, with God’s help. Our affirmative response encourages us to lean into the Way of Love. We learn through our own and other faith traditions, and we strive to be a welcoming, justice-seeking people, propelled by God’s love for us, and our love for God. We make a clear distinction between social justice and social service. With social justice, we educate ourselves and work to dismantle the structures that allow some groups to benefit while other groups are oppressed. With social service, we work with other organizations, providing direct services to our neighbors in need. Both parts – working to dismantle oppressive systems while also providing support to those in need – are part of the work God has called us to do. Today we embrace a model built on mutual respect and a generosity of spirit. We reach out to make connections with people in need. We walk side by side, offering our support and in return discover radical transformation. Our lives continue to be forever changed as we embrace kinship with our siblings and an ethic of working together rather than doing for others alone. We believe God calls us to freedom, and no one is free until all are free. We urge all members of our community to use their hearts for caring, their feet for marching, their souls for praying, and their resources to support our collective holy work. In support of this call, the Trinity Response Team connects our faith community with opportunities to mobilize for community issues and events requiring education, conversation, advocacy, and witness. Over the past 10 years, we have focused on gun violence, food insecurity, racism, human trafficking, young adults who age out of foster care, and LGBTQIA+ adolescents at high risk of being without shelter. Community Partnerships: Changing the world together To seek and serve Christ in all persons, we identify unmet needs in our community, partnering with others to extend our reach. This process led us to offer free laundry services and haircuts to unhoused individuals, and use of our commercial kitchen by social entrepreneurs. Our community commitment is long term and nimble enough to respond to needs as they arise. We invest in relationships with area organizations, including other service-minded faith communities, Toledo Public Schools, agencies serving children and youth, food/employment providers, and housing advocates.

We recently celebrated a decade of support to young adults exiting foster care. We offer this often-invisible group, whose marginalization we’ve long recognized, an innovative groupmentoring model launched years ago at Trinity. We recently had our 25th participant finish this program, and our Better Together Toledo ministry is widely identified as a high-impact program. Community Engagement: Being the church in and outside of our walls Music and the arts expand our community engagement for activism and advocacy. We sponsor free community concerts, workshops, and lessons for all ages and abilities. Our partnerships with schools and arts organizations have led to programs such as our resident artist program, bringing in diverse artists for a season of workshops, master classes, performances, art installations, readings, and lectures. Both our sanctuary and community performance space are in high demand, reserved months in advance. We offer flexible options, ranging from one-time space rentals to integrated programs with full Trinity partnership. Our building -- literally an offering to the community -- provides creative spaces for public use indoors as well as on our newly redesigned plaza. Our fees are clear, reasonable, and elastic when necessary. The greater Toledo community uses our space in many ways: a nondenominational small-church music conference; dinners and event receptions; organizational retreats; performer auditions; concerts, recitals, plays, and poetry slams; and monthly dinners for youth aging out of foster care. People come as visitors, and many stay, finding a place of meaning, belonging and authentic community- a spiritual home. Come and See.

“What Else, What’s Next, What’s New” Trinity Episcopal Church at 175 Years Report and Recommendations for the Future The Building Future Task Force May, 2017 From an interview with Bishop Mark Hollingsworth: • • •

It is very important for Trinity as we undertake our “mission strategy work” to assure that we are creating the strongest basis for our witness and service going forward. Our building is a key asset for that work. We must be asking ourselves “what else, what’s next, what’s new” for the future.

