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Home My WebLink About2023-03-20 Study SessionASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, March 2O,2023 Council Chambers, 1175 EMain Street View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (In -Person or Zoom Meeting Access).For written public testimony, email public-teStiDl0Dy@@Shl@Dd.Or.U3 using the SUhie[t line: Ashland City Council Public Testimony. For public Ur8| testimony, fill out a Speaker Request Form atash |aDd.Or.US/spea ke[[8qUeStand return tOthe City Recorder 8tnO2liSs8,hUht@l8@8Shl@Dd.Or.Us 5:30 p.m. Study Session 1. Public Input (Up 1o1Sminutes) Z City COuOd|O[S Svv8a[iOg-|D (Positions #Z &#3) 3. Transportation Advisory Committee Annual Report 4. 2O23-2O25Biennium Budget C|P 5. City Facilities Optimization Plan 6. Adjournment of Study Session |ncompliance with the Americans with Disabilities Act, ifyou need special assistance toparticipate inthis meeting, please contact the City Manager's office at 541.488.6002 (TTY phone number 1.800J352900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements toensure accessibility tuthe meeting <28[FR35.1O2-3S.1O4ADATitle |>. SUMMARY Before the Council ioa presentation of the n/8-YerCapital Improvements Program (C|P)for years 2O23- 2029. The CIP is based upon each enterprise fund's master plans, facility plans, and operational requirements of the departments or divisions. The focus of this staff report is on the two-year project period that will be part of the 2023-2025 Biennium Budget process with a request for appropriations as outlined for fiscal years 2024 ond2O25. POLICIES, PLANS & GOALS SUPPORTED City Council Goals: Essential Services ° Electric ° Sewer • Streets 0 Water ~ Stormwoter ° Parks Maintenance Value Services Emergency Preparedness Address Climate Change Multi -modal Transportation All -Age Friendly Community Water Conservation CEAP Goals: Address Climate Change bvhelping toreduoe4oh|ond'ugreenhouaegomenlissionoondtoproponsthocitv's communities, systems, and resources to be more resilient to climate change impacts. Department Goals: * Maintain existing infrastructure to meet regulatory requirements and minimize life -cycle costs ° Deliver timely life cycle oopiLo| improvement projects w Maintain and improve infrastructure that enhances the economic vitality Vfthe community • Evaluate all city infrastructure regarding planning management and financial resources Page I of 10 BACKGROUND AND ADDITIONAL INFORMATION The CIP is a living and evolving document that is built upon a foundation of master planning. The CIP requires biennial updates based on updated master plans, changes in need or prioritization, changes in funding mechanisms and changes togoals orpolicy directions. The City distinguishes capital projects from general maintenance items. Capital projects are typically for new construction, expansion, major renovations, replacements, or projects that substantially increase the life of an asset. Many projects are multi -year, beginning with planning, design then construction. Some have multiple funding sources including grants and debt service instruments that are paid back through user fees from each specific enterprise fund. Master plans o[similar planning documents ensure the corresponding utilities and enterprise funds can accommodate growth and keep infrastructure systems fully operational and meet regulatory requirements. Moaterp|ansehob|eo|ong-terrnp|ontobedeve|opedondmtvengthentheinten1toprooentthernoei responsible infrastructure improvement costs. Master plans assess the existing systems, establish level of service goals, review future demand, develop a plan for capital improvements, operations, and ultimately propose a financial plan with associated rate structure and other financial guidance to enable adherence to the plan. Typically, master plans are reviewed and updated every 7-10 years depending upon the system changes and should be evaluated at every two-year budget cycle to verify priorities and make necessary changes. Updates on this frequency ensure inclusion of Council goals, new ordinances, changes in the procedures and development of our community, as well as technology advances. During the last C|Pdevelopment for the 2021-2023Qudget, staff added columns to the C|Pspreadsheet document Loprovide additional information regarding project need. These columns include: l. Regulatory - infrastructure is due to be upgraded or nap|ooed to ensure regulatory compliance 2. Copooity-infroot[ucLun*iodefioientinpr 'eotedoopooityneedoondupArodeunaededtoprovdefor capacity requirements 3. Defioioncy- infrastructure iodeficient in some manner and oore|o1eavvith meeting capacity requirements urjust o lack ofinfrastructure in place (example -sidewalk gaps) 4. Life Cycle -infrastructure is at the end of its useful life and due for replacement Each project within the two (2) year CIP will have an individualized project narrative and budget breakdown developed. This will be incorporated into the full CIP Book brought forward for formal adoption at a future Counoi|BuaineooMeeting.TheC|PbookvviUo|oocontaintheuix/6\yaor|ookohgodand1he|ongtgrrn,tv/ontY (20) year project list. This format is similar to what was presented and adopted by the Council previously ). The final adopted CIP and book will be posted on the website and the CIP dashboard will also be updated to reference the new CIP. (CIP Storybook). Transportation Network: The focus ofthe Transportation C|Pare roadway rehabilitation projects and improving thePoven1ont Condition Index (PCI) rating. The City has a goal of maintaining all roadways at a 70 PCI rating or better, Reference figure I below for a visual representation of PCI's. in addition, there is a focus on the roadway Page 2cdlO rehabilitation projects to include buffered or protected bike lane facilities tn promote an improved rnuKinnodo|tnonnportotion network meeting the current Transportation System Plan Goals. The Ashland Street rehabilitation project slated for construction in 2023 has upgraded the design to include a protected bike lane. The design engineers will also be looking at this option for the Mountain Avenue project and for the future Oak Street Rehabilitation project. During the design process for the major rehabilitation projects traffic ou|rnin8 and pedestrian safety improvements will be prioritized for inclusion as well as potential bike facility improvements. Staff expects to begin the Transportation System Plan Update in 2024 and this will help develop and drive future project priorities for the community. Per the code, the City's Transportation Committee has reviewed the Transportation Network CIP and recommended Council approve as presented, Figure 1: Pavement Condition Index l. Hardesty Site Development & Equipment Storage (in a. Relocate metal building from B Street Yard to Hardesty Property b. Construct new metal equipment storage building on Hardesty Property 2 Chip Seal Page 3ofl0 "JI o. Chip nom| dirt roadways within the City to reduce particulate matter 3. Clay Street o. Construct new roadway along middle Clay Street (sidmvvo|k,uurb/gutier, pavement, etc.) Reconstructions*: l Ashland Street Reconstruction (in progress) n. Roadway reoonstruotion,4DA improvements, crossing improvements, traffic oo|rning and bike facility improvements 2. North Mountain Avenue Reconstruction (in progress) u. Roadway reoonotruotion,ADA improvements, crossing improvements, traffic calming and bike facility improvements 3. Oak Street Reconstruction o. Ruodvvoy reconstruction, 4D4 improvements, crossing improvements, traffic calming and bike facility improvements *Note: The roadway reconstruction projectsare supported bvthe allocation VfFranchise Fees within the budgeL This allocation is meant to cover debt service requirements for each rehabilitation project Sidewalk/Pedestrian: l. Beaver Slide o. Remove vehicular access and create bicycle and pedestrian pathway tothe Water Street connection b. Coordinate with the Oregon Department of Transportation with signalization project at East Main Street and Water Street l. 0Street Bicycle Boulevard o. Create bicycle boulevard system along BStreet with ejgno0eand striping improvements with potential speed limit reductions 1 Eighth Street Bicycle Boulevard o. Create o bicycle boulevard system along Eighth Street with signogound striping improvements with potential speed limit reductions Wastewater System: The focus ofwastewater C|Pprojects are tomeet DEQNPDESregulatory requirements while performing major life cycle replacement upgrades. Also 000utlined inthe Wastewater Collection SYakern Master Plan, staff expects tocontinue with inflow/infiltration /|/|\ source analysis inorder todevelop projects that reduce |/i Wastewater Treatment l. Water Quality Trading (in progress) (Regulatory) a. Riparian Restoration to meet NDPES Thermal Load Limits Page 4o/lO o. Life Cycle replacement ofthe current UV system that also increases capacity 3. Membrane Replacement /nenukotmrKCapacity, Life Cycle) o. Life Cycle replacement oftwo membrane trains 4. HeodVvorko|rnprovennento /Rm(7ukztorKDeficiency, Life Cycle) o. Upgrades tothe treatment plant heodvvurkx 5. Harmonics/Telemetry /R*gub/Coq<Deficiency) o. Electrical improvements to reduce harmonics G. Secondary Clarifier /8egu/o&7rKCapacity, Deficiency, Life Cycle) u. Upgrades to clarifier to increase capacity and improve clarification process Wastewater Collections Projects: lHardesty Site Development & Equipment Storage (in o. Relocate rnoto| building from B Street Yard to Hardesty Property b. Construct new metal equipment storage building onHardesty Property 2. in house pipeline replacements (Regulatory, Capacity, Deficiency, Life Cycle) o. Life cycle and capacity pipe replacements done byCity forces 3. Trenoh|eoaLiningu /Re{7u/uboq|Deficiency, Life Cycle) o. Cured in place lining for collection system lines not easily accessible for standard replacements 4. inflow and Infiltration Reduction Program (Regulatory, Capacity, Deficiency) o. Investigate and develop small maintenance projects b}reduce |/| 5. Bear Creek Interceptor /»egukztoq<Capacity, Deficiency) o. Upoizeemioting interceptor line toaccommodate growth Water System: The focus ofthe water C|Pprojects are Losupport major maintenance and life cycle replacement of distribution system lines, TAP system improvements, safety improvements to Hno|ar Dmrn and development of the new 7.Ok4GDWater Treatment Plant. The projects are meant to reduce risk and increase resiliency for the City's water system. Water Supply: l. Dam Safety Improvements (in progress) Deficiency) a. Raising the left and right hand side parapet wall to convey the potential maximum flood along with other maintenance improvements toHuolenDam 2. East and West Fork Transmission Line Rehabilitation (in progress) (Deficiency, Life o Replacement of approximately l880' of steel tnonarnioe<on line connecting the ooat and west forks of Ashland Creek to the raw water line 3. lOMGDWater Treatment Plant (in progress) Life a. Construction and construction administration of a new 7.0 MGD water treatment plant facility Water - Pump Station l TAP Booster Pump Station Generator (in progress) (Capacity, Deficiency) Page oof 10 �� r qf 7�� a. Install a backup power generator Water - Pipeline Improvements l. Annual Pipeline Replacement Life o. Replacement of aging or maintenance heavy distribution mainlines bvCity forces 2. Distribution Pipe Projects /Regu6ob/ry,Capacity, Deficiency, Life Cycle) u. Replacement ofaging or maintenance have distribution mainlines bycontracted forces Water - Operations and Maintenance 1. Telemetry Upgrades (Deficiency, Life Cycle) n. Improvements tocommunications between the water treatment plant and distribution system reservoirs and pump stations TAP - Supply Improvements 1. Non-peak/emergency Supply Connection from Ashland to Talent& Phoenix o. Provide opressure regulated bypass connection around the Ckv's TAP booster pump station tn provide water during non -peak and emergency periods to Talent and Phoenix. TAP - Booster Pump Station Improvements (BPS) l. Regional BPS Short Term Expansion (in progress) (Capacity, Deficiency) o. increase pumping capacity of the regional booster station for the TAP group 2. Regional BPS Programming Updates (in progress) (Deficiency) o. Improve telemetry between the regional BPS and the TAP group 3. Talent BPS Generator (in progress) (capacity) o. Install obackup power generator for the Talent BPS 4. Talent BPS Expansion (in progress) Deficiency) o. |norgooe pumping capacity of the Talent BPS to meet future demand needs including the City of 5. Talent BPS Seismic Upgrades (in progress) a. Structural upgrades to BPS to meet seismic loading conditions TAP - Pipeline Improvements 124" Pipeline Seismic Upgrades (Deficiency) a. Seismic upgrades to a 24" transmission line supply TAP group Storm Drainage System: The focus ofstorm C|Pprojects are ioreduce flooding and improve capacity within the system. The storm drain system is regulated by DEQ under the City's issued MS4 permit. l. Hardesty Site Development & Equipment Storage (in progress) a. Relocate metal building from B Street Yard to Hardesty Property b. Construct new metal equipment storage building on Hardesty Property Page 8of0 �� m 1 StornnvvoherTnanch|ousPipe Lining o. Cured in place lining for collection sYnLern lines not easily accessible for standard n*o|ocanlnnts 3. North Mountain Avenue Drainage Improvements (in progress) o. Improvements to the conveyance and detention of storm water on N. Mountain Avenue in conjunction with the roadway rehabilitation project o. Improvements to reduce flooding at the intersection of Siskiyou Boulevard and University Way 5. East Main Street u Improvements to reduce flooding at the intersection of East Main Street and Emerick Street The focus ofairport C|Pprojects are grant funded pavement rehabilitation improvements and anapron expansion tosupport future hangar development. 1. Taxiway Rehabilitation (in progress) (Deficiency, Life Cycle) o. Construction phase for rehabilitation of the Airport 2. North Apron Expansion (Defiokpnny) o. Design and Environmental review to expand existing apron for future hangar construction The focus cfthe facilities C|P projects is performing major building rehabilitations and maintenance along with starting the Facility Optimization and Master Plan process. l. City Facility Upgrades and Maintenance (Regulatory, Deficiency, Life Cycle) o. Maintenance projects associated with City facilities including HV4C replacements, roof replacements, major maintenance improvements 2 City Facilities Optimization Plan &Program (Regulatory, Deficiency, Life Cycle) o. Develop an updated City Facilities Plan and associated prioritized improvement structure. Incorporate formal assessments into City's asset management database 3. Briscoe School Improvements /Deficienc>|Life Cycle) o. Roofing, flooring, asbestos removal and HVACimprovements toBriscoe School insupport of Oregon Childhood Development Coalition program 4. Community Center and Pioneer Hall Rehabilitation (Regulatory, Deficiency, Life Cycle) o. Structural and 4DA Improvements toeach facility In addition to major capital investment as mentioned above, studies assist in developing prognznnnlotkc needs moving forward and there are several studies in the six -year outlook that have been identified. Studies include: l. The Oregon Health Authority requirement for updating the existing Water Conservation and Management Plan. The update to this plan will also include o refreshed look otclimate modeling and its effect on the CitY'owater supply options. Page 7of0 � 2. The TSPupdate was planned for the current biennium but due to changes in the Transportation Planning Rule and available funding through the Oregon Department of Transportation, the study was postponed tnLho2023-2O25Biennium. 3. The Facility Plan will update space needs and programming for staff facilities with a focus on optimizing the organizational structure to satisfy customer service and public meeting requirements will also providing flexibility for staffing operational changes based on the potential for increased telecommuting by staff. The plan will recommend projects to be implemented in the City Facility Optimization Program. 4. Part The CAisoCode ofFederal regulations requirements for owners and operators of hydroelectric projects licensed under the Federal Energy Regulatory Commission. 