The Charge to the “Building Future Task Force” by the Trinity Vestry The BFTF was formed by the vestry to “assimilate parishioners’ perspectives and the expressed vision of the parish, input from our nearby neighbors, input from our ministry partners, obligations on Trinity as a matter of agreement or law, and technical assessments of our structure.” The BFTF does not take the place of, or have the responsibilities of the standing Building and Grounds Committee of the parish. The BFTF is charged by the vestry to help Trinity develop a plan for how its building can best serve the mission of the parish in the future. To accomplish this, the BFTF is responsible for providing a “written recommendation for a planned re-investment in Trinity’s facilities to be made over the next 3-4 years.” The BFTF Members The vestry reviewed and approved the following members for the BFTF: • Hugh Grefe, Chair • Tim Reeder, Chair of the Building and Grounds Committee • Chuck Abood • Mike Lowrey • Dennis Degnan • Mary Beroske • Gary Franklin • Su Elliot • Bob Meeker • Greg Shumaker, ex officio • Julie Beitelschees, Interim Rector Executive Summary The Building Future Task Force (BFTF) has prioritized over $1,200,000 (in preliminary estimates) in capital investments for the renovation and modernization of Trinity Church for the next several decades of witness and ministry in downtown Toledo. In developing this report and recommendations, Task Force members interviewed over two dozen downtown organizations and neighbors, ministry partners, and leaders from outside the church family. In addition, the BFTF facilitated two idea gathering sessions to get the thoughts of Trinity members. The BFTF Process Trinity members and those outside of Trinity who were interviewed have been enthusiastic and offered numerous ideas and recommendations. It is important that going forward Trinity leaders continue to inform and stay in contact with those who have participated in this process; they are eager for Trinity to proceed and they will be supportive as the parish implements its plans. 1

It is important to note that the BFTF recommendations are in addition to, and not in conflict with the need for routine maintenance of the facility, which is the ongoing responsibility of the Building and Grounds Committee of the parish. The vestry, working with the new Rector, will need to assure that professional and parish oversight of the renovations and modernization investments is formally assigned to appropriate parties to assure success with this plan. Beginning in February 2017, the BFTF met regularly to organize its work, and to review updates of its interviews and other appropriate information. Members interviewed representatives of two dozen organizations and facilitated two “dreaming sessions” during which 27 parishioners participated. A list of those who contributed their ideas to this process is included in the Appendix along with written notes of interviews and meetings. Energizing the Future: Programming and Collaboration Opportunities How can Trinity maximize its witness to those already known and those not yet, but about to be, met? The value of the endowed blessing of the Trinity building and generous previous generations is patently obvious. Now, the task is to envision aggressive, intentional initiatives to increase the Impact of God’s grace during this generation’s stewardship. Said one task force member poignantly, “It’s a waste unless we do something.” Salient themes emerged in our interviews and meetings. Almost all organizations’ representatives interviewed want to use Trinity’s varied spaces, especially if renovated to market standards, accessible and available. Artistic, community, corporate and celebratory events mentioned include all manner of performances, lectures, gallery exhibits and rehearsals; offices for emerging non-profits, meetings, corporate and non-profit retreats; community organizing, sponsored social cause meals and downtown interest group forums; noontime lunches (with a social justice purpose), weddings and receptions; start up entrepreneurial, nonprofit or artist studio space; plaza concerts, recitals and parties; yoga and exercise classes; minimedical clinics . . . and so much more. The Valentine has already referred a double-booked event toward Trinity’s sanctuary. Every place inside the building came to mind, especially since most knew the building already from services, performances and, notably and fondly, My Brother’s Place. Some applications were obvious: performances in the Sanctuary. Some were less so: non-profit social service startups in the former classrooms in the Undercroft. Some were ambitious: jazz and dance series corporate funded on the plaza with stage lighting and sound. Some were more pedestrian: any of seven different meeting spaces for aligned causes (Living Room, Walbridge, Undercroft, Bride’s Room, Large Conference Room, My Brother’s Place and the Overlook Room on the second floor). So, we can readily imagine a night with multiple meeting rooms in use. St. Mark’s Chapel is housing an intimate performance. A community organizing event fills one of the larger venues. My Brother’s Place is buzzing with before and after event visitors. Set up for the weekend wedding has the Sanctuary agleam, but it’s ready for a quick change out for Saturday’s performance and Sunday services. Many hundreds of people have Trinity in their plans. The list of possible collaborators swells easily. The committee spoke with seven arts, entertainment and cultural organizations. Another seven organizations represented corporate and civic interests. Eight social service organizations were included. Representatives of the Diocese and West Mission Area Council, along with many in the congregation, added Episcopal and parish insight. Some ideas generated immediate Building and Grounds improvements, many already in progress. 2

A number of these events can be revenue-producing and require the need to have appropriate staff to plan, coordinate, prepare, execute and maintain the dozen different venues in the building. Having space worthy of rental fees, and a pricing policy to address that, along with donated or break-even usage will be needed to reflect Trinity’s stewardship and mission. The particular skills needed to market and communicate Trinity’s capabilities, once renovated, will be covered later in this report. Organizations interviewed deserve to be updated on progress, so as to demonstrate that we are keeping promises of renewal, being present for downtown communities’ needs and ministering to the growing energy of Toledo’s continuing renaissance. One interview stands out, suggested by Bishop Mark Hollingsworth. Katie Ong-Landini, former senior warden of Christ Church, Shaker Heights, and manager of Bellwether Farm, the Diocesan Camp Conference and Retreat Center in Wakeman was inspirational. This parish had been on a similar arc to Trinity’s, albeit a half dozen years ahead on the path. She reports that taking time to discern community needs to mesh with congregational mission and preference leads to inevitable synergy. Maximized building space and dynamic programs with newly connected partners led to 50% increases in Sunday attendance, membership and pledges over several years. Literally, build it (right) and they will come. Housed in church building space are dance and music non-profits. Individual visual artists and non-profit social service groups. They have just launched an art exhibition gallery with emerging artists. New people are encouraged to visit and “discover” the Episcopal Church housed in the same building. The City of Shaker Heights decided to subsidize the transformation of a 1950’s shopping center across the street into what may arguably be the performing arts complex destination on the Eastside of Cleveland. It seems civic plans followed the church’s investment and renovation. A central tenet advanced by Ms. Ong-Landini concluded that taking the time to engage fully in coordinated, thoughtful, forward-leading design work must occur before going public and seeking funding, especially from new partners. Also, she encourages Trinity to be open to the Holy Spirit who will add in unimaginable opportunities to directed, on-mission efforts. Some local examples could include collaboration with solid organizations using existing programs at Trinity (i.e, the Artist Series already does). Start-up organizations seeking innovative building partners could intermix with Leadership Toledo staff and participants. Overlapping meetings, trainings, community forums and networking would become daily shared common space occurrences, all aligned around the Trinity mission (i.e. YWCA’s I Rise Unity march on January 20 culminating in the Sanctuary). Trinity can partner with The Valentine Theatre’s marketing, box office and technical abilities. HCR ManorCare, ProMedica, Downtown Improvement District and Imaginations have all suggested using Trinity for corporate staff offsite retreats, meetings and trainings. A larger vision includes the expansion of a St. Clair and Adams Street entertainment district (from Mud Hens Stadium, Hensville, Civic Center, Huntington, the former KeyBank/Toledo Trust headquarters now owned by the Hens/Walleye, Valentine, Trinity, Imagination Station) connected as a pedestrian-friendly corridor by attractive lighting and decorated archways (like Short North in Columbus), says Tina Skeldon Wozniak, Lucas County Commissioner. The driving evangelical premise is that by opening as many doors as possible, literally and figuratively, we will grow Trinity in impact and strengthen our witness throughout this community. We will steward resources much better and serve Christ’s mission. This theme is woven into each conversation this committee has had. 3