5.Wastewater The feasibility study will analyze the effect and impacts of potential cold -water release from Reeder Reservoir in fall in order to meet thermal load limits within the Department of Environmental Quality - National Pollution Discharge Elimination System Permit. FISCAL IMPACTS Each Department and associated fund must account for the costs of improvements and major maintenance kerna Funding for projects comes from ovariety ofsources, including uoerfeea/nztes, grants, gas taxes and eyoterndeva|oprnentchorgeo/SDC\.Lorgeoco|eropito|ondrnointenonoepuqeotaoftenrequireodebt instrument to cover total cost and the debt is paid using fees and rates over the loan period. Loan periods can range anywhere from five (5) to thirty-five (35) years. Loans can be traditional bank borrowing, or bonds issued by the City. Cost estimates developed in the CIP document generally start with a planning level opinion of costdeveloped during the master plan process. These costs are always established with a base year and not inflated to coincide with o prioritized project year. These initial opinions ofcost can have wide range of error associated with them. These opinions ofcosts are refined through the preliminary and final engineering stages of project development. Staff does try to add a general inflationary index increase to the planning level opinions ofcost during development ofthe biennial C|P document and updates costs of pro|ooLa currently inodesign phase appropriately. Page 8oflo Table 1: Cost Estimating Class Levels Primary Characteristic Secondary Cfraracteris& IVIATURnY LEVEL OF EXPECTED E"MATE PROJECT DFPINITION END USAGE METHODOLOGY ACCURACY RANGE CLASS DtLIVERABLES Typical purpose of estirnaN, Typical estimating methi2d Typical variation in low Expressed as% t3t complete and high ranges at an Functional area, or SF or rnk factoring, L- -20% to -30% Cla5s S 13% to 2% parametric models, concept screening H� +30% to +50% Class 4 1% to 15% assembly driven concept Study models H, +20% to 4-301Y. Class 3 10% to 40% budget authorization, costs with assembly feasibility level line items K +10% to +20% Class 2 20% to 7594 Control or bid�tender, Detailed unit cost with Lz -S% to -10% semi -detailed forced detailed take -off H, +5% to -i-1 5% Class 1 65% to 100% Check estimate or pre Deta i led u nit cost with L: -3% to -S% bid/terider, change order detailed take -off H, + 1% to +101Y. Generally, each individual project listed in the CIP document will require numerous independent Council, actions including, approval ofgrants and debt service instruments, approval offeasibility studies, preliminary engineering, final engineering and finally construction contracts. At each level of approval by Council generally cost estimates are refined aSpart ofthe project development process and additional information/justification iaprovided. For the enterprise fundathotuU|izeuagrfeee/roLeetoauppVri operations,maintenance and capital projects, staff coordinates with a financial advisor to develop or update rate studies. The rate study accounts for personal and material costs, existing debt payments, financial policy requirements and expected capital needs for the two /2\and six /G\year periods associated with the C|P. The rates recommended bvthe study provide the ability to cover all projected costs within each fund, specifically for the two-year budgeted period. Once the CIP document is approved, staff will coordinate with a consultant financial advisor to update previous rate studies for the water and wastewater systems and bring that information back to Council for consideration. 4apart nfthe rate analysis, specifically forwoterrotesakdfwiUbglonkingotchonging1heoomrnndhx ohaq]gatruo1u**.ThinviUinC|ude^|ooding^[oteino[eoaeuintuthehighnrcornrnoditvchorgmUemond|emaof the rate into the base/meter portion of the structure. Staff has also been working on review of the existing senior utility discount program offered by the City and will have recommendations for improvement at a future meeting when.the rates are discussed. in addition, at the October 4,2022, business Meeting the Council discussed a methodology to develop a p|otfornnforquontUvng^offon1abi|ity"vvhenrnmking^ute-buaedpo|ioydedsiono.Thodiscuao|oninvo|vmd development of a baseline percentage of commonly accepted budgeting of 6-10% for monthly utility bills (water, storm, wastewater, streets, AHN and gas). 4 basic level analysis of this affordability analysis has been Page 8ofl0 done associated with previous rate studies (water and wastewater) and staffwill work todevelop u comprehensive look at total utility costs for the rate presentation and discussion. Table 2: Water Rate Affordability from 2019 Rate Analysis Impact of Rates on Household Affordability Item Monthly Ashland Median Household Income [1] $4,210 CURRENT Water Bill 3/o^using 1,noncu. ft. $59.3e Water Bill an%ofAshland xxm 1.41% zozg-znWater Bill s/4" using 1'000c". pt. g6173 Water Bill as%vfAshland xxm 1.47% Water Rates @ 2.0%of^xN [2] $84.20 Source: US Census. [1]2017 S-yearAmerican Community Survey estimate. [2]Per EPA guidelines atypical water bill greater than r%uhigh and otypical water bill greater than z.sm/sburdensome. DISCUSSION QUESTIONS Does the Council have any questions regarding the CIP project list and associated priorities for the two-year period? SUGGESTED NEXT STEPS Next steps include finalizing the draft two (2)year narrative document and associated two (), six («)and twenty (20) year spreadsheet breakdowns. The adoption of the CIP for the 2/6/20 year periods will be brought forward to Council at a future Business Meeting. The two-year adopted CIP will be part of the budget input for the 2023-2025 Biennium budget process with a request for appropriations. REFERENCES & ATTACHMENTS Attachment #1:Capital Improvement Plan Spreadsheets - Two (2)year project list Attachment #2: Capital improvement Plan Spreadsheets - Six (6) year project list Links: Transportation System Plan [TSp) -2Ol3 /o»k\ Transit Feasibility Completed March 2819 Comprehensive Water Master Plan - 2020 ( link) Water Management and Conservation Plan -2Ol3/Lim\updated bvstaff March2Ul8 TAP Master Plan 202O-/»nk\ Comprehensive Sanitary Sewer Master Plan -2Dl2(lilk) Wastewater Treatment Plant Facilities Assessment- 2018 (Eink) Wastewater Collection System Master Plan -2O22(»nk) Storm Water and Drainage Master Plan -2D28(onk) Airport Master Plan 8'Layout Plan /ALPl-2O2O(fink) Facilities -20U8Master Plan (rink) Electric Department 10 Year Planning Study (rink) Page 0of0 <r ohet o00 0 o N o 0 0 0 _ d' 'X O O O w w w w d' O O O N N C`• �n I'O N O O O O 0 O 0 O 0 d O 0 O 0" O O O O d O O vr-1-1 O t, Ci - M N 'I- C% cr tC et` w O COD cn O � o .� d o � G p k' p s� a CfJ G na 41.1 0 0 0 0 o O o- O O O O O O O O O O O O 0 0 M O 00 N N to W4 in w w w N N N N w w 69 69 6} Es S4 yk G3 Gn r. a con � E w �, as F N p N E 0 m � u � O p w o � b0 O p N O ¢ :�. c 'u W bl0 �' b Rt ou w ,�', fA Rl W CA p HHH dC-q 4A f/> &9 Efi fA E/j 69 £f) EA f/3 69 £A ,< O O O v) Iq 0 0 O O d 0 O" O r, n CD 0 0 in 69 69 � 69 69 69 N3 ,' f/-1 H3 69 EA f/3 fP) 64 i/2o — �00000 M 0 0 0 0 M en e Q, � O O V1 O� g j Cl /q 1f3 CII) (-A (A fA 69 % EA 64 CA cf1 69 69 G6 - �c d v a O .d w N U � O O � V � U O - � O N U U � p cli xIE E W N ,� ram% A^I w N p+ N U O O �.��.-!! E ❑ Q-. V V f-" N U � L U N N is J6, N P. at bA rD n fD 0m, I- , pm,� i';;' loll a I's I �ls I I�s I kA I I's I G-) I GS I Ge I I.S I Ge I V� 1 1-91(19 1 �19 1 C-13 I k's 1 G19 I x x x x x x x x x I I 81� 1 1 PIPPI'l, I .1, I.R, .1, FRI. 'I. FRI I I'll CD rt CD x x x X X I, I. I. I. k 1,::l I 1 1, 1, I'l rj gl I I r�l 111A 11 1 1 11111 1,:.,] I'M I '1. 11 I� 1811. 1. I� 1, P-11H. SD 0 0 C 0 O C O O O O O CO O� �! W .. -- -- -- - -- - -- -- -- Ap - - - - - - - - vl - - - Before the Council is an assessment of some City Facilities and overview of the asset management program. The City Manager requested staff begin performing high level assessments of occupied facilities in order to provide the Council with an understanding of the current facility issues and deferred/unfunded maintenance requirements. The assessment focuses on staff occupied buildings within the City's overall inventory. The assessment was performed by existing staff (Facility, Planning/Building/ Fire) and does not represent a code level atruc\uro|/oeiornio/4DA evaluation. A more formal 000eoarnent should and will be done as part ofa Facility Master Planning process as was outlined in the 2021-2023 Biennium Budget. City Council Goals: CEAP Goals: Buildings +Energy * Climate and Energy Action Plan sections related tobuildings and energy Department Goals: = Maintain existing infrastructure tomeet regulatory requirements and minimize life -cycle costs = Deliver timely life cycle capital improvement projects ° Maintain and improve infrastructure that enhances the economic vitality of the community * Evaluate all city infrastructure regarding planning management and financial resources BACKGROUND AND ADDITIONAL INFORMATION The Facilities Division supports 132,473 square footage of building space from 29 buildings within the City's inventory. The focus for the Facilities Division is to provide adequate maintenance and evaluation for long- term safety and improvement needs for all City Facilities. Facilities maintenance and improvement functions are regulated bythe Oregon Building Code and Ashland Planning Code. The last Citywide Facility Master Plan was completed in 2008 (attachment #1). Since that time numerous changes have occurred in existing City facilities, including staff relocations, changes of use, building degradation from deferred/unfunded maintenance. City staff performed a high-level facility assessment of occupied City Facilities and graded each facility with an overoUonnditionuoore(A-F).TheoveroUoondhionscone1okeoinLoocoountthe000moarnentohtehmondony previous ono[yuia performed and historic information retained byfacilities staff. Major maintenance items for City facilities generally involve rnointanonoo/replacement of HVAC systems, roofs and MEP nyn1erne. Minor page/of6 t r maintenance items for City facilities generally involve maintenance/replacement of interior/exterior painting, flooring, windows, doors, fixtures, lighting and office furniture. Staff have developed an internal goal of keeping all occupied and publicly used facilities at a C+with corresponding necessary/regular maintenance. The assessment was focused on the components defined below. This assessment has been performed with the understanding that specific professional services will be required to provide a more formal analysis of structural systems relating to building loads (live and seismic), mechanical, electrical, plumbing systems (MEP) and Americans with Disabilities (ADA) requirements. Future formal analysis will be part of a Facility Master Planning process (see below). The buildings were review against the following: 1. Exterior Systems (Security, Lighting, Roofing, Finishes, Paving, ADA) 2. Interior Systems (Heating, Ventilation, Air-conditioning, Mechanical, Electrical, Plumbing Systems, Finishes, Furniture) New or like -new conditions. No unexpected maint./failures. Replace 8+years Good condition. No major issues or concerns. Consider ........... repla cment 6 to 8 yea rs Normal wear and expected maintenance, but no major 3 FAIR issues.Replacewithin4-6yea rs 2 POOR Heavywear. At or nearing or exceeded end ofexpected lifecycle. Replace within 2 to 4 years MEN Extremely worn and/or damaged. Replace ASAP, but no more than 2 years Asset Management System: The City utilizes an asset management system to log and track asset information. This system can be customized for data sets associated with infrastructure (pipes, lift stations, pumps, generators, signage, striping, vehicles, etc.). There is also a facility module that can also be used for buildings/facilities with assets information associated with all building systems (mechanical, electrical, plumbing, HVAC, roofing, paint, windows, etc.). All of these components can be defined as an asset class in the database and tracked throughout their life. In addition to tracking the asset, the software can develop maintenance schedules for recuring maintenance tasks, gauge facility and asset performance and assist in proactively planning for upgrades and repairs. This allows the City to track its individual assets and project life cycle replacement time frames and develop associated replacement and maintenance costs for budgeted purposes. Starting the building assessments has generated data sets for the facilities analyzed to date that have/will be incorporated into the asset management system. The Facility Optimization and Master Plan process will also be utilized to develop itemized conditional assessments of facility components and that information will be tracked as well. Page 2 of 6 "J��m��m m All new non-residential structures and additions in any zone require Site Design Review approval. Government offices, emergency services buildings, and public and quasi -public utility and service buildings require Site Design Review inthe oit/s oornroeroio| zones /C-1,C-1-0,E-1and M-l) and require Conditional Use Permit approval in addition to Site Design Review in single family residential zones (R-1,R_1- 3.5,RR and WR). Government offices, emergency services and public and quasi -public utility and service buildings are not permitted in rnu|ti-hzrni|y residential zones (R-2 and R-3). Public service yards, such as the Public Works yard, are allowed with Site Design Review in the E-1 and k4-1 zones, and with Site Design Review and Conditional Use Permit approval inthe R-1and R-l-3.5zones. Public service yards are not allowed inR-2, R-3,RR, VVRand C-lzones. Under current codes, cemeteries are only allowed through Site Design Review and Conditional Use Permit approval in the RR zones and are not permitted elsewhere. The individual assessments and associated information are all part ofthe attachment section. The below facilities gradings do not include Parks and Recreation facilities at this point. Parks and Recreation has initiated efforts to assess and grade each of their facilities and will incorporate their findings when completed into the Asset Management System. Acronyms: HVAC - Heating, Ventilation, Air-conditioning MEP - Mechanical, Electrical, Plumbing Systems ADA - Americans with Disabilities 4FN-Ashland Fiber Network The Community Development Building houses the Planning, Building, PW Support, Conservation and GIS Divisions. The building was renovated after the City purchased it in 1998 and is in fairly good repair. The building has no known structural issues and functions as a general office with conference rooms open for public access during business operational hours. The HVAC system is reaching the end of its useful life and is one of the major components that will need tobereplaced within the coming years. City Hall houses the Administrative, HR and Legal functions for the City currently. City Hall has had multiple structural analysis performed on the facility and been part of numerous rehabilitation and replacement studies done over the past few decades. There are known seismic structural deficiencies and the general interior, exterior features and fixtures are well past their useful life (HVAC,MEP, ADA). The Community Center is a community use facility the Parks Department managed and rented out for community events. The building has had structural analysis and code related evaluations performed over the years and is currently part of a rehabilitation design process in progress. There are known structural and ADA deficiencies. Page aofo W211 = ° 0,�4��0�� m m Pioneer Hall is a community use facility that is currently utilized on a rental basis and managed by the Parks Department. The building has had structural analysis and code related evaluations performed over the years and is currently part of a rehabilitation design process. There are known structural and ADA deficiencies and some MEP systems are past their useful life. The service center (#bn) is the primary location of the Citv's general operations (4FN,Bentho Water, Streets, Purchasing). There are no known structural deficiencies of the building, but the HVAC system for AFN is in- adequate and in the process of being upgraded. The fuel island will also soon need to be replaced. Building #73 houses employees inthe Street, Fleet and Fooi|hben Divisions. The structure has no known ntnuotunz| deficiencies, but the facility will require major maintenance over the coming years (shop floor rehabilitation, hoist replacement, oil tank replacement, compressor nap|ocernenU. The Grove (#34) houses Parks and Recreation staff along with recreation programs. The building had some major maintenance completed within it over the past 5-7 years including updated office space, electrical and installation of o backup generator. There are no known structural or rno]nr maintenance related ioouon for the facility. The parking lot (asphalt) for the Grove/civic Center is in need of replacement. The electric storage building has no known structural ormajor maintenance related deficiencies. This building primarily provides for storage of electrical system equipment. No employees are housed in this facility. The Council Chambers is utilized as a public meeting facility and for Courts related actions. Public meetings include City Council, Planning Commission and Parks Commission meetings. The facility io unreimfonced masonry construction and is in need of major maintenance, specifically for the roof, MEP and HVAC systems. The Police Department houses all Police staff and went through omajor nenovotionobnutmdeoodeogo. Itinin generally good repair. Fire Station #1 houses operational and administrative staff for the Fire Department. Fire Station #1 is a newer City facility that is well maintained and does not have any known significant structural or major maintenance related Fire Station #2 houses operational and administrative staff for the Fire Department Fire Station #2 is a newer City facility that is well maintained and does not have any known significant structural or major maintenance related issues. Page 4ofs' Mountain View Cemetery is where Cemetery Division staff are housed. The facility is in generally good repair. As part of the 2021-2023 Biennium Budget Process staff requested appropriations to begin a Facility Optimization and Master Planning Pnzueau along with improving the function ofcity facilities. Staff has drafted o Qualifications Based Selection document to be utilized in obtaining specialized consultant services that can perform facility assessments, recommend space needs updates and programming. The document is attached (#2). Facility Optimization Project(s) are meant to improve current city building functionality from both a basic operational standpoint, but also provide better public meeting space and improved customer service interactions. Project improvements would be designated from performing on updated Facility Planning, Space Needs and Optimization Plan. The plan will look at City operation functionality within each public building and recommend structural changes that could include changing and combining divisions, and improving public meeting spaces and customer service locations that might lead to the ability to divest in some City owned buildings. FISCAL IMPACTS In the 2017-208 Biennium Budget $1.7 million in ending fund balance monies within the Facility Fund was transferred out to be utilized as payment for PERS increases. This money was paid by all facility users as a facility use fee to be utilized for building maintenance and improvement. With this significant reduction in available funding the Facilities Division has been focused on a system wide triage approach of "keeping things operating" and not investing in significant capital maintenance or improvements for City Facilities. Many City facilities even at the time of the funding reduction were falling behind from a maintenance standpoint due to a lack of necessary staffing support. The goal of the optimization program would be to provide for targeted improvement to City facilities and development of o oinking fund for the rop|ooern*nt of rnolor equipment and facility system needs for the long term. Public Employees Retirement System (PERS): The state (and nationwide) issues surrounding public employee pension liabilities created a massive challenge to legislatures and those pursuing a legislatively sound solution that would stand up to almost certain court challenges. Specifically affecting the City of Ashland, the blended BN 2017-2019 PERS rate was 20'4Y,on increase of $2.2 million from the 2Ol5-l7 budget. Of the $22rniUion' $176 Page oofo million was due to note increases on state-wide existing benefit ligbft. The remaining (and much onnoUer) portion of the increase of $450,000 was attributable to the City's then current employee -based benefits. The BN 2019-21 budget balanced the Central Service Fund with a $1.7 million transfer from the Facilities Fund ending fund balance from BN 2017-19. The use of this or similar one-time revenue source transfers has not continued since the BN2OlA-21Budget. Finally, the Central Service Fund ending balance has not been replenished resulting in the ongoing deferred maintenance issue currently facing the city. The true fiscal impact for all facility needs is yet to be determined and is dependent on prioritizations of building improvement breadth and depth. The preliminary and continued formal facility assessments as part of a planning study will ouuint in development of eo1irnotad project costs and priorities. An part of the City Facilities Capital Improvement Plan, staff will be working to identify funding to appropriate for deferred and unfunded facility maintenance activities with the expectation to build this fund component up over time to actively improve specific facilities and provide for ongoing maintenance. DISCUSSION QUESTIONS Does the Council have any questions regarding the Facility Assessment Process, or recommenced Master Planning process? Does the Council have any questions regarding asset management? SUGGESTED NEXT STEPS Next ntepoinc|udefino|izingtheFuoi|bvMooterP|onondOmtinnizutiondocunlentonduo|ichingforconnultont services. Continuation of assessments of each building information profile in the asset management software system for each facility and its major components. REFERENCES & ATTACHMENTS Attachrneni#q: 2008 Facility Plan Attachment #2: 2023 Facility and Optimization Master Plan - Qualifications Based Selection Attachment #3:City Building Assessment Reports ° City Hall = Community Development = Community Center ° Pioneer Hall ° Service Center " Electric Storage • Street/Fleet/Facilities = Grove ° CivioCenter/Courtu ° Police Department ° Fire Station #1 ° Fire Station #2 • Mountain View Cemetery Page oofn W/ xrf Ogde �,,, Architecture... COLLABORATIVE APPROACH - HONEST DES[ ON FIF�� [)gdeDRoe00erUVU{erson �� m � �� Architecture"' COLLABORATIVE APPROACH . HONEST DESIGN 2950 east barnettmad medmrd oregon 97504 541779,5237 541 7728472' www.nRmarcxuomum.nom City mfAshland Facilities Master Plan Committee Report Table of Contents Volume 1'Master Plan l. Iotroduction------------------------------------.\-1 uBackground .............................................................................................. l-l] h. Purpose and Intent ................................................................................... l-l2 o. Acknowledgement ofCitizens Advisory Committee .............................. l'l.3 2. Executive Summary and Consultant's Recommendation ........................................ 2-1 I Description ofProcess -------------------------------3-I 4. Space Needs Analysis - Existing conditions (organized bydepartment) -----.4-1 5. Space Needs Ao�yaia-New program ofspaces (5, lO,and 20yo�pz�oob000 '5-1 � aBydepurtoent-------------------------------. 5'2 b.8pmxdficneeds Fire Station #2................................................................... 542 c. Specific needs ofthe Yard --------r--------------'5-45 d.Affordable housing .................................................................................... 5-47 6 Master Plan Options ................................................................................................ 6-1 7. Potential Costs ......................................................................................................... 7'l 8. Time Schedule ......................................................................................................... 8-1 Volume 2—AnDeoices Appendix l.Sample questionnaire .--------------------------A-1 Appendix 2.Conference reports ................................................................................... A - Appendix 3.Standard office layouts ------------------------'A-3l Appendix 4.City Property Inventory with zoning ...................................................... A'S Appendix 5.Property Acquisition .............................................................................. A-37 a. The yard b. Fire Station #2 o. Affordable housing exchange opportunities Ogde QcR�rWw, crson Architecture"' COLLABORATIVE APPROACH - HONEST DESIGN 1 111 -!."MUTUMINSIMIN, M-., Ogden RoernerWilkerson Architecture"A COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772.8472' www.ORWarchitecture.com Efflirm".77,731". During the 2007-2008 fiscal year budget process, the Ashland City Council directed that major facility improvements be put on hold, pending the development of an updated Facilities Master Plan and Space Needs Analysis, ORW Architecture of Medford was selected to assist the city in this process, working in conjunction with the Community Facilities Master Plan Committee. In 1993, the City convened an Ad Hoe Space Needs Committee to address concerns over the locations of city facilities, overcrowding of staff at various sites, the desire to maintain a viable presence in the downtown area, and to make recommendations on future space needs for the City. The Space Needs Analysis was updated in 1999, and many of the recommendations have since been addressed through new or renovated facilities. The city faces similar issues today, and many of the prior recommendations are still valid. Additionally, there are new concerns related to an expanding employee base, their functions at various facilities, and the ability to combine and/or share spaces. Most of all, this Facilities Master Plan must look at overall Deeds with a Iona -term vision, in order to develop a Master Plan that will serve the city well into the future. RE The intent of the new Facilities Master Plan is to guide the city in the effective use of its properties, and to provide a strategic vision for the development of current and proposed properties. The stated purpose of the Facilities Master Plan is multi -fold: 1. Update the Space Needs Analysis conducted in 1993 and updated in 1999, including: a. An evaluation of cut -rent locations and their proximity to other departments and City functions, future staffing, and growth expectations for the next 10 to 20 years, b. An exploration of various options to meet these Deeds, in conjunction with city staff and the Community Facilities Master Plan Committee. 2. Evaluate the physical location of all City facilities with regard to their current and Z__1 potential best use, including under-utilized and undeveloped properties in the City's portfolio of real estate assets. 3. Evaluate duplication of services, identify pros & cons of combined uses, and make recommendations for or against combining these uses. 4. Conduct Open Houses / Community Meetings to solicit community input and to discuss the proposals and their impact on the community. Additionally, ORW Architecture emphasized the critical importance creating a Master Plan that would be implemented, rather than just "gathering dust" on a shelf, ORW also noted that the Master Planning process should be driven by the Community Facilities Master Plan Committee, The role of the consultant was to facilitate of the process, document the existing conditions, gather information from the stakeholders and user groups, and develop options for further exploration by the committee. IN Acknowleduement of Community Facilities Master Plan Committee b ORW Architecture acknowledges the key role played by the following members of the Community Facilities Master Plan Committee, and extends its appreciation for their commitment and dedication to the Facilities Master Planning process: City Staff-, Ann Seltzer (project manager) Mike Broomfield Joe Franell Mike Morrison, Jr. Jim Olson Lee Tunenburg Keith Woodley Citizens -at -Large: John Fields George Kramer Don Mackin Dale Shostrom Carol Voison City Council: Alice Hardesty Thanks to the input, enthusiasm, dialogue, and creativity of these committee members, this Facilities Master Plan will serve the City of Ashland for years to come. M Ogde®R Pi�wWi erson Architecture... COLLABORATIVE APPROACH - HONEST DESIGN Executive Summary The process of creating an Updated Facilities Master Plan for the City of Ashland yielded valuable information about the ways in which existing city facilities are outdated, undersized, or otherwise ill -suited for their current and future use. In particular, most city departments expressed a need for additional storage of all types, additional meeting space, and improved proximity to other city departments and functional groups with which they interact on a regular basis. This Master Plan provides for three variations in its implementation, to address the current fiscal realities facing the city. The following options will provide the city with a wide range of possibilities, based on fiscal realities, long-term Council goals, and real estate variables. The three options are described in detail later in this report, and can be summarized as follows: Option I- Reuse and or redevelopment: This option involves the relocation of various city functions, allowing for phased implementation. However, with Multiple small projects and inflation factored in, this piecemeal approach actually costs more in the long, run. Option 2 - Limited expansion / remodel and new development: This option relies upon redevelopment of the Civic Center property, in conjunction with renovation of other properties. Option 3 - Exploration of entirely new structures: This option involves the total replacement of several existing facilities with new buildings that are designed to meet current and future needs. The existing buildings will be re -purposed to accommodate other uses for which they are better suited. These options run the gamut from conservative to aggressive. Option I is the most conservative approach, and provides only interim Solutions to the city's overall facilities needs without significant capital expenditures. Option 3, on the other hand, is the most aggressive approach, and provides a more long-term solution with the associated significant capital improvement costs. Option 2 combines elements of the other two options, and is included as a compromise solution that addresses long-term facilities needs with more modest capital expenditures. The members of the Facilities Master Plan Committee that created this report consciously decided not to recommend any of these options, but rather to present all three options as viable alternatives. The committee felt that the final selection of an option should rest with the City Council, so that an option can be selected within the larger framework of budgetary realities, public support, and council goals. It is important to note that the committee finds merit in all three of these options, but defers to the city council's judgment and guidance in both the selection and implementation of an option., As part of its original charge from the city, OgdenRoenierWilkerson Architecture is pleased to make a recommendation that supports our professional opinion of the option that best suits the city's needs. Our recommendation also reflects ORW Architecture's commitment not only to the Master Planning process, but also to the successful jL7y)1einentqtion of the Facilities Master Plan. This recommendation is based on an objective evaluation of the three options from a cost / benefit standpoint, and does not take into account the limiting factors of popular opinion, political climate, or current financial constraints. Rather, this recommendation provides a starting for further consideration by the City Council. ME Consultant's recommendation Ogden Roem erWi lkerson Architecture encourages the Ashland City Council to consider option 42. The placeholder in the Capital Improvement Project Budget designated for the construction of I new storage building would provide sufficient funds to address many of the immediate needs of the downtown departments, which in turn would create the swing space needed to vacate the spaces while construction is underway. This money will be invested in improving existing facilities, and the needed storage will now be provided on site. The Grove will be remodeled to Z� house Finance and its athletic space converted to a large group presentation and meeting space. The departments now located at the Civic Center ultimately will be housed in facilities more suitable for their technical functions. The proposed new development at the Civic Center can be achieved in two phases, allowing the Police Department to remain operational while half of the addition is constructed. After the first phase is completed, the Police department will be able to move into the new space while the second phase is constructed. The Civic Center site included in Option #2 provides more flexibility for development compared to a downtown site. Also, this site will not reduce the availability of parkin,- spaces in the downtown core. The Council Chamber and Courts function can be relocated temporarily to the Grove's new meeting facilities while renovation of City Hall is underway. All other departments will be unaffected during the course of construction. Upon completion of the new Civic Center Building, the employees of the Electric Department and Information Technologies can vacate the warehouse, thus opening up additional space for the Yard's storage needs. Although this plan does not create the optimum space requirements of the Yard, it does create substantially more storage space there. This central location maintains more efficient travel throughout the city and reduces staff time by consolidating all the city's Yards onto one site. This solution also eliminates the need for extremely costly land acquisition and the site development costs associated with the relocation of the yard. The floor plan and site plan developed previously for Fire Station # 2 represent a valid solution. We recommend that the building design and materials be simplified as a way to reduce costs, yet maintain durability. This design should relate to the neighborhood context rather than the more costly civic vernacular of the city's downtown buildings. RM CITY OF ASHLAND ljgdeoe pNerw�,erson FACILITIES MASTER PLAN AIA Arebitecture COLLABORATIVE APPROACH -HONEST DESIGN COMMITTEE REPORT Description of Master Planning Process: In developing the Updated Space Need Analysis and Facilities Master Plan, ORW Architecture and the Community Facilities Master Plan Committee utilized the following process: I. Analysis and documentation of existing facilities, (many facilities drafted up from plans provided by the city, not actually as -built measured) I Interviews with department heads to development needs and define existing constraints. Questionnaires distributed to all staff. Information gathered and returned to department heads for confirmation of information. 3. Programs developed and reviewed with department heads 4. Conceptual plans generated to verily spaces will fit into designated spaces, these plans not intended to suggest the actual layout of what might be designed, rather verify the program elements can fit into the designated buildings. Plans distributed to dept heads for confirmation of layout. 5. Committee roles and input a. Facility and Property tours 6. Community input a. Open houses May 12, 13, 15'1'� 7. Council review and approval BE CITY OF ASHLAND Ogde ®rl� grwli er'sovi FACILITIES MASTER PLAN IIA Architecture COLLABORATIVE APPROACH - HONEST DESIGN COMMITTEE REPORT 17,off C�gde i erson Arc hi tec ture"' COLIASORA7 V-- APPROACH 101--ST DESIGN Space Needs Analysis - Existing conditions (each department) During the process of interviewing city staff and department heads, a number of comments were voiced on a recurring basis. These concerns and priorities from each of the departments are summarized below: 1. Administration a. Difficult for the public to find and access b. Limited to constraints of building c. Not enough conference / meeting space d. No room for flexible stations e. Must remain downtown 1 Administration/Council a. Larger area for public in Council Chambers required. Often exceeds occupant load. 3. Admin/Legal a, Security and separation needed at "reception" b. Constantly directing public to other departments c. Visual screening needed for confidential subject matter on monitors d. Better office layout/access and privacy required 4. City Recorder a. Additional work space needed for public b. Additional records and storage needed, compliance with state regulations mandates this, c. Must remain downtown, easily accessed by public 5. Electric a. A sizeable square footage of the electric department's area has been re -allocated to Information Technologies. Work stations have been lost due to this reduction in area. b. Clear sense of entry and reception needed for public. This would also serve as a security control. c. Increased "yard" area needed for material and vehicle storage. 6. Finance a. Conference/Meeting space needed b. This department could relocate out of the downtown area. 7. Finance Courts a. Security separation required b. Additional office/work space needed 8. Fire a. Fire station 42 is the departments highest priority b. Previous space needs analysis factored into this study at this time. Should this program be re-evaluated due to public concern? c. Location on or very nearby existing location critical to maintain response times, M Information Technologies a. Strong need for additional work stations and size to accommodate technical work more efficiently. b. To relocated Head end would be extremely cost prohibitive, it should remain in current location. . c. Strong potential for future growth of this department. d. Security/ public reception and control desired. c, Department is currently fragmented within the existing facility due to space available f. Additional conference/meeting space needed. Z� 10, Maintenance a. Additional space needed for sign shop and welding area b. Additional space needed for vehicle parking c, Better security needed for access to the yard 11. Parks a. Park facilities for the most part are in good shape and function well b. Additional space for a new outside classroom and work stations needed in the North Mountain Park Nature Center c. Replacement bathrooms needed for Sherwood Park (Adj. to fire station #2) d. Need for Brides Room / Green Room in the community center e. Distributed maintenance shops throughout the community work well, the Lithia park maintenance facility could be relocated as long as it remained within this general section of town. 12. Planning& Building— Community Development a. For the most part, because of a relatively new building, designed for them, this department's facility works well. b. Need for re -organization of workspace locations to reduce department fragmentation c. Desire to remain in the downtown location cl. The conference rooms are constantly being used by outside departments and committees and are often not available for Coin Dev use. I'D. Police a, This department has substantially outgrown the current facility. Additional space for detectives and sergeants needed. Currently 5 or 6 people occupy areas designated for two work stations. b. Briefing and Training areas do not meet the functional needs. c. Confidentiality screening needs to be provided at record's stations. d. Additional interview rooms and better public circulation to these rooms are needed, e. Additional storage areas are needed for both evidence and general. 14. Public Works a. The Community Development building works well for the department. However, a few work stations have been lost to adjacent planning/building department needs this area is still needed, b. The waste water treatment plant has no specific needs at this time. c. There are no needs for the water department at the yard at this time cl. The yard should be relocated to a larger lot (10+ acres ideal), This lot can be located anywhere in town, preferably away from residential neighborhood. The site should be free from any weather or flooding challenges. M_ Building 1 City Hall First Floor EXISTING BUILDING AREAS 103 GEN. WORK AREA PAYROLL x 369 Ill RECORDS 134 Finance City Recorder 499 ITotal Building Area 4,026 City ofAshland Facilities Master Plan Comm��/eReport 4-3 Ogden RoemerWi|koraonArchitecture WORK AREA UTILITIES CITY HALL - 1 ST FLOOR (20 EAST MAIN STREET) TOTAL SF: 4,228 SF EXISTING CONDITIONS LEGEND PLANNING BUILDING F] PUBLIC WORKS SHARED 461 SF ELECTRIC ❑ PUBLIC I.T. F] FINANCE 3,060 SF RECORDER 511 SF maymemill ADMIN CITY ATTORNEY CIRCULATION 196 SF CITY OF ASHLAND OgdenRoemerlkerson 4-4 FACILITIES MASTER PLAN COMMITTEE REPORT Architecture COLLABORATIVE APPROACH -HONEST DESIGN City of Ashland Program of Spaces Building 1 City Hall Second Floor EXISTING BUILDING AREAS 77' 77 -71, SPo 0 t -o -E l'orpgrAm, 'Pace IE;:, t t xj�j inql,�JzQ�,: epo Rms k' 200 MAYOR'S OFFICE x 131 201 WORK STATIONS x 336 202 CITY ADMINISTRATOR 188 203 MANAGEMENT ANALYST x 144 204 COPY ROOM x 106 205 RESTROOM x 45 206 OFFICE x 114 207 H.R. MANAGER x 124 208 H.R. MANAGER x 136 209 ASST. CITY ATTORNEY x 136 210 BREAK ROOM x 174 211 LAW LIBRARY/CONFERENCE x 235 212 CITY ATTORNEY x 120 213 RECEPTION x 338 214 PARALEGAL x 135 215 STAIR x 42 216 STAIR x 102 217 HALL x 51 218 HALL x 189 219 UTILITY x 13 220 STORAGE x 127 Itotal Building Area 2,986 City of Ashland Facilities Master Plan Committee Report 4-5 Ogden RoemerWil kerson Architecture 0 PLANNING ❑ BUILDING F-1 PUBLIC WORKS SHARED 440 SF ELECTRIC PUBLIC I.T. FINANCE RECORDER H ADMIN 1,429 SF CITY ATTORNEY 1,021 SF CIRCULATION 234 SF CITY HALL - 2ND FLOOR TOTAL 3,124 SF EXISTING CONDITIONS f` CITY OF ASHLAND OgdenRoeamerWII erson FACILITIES MASTER PLAN OgdefRle 4-6 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH -HONEST DESIGN I W5 I I LO I I A J$ WARM] U 11210 1 A] I ,a E t o "oAPrpgrarij,p4pe ' -, !XjW- --- At0- 4 "R Mar k 121 FOYER x 93 120 ROOM x 175 119 ROOM x 1217 118 ROOM x 230 117 ROOM x 460 116 STORAGE x 9 115 STORAGE x 114 STAIR x 48 113 HALL x 717 112 ROOM x 521 ill ROOM x 76 110 ROOM x 23 109 ROOM x 89 108 ROOM x 18 107 ROOM x 96 106 ROOM x 153 105 ROOM x 207 104 ROOM x 233 103 ROOM x 148 102 ROOM x 148 101 ROOM x 226 Total Building Area 4,891 City of Ashland Facilities Master Plan Committee Report 4-7 OgdenRoernerWilkerson Architecture ROOM ROOM ROOM 7ROOM M ROOM ROOM ASHLAND COMMUNITY CENTER. OgdenRoe'rfierWilkerson Arch ite cture"' COLLABORATIVE APPROACH - HONEST DESIGN ROOM ROOM ROOM ROOM ROOM ROOM FOYER CITY OF ASHLAND FACILITIES MASTER PLAN 4-8 COMMITTEE REPORT APPENDIX City of Ashland Program of Spaces Building 3 Council Chambers E)DSiili Rporn Ng. )Program SpiceFXWtio Size mar S 100 FOYER x 316 101 HALL x 240 102 RESTROOM x 60 103 RESTROOM x 60 104 JANITOR x 18 105 MUNICIPAL COURT x 362 106 JUDGE'S CHAMBERS x 165 107 STORAGE x 121 110 JURY ROOM x 220 ill RVTV x 83 112 COUNCIL CHAMBERS x 1324 113 LOBBY x 570 x x x x x x x x x --- 7Total Building Area --- 3,539 City of Ashland Facilities Master Plan Committee Report 4-9 Ogden RoernerWil ke rson Architecture LEGEND mPLANNING F] BUILDING F] PUBLIC WORKS F-1 SHARED ELECTRIC ❑ PUBLIC I.T. FINANCE RECORDER ADMIN CITY ATTORNEY F] CIRCULATION ASHLAND CITY COUNCIL CHAMBERS (1175 EAST MAIN STREET) EXISTING CONDITIONS � 'G,j, 14"), 1, A! CITY OF ASHLAND Ogde emerWlverson FACILITIES MASTER PLAN V 51 AIA 4-10 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH - HONEST DESIGN City of Ashland Program of Spaces Building 4 Fire Station #1 First Floor EXISTING BUILDING AREAS Pac ill STAIR x 148 ITotal Building Area 8,091 City ofAshland Facilities Master Plan Committee Report 4- 1 CONE I I RECEPTION lose= FIRE CHIEF LOBBY HALL REPORTI WORK I STOR ROOM HALL FIRE MARSHAL ;:::I OFFICE j COMM. I _j KITCHEN KIT HALL STO JAN CAPTAIN EMS POLE CO OM :MIEDICAL SUPPLY STAIR I APPERAIUS I CITY OF ASHLAND FACILITIES MASTER PLAN OgdeiiRoem'_ erWitkerson rchitecture AA 4-12 COMMITTEE REPORT A COLLABORATIVE APPROACH � HONEST DESIGN APPENDIX City of Ashland Program of Spaces Building 4 Fire Station #1 Second Floor EXISTING BUILDING AREAS 7- 201 HALL x 186 202 EXERCISE x 447 203 STUDY x 188 204 J.C. x 44 205 LAUNDRY x 75 206 HALL x 227 207 DORM x 202 208 DORM x 203 209 DORM x 141 210 DORM x 202 211 MEN'S x 284 212 MEN'S x 213 MEN'S x 214 POLE x 20 215 HALL x 198 216 STORAGE x 56 217 DORM x 214 218 WOMEN'S x 207 219 WOMEN'S x 220 WOMEN'S x 221 CLOSET x 16 222 HALL x 168 223 DAY ROOM x 458 ITotall Building Area 3,536 City of Ashland Facilities Master Plan Committee Report 4-13 Ogden RoemerWi Ikerson Architecture FIRE STATION #1 - 2ND FLOOR (455 SISKIYOU BOULEVARD) Ogde6R6e meMaerson Areb ite cture"' COLLABORATIVE APPROACH HONEST DESIGN CITY OF ASHLAND FACILITIES MASTER PLAN 4-14 COMMITTEE REPORT APPENDIX City of Ashland Program ®f Spaces Building 5 Mountain View Cemetery , E X. h§U �Rqq :Nol.� �p 's. rpgrAwi Area 101 OFFICE x 231 102 ENTRY X 154 103 MAIN SHOP x 545 104 RESTROOM x 28 105 STORAGE x 132 106 HALLWAY x 96 107 REAR SHOP x 342 Total Building Area 1,528 City of Ashland Facilities Master Plan Committee Report 4-15 Ogden RoernerWil kerson Architecture MOUNTAIN VIEW CEMETERY s Ogdeh Rrrm oeerWitkerson IA 1�rc lteCtu RA COLLAHOt{ATIVE APPRpACH HONESi DESIGN CITY OF ASHLAND FACILITIES MASTER PLAN 4-16 COMMITTEE REPORT City of Ashland Program of Spaces Building 6 N. Mountain Park Nature Center First Floor EXISTING BUILDING AREAS City/ of Ashland Facilities Master p|on Committee Report 4- '7 Ogden RoomerWi|kernonArchitecture WC LAB STAIR STORAGE OFFICE RESOURCE ROOM KITCHEN N. MOUNTAIN PARK NATURE CENTER (FIRST FLOOR OgdenR IiefmerWi kerson IIA Architecture COLLABORATIVE APPROACH -HONEST DESIGN CITY OF ASHLAND FACILITIES MASTER PLAN 4-18 COMMITTEE REPORT "llaommill] City of Ashland Program of Spaces Building 6 N. Mountain Park Nature Center Second Floor EXISTING BUILDING AREAS P, q PfogkoM &6,6, ':.-,,E thjg,iz-q�. f6a,'., ma k 201 STAIR x 189 202 EQUIPMENT x 436 203 RESTROOM x 141 204 STORAGE x 128 205 OFFICE x 558 206 STORAGE x 173 207 COLLECTIONS x 918 ITotal Building Area --�-2,543 City of Ashland Facilities Master Plan Committee Report 4-19 Ogden RoernerWilkerson Architecture O9 Arch 'ieC1uC= COLLABDRATIVEAPPR-H HONEST DESIGN CITY 0FA8HLAND FACILITIES MASTER PLAN 4-20 COMMITTEE REPORT APPENDIX V � ii-i it F mael's 'I • - -.M•• a�. E-Astifi- ro rp M, pai -e ?40 IZ 'A 101 SHOP x 1800 102 BREAK ROOM x 230 103 SHOWER x 71 104 STORAGE x 44 105 RESTROOM x 69 106 EQUIPMENT x 504. ITotal Building Area 2,718 City of Ashland Facilities Master Plan Committee Report 4-21 Ogden RoemerWilkerson Architecture (450 N. MOUNTAIN AVE.) Ogd,hRoemerUlkerson rch it e cture" COLLAR -AT —,—RnACH -HONF,—EMON )om CITY OF ASHLAND FACILITIES MASTER PLAN 4-22 COMMITTEE REPORT City of Ashland Program of Spaces Building 7 Oak Knoll Maintenance Shop ' Pape - -9 g, r- -a' m, Sp c�E 6 'S*' 'XIS 1"g Sipe` 'A Ak' k" A, 101 HALL x 156 102 OFFICE x 35 103 BREAK ROOM x 449 104 LOCKER ROOM x 248 105 HALL x 255 106 OFFICE x 259 107 OFFICE x 259 108 HALL x 177 109 SHOWER x 79 110 RESTROOM x 79 ill RESTROOM x 79 112 GRINDING ROOM x 306 113 PARTS ROOM x 296 114 WELDING SHOP x 475 115 SHOP x 2203 116 WASH RACK x 702 117 WASHER ROOM x 228 118 MEN x 43 119 WOMEN x 43 120 TOOLS x 43 121 WOOD SHOP x 518 122 EQUIPMENT STORAGE x 1581 123 BAY x 3963 Itotal Building Area 12,475 City of Ashland Facilities Master Plan Committee Report 4-23 OgdenRoemerWilkerson Architecture BREAK OFFICE HALL OAK KNOLL GOLF COURSE MAINTENANCE SHOP (3060 HIGHWAY 66) CITY OF ASHLAND OgdenRoemefflilkerson FACILITIES MASTER PLAN Architecture lA 24 COMMITTEE REPORT COLLABORATIVE APPROACH - HONEST DESIGN APPENDIX City of Ashland Program of Spaces Building 8 Pioneer Hall 111*714 KIII IRS MflllolilILIE Jq ,!n 0.,: -P eo W P Sze:` 'R-' "rkt em;l 100 OPEN 980 101 KITCHEN 112 102 OPEN 881 103 OFFICE 90 104 STORAGE 31 105 RESTROOM 32 106 RESTROOM 72 ITotal Building Area 2,198 City of Ashland Facilities Master Plan Committee Report 4-25 Ogden RoernerWi Ikerson Architecture PIONEER HALL OgdenRoemerWitkerson ATc6'1eL1ll� AllCOLLABORATIVE APPROACH -HONEST DESIGN CITY OFA3HLAND FACILITIES MASTER PLAN 4-26 COMMITTEE REPORT APPENDIX Building 9 Police Station EXISTING BUILDING AREAS Rohm --6 -am ace , lnqSkO A tea R 100 LOBBY x 132 103 RESTROOM x 81 104 RESTROOM x 72 105 STAIR? x 69 106 JANITOR x 75 108 WOMEN'S LKR. RM. x 300 109 REPORTS/EQUIPTMENT x 336 110 KITCHEN x 305 ill HALL x 96 112 SERGEANTS x 348 113 MEN'S LKR. RIM. x 113 116 HALL x 187 117 BOOKING x 91 118 BOOKING x 150 120 DETECTIVES x 186 121 EVIDENCE VLT. x 162 122 TRAINING x 144 123 EVIDENCE RM. x 173 124 DEPUTY CHIEF x 132 125 HALL x 152 126 RESOURCE RIM, x 92 127 DETECTIVES x 92 128 CSV2 x 98 129 CSV x 144 130 ARCHIVES x 180 132 YTH. DIVERSION OFCR. x 132 133 STORAGE x 81 134 ADM. SERVICES MGR. x 134 135 HALL x 160 136 CHIEF x 174 137 MSTR. SGT. x 141 138 CONFERENCE RM. x 184 139 RECEPTION x 606 140 HALL x 144 141 CONFERENCE RM. x 230 142 REPORTS 1 x 1 127 1 1 ITotall Building Area 1 1 6,023 1 City of Ashland Facilities Master Plan Committee Report 4-27 Ogden RoemerWilkerson Architecture ASHLAND POLICE STATION (1155 EAST MAIN STREET) EXISTING CONDITIONS "I 1"�l itk I )� I Ogde(R NerWerson Amp, W T, V 2 I ArchitectureIA COLLABORATIVE APPROACH -HONEST DESIGN SKI ADMIN 11 CITY ATTORNEY F-1 CIRCULATION POLICE CITY OF ASHLAND FACILITIES MASTER PLAN COMMITTEE REPORT 7 'a '1134 1" E' fi—Raclxt Ito:' b tn E th -Zii w "A Area.`: R— �k 101 CONF. ROOM x 480 103 OFFICE x 180 104 OFFICE x 180 105 STORAGE x 400 106 PURCHASING x 400 107 HALL x 1560 108 LUNCH ROOM x 940 109 JANITOR x 27 110 WOMEN RESTROOM x 113 113 MUD ROOM x 630 114 LOCKER ROOM x 1260 118 OFFICE x 120 119 OFFICE x 120 120 OFFICE x 240 121 OFFICE x 320 122 WATER WAREHOUSE x 3702 124 CARPENTRY x 598 125 TOOL x 322 126 METER ROOM x 860 127 WASH x 140 128 STOR. x 140 129 PAINT x 140 130 OFFICE x 132 131 OFFICE x 480 132 OFFICE x 120 133 OFFICE x 132 134 OFFICE x 132 136 RECEIVING x 800 137 AFN HEADEND x 1067 138 INFO. SYSTEMS x 601 139 CONF. ROOM x 424 140 CONF. ROOM x 439 141 OFFICE x 176 ITotal Building Area 17,375 City of Ashland Facilities Master Plan Committee Report 4-29 Ogden RoernerWilke rson Architecture zC. ZAGS 4NINE SERVICE CENTER - WAREHOUSE (90 N. MOUNTAIN AVENUE) EXISTING CONDITIONS PLANNING BUILDING F-1 PUBLIC WORKS 1:1 SHARED 1-i ELECTRIC F-1 PUBLIC I.T. FINANCE RECORDER Ed ADMIN IsCITY ATTORNEY 1-1 CIRCULATION CITY OF ASHLAND 0 g d LieLif%erWlkerson FACILITIES MASTER PLAN v All 4-30 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH HONEST DESIGN City of Ashland Program of Spaces Building 11 The Grove AC: PA!Wl"! jk E t"' Roan too;; F'rogarrr Space. �x6siing Size rks 101 LOBBY x 480 102 HALL x 48 103 MUSIC STUDIO x 380 104 RECORDING STUDIO x 268 105 HALL x 54 106 RECREATION ROOM x 2061 107 HALL x 379 108 OFFICE x 288 109 STORAGE x 143 110 OFFICE x 169 ill OFFICE x 156 112 HC RESTROOM x 63 113 HALL x 114 114 HALL x 277 115 RESTROOM x 270 116 RESTROOM x 288 117 MEETING ROOM x 289 118 MEETING ROOM x 350 119 STORAGE x 288 120 STORAGE x 540 121 PATIO x 122 HALL x 71 123 MULTI -PURPOSE ROOM x 2775 124 PATIO x 125 KITCHEN x 315 126 CLOSET x 9 [Total uiildiing Area 10,075 City of Ashland Facilities Master Plan Committee Report 4-31 Ogden RoemerWilkerson Architecture STORAGE STORAGE MEETING ROOM MEETING ROOM PATIO HALL MULTI -PURPOSE ROOM WC WC CL WC HALL OFFICE OFFICE I HALL RECREATION ROOM STORAGE OFFICE THE GROVE (1195 EAST MAIN STREET) PATIO KITCHEN LOBBY HALL RECORDING' MUSIC HALL STUDIO STUDIO LEGEND PLANNING ❑ BUILDING 1-1 PUBLIC WORKS aSHARED F] ELECTRIC F] PUBLIC ll I.T. F] FINANCE RECORDER ADMIN CITY ATTORNEY ❑ CIRCULATION w g CITY OF ASHLAND OgdeQ [o r , ilkerson 4-32 FACILITIES MASTER PLAN COMMITTEE REPORT Architecture'' COLT S OR AT IV E A PPROACH.HEAEST DES IGN MINOR arall ZExostig 0r W- 101 POLYMER FID. x 83 102 STORAGE x 36 103 W.C. x 36 104 WORKSHOP x 201 105 CART. x 10 106 STAIR x 23 107 CONTROL ROOM x 669 108 LUNCH/GENERAL USE x 181 109 LABORATORY x 244 Ifatal Building Area 1,483 City of Ashland Facilities Master Plan Committee Report 4-33 Ogden RoernerWil kerson Architecture WASTE WATER TREATMENT Ogd /\rchLe c[DT"" APPROACH HONEST DESPaN CDY0FASHLAND FACILITIES MASTER PLAN 4-34 COMMITTEE REPORT W11010AM-0-W City of Ashland Program of Spaces Building 13 Water Filter Plant, Chemical Building Exerting Roi 0�. rn pace E isflnq.