This speaks to the dominant finding of this report. Full accessibility must be primary, is mandatory, and is directly on Trinity’s purpose. Indeed, access is the tagline for this report. All are welcome! Open the doors! Let us make ourselves ready to be good stewards and live out the promises of our forbearers to the future inheritors. It is our calling. BFTF Final Recommendations We have organized our recommendations around three main ideas: 1. We must dramatically improve the accessibility of our building. We simply cannot be hospitable without doing so. a. Replace our elevator with a modern ADA-compliant elevator. b. Add ADA-compliant restrooms on the second floor and basement. c. Add power doors at key access points with intercoms. d. Improve signage and telecommunication at access points. e. (Repair of the closed front entrance to the office has been approved now that the engineer’s report has confirmed the extent of the corrosion to structural members. Also, ramps are being designed for access to the basement and the St. Mark’s Chapel.) 2. We must dramatically improve the “face” of Trinity to the community. Our property must be welcoming and attract people to use it. a. Along Adams Street: i. Use banners and signage to add energy and information. An example would be banners announcing that we are “175 years young” to be hung ASAP from the existing banner mountings. We can also promote various art and education opportunities in addition to our worship schedule. ii. Enhance and maintain our plantings, railings, etc. b. Along St. Clair Street i. Create a welcoming and attractive place for neighbors and passersby to sit and enjoy conversation. This can be done in concert with the installation of the “Homeless Jesus” sculpture now under consideration. Additional seating and landscaping will enhance this area. ii. Install a custom designed glass canopy that will shelter the entry to Next to New and the new seating area. Evaluate the need for similar canopies over the entrance to St. Mark’s Chapel and iii. the basement. The Plaza c. Background – Trinity is obligated to repair and maintain the Plaza for the next 70+ years as part of the agreement providing Trinity the use of the parking garage for those attending worship. The original design for the Plaza included a glass atrium along the wall adjacent to My Brother’s Place. The atrium was not built. It was designed to direct water away from the building. The surface of the Plaza adjacent to the building was not designed to handle water since it was to be an interior floor not exposed to the elements. The absence of the atrium is a major contributor to the water damage (corrosion of steel structural members, etc.) that has plagued the office wing. In addition, the inadequate drainage and surface design and construction of the Plaza have resulted in numerous areas of deterioration including the collapse of the stairs from the Plaza to Adams Street. i. Redesign and replace the Plaza drainage and surface. In view of the high priority for improving accessibility to our facilities, the Plaza should be configured to maximize barrier-free space on a single level. Planters must be designed for ease of care and maintenance to include adequate drainage and access to plant watering systems. 4

Railings matching those on the new stairs should be installed throughout. Access to electrical service should be included. ii. Install a glass atrium along the building adjacent to My Brother’s Place to create expanded “interior” space accessible to the Plaza. This can be designed to match the glass canopy along St. Clair Street. 3. We must make significant improvements to our interior spaces in order to increase their utilization in the coming years. Here are some key goals so far. a. Meeting rooms on the second floor must be upgraded with current technology (computer, projection, white boards, wifi) and surface coverings, furniture, and lighting must be modernized. b. The St. Mark’s Chapel renovation should proceed once the design concept is received and approved. c. Way-finding must be improved by enhanced lighting and signage. d. Until and unless demand for a more expansive kitchen emerges, we do not recommend any changes. Immediate Next Steps It has been said that “a journey of a thousand miles begins with a single step.” Accordingly, the BFTF strongly recommends several immediate steps be taken by vestry: 1. In anticipation of the call of a new Rector in the near future, the BFTF recommends that vestry authorize the wardens and any others they desire to use this report to develop a scope of work to seek proposals from professional design firms. The selected and retained firm will be responsible for assessing how to accomplish the identified renovations, to prepare cost estimates, to prepare timelines, and to advise the vestry on sequencing and coordination with the approved repairs to the Adams Street entrance to the office wing. The report developed by the professional firm will allow vestry and the new Rector to organize the financing and implementation of the renovation and modernization priorities identified in these recommendations. 2. A number of ideas have been received that are “low hanging fruit;” they can be readily and quickly implemented, and will create immediate change visible to all who visit Trinity or work and live nearby. These include: a. Vestry should immediately make standard the practice of unlocking and identifying the at-grade doors to the right of the main entrance to the Nave to assure accessible access. This should become a routine part of Sunday morning duties for the ushers. b. Review and approve installation of banners on the Adams Street façade. A proposal will be received soon. c. On the St. Clair Street facade, the glass canopy, the Homeless Jesus sculpture, and the “peace” garden with benches are all fairly short-term opportunities. (The plan now underway to install ramps to the undercroft and St. Mark’s Chapel is a further enhancement for the St. Clair Street façade.) d. Vestry should immediately retain a professional to develop and implement a comprehensive way finding plan for the entire facility. An additional near-term recommendation is: In anticipation of the installation of a new Rector, the BFTF recommends that the vestry and personnel committee begin drafting an organizational and staffing structure for consideration by the vestry and new Rector. In particular, this organizational and staffing structure should include job descriptions that address the need for event and building coordination, sexton services, and communications/marketing of Trinity’s numerous ongoing programs as well as the potential for new additional uses of the facility. The new Rector, vestry and personnel committee can jointly finalize and implement the revised organizational and staffing plan. 5

BROTHERS PLACE

PROGRAMMED GATHERING SPACE • DIRECT ACCESS TO BROTHERS PLACE

• SMALL PROGRAMMED SPACE • TRANSITIONAL • FLEXIBLE

FUNCTIONAL-USE DIAGRAM

TRINITY EPISCOPAL CHURCH

ADAMS STREET

STREET VIEW SPACE • SMALL GROUP GATHERING • EVENT SPACE • DOWNTOWN VIEWS

CENTRAL CIVIC SPACE • LARGE GROUP GATHERING • EVENT SPACE • MULTI-PURPOSE

FOUR SEAGATE CENTER

ACCESS SPACE • TRANSITIONAL SPACE • DOWNTOWN/RIVER VIEWS

PEDESTRIAN ACCESS • TO DOWNTOWN STREETSCAPE RIVER VIEW DECK • SMALL GROUP GATHERING • EVENT SPACE • DOWNTOWN/RIVER VIEWS

SUMMIT STREET

TRINITY EPISCOPAL CHURCH

March 09, 2021

ELEVATOR

BROTHERS PLACE

PROGRAMMED SPACE • GAMES • PING PONG • CHESS

COVERED OUTDOOR KITCHEN • GRILL AND SERVING STATION DECORATIVE HARDSCAPE

STAIR ACCESS

ADAMS STREET DECK • VIEWS TO DOWNTOWN STREETSCAPE • OUTDOOR DINING • CANTENARY LIGHTING

PRELIMINARY DESIGN

TRINITY EPISCOPAL CHURCH

UPPER PATIO SPACE • BROTHERS PLACE PATIO • OUTDOOR DINING • CENTRAL LAWN VIEWS

LANDSCAPED EDGE

ADAMS STREET

WALK TO UPPER PATIO

TRELLIS ENTRY FEATURE

CENTRAL LAWN • MULTI-PURPOSE • FLEXIBLE • LARGE EVENTS

STAIR ACCESS

FOUR SEAGATE CENTER

STAIR ACCESS LANDSCAPED EDGE

ACCESSIBLE ROUTE

ENTRY SIGNAGE • WAYFINDING INFORMATION PEDESTRIAN ACCESS • DIRECT ACCESS TO SUMMIT STREET/ ADAMS STREET INTERSECTION

RIVER VIEW DECK • VIEWS TO DOWNTOWN STREETSCAPE • VIEWS TO RIVERFRONT • VIEWS TO IMAGINATION STATION • VIEWS TO RENAISSANCE HOTEL • OUTDOOR DINING • CANTENARY LIGHTING • DECORATIVE HARDSCAPE

TRINITY EPISCOPAL CHURCH

STAIR ACCESS

ELEVATOR

SUMMIT STREET

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LANDSCAPED PLANTERS • SHADE TREES