� jxq�l- R k ppja r s�; 101 x 128 102 x 142 103 x 970 104 x 195 105 STAIR x 186 201 STAIR x 186 202 x 174 203 x 965 204 x 133 ITotal Building Area 3,076 City of Ashland Facilities Master Plan Committee Report 4-35 OgdenRoemefflilkerson Architecture 102 LOWER FLOOR UPPER FLOOR CITY OF ASHLAND Ogden Roehier%Kerson FACILITIES MASTER PLAN ArchitectA ureIA 4-36 COMMITTEE REPORT COLLABORATIVE APPROACH - HONEST RESIGN APPENDIX City of Ashland Program of Spaces Building 14 Water Filter Plant, Generator Buildil Alqgllllv�' �� City of Ashland Facilities Master Plan Committee Report 4-37 Ogden RoernerWilkerso n Architecture Og� Arch ^fe etuI = COLLABORATfVE APPROACH - HONEST DESIGN CITY OFA8HLAND FACILITIES MASTER PLAN 4-38 COMMITTEE REPORT mosaffelffl I* 241-M&I [41 ffil-q-11 114-61111 "A N -7s,0-0 77 -W! PIP-, Remarks MO 101 POLYMER FEED x 83 102 ST. x 36 103 W.C. x 36 104 WORKSHOP x 201 105 CART. x 10 106 STAIR x 23 107 CONTROL ROOM x 669 108 LUNCH/GENERAL USE x 181 109 LABORATORY x 244 Total Building Area 1,483 City of Ashland Facilities Master Plan Committee Report 4-39 Ogden Roernefflilkerson Architecture FOR E ...... fi Room y Program; pa � E x Is't i fi0':S1z6 -'.'Are p iMar 101 ENGINE BAYS x 1200 102 OFFICE x 102 103 - x 161 104 KITCHEN/DAYROOM x 560 105 - x 70 106 RESTROOM x 106 107 DORMITORY x 490 ITotal Building Area 2,689 City of Ashland Facilities Master Plan Committee Report 4-40 Ogden RoemerWilkerson Architecture ENGINE BAYS HALL 1116� DORMITORY WC FIRE STATION #2 (1860 ASHLAND STREET) EXISTING CONDITIONS OFFICE KITCHEN/ DAYROOM Im PLANNING F] BUILDING F-1 PUBLIC WORKS SHARED ELECTRIC F] PUBLIC IN I.T. F] FINANCE 11 RECORDER ADMIN ml CITY ATTORNEY F] CIRCULATION F] FIRE CITY OF ASHLAND 1?I OgdIR eme rWitkerson FACILITIES MASTER PLAN %.w m It, V 0 ALA 4-41 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH , HONEST DESIGN FIRE HOUSE LAND DEVELOPMENT EXISTING CONDITIONS CITY OF ASHLAND Ogden R.8ernerwikerson FACILITIES MASTER PLAN rchiteCUT e A All 4-42 COMMITTEE REPORT COL LAIR- I IV E A -HONEST J(*SIC N I all [I Eli I I !Low �ILTJLONAM awlm rjgc+ �;;a , -�E, 11 t! Room Nd::�rogra�n Space ing ize Area.Rarriarlks 141 SIGN SHOP x 420 142 HALL x 230 143 RESTROOM x 90 144 RESTROOM x 90 145 OFFICE x 160 146 OFFICE x 160 147 OFFICE x 160 148 OFFICE x 160 150 PARTS x 360 151 FLEET MAINTENANCE x 2580 153 BULK OIL x 180 154 STORAGE x 180 155 WELD SHOP x 720 I I I I ITotal Building Area 1 5,490 City of Ashland Facilities Master Plan Committee Report 4-43 Ogden RoernerWil kerson Architecture PLANNING ❑ BUILDING PUBLIC WORKS aSHARED ELECTRIC PUBLIC I.T. FINANCE RECORDER ADMIN CITY ATTORNEY CIRCULATION BE MAINTENANCE SERVICE CENTER MAINTENANCE SHOP (90 N. MOUNTAIN AVE.) EXISTING CONDITIONS f� CITY OF ASHLAND OgdenRoemerWilkerson FACILITIES MASTER PLAN r 4-44 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH -HONEST DESIGN LEGEND PLANNING 1,633 SF ❑BUILDING 1,124 SF PUBLIC WORKS 2,166 SF SHARED 2.032 SF F] ELECTRIC 281 SF PUBLIC 496 SF I.T. F] FINANCE RECORDER ADMIN CITY ATTORNEY ❑CIRCULATION 2,280 SF COMMUNITY DEVELOPMENT AND PUBLIC WORKS ADMINISTRATION (51 WINBURN WAY) TOTAL 10,012 SF EXISTING CONDITIONS ,, CITY OF ASHLAND OgdenRoemerWilkerson FACILITIES MASTER PLAN a 11, ff v '" 4-45 COMMITTEE REPORT Architecture COLLABORATIVE APPROACH - HONEST DESIGN Oche ogWi erson A. rchitectu re... COLLABORATIVE APPROACH - HONEST DESIGN A 10M mmM MKI REORGANIZATIONREUSE AND F CITY OWNED PROPERTIES ITS OF ASHLAND FACILITIES MASTER PLAN AIA COLLA3ORAT-V€ APPROACH HGtq FST DiE3M. The Program of Spaces for each department takes future growth into consideration, with 5, 10, and 20 year projections shown for each department. It is important to note that these Conceptual plaiLs and diagrams do not represent architectural design solutions, which will be developed after more comprehensive programming workshops with each department. Rather, these drawings represent a Pre -Design activity that simply demonstrates the viability of each of the options, by showing through graphic representations that the required Program of Spaces will fit within the space allotted. Immediate/critical needs: I . Fire station 42 Public restroom Sherwood Park. 2. Police department expansion. 3. Security issues City Hall & all departments. 4. Relocate Finance to the Grove to allow remodels of City Hall. Remodel Grove for conference space. 5. Space vacated by Finance at City Hall provides additional meeting space for remaining departments. Five Year Plan I . Property acquisition for new Yard. Consider liquidation of Imperatrice properties 2. Expansion of Civic Center for IT & Council. 3. Elevator installation at City Hall 4. Classroom space North Mountain Park 5. Remodel Ten Year Plan 1. New building downtown. 2. New buildings — Yard development. Twenty Year Plan Md Administration / Legal Public Access The existing City Hall building is currently served by 5 entrances. The public is directed to various departments by exterior signage. Each staff person adjacent to an entrance also serves as a receptionist and often directs visitors to the correct area within the building. The ADA accessibility standards are met by an exterior elevator behind the building also serving Shakespeare. Lack of Security The entrance at the Utility counter is the only entrance that has some form of visitor control. Currently the public has free access through -out the building. The handicapped access to the upper level is located at the existing City Attorney assistants work station. Lack of Meeting Space City hall has only two areas that can be used for conferences, a small room able to accommodate 6 people and the law library. Offices are located off of the law library, meetings are disrupted and confidentiality is breached as staff access these offices. Poor office configurations The existing city hall is comprised of two adjacent buildings. This structural challenge limits the flexibility of office layouts. The access for several offices is through another office or work station. City of Ashland Facilities Master Plan Committee Report 5-2 OgdenRoemerWilkerson Architecture UJITTA millym• Option 1 PROGRAM AREAS 'N"11,11,11"I"I'lIz! RI1,11,1,,,?; Proposed Size g i e "i ge Administration 1 Mayor's Office 12 x 18 216 156 60' 1 City Administrator 15 x 18 270 188 82 1 Executive Secretary 10 x 12 120 150 -30 1 Management Analyst 12 x 12 144 144 0 1 HR Director 12 x 12 144 136 8 1 Administrative Assistant 8 x 10 80 120 -40 2 Flexible Workstations 8 x 10 160 0 160 1 Storage 8 x 12 96 0 96 1 Personnel Assistant 8 x 10 801 124 -44 sub -total 1,310 1,018 292 Legal 1 City Attorney Office 12 x 18 216 120 96 1 Assistant City Attorney Office 12 x 12 144 136 8 1 Paralegal Office 12 x 12 144 135 9 1 Future Atty Office 12 x 12 144 0 144 1 Legal Secretary Workstation 10 x 12 120 120 0 1 Law Library 12 x 15 180 235 -55 1 File Storage area 4 x 20 801 45 35 sub -total 1,028 791 237 Shared Spaces 1 Conference Room (seat 6-8) 10 x 12 120 114 6 1 Conference Room (seat 50-100) 25 x 40 1,000 0 1,000 1 Storage Areas 10 X 12 120 0 120 1 Breakroom 12 x 15 180 174 6 1 Women's restroorn 10 x 15 150 45 105 1 Men's restroorn 10 x 15 150 0 150 1 Custodial 6 x 8 48 13 35 1 Work/copy/storage room 10 x 15 1501 106 44 sub -total 1,918 452 1,466 Circulation 22% 936 497 439 Elevator I ITotal Department Areas 5,1921 2,7581 2,434 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-3 PRIMARY RECORDER'S ENTRANCE OFFICE ENTRANCE CITY HALL - 1 ST FLOOR (20 EAST MAIN STREET) Ppnpn.qFn LEGEND PLANNING ❑ BUILDING PUBLIC WORKS aSHARED SF ELECTRIC PUBLIC I.T. FINANCE 110 SF RECORDER 624 SF � ADMIN HR CITY ATTORNEY 1,490 SF CIRCULATION W �u CITY OF ASHLAND OgdenRoemerWlkerson FACILITIES MASTER PLAN ArchitecturelA 5-4 COMMITTEE REPORT COLLABORATIVE APPROACH - HONEST DESIGN i 11 PLANNING F-I BUILDING PUBLIC WORKS F] SHARED SF ELECTRIC PUBLIC I.T. F] FINANCE 110 SF. RECORDER 624 SF ADMIN F] HR CITY ATTORNEY 1,490 SF CIRCULATION i PROPOSED CITY OF ASHLAND OgdenRoemerWllkerson FACILITIES MASTER PLAN k 5-5 COMMITTEE REPORT Architecture'" COLLABORATIVE APPROACH - HONEST DESIGN Administration / Council Public Access Often during public meetings, the occupancy of the chambers exceeds the limit of the fire code. Additional area for the public is needed. City of Ashland Facilities Master Plan Committee Report 5-6 OgdenRoemerWilkerson Architecture F-11 #I IJ I LI 161 111Z7-11 t us] 21 Arrr vmg P M T Proposed Size Council Chambers 1 Council Chambers 35 x 55 1925 1,324 601 1 Council Conference Rm 12 x 20 240 220 20 1 Control Room 10 x 15 150 83 67 sub -total 2315 1,627 688 Shared Spaces 1 Public Lobby 20 x 30 600 570 30 1 Women's restroom 10 x 15 150 45 105 1 Men's restroom 10 x 15 150 0 150 1 Mechanical 10 15 150 100 50 1 Custodial 6 x 8 48 13 35 1 Work/copy/storage room 10 x 15 150 106 44 sub -total 1248 834 414 Remodel ex council chambers 1324 Circulation 22% 784 541 242 ITotal Department Areas 1 4,3471 3,0021 1,344 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report 5-7 Ogden Roemer Wilkerson Architecture LOBBY ASHLAND CITY COUNCIL CHAMBERS (1175 EAST MAIN STREET) PROPOSED PlAl OgdenRoemerWilkerson Architecture'" COLLABORATIVE APPROACH - HONEST DESIGN 5-8 LEGEND COURTS ❑ COUNCIL aSHARED ❑ PUBLIC I.T. ❑ CIRCULATION CITY OF ASHLAND FACILITIES MASTER PLAN COMMITTEE REPORT COUNCIL WORKROOM COUNCIL BOARD ROOM COUNCIL CHAMBERS �75 EAST MAIN STREET) P90POSED LEGEND MmCOURTS ❑ COUNCIL SHARED F1PUBLIC I.T. ❑ CIRCULATION CITY OF ASHLAND OgdenRoemerWitkmerson g_g FACILITIES MASTER PLAN COMMITTEE REPORT Architecture COLLABORATIVE APPROACH - HONEST DESIGN City Recorder A small conference table is crowded into the existing city recorder's office. No space is available to accommodate a meeting with more than 3 or 4 people. Existing public access to records is limited to a small work station. It is critical public access to the City Recorder is maintained. Continued presence on the Plaza is a high priority. Like other city hall departments, the city recorder's office is challenged by the many entrances of city hall and the change of levels within the building. Additional on site record storage is critical for the documents that must be stored indefinitely. Currently off - site storage is being leased. City of Ashland Facilities Master Plan Committee Report 5_10 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces PROGRAM AREAS Space; Data Proposed:, Ar64 'Dtffere=46 Qty 0,roorarn Slpa6d Proposed Size Area -- Existing Area I City Recorder Office 12 x 18 216 155 61 1 Admin Assistant Workstation 10 x 12 .120 100 20 1 Public Work Station 8 x 10 80 20 60 1 Public Lobby 10 x 10 100 80 20 1 Secure Record StorageNault 12 x 15 180 150 30 1 General Storage 4 x 12 48 0 48 sub -total 744 506 239 I Offsite Record Storage 30 x 35 1050 700 350 Shared Spaces 1 Restroom 6 x 8 48 1 Lunch/Break Room 10 x 10 100 1 Work/Copy Room 10 x 12 120 1 Conference Room 12 x 15 180 Circulation 20%, 1 149 1 25 ITotal Building Area 1 1 893 1 530 589 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-11 PRIMARY RECORDER'S ENTRANCE OFFICE ENTRANCE CITY HALL - 1ST FLOOR (20 EAST MAIN STREET) PROPOSED PLANNING F-I BUILDING F-1 PUBLIC WORKS aSHARED SF F1 ELECTRIC PUBLIC I.T. FINANCE 110 SF RECORDER 624 SF ADMIN F] HR CITY ATTORNEY 1,490 SF ❑ CIRCULATION 10 CITY OF ASHLAND OgdenRoemerWilkerson 5-12 FACILITIES MASTER PLAN 'L W 7 lA COMMITTEE REPORT Architecture COLLABORATIVE APPROACH -HONEST DESIGN Electric Public Access The Warehouse building at the yard has several entrances, none with a public lobby or control point. The building is served by a single corridor (shown to the right). The public has free access to the building without clear direction. Theft has been a problem in the past. The information technologies department has been inserted within the electric department. The growth of I.T. has been at the expense of electric department work spaces. This has also caused the work spaces for both departments to become fragmented and disconnected. Many spaces are not working to the optimum efficiency due to lack of storage and technical work space beyond typical desk functions. Poor Office Conditions Several workstations have been forced to relocate to the upstairs mezzanine within the warehouse. This is an unconditioned area thus getting extremely hot in the summer time and cold in the winter time. City of Ashland Facilities Master Plan Committee Report 5-13 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces ELECTRIC DEPARTMENT Assume (l.T. moves) PROGRAM AREAS Proposed ed Size .Area _x I i erenpe, 1 Electric Director Office 12 x 18 216 480 -264 1 Administrative Secretary Office 10 x 12 120 132 -12 1 Warehouse Storekeeper Office 10 x 12 120 120 0 1 Electric Operations Super. Office 12 x 15 180 180 0 1 Estimator's Office 10 x 15 150 30 120 4 Transient Workstations" 5 x 6 120 40 80 3 Lead Working Line Installer" x 0 0 1 Tree Trimmer" x 0 0 2 Line Truck Operator" x 0 0 1 Electric Meter Reader— x 0 0 1 Connect/Disconnect** x 0 0 3 Line Installer Work Stations 8 x 10 240 0 240 1 Meter Relay Technician Work Station 10 x 12 120 80 40 1 Electrician Office 10 x 12 120 132 -12 1 Crew Room (seat 25) 15 x 25 375 480 -105 1 SCADA Control Room 10 x 20 200 0 200 1 Loading Area 30 x 30 900 800 100 1 Warehouse Storage 30 x 75 2250 2,292 -42 Sub -total Sill 4,766 192 Shared Space 1 Conference Room (seat 10) 10 x 15 150 0 150 1 Conference Room (seat 25) 15 x 25 375 370 5 1 Break/Lunch Room (seat 25) 15 x 25 375 570 -195 1 Conservation - Public Counter 6 x 12 72 0 72 1 Public Toilet 6 x 8 48 0 48 1 Employee Toilet Men 12 x 12 144 144 0 1 Employee Toilet Women 12 x 12 144 144 0 Sub -total 1308 1,228 80 Community Development bldg. 4 Conservation Analyst 8 x 10 320 281 39 Yard Vehicles (covered) Vehicles (uncovered) Outdoor Storage 18,760 Overall Lot size Circulation 22%, 1,412 ITotal Building Area 11 7,831 1 6,275 1 311 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-14 sOFFIGE"" OFFICE OFFICE LEGEND PLANNING F-1 BUILDING F] PUBLIC WORKS SHARED ELECTRIC F-1 PUBLIC Im I.T. F-1 FINANCE 11 RECORDER Em ADMIN IN CITY ATTORNEY F-1 CIRCULATION SERVICE CENTER - WAREHOUSE (90 N. MOUNTAIN AVENUE) PRnpnsFn CITY OF ASHLAND Ogde f'I emerWilkDIAe rson -15 FACILITIES MASTER PLAN 114.1p 9 t 9 Or AIA 5COMMITTEE REPORT Architecture COLLABORATIVE APPROACH - HONEST DESIGN Finance Location Of all the departments currently located downtown, Finance is the only one interested or willing to relocate outside of the downtown core. The vacation of Finance from City Hall would free up the space required to accommodate the needs of the remaining departments. Relocation to the Civic Center property would still provide easy public access and better parking for both the public and the employees. The plan would allow for a public cashier to remain at the city hall location. In addition, this location would provide a closer relationship with purchasing and the courts. City of Ashland Facilities Master Plan Committee Report 5-16 OgdenRoemerWilkerson Architecture .. ...... .. P IIII 1111111111111 1111 Jim Assume relocation to the Grove PROGRAM AREAS Proposed -A rea -Proposed ,Siii6 Area :,Ex!§ti i nd,Area, i ;b ffer6nde, 1 Finance Director Office 12 x 18 216 253 -37 1 Accounting Manager Office 12 x 12 144 160 -16 1 Admin Projects Sec. 8 x 10 80 160 -80 1 Risk Manager's Office 10 x 12 120 150 -30 2 Staff Acountant Workstations 8 x 10 160 80 80 1 Accounts Payable Workstation 8 x 10 80 80 0 1 Accounts Receivable Workstation 8 x 10 80 80 0 1 Payroll Workstation 8 x 10 80 80 0 1 Accounting Projects Workstation 8 x 10 80 97 -17 3 Cashier Stations at Public Counter 5 x 6 90 80 10 1 ITRON Workstation 4 x 7 28 24 4 1 Transient Cashier Workstation 8 x 10 80 24 56 3 Billing Clerk Workstation 8 x 10 240 240 0 1 Utility / Billing Manager Office 12 x 12 144 80 64 2 Files Supplies 8 x 10 160 160 1 Files Area 3 x 31 93 93 1 Conference Room 12 x 20 240 0 240 Sub -total 2115 1,588 527 Shared Space I Public Lobby 12 x 15 180 229 -49 1 Lunch 1 Break Room 12 x 12 144 151 -7 1 Work 1 Business Machines 12 x 15 180 87 93 2 Employee's Toilet 8 x 8 128 168 -40 1 Public Toilet 8 x 8 64 0 64 1 Mechanical 10 x 12 120 84 36 1 Janitor 4 x 6 24 75 -51 Sub -total 840 794 -46 Purchasing (off site) 1 Purchasing Office 10 x 12 120 400 -280 1 Bulk Storage 20 x 30 600 400 200 1 Receiving Area 15 x 20 300 800 -500 Sub -total 1020 1,600 -580 circulation 22% 875 0 0 ITotal Building Area 4,850 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-17 * Public Lobby *1 Cashier work station remains downtown FINANCE (1195 EAST MAIN STREET) PROPOSED LEGEND PLANNING F] BUILDING PUBLIC WORKS SHARED ELECTRIC PUBLIC I.T. FINANCE 3,129 sf RECORDER r Is ADMIN CITY ATTORNEY ❑ CIRCULATION Im MAINTENANCE q " � CITY OF ASHLAND OgdenRaemerWilkerson 5-18 FACILITIES MASTER PLAN Arch ite ctureiA COMMITTEE REPORT COLLABORATIVE APPROACH -HONEST DESIGN Finance / Courts Public Access The public counter is not designed to comply with ADA access regulations. Lack of Security The public counter does not provide a secure separation between the court staff work area and the public lobby. Lack of Space Working conditions are crowded by required records storage. Capacity for record storage has been exceeded. Poor office configurations Currently the department manager shares an office with the judge. City of Ashland Facilities Master Plan Committee Report 5-19 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces FINANCE - COURTS Proposed- rea Qty g Space Proposed `Size rea A ng Area j r, Courts 1 Judge Office 12 x 15 180 165 15 1 Court Supervisor Office 10 x 12 120 24 96 3 Court Clerks Workstations 8 x 10 240 250 -10 1 Bailiff 0 x 0 0 0 0 1 Jury/Conf room 12 x 20 240 220 20 1 Storage Room 10 x 12 120 120 0 1 File Storage 8 x 15 120, 120 0 sub -total 1020 899 121 Shared Spaces 1 Public Lobby 10 x 20 200 see council 1 Women's restroom 10 x 15 150 see council 150 1 Men's restroom 10 x 15 150 see council 150 1 Mechanical 10 x 12 120 see council 120 1 Janitor 4 x 6 24 see council 24 Sub -total 644 0 444 Circulation 22% 366 198 124 ITotal Building Area 2,030 1,0971 6891 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-20 Fire Station # 2 Public Access The public enters directly into the living area of the fire station. This single space currently serves as the kitchen, dining, day room and exercise area. The location of the station within the city is perfect for the response times required. However the existing parcel of land has challenges for a larger facility. Inadequate Vehicle Storage Emergency vehicles are generally housed indoors to protect essential components from weather deterioration, vandalism, theft and to maintain temperatures. The existing station can only accommodate 2 of the 7 vehicles located at this facility inside. Lack of Space The existing fire station is approximately 2,600 square feet. Program requirements for the facility necessitate over 10,000 square feet. Many of the required functions can not currently be accommodated. The dorm room and bathing facilities are currently being shared by both male and female firefighters due to lack of space. Poor working conditions Although the existing building has been maintained well, it has exceeded its' life expectancy. The masonry building is not seismically reinforced or insulated. Interior elements such as casework and plumbing fixtures are deteriorating rapidly. There is not an adequate separation between the apparatus bay and living areas. Vehicle exhaust constantly enters the living areas. City of Ashland Facilities Master Plan Committee Report 5-21 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces FIRE & RESCUE DEPARTMENT Optimum Space: 12,000 sf (2 stoq Ndg) PROGRAM AREAS . . . . . . . . . . . . . . . . . . . . . . . n, �"A/� k///��", Proposed, Propube d Size I Fire Chief x 0 0 1 Admin Secretary x 0 0 1 Forest Resource Specialist x 0 0 1 Division Chief -Fire & Life Safety x 0 0 1 Division Chief -Fire Operations x 0 0 1 Division Chief -Emergency Med Svc x 0 0 1 Fire Inspector x 0 0 1 CERT Program Coordinator x 0 0 1 Captain A Shift x 0 0 1 Captain B Shift x 0 0 1 Captain C Shift x 0 0 2 Engineers A Shift x 0 0 2 Engineers B Shift x 0 0 2 Engineers C Shift x 0 0 6 Firefighter/Paramedics A Shift x 0 0 6 Firefighter/Paramedics B Shift x 0 0 6 Firefighter/Paramedics C Shift x 0 0 sub -total 0 0 0 Fire Station #2 1 Waiting Area (1150 sf) 10 x 15 150 150 FIRE APPARATUS & SUPPORT: 8 Apparatus Bay 16 x 35 4480 1,173 3,307 1 Hose Storage 10 x 12 120 30 90 1 Shop 10 x 10 100 0 100 I Oxygen Cascade & Ice Machine 10 x 10 100 0 100 I Communications Room 10 x 10 100 0 100 I EMS / Decontamination Room 10 x 10 100 0 100 1 Medical Supply 10 x 15 150 20 130 1 Electrical Room (MDP, Sub -panels) 8 x 12 96 0 96 1 Supply Room 10 x 12 120 50 70 1 Turnout Washer / Dryer Room 10 x 10 100 120 -20 1 Outdoor Storage 5 x 10 50 50 0 sub -total 5666 1,443 4,073 SUPPORT SPACES: 1 Janitor's Closet 8 x 5 40 0 40 1 Toilet Rooms 9 x 10 90 0 90 Circulation 25% 2866 70 2796 sub -total 2996 70 2926 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-22 Optimum Space: 12,000 st (2 story Bldg) FIRE ADMINISTRATION / LIVING 1 Crew Room 15 x 20 300 290 10 5 Dormitories, Double 12 x 17 1020 490 530 1 Fitness Room 15 x 16 240 0 240 1 Men's Toilet Shower 27 x 10 270 106 164 1 Women's Toilet Shower 10 x 12 120 0 120 1 House Laundry 10 x 10 100 0 100 1 Station Office 10 x 12 120 50 70 1 CERT Office 12 x 14 168 0 168 1 Report Writing Office 12 x 14 168 0 168 1 Work 8 x 10 80 0 80 1 Kitchen 10 x 15 150 120 30 1 Dining Room 10 x 15 150 120 30 1 Training / Meeting Room 15 x 30 450 0 450 1 Storage 8 x 10 80 0 80 1 Entry 10 x 10 100 0 100 2 Public Restroom 8 x 6 96 0 96 1 Elevator Equipment 8 x 8 64 0 64 sub -total 3676 1,176 2,500 SUPPORT SPACES: 1 Janitor's Closet 6 x 10 60 0 60 1 Outdoor Covered Patio 16 x 20 320 320 (Include Patio cover in costs at 50%) 1 0 sub -total 3801 0 380 1 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-23 '' •' (plan previously developed for bond issue proves feasibility on site' ',)g Ogde R Wi' erson Architecture... COLLABORATIVE APPROACH - HONEST DESIGN • M Information Technologies Public Access/ Security The Warehouse building at the yard has several entrances, none with a public lobby or control point. The building is served by a single corridor (shown to the right). The public has free access to the building without clear direction. Theft has been a problem in the past. Department Fragmentation The information technologies department has been inserted within the electric department. The growth of I.T. has been at the expense of electric department work spaces. This has also caused the work spaces for both departments to become fragmented and disconnected. Many spaces are not working to the optimum efficiency due to lack of storage and technical work space beyond typical desk functions. Lack of Meeting Space There is currently one meeting/conference room within the facility. Scheduling this space is often a challenge. Head End constraint The main server for AFN is located within the warehouse building. This facility would be extremely expensive to relocate. It is possible for the department to move away from this location but should remain close by. City of Ashland Facilities Master Plan Committee Report 5-25 OgdenRoemerWilkerson Architecture PROGRAM AREAS P/ '17 RPT ,�4rea I"", rSpadeTI Proposed Size , Are �J 4 tfideo 1 I.T. Director Office 12 x 18 216 134 82 2 Administrative Secretary WS 10 x 12 240 132 108 1 Telecommunications Engineer Office 10 x 12 120 120 1 Operations Manager Office 10 x 12 120 120 2 Network Administrator WS 8 x 10 160 160 1 Account Representative WS 8 x 10 80 80 2 Database Administrator WS 10 x 12 240 240 3 Telecommunications Technician WS 10 x 15 450 450 1 Telecommunications/ Comp Tech WS 10 x 15 150 150 I User Support Manager Office 10 x 12 120 120 2 Computer Technician WS 10 x 15 300 300 1 Conference Room 12 15 180 180 1 Head-end/Server Room (700 sf) 30 x 35 1050 1,067 -17 Sub -total 3426 1,333 2,093 Shared Spaces Utility/Restrooms/shared I Waiting Area (Admin Secretary) 15 x 20 300 0 300 1 Conference Room (seat 30)* 15 x 30 450 370 80 1 Storage Area (200 sf)* 15 x 15 225 600 -375 1 Warehouse (1200 sf)* 27 x 45 1215 600 615 1 Loading Dock* 15 x 20 300 800 -500 Sub -total 2490 2,370 120 Circulation 22% 1,302 815 487 ITotal Building Area I 1 7,218 4,518 2,700 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-26 COUNCIL WORKROOM COUNCIL BOARD ROOM COUNCIL CHAMBERS INFORMATION TECHNOLOGY (1175 EAST MAIN STREET) PROPOSED LEGEND COURTS ❑ COUNCIL SHARED F] PUBLIC I.T. aCIRCULATION ? CITY OF ASHLAND OgdenRoemerWilkerson 5_27 FACILITIES MASTER PLAN "�"'� 9 1 N I COMMITTEE REPORT Architecture'' COLLABORATIVE APPROACH - HONEST DESIGN Maintenance The existing yard is currently challenged by limited storage space. Yards are fragmented and located throughout the city. Limited covered parking is available for the city vehicles. Many of these vehicles need to be parked under cover to help protect the equipment from over exposure to the weather. The welding shop is challenged by limited space. About 50% more area is required for this department to function efficiently. The sign shop is also challenged with space needs. Again about 50% more space is needed for this department to function efficiently. Residential construction has developed around the yard properties. The activities of the yards now cause disruption for these neighbors. City of Ashland. Facilities Master Plan Committee Report 5-28 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces Maintenance PROGRAM AREAS Space Data i. Prop 9"sed Area;. Qiy' Program pace Proposed Size Airea� -Existing Areal. -Diffe6Dric'e'.," I Office 10 X 16 160 160 0 1 Office 10 X 16 160 160 0 1 Office 10 x 16 160 160 0 1 Office 10 X 16 160 160 0 1 Lobby 10 x 23 230 230 0 1 Sign Shop 20 x 31 620 420 200 1 Parts 20 x 18 360 360 0 1 Fleet Maintenance Bays 36 x 60 2160 2,160 0 1 Fleet Maintenance Shop 20 x 21 420 420 0 1 Weld Shop 40 x 27 1080 720 360 1 Storage 10 x 18 180 180 0 1 Men's Toilet 10 x 9 90 90 0 1 Unisex Toilet 10 x 9 90 90 0 1 Bulk Oil Storage 10 x 18 180 180 0 Subtotal: 6050 5,490 560 Parking and site storage area to be calculated separately Circulation 10% 1,2101 150 1,060 ITotal Building Area I 1 7,2601 5,6401 1,620 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-29 HALL WC WC LL PARTS FLEET MAINTENANCE WELD SHOP WELD SHOP EXPANSION "II IN Og denRoemerWitkerson ArchitecturelA COLLABORATIVE APPROACH - HONEST DESIGN SIGN SHOP ( SIGN SHOP EXPANSION limmommm F-I EXISTING BUILDING F-1 NEW CONSTRUCTION BULK OIL SERVICE CENTER MAINTENANCE SHOP (90 N. MOUNTAIN AVE.) mommnecn CITY OF ASHLAND 5-30 FACILITIES MASTER PLAN COMMITTEE REPORT Sherwood Park The public restrooms have exceeded their expected lifespan and are a continual maintenance challenge. These restrooms need to be replaced and updated to meet current accessibility codes. North Mountain Park The success of the programs at North Mountain park have created the need for additional staff or volunteer workspaces. An additional 5 workstations are needed at the nature center. Programs are requiring additional classroom space. The community center on Winburn Way is often used for weddings. There is currently is no space for the brides to get ready. A bride room is needed. City of Ashland Facilities Master Plan Committee Report 5-31 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces PARKS & RECREATION PROGRAM AREAS ISS ace V/ Ile Proposed Size EA No Changes Requested in, Park offices 1 Parks & Recreation Director x 0 0 1 Department Secretary x 0 0 1 Receptionist x 0 0 1 Parks Superintendant x 0 0 1 Lead Custodian x 0 0 2 Custodian x 0 0 1 Greens Superintendant x 0 0 18 Park Technicians x 0 0 12 Parks Worker x 0 0 1 Recreation Superintendant x 0 0 2 Recreation Coordinator x 0 0 4 Recreation Worker x 0 0 1 Recreation Facilities Manager x 0 0 2 Enviro. Education Coordinator x 0 0 1 Receptionist x 0 0 2 Senior Program x 0 0 Subtotal 0 0 0 1 Conference Room (25 people) x 0 0 Storage Areas x 0 0 1 Break/Lunch Room (15 people) x 0 0 15 Workstations x 0 0 1 Waiting Area x 0 0 1 Public Counter x 0 0 1 Public Window x 0 0 1 Interview Area x 0 0 Subtotal 0 0 0 North Mtn Park Nature Center Main Exhibit room x 429 429 0 Reception Lobby x 258 258 0 Reception Workstation x 0 0 0 Resource Room x 143 143 0 Lab x 161 161 0 Kitchen x 59 59 0 Restroom x 58 58 0 1 Office 25 x 25 625 120 505 Storage x 70 70 0 Subtotal 1803 1298 505 1 Outside Classroom 30 x 40 1200 0 1,200 2 Sherwood Park Restrooms 10 x 12 240 1 Bridal Room/Community Center 10 X 15 150 ITotal Building Area 1 3,003 1 1,298 1,705 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-32 Community Development Building For the most part, the recently constructed community development building is functioning well. Recent security doors have been added to restrict public access from the lobby area into the internal department areas. This building contains two conference rooms which are constantly being used by either the public or other departments. Work station size The planning work stations do not provide adequate work space to accommodate construction documents. Several work -stations throughout the facility are not contiguous with the department they are associated. Some minor reconfiguration could resolve this challenge. Work stations are not configured to accommodate oversized sets of plans during the review process. City of Ashland Facilities Master Plan Committee Report 5-33 0-denRoemerWilkerson Architecture C, City of Ashland Program of Spaces PLANNING & BUILDING }�.roposed Area d iie ropose EA A Planning I Corn Dev Director Office 13.5 x 16 209 209 0 1 Executive Secretary Workstation 9 x 15 135 135 0 1 Senior Planner Office 9.75 x 14 132 132 0 1 Housing Program Specialist Office 10.5 x 11 110 110 0 1 Permit Center Man Office 9.5 x 13 124 124 0 1 Associate Planner Workstation 9 x 12 108 89 19 2 Assistant Planner Workstations 9 x 12 216 198 18 1 Flex work station 6.5 x 12 76 76 1 Planning Archive x 365 340 1 Work/Storage area 10.5 x 15 158 158 0 sub -total 1633 1,570 37 Building Department I Building Official Office 10.5 x 15 152 152 0 3 Building Inspector Workstations 9.5 x 11 314 314 0 1 Code Enf Specialist workstation 5 x 8 40 40 0 1 Flexible Workstation 6 x 9 54 54 0 1 Building Secretary Workstation 9.5 x 11 105 105 0 2 Account Clerk I Workstations 7 x 8 112 112 0 1 Building Archive x 280 280 1 Building Library 7.75 x 9.0 70 70 0 sub -total 1126 1,126 0 Shared Spaces* 1 Public Lobby 17 x 26 442 442 0 2 Public Toilets (MAW) 5 x 8 80 80 0 1 Public Counter 5.5 x 15 83 83 0 1 Conference Room # 1 21 x 28.0 588 588 0 1 Conference Room # 2 14 x 17 238 238 0 1 Break Room 12 x 13 156 156 0 1 Employee Men's Restroorn 12 x 13 156 156 0 1 Employee Women's Restroom 12 x 12 144 144 0 1 Copy[Work room 9 x 12 108 108 0 1 Janitor 5 x 8 38 38 0 sub -total 2032 2,032 0 Circulation/Utility 35% 1,677 2,280 0 ITotal Building Area 6,467 7,008 37 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-34 P.W.1 P.W. P,W, flex. flex. flex. a" TOTAL 10,012 SF PROPOSED LEGEND PLANNING 1,671 SF F-1 BUILDING 996 SF aPUBLIC WORKS 2,183 SF F] SHARED 1,786 SF F-1 ELECTRIC 202 SF 1-1 PUBLIC Im I.T. F-1 FINANCE RECORDER ADMIN CITY ATTORNEY CIRCULATION 3,174 SF fRl '�� / CITY OF ASHLAND OgdeoemerVdilkerson �_3 FACILITIES MASTER PLAN COMMITTEE REPORT Architecture COLLABORATIVE APPROACH HONEST DESIGN Police Public Circulation The existing lobby is adjacent to the general work area. Computer monitors with sensitive information are visible to the public area. The public must travel past these monitors for interviews or fingerprinting services. Poor office conditions Currently work stations for the Detectives, Sergeants, Volunteers and report writing are being squeezed into small offices due to lack of space. Photo to the right shows the detectives office, 5 work stations in a 12 x 12 space. Evidence Storage has already reached the maximum capacity. Evidence must be retained indefinitely. Currently storage containers are housing non sensitive material in the parking lot. Lack of Meeting Space The existing briefing room cannot accommodate the 30+ persons often needed and does not provide room for required training. It is difficult to schedule and costly to retain other spaces within the community on a regular basis. Often a space is needed for training that should be able to accommodate 50 to 100 people. Temporary custody The existing facilities are inadequate to retain and process persons in temporary custody. City of Ashland Facilities Master Plan Committee Report 5-36 OgdenRoemerWilkerson Architecture City of Ashland Program of Spaces POLICE DEPARTMENT PROGRAM AREAS SpAdo Data Proposed Pr6gir6im Soapp Proposed Size ,'.'�Ar6a Existing E tk��ire �113 hce 1 Police Chief Office 12 x 18 216 174 42 1 Deputy Chief Office 12 x 12 144 132 12 1 Lieutenant Office 12 x 12 144 141 3 1 Administrative Assistant Office 10 x 12 120 134 -14 1 Records Supervisor Office 10 x 10 100 100 4 Records Clerk Workstations 10 x 10 400 500 -100 I Evidence Technician Office 10 x 12 120 173 -53 1 Property/Evidence Room (400 sf) 15 x 27 405 162 243 1 Background Investigator Workstation 10 x 12 120 144 -24 1 DEA Workstation 0 x 0 0 0 0 1 Volunteer Coordinator workstation 8 x 12 96 98 -2 3 Volunteer Desks 5 x 6 90 0 90 5 Sergeants Workstations 8 x 10 400 348 52 5 Detectives Workstations 8 x 10 400 186 214 5 Patrol Officers Workstations 8 x 10 400 336 64 1 Investigations Clerk Workstation 8 x 10 80 80 1 School Resource Officer Office 10 x 12 120 132 -12 1 Central Area Patrol 5 x 6 30 30 1 Park Patrol 10 x 12 120 120 1 Interogation room 8 10 80 80 1 Archives 12 x 20 240 180 60 1 Men's Locker Room/Toilet 15 x 20 300 272 28 1 Women's Locker Room/Toilet 15 x 20 300 210 90 1 Conference Room (seat 10-15) 12 x 18 216 184 32 1 Conference Room (seat 30-40) 15 x 40 600 0 600 1 Fingerprint Area 8 x 10 80 20 60 1 Break / Lunch Room 15 x 20 300 305 -5 1 Storage Area (200 sf) 10 x 20 200 81 119 1 Briefing/Training Area (30-40 people) 15 x 40 600 230 370 1 Employee Restroom 8 x 10 80 72 8 1 Breathilizer 8 x 10 80 91 -11 1 Booking 10 x 12 120 150 -30 1 Waiting Area 12 x 15 180 132 48 1 Public Counter / Window 4 x 6 24 60 -36 2 Interview Areas 9 x 10 180 120 60 1 Public Toilets 8 x 6 48 81 -33 1 Custodial 7 x 10 70 75 -5 Subtotal 7203 4923 2286 Actual Circulation (per plan) 250 Circulation 22%, 1,585 1,083 502 ITotal Building Area I - 8,788 6,006 2,782 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-37 ASHLAND POLICE STATION (1155 EAST MAIN STREET) PROPOSED OgdennR amerWilkYerson 0 0 m Architecture'A COLLABORATIVE APPROACH HONEST DESIGN i F] HEAVY REMODEL 1-1 NEW CONSTRUCTION CITY OF ASHLAND 5-38 FACILITIES MASTER PLAN COMMITTEE REPORT City of Ashland Program of Spaces PUBLIC WORKS (Community Development) PROGRAM AREAS Space Prop -A rtae Proposed Size ke w Are iffdreh6e' Community Development Public Works Director' Office 13 x 17 221 221 0 2 Manager Assistant Workstation 10 x 10 200 200 0 1 Project Manager Office 11 14 149 149 0 1 Assoc Engineer Office 10 13 130 130 0 5 Engineering, Inspection, Traffic 9 x 7 315 315 0 Safety Surveying 2 Public Works Operations 7 x 7 98 98 0 3 GIS Division Workstations 8 x 8 192 192 0 4 Storm Drain Section 6 x 7 168 168 0 2 Building 6 x 7 84 84 0 1 Archives 15.5 x 26 399 399 0 1 Library 10 x 21 2101 210 0 Subtotal 2166 2,166 0 Shared spaces (see com dev) Circulation 20% 22% 476 ITotal Building Area I 2,6-4-2—F 2,166 0 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-39 City of Ashland Program of Spac PUBLIC WORKS i Other Sites PROGRAM AREAS "grarn,zp, Pro osed Size Waste Water Treatment 4 Water Treatment Plant x 0 0 12 Water Distribution Division x 0 0 5 Wastewater Collection, Pump Station x 0 0 1 Wastewater Treatment & Reuse x 0 0 5 Wastewater Treatment x 0 0 0 b 0 Warehouse I Fleet & Building Maint Supervisor x 0 0 3 Shop / Fleet x 0 0 8 Street Operations Division x 0 0 3 Administrative Staff (Locater/Warehousing) x 0 0 0 0 0 2 Cemetery x 0 0 Shared spaces (see com dev) Circulation 20% 20%1 ITotal Building Area 1 0 0 0 * Currently shared with other departments City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-40 LLI :3 z z M S AA TA>d.OT 11200 --- --- --- --- --- -- TA4M •RM WAREHOUSE Ashland Parkview Sulod. STORA65 pim mnm iiiii in imm in I mm im 6TORA&E ul 1111111-111 IIITFFTUTFn7II I I I I III I I 11110 immmimminimi njimmm I.IIIIIIIIIIIII0 I III III I PAN" nimmmin i &%me ENOm Lr7mTm4ol CMt FMICE I I I M I: W1,11 MV I.N."A WAVE f Rj P I A Ogde emerWilkerson AIA Architecture COLLABORATIVE APPROACH - HONEST DESION F] NEW PARKING 11 MAINTENANCE EXPANSION I.T. COUNCIL EXPANSION POLICE EXPANSION CITY OF ASHLAND 5-41 FACILITIES MASTER PLAN COMMITTEE REPORT CITY OF ASHLAND ogdeQri` �.s�ar� FACILITIES MASTER PLAN Architect�ure'A COMMITTEE REPORT DETAILED NARRATIVE -SPECIAL PROPERTIES FIRE STATION #2 The redevelopment of this property is the single most critical part of the Master Plan, due to the critical needs faced by the Fire Department at this station, and the size and condition of the current facility. The existing building is over 40 years old, and has exceeded its useful life due to its condition and quality of construction. The structure is built of non -reinforced CMU, which is already showing signs of cracks and deterioration. Due to its construction, this building most likely would not withstand a seismic event. Current building codes require fire stations and other `essential facilities' to be built to a higher standard, so that their critical functions can continue after an earthquake. Also, the building is not insulated, resulting in high utility bills and uncomfortable living conditions for the firefighters, who work 24-hour shifts. At approximately 2600 square feet, the existing facility utterly lacks the space required for its current and future programmatic elements. This lack of space has resulted in severe compromises in the building's functionality, including shared dormitory spaces for men and women. Additionally, there is not an adequate separation between the apparatus bay and the living quarters, and dangerous exhaust fumes permeate the living quarters. C� The single most critical need is the lack of space in the apparatus bay. The current apparatus bay houses two rigs, but seven vehicles are housed on site. The remaining five pieces of apparatus are stored outside or under temporary covers. This exposure to the elements, especially the damaging effects of ultraviolet rays, diminishes the life span of the equipment and results in more frequent replacement of parts like rubber hoses. Additionally, the ambulances must be kept in a secure and conditioned environment, to prevent vandalism and theft of drugs, and to maintain the medications that are stored onboard. The anticipated size of a replacement facility for Fire Station #2 is approximately 10,000 square feet. The Facilities Master Plan Committee felt that phasing of this project would not be a effective method to control the project cost. Even if only a portion of the project is built, the overall space needs would not change. Rather, phasing of the project would only increase the overall project cost, due to the smaller size of the projects and the normal escalation of construction costs. The Facilities Master Plan Committee investigated alternate sites for Fire Station 42, but it quickly became clear that no other suitable sites were available or would likely become available. MN The committee felt that the use of eminent domain to acquire property was not a prudent choice. Therefore, the committee recormuends the development of a new fire station on the same site. Same project as proposed in the bond, but with reduced costs by creating a simpler design and construction type, not a 'sister' station to FS 1. MIN City of Ashland 'Facility 'P1 na1 fast s a e,,,-," DRAFT 'exls"Mgp 1. Site Work: Off -site improvements $ 160,000 General site work $ 252,018 Existing building Demolition $ 24,570 2. Building Cost: 10250 S.F. @ $265/S.F. $ 2,716,250 Based on ORW's Grants Pass Stations 3 Construction Contingency Allowance (8%) $ 217,300 Construction Cost Subtotal $3,370,138 4. Misc Equipment and Furnishings $ 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) $ 337,014 b. Landscape architect $ 10,000 c. Civil engineer $ 15,000 d. Special Consultant $ - e. Interior designer $ 8,000 f. Acoustical Engineer $ - g. Surveyor $ 8,000 h. Geotechnical engineer $ 4,000 i. Cost estimator $ 8,000 j. Materials testing $ 6,000 k. Contract Documents printing $ 6,000 1. Approval agency fees allowance (5% const cost) $ 135,813 m. Reimbursable expenses $ 6,000 n. Property Aquisition* (x Street) $ - o. Department Relocation Costs not included Miscellaneous Costs Subtotal T 583,826 Total Estimated Project Budget 1 $3,953,964 Not including: Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-44 CITY OF ASHLAND (,)� •..eerson FACILITIES MASTER ■ LAN a. REPORT Currently, the city's maintenance yards are located on numerous small sites throughout the city. This fragmentation makes it difficult for the Public Works, Electric, IT, and Maintenance Departments to function efficiently, and results in wasted staff time and fuel consumption, in addition to the under -utilization of the facilities themselves. Consolidation of these facilities is a key component of the Facilities Master Plan. The main yard at East Main & Mountain Avenue is too small to house all the vehicles that need to be kept under cover, for maintenance and protection of the assets. It also is not big enough to store all the utility piping, meters, parts, and other supplies that need to be kept on hand. A lack of security at this site results in the theft and vandalism of tile materials and equipment stored here. The main yard is centrally located, which has proven disruptive to the neighborhood that has developed around this site in recent years, and the activities there generate numerous complaints about traffic, noise, dust, and other 'nuisances.' Since this issue cannot be resolved completely, the Facilities Master Plan Committee considered alternate locations for the yard. A traffic counter deployed at this site showed an average of 300 vehicle trips to the yard per day. Therefore, a very remote location for this function also would result in wasted staff time and fuel consumption The existing buildings at the main yard are pre-engineered structures, which could be dismantled zn and re -assembled at a new location, perhaps with new exterior panels. Site development still required at any new location, but re -use of the current buildings' structures would save substantially oil project cost and material resources. Several properties in the central portion of the city were evaluated (see appendix). These sites were rejected due to high land acquisition costs and concerns over noise and dust that are similar to the existing site. The Gun Club, Hardesty and Imperatrice properties were deemed undesirable due to zoning impediments and their remote location. The most viable options for a. new consolidated maintenance yard were those in the vicinities of Washington Street and Mistletoe Road (see appendix). WO 1. Site Work: Off -site improvements $ 300,000 General site work $ 2,178,000 2. Building Cost: 40,000 S.F. @ $125/S.F. $ 5,000,000 3 Construction Contingency Allowance (5%) $ 373,900 Construction Cost Subtotal 4. Misc Equipment and Furnishings $ 62,751 5. Miscellaneous Costs: a. Architect/engineers (8%) $ 628,152 b. Landscape architect $ 25,000 c. Civil engineer $ 75,000 d. Special Consultant $ - e. Interior designer $ 8,000 f. Acoustical Engineer $ - g. Surveyor $ 12,500 h. Geotechnical engineer $ 11,500 i. Cost estimator $ 6,000 j. Materials testing $ 8,000 k. Contract Documents printing $ 6,000 1. Approval agency fees allowance (5% const cost) $ 400,000 m. Reimbursable expenses $ 6,000 n. Property Aquisition* $ 3,000,000 o. Moving Costs not included Miscellaneous Costs Subtotal $ 4,248,903 Total Estimated Project Budget Not including: * Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) $ 7,851,900 4,248,903 12,100,803 City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 5-46 ViV Ogde@gr ' erson Architecture"' COLLABORATIVE APPROACH HONEST DESIGN ■ •' , I WE WE, mor - I �,n WAIN KIM ffm� — A Throughout the process of updating the Facilities Master Plan, the committee expressed a keen interest in in incorporating opportunities for affordable housing into the Master Plan. The most appropriate sites are highlighted in yellow in the appendix. Specific properties include the B Street yard (2 acre parcel), which could accommodate 50-60 housing units. But the value of this property is listed at $2.9 million, and its sale might be necessary for the acquisition of new property for a consolidated maintenance yard. Si ilar:concerns exist at the, city so .1 ot her her yards, which sold when a consolidated yardis-created. The Facilities Master Plan Committee recommends that, if a new municipal building is built in downtown Ashland to house those functions that must remain in the city core, then the building volume should be maximized. The departments that must remain downtown require only 9000 square feet, so the surplus space could be used either for other city departments, or for the development of affordable housing. 6mh City of Ashland Facilities Master Plan Affordable Housing Opportunities B-Street Yard 25% increase 10% increase 10% increase est. property Lot number : Acres Zoning Base density affordable' open space energy value Lot 1900 1.68 R-3 Lot 2700 0.18 R-3 Lot2SOO 0.22 R-3 Lot2600 0 13 0,13. R-3 Lot2100 L--O-I 18 L ITotal Parcel size 1 2.391 R-31 48F 121 4.81 7.21 2,950,00.00 units under 500 so = .75 units Liberty Property I I I I I Lot 200 m9l R-.Sl 21 01 01 1 $ 425,000.00 mm City of Ashland Facilities Master Plan Committee Report 5.49 Ogden Roemer Wilkerson Architecture de09wi p (ro{ rson Architecture... Agi 1. it c i.tec L LA i. e.IA COLLABORATIVE APPROACH - HONEST DESIGN Ogde(R glr i' erson Architecture... COLLASORATiVE APPROACH � HONEST DESIGN MUMOMM •kyllivill Master Plan Options The three options are: Option I- Reuse and / or Re -development: This option is based on the premise of re -using existing City facilities and properties. No new property acquisition is factored into this option. Currently most departments are "landlocked" either by physical building constraints or other departments. Although departments are not expecting staff growth, additional square footage is needed for space efficiency, security, meeting area, Public separation and control. It is very clear most of the departments currently located downtown should remain downtown. In order to accommodate reorganization of these departments, some space needs to be made available in order for the remaining departments to be modified. The Finance Department can be relocated outside of the downtown core and remain efficient in its operations. The Yard Currently the Public Works and Maintenance yard is located on several properties throughout the City. This fragmentation causes inefficiencies and extra vehicle travel. If the Yard is to be relocated on existing City property, there is only one possible solution; the Gun Club. This property, however, does not lend itself for this function. It is located too far outside the City and the zoning would need to be modified. Fire Station 92 The existing property is well located for the recommended response time. However, it is too small to house the station practically. The previous design solution developed and proposed demonstrates there is a viable solution but with some impact to both the adjacent park and neighbors. The potential costs for this option range from $9-12 million. Pro's • No additional property acquisition costs. • Department remodels and expansions can be phased over the course of several years with incremental budget allocations. Coil's ® Does not address the Yard's growth / efficiency needs responsibly. Z� • Inflation costs for piece meal construction sequencing actually cost more in the long run, ® Finance moves away from the downtown core. W CITY OF ASHLAND Ogde,RgVVerson FACILITIES MASTER PLAN Architecture"'NCOMMITTEE REPORT COLLABORATIVE APPROACH -HONEST DESIGN Option 2 - Limited expansion / remodel and new development: This option also relies upon Finance movine, to the Civic Center property. The Grove would be remodeled to house Finance. The existing Gymnasium would be converted into necessary meeting space, the existing maintenance shop and music room would be converted into storage for finance so that the new storage building would not need to be constructed, The CIP has $1.4 million dollars scheduled for the construction of the new storage building. This bud -et allocation could be shifted towards a substantial part of the necessary improvements for many of the departments needs defined in Option One. See cost chart this section. Remodels to City Hall would basically be the same as in Option One. A new Civic Center would be constructed on the existing site. This would create new space for the Police Department, Information technologies, Courts, Council, Electric Department and Finance. This would allow the existing warehouse to be converted into a true storage warehouse, thus making room for additional site storage. If a full two story build out would provide additional space for other city functions or affordable housing. This portion of this option could range between $7 and $14 million dollars. Although this is not an ideal solution for the yard, it does increase the space available to them without the cost of additional property aquistion. Fire Station # 2 would be addressed the same as in Option One The potential cost for this option ranges between $8.5 million and $14million Z:' depending on what is selected for the Yard and Fire Station # 2, Z� Pros • Budgeted money for new storage building can be allocated towards immediate z:1 City Hall Improvements ® Provides a new building for Civic Center, better work environment for Warehouse staff • Eliminates the need for substantial property acquisition costs for the Yard, • Opportunity to create a better civic presence more in line with current city design guidelines. Cons • Does not resolve the yards need for consolidated facility ® Does not resolve neighborhood conflicts with the yard • Does not eliminate impact to Sherwood Park and neighbors at Fire Station 92 M = MMMLr� =�o M I 10 =wo *7 Ma. MOVIE! Mis a M - i i 0 1 0 1 Option # 2 Spa&6 Data,, '1116nibd6l 'N wlAdditio'h"`,, e, '0ir4* 4i661` Construction bit Construction Costs Relocate Finance to Grove $ 86,458 Remodel Admin / City Hall $ 275,116 Relocate Legal to first floor C.H. see above Remodel City Recorder 7,904 Reconfigure furnishing Com Dev . Expand Nature Center ......... $ 146,250 New Classroom Nature Center $ 280,800 Remodel Community Center $ 35,100 New Toilets Sherwood Park $ 56,160 Fire Station # 2 $ 4,290,977 subtotal $ 435,389 $ 4,774,187 New Civic Center $ 7,210,209 Police Department Electric Department Information Technologies Finance Courts Council Chambers I Project cost 435,389 $ 11,984,396 Option 2 total cost Inflation (10%) per year Park's Budget Immediate to 5 years 12,419,785 City of Ashland Facilities Master Plan Committee Ogden Roemer Wilkerson Architecture 6-3 City of Ashland Facilities Master Plan Combination Remodel and New Construction Option # 2 (5 year inflation cost increase) RQMC Or Construction,,,�,Qs, C On oss",,/ FRelocate Relocate Finance to Grove $ 86,458 Remodel Admin / City Hall $ 275,116 Legal to first floor C.H. see above Remodel City Recorder $ 7,904 Reconfigure furnishing Com Dev $ 30,810 Expand Nature Center $ 146,250 New Classroom Nature Center $ 280,800 Remodel Community Center $ 35,100 New Toilets Sherwood Park $ 56,160 Fire Station # 2 $ 4,290,977 subtotal $ 436,389 $ 4,774,187 New Civic Center Police Department Electric Department Information Technologies Finance Courts Council Chambers P�ject cost $ 435,389 $ 15,330,654 Option 2 total cost Inflation (10%) per year Park's Budget Immediate to 5 years J 'A $ 15,766,043 City of Ashland Facilities Master Plan Committee Ogden Roemer Wilkerson Architecture 6-4 1. Site Work: Off -site improvements $32,000 Paving and a.c. repair 93,000 Demoliton of (existing building 11,104 sf) 88,832 2. Building Cost: 23,127 S.F. @ $240/S.F. 5,550,480 3 Construction Contingency Allowance (8%) 444,038 Construction Cost Subtotal $6,208,350 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 620,835 b. Landscape architect 5,000 c. Civil engineer 18,000 d. Special Consultant 0 e. Interior designer 8,000 f. Acoustical Engineer 0 g. Surveyor 2,500 h. Geotechnical engineer 4,000 i. Cost estimator 8,000 j. Materials testing 6,000 k. Contract Documents printing 6,000 1. Approval agency fees allowance (5% const cost) 277,524 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 1,001,859 Total Estimated Project Budget $7,210,209 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6_5 qx-`4 Mhland'FaeiiityMA#er,:nm Taal Cast:Estixriate DRAFT - CivicCentel -New ' B44*1diA9'(Wa-$totY)'1 dune 1. Site Work - Off -site improvements $32,000 Paving and a.c. repair 93,000 Existing building demolition (11,104 sf) 88,832 2. Building Cost: 46,254 S.F. @ $240/S.F. 11,100,960 3 Construction Contingency Allowance (8%) 888,077 Construction Cost Subtotal $12,202,869 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 1,220,287 b. Landscape architect 5,000 c. Civil engineer 18,000 d. Special Consultant 0 e. Interior designer 8,000 f. Acoustical Engineer 0 g. Surveyor 2,500 h. Geotechnical engineer 4,000 i. Cost estimator 8,000 j. Materials testing 6,000 k. Contract Documents printing 6,000 1. Approval agency fees allowance (5% const cost) 555,048 m. Reimbursable expenses 6,000 n. Moving Costs not includedl Miscellaneous Costs Subtotal 1,878,835 Total Estimated Project Budget $14,081,704 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-6 Ogde ' uR r i erson nII Architecture"' COLLABORATIVE APPROACH - HONEST DESIGN Option 3 - Exploration of entirely new structures: As mentioned in Option 1, most departments currently located downtown desire to remain downtown. The Police Department could be located downtown, however, the limited space available for parking would make it impractical to house the many police vehicles. Information Technologies is constrained by the existing location of the AFN head end at the Yard. A close adjacency to this is required. It is more practical for the Electrical, Public Work warehouse crew and Maintenance staff to remain with the Yard location. There is no recommendation in this option for the departments within the Community Development building to be relocated. Several existing city -owned properties are being considered for this purpose: the Hargadine Parking structure, the Lithia Way parking lot at Pioneer, the Community Development building and Calle Guanajuato. The Wells Fargo property has also been analyzed for its potential use as a city development. The following departments are to be considered as primary tenants of this new building: City Administration, City Attorney, Finance, City Recorder, Human Resources, and Police sub -station. These departments would require about 9,000 square feet to work efficiently. Several of the options show higher square footage. The consensus of the committee encouraged any new building downtown should be built to maximum density to allow either more departments to relocate there or to create additional lease or housing space. Should enough additional square footage be created, the occupants of the Community Development building could co -locate allowing the Community Development building to be sold to offset construction costs. The potential costs of this option range from $4.5-14 million. Pro's • New building — eliminate expense of bringing current older building up to code. • More practical layouts — public procession through spaces. • Faster resolution of department challenges, ® Potentially creates vacant building for sale or reuse. Con's • More costly all at once. ® Possible loss of some parking spaces downtown. ZI 6-7 qFMAMMJMW)� Vzo I IN Fw W ", M, "011 NOW, fy I'll V R, jOld All PON( /1 11111/14111)", 01 0 v A/it ,2, Jarim gi Am ,o E ? I A I Ogde emerWtkerson Sk N 0 Arch ite cture" COLLABORATIVE AP PRO AC li - HONEST DESIGN SHAKESPEARE PARKING LOT SINGLE STORY: 14,784 S.F. TWO STORY: 29,568 S.F. PARKING REDUCTION: 47SPACES 6-8 I CITY OF ASHLAND FACILITIES MASTER PLAN COMMITTEE REPORT APPROX. PROPERTY LOCATION City c�//Aslad ; �cilrty Master"lan Trx 'Cost�;�s / ' afe / %I�► FT , / /, /,//„� „ � Harg;'ad1n� I'ark�[[ta�// ' of (ha].£ Ia►'t s.ii�le s'tflry� '/'%';�'!%!/, //��x � 5 zoos 1. Site Work: Off -site improvements $32,000 2. Building Cost: 6,700 S.F. @ $240/S.F. 1,608,000 3 Construction Contingency Allowance (8%) 128,640 Construction Cost Subtotal $1,768,640 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 176,864 b. Landscape architect 1,500 c. Civil engineer 15,000 d. Special Consultant 0 e. Interior designer 8,000 f. Acoustical Engineer 0 g. Surveyor 2,500 h. Geotechnical engineer 0 i. Cost estimator 8,000 j. Materials testing 6,000 k. Contract Documents printing 5,000 1. Approval agency fees allowance (5% const cost) 80,400 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 349,264 Total Estimated Project Budget $2,117,904 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-9 Cxt cif Ashland Fa y. M"*r'- -M6.. DRAFTTaal Ccistshma#e Harr' UIP 4rjt�mg Lot(full 'id Smg1�.',sto--'-r 2608 y 1. Site Work: Off -site improvements $32,000 2. Building Cost: 14,742 S.F. @ $240/S.F. 3,538,080 3 Construction Contingency Allowance (8%) 283,046 Construction Cost Subtotal $3,853,126 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 385,313 b. Landscape architect 1,500 c. Civil engineer 15,000 d. Special Consultant 0 e. Interior designer 16,000 f Acoustical Engineer . 0 g. Surveyor 2,500 h. Geotechnical engineer 0 i. Cost estimator 12,000 j. Materials testing 6,000 k. Contract Documents printing 8,000 1. Approval agency fees allowance (5% const cost) 176,904 m. Reimbursable expenses 6,000 n. Moving Costs not includedl Miscellaneous Costs Subtotal 669,27 Total Estimated Project Budget $4,522,343 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-10 omwoom l�' i L1 w If � r J� �I ;r ai/roi%r'r 11 ' .......... �Ir r r a � l ,� PIONEER/LITHIA PARKING LOT CITY OFASHLAND OgdenRoeme Wilkaerson SINGLE STORY: 7,336 S.F. FACILITIES MASTER PLAN Archit%ecture' TWO STORY: 14,672 S.F. COMMITTEE REPORT COLLABORATIVE APPROACH - HONEST DESIGN APPROX. PROPERTY LOCATION PARKING REDUCTION: 26 SPACES c na Js �J I 401, �% � i �ur� , ,III r�� r ��u� 4�� i,��1fft s 4i �i>il�✓�� rr�� !' p ICI � City 6f Ashland Facility "M4�to*-RVI Trial C6-A-Ntima&�;D -A F N6ma-pa LotParng e story), 2008 V 1. Site Work: Off -site improvements $32,000 Paving and a.c. repair 65,000 2. Building Cost: 7,336 S.F. 9 $240/S.F. 1,760,640 3 Construction Contingency Allowance (8%) 140,851 Construction Cost Subtotal $1,998,491 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 199,849 b. Landscape architect 5,000 c. Civil engineer 18,000 d. Special Consultant 0 e. Interior designer 8,000 f Acoustical Engineer 0 g. Surveyor 2,500 h. Geotechnical engineer 4,000 i. Cost estimator 8,000 j. Materials testing 6,000 k. Contract Documents printing 6,000 1. Approval agency fees allowance (5% const cost) 88,032 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 391,381 Total Estimated Project Budget $2,389,872 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-12 /�/ � : / /� i! ,i ,a �//i/%r ro � �i , r /o // , `, � / r ,,, ,r ;rr r, r/ ✓i/ �rli rir / /// ��!z+�neer/L�t�rxa�'�a.��i�T,ot �p�.��xa� 1�►� u'�► sf�f�j� �%„�, �� %� oos 1. Site Work: Off -site improvements $32,000 Paving and a.c. repair 65,000 2. Building Cost: 14,672 S.F. @ $240/S.F. 3,521,280 3 Constructior Contingency Allowance (8%) 281,702 Construction Cost Subtotal $3,899,982 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 389,998 b. Landscape architect 3,000 c. Civil engineer 15,000 d. Special Consultant 0 e. Interior designer 16,000 f. Acoustical Engineer 0 g. Surveyor 2,500 h. Geotechnical engineer 4,000 i. Cost estimator 12,000 j. Materials testing 6,000 k. Contract Documents printing 8,000 1. Approval agency fees allowance (5% const cost) 176,064 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 678,562 Total Estimated Project Budget $4,578,545 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-13 l rr %> i Ali I I I as %J GRANITE STREET ogdenw," " '&') wtkerson NEW 2ND STORY: 9,200 S.F. Architecture'a PARKING REDUCTION: 0 SPACES COLLABORATIVE APPROACH - HONEST DESIGN mm ME 1. Site Work: Off -site improvements $ 42,000 General site work $ 450,000 2. Building Cost: 10000 S.F. @ $240/S.F. $ 4,800,000 3 Construction Contingency Allowance (8%) $ 384,000 Construction Cost Subtotal $5,676,000 4. Misc Equipment and Furnishings $ 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) $ 567,600 b. Landscape architect $ 10,000 c. Civil engineer $ 15,000 d. Special Consultant $ - e. Interior designer $ 16,000 f. Acoustical Engineer $ - g. Surveyor $ 8,000 h. Geotechnical engineer $ 4,000 i. Cost estimator $ 14,000 j. Materials testing $ 6,000 k. Contract Documents printing $ 6,000 1. Approval agency fees allowance (5% const cost) $ 240,000 m. Reimbursable expenses $ 6,000 n. Property Aquisition* (Granite Street Residence) $ 1,500,000 o. Department Relocation Costs not included Miscellaneous Costs Subtotal 2,432,600 Total Estimated Project Budget $8,108,600 Not including: * Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-15 �r W NN �r z ,r %f anq o, t r r l hr WELLS FARGO SITE CITY OF ASHLAND OgdenRoemerWtpkerson FACILITIES MASTER PLAN SINGLE STORY: 10,385 S.F. COMMITTEE REPORT Architecture 'A TWO STORY: 20,770 S.F. APPROX. PROPERTY LOCATION COLLABORATIVE APPROACH -HONEST DESIGN PARKING REDUCTION: 0 SPACES 6-16 // `e�1s;Fai�go Fr4per �partla.lot �, single story�!,� ,r ;' P�pxfl ��, 2oos 1. Site Work: Off -site improvements $ 42,000 General site work. $ 225,000 2. Building Cost: 10,000 S.F. @ $240/S.F. $ 2,400,000 3 Construction Contingency Allowance (8%) $ 192,000 Construction Cost Subtotal $2,859,000 4. Misc Equipment and Furnishings $ 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) $ 285,900 b. Landscape architect $ 10,000 c. Civil engineer $ 15,000 d. Special Consultant $ - e. Interior designer $ 8,000 f. Acoustical Engineer $ - g. Surveyor $ 8,000 h. Geotechnical engineer $ 4,000 i. Cost estimator $ 10,000 j. Materials testing $ 6,000 lc. Contract Documents printing $ 6,000 1. Approval agency fees allowance (50/o const cost) $ 120,000 m. Reimbursable expenses $ 6,000 n. Property Aquisition* $ 4,000,000 o. Moving Costs not included Miscellaneous Costs Subtotal 4,518,900 Total Estimated Project Budget $7,377,900 Not including: * Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-17 :v- ..-Mband T4d fity,',Wst c1 of Trim co9t.E.Sti.mAt.eDRAFT� p es Faar#J ir 0 ,p.,. ia.,. of Apr, I Site Work: Off -site improvements $ 42,000 General site work $ 225,000 2. Building Cost: 20000 S.F. @ $240/S.F. $ 4,800,000 3 Construction Contingency Allowance (8%) $ 384,000 Construction Cost Subtotal $5,451,000 4. Misc Equipment and Furnishings $ 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) $ 545,100 b. Landscape architect $ 10,000 c. Civil engineer $ 15,000 d. Special Consultant $ - e. Interior designer $ 16,000 f Acoustical Engineer $ - g. Surveyor $ 8,000 h. Geotechnical engineer $ 4,000 i. Cost estimator $ 14,000 j. Materials testing $ 6,000 k. Contract Documents printing $ 6,000 1. Approval agency fees allowance (5% const cost) $ 240,000 m. Reimbursable expenses $ 6,000 n. Property Aquisition* $ 4,000,000 o. Moving Costs not included Miscellaneous Costs Subtotal 4,910,100 Total Estimated Project Budget $10,361,100 Not including: Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-18 Ogde0epmerWitkerson Architecture... COLLABORATIVE APPROACH - HONEST DES ION WELLS FARGO SITE SINGLE STORY: 21,000 S.F. TWO STORY: 42,000 S.F. THREE STORY: 63,000 S.F. UNDERGROUND PARKING: 21,000 S.F. 6-19 CITY OF ASHLAND FACILITIES MASTER PLAN COMMITTEE REPORT APPROX. PROPERTY LOCATION City bf&handilih jAc ty'Magter Plan T-Aalt 6A E stimiitl� T % We11s Fargo PfOpet�{vital coverage-thr6t A: 1. Site Work - Off -site improvements $ 42,000 Underground Parking (21,000 sq ft) 60 spaces $ 1,200,000 2. Building Cost: 63000 S.F. @ $240/S.F. $ 15,120,000 3 Construction Contingency Allowance (8%) $ 1,209,600 Construction Cost Subtotal $17,571,600 4. Misc Equipment and Furnishings $ 40,000. 5. Miscellaneous Costs: a. Architect/engineers (10%) $ 1,757,160 b. Landscape architect $ 10,000 c. Civil engineer $ 15,000 d. Special Consultant $ - e. Interior designer $ 16,000 f Acoustical Engineer $ - g. Surveyor $ 8,000 h. Geotechnical engineer $ 4,000 i. Cost estimator $ 14,000 j. Materials testing $ 6,000 k. Contract Documents printing $ 6,000 1. Approval agency fees allowance (5% const cost) $ 756,000 m. Reimbursable expenses $ 6,000 n. Property Aquisition* $ 4,000,000 o. Moving Costs not included Miscellaneous Costs Subtotal 6,638,160 Total Estimated Project Budget $24,209,760 Not including: Allowance only, this is not an appraised value Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-20 rl ['.) I A I CALLS GUANAJUATO CITY OF ASHLAND OgdeemerWilkerson NEW 2 STORY: 13,000 S.F. FACILITIES MASTER PLAN v v AIA COMMITTEE REPORT Architecture NEW PED. WALK: 1,700 S.F. COL LABORAT IV E APPROACH -HONEST DESIGN APPROX. PROPERTY LOCATION m i ' C fA�h "te. ty 6 land -T;idfi '-M' r':-Plaii Trxa1 Cost Estimate* DRr�FT Calle June 16, zoos' M. U,aln u 1. Site Work - Off -site improvements $67,000 Sitework 635,000 2. Building Cost: 6,500 S.F. @ $260/S.F. 1,690,000 walk / Elevator 212,500 3 Construction Contingency Allowance (8%) 135,200 Construction Cost Subtotal $2,739,700 4. Misc Equipment and Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 273,970 b. Landscape architect 12,450 c. Civil engineer 53,000 d. Special Consultant 0 e. Interior designer 8,000 f, Acoustical Engineer 0 g. Surveyor 12,700 h. Geotechnical engineer 8,700 i. Cost estimator 8,000 j. Materials testing 6,000 k. Contract Documents printing 6,000 1. Approval agency fees allowance (5% const cost) 84,500 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 5119,320 Total Estimated Project Budget $3,259,020 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-22 ,r.// rr ,. iii ' / /%/ /,,, r, , / ✓ / / � /l// / � r � % / / � / / %/..., / / �� 1. , / / /�/ . ///. �� / /.,. ,,, ¢ ,e r,, ,. ,: ,r,,. J.,,/„/////////r ,, ,,..ivc.✓.,, r. ✓/G'.,, .r d„/,,:1„/r„ G ;,,,,r ri,�., ,i/, /„ .�rr✓../ ///�, ///,/.G rGi��/�li //%�/, yC 1. Site Work: Off -site improvements $67,000 Siteworlc 635,000 2. Building Cost: 13,000 S.F. @ $260/S.F. 3,380,000 walk 212,500 3 Construction Contingency Allowance (8%) 270,400 Construction Cost Subtotal $4,564,900 4. Misc Equipment and. Furnishings 40,000 5. Miscellaneous Costs: a. Architect/engineers (10%) 456,490 b. Landscape architect 12,450 c. Civil engineer 53,000 d. Special Consultant 0 e. Interior designer 8,000 f. Acoustical Engineer 0 g. Surveyor 12,700 h. Geotechnical engineer 8,700 i. Cost estimator 8,000 j. Materials testing 6,000 lc. Contract Documents printing 6,000 1. Approval agency fees allowance (5% const cost) 169,000 m. Reimbursable expenses 6,000 n. Moving Costs not included Miscellaneous Costs Subtotal 786,340 Total Estimated Project Budget $5,351,240 Not including: Inflation until construction start (start time is unknown at this point in time) City of Ashland Facilities Master Plan Committee Report Ogden Roemer Wilkerson Architecture 6-23 firlAwki gde 09wi eon A reb it e cturrse"' COLLABORATIVE APPROACH - HONEST DESIGN m 0 E ® W , -j 11 Od -0 z a 0 < OK r Id 0 =0 0 CL Iq li o N wm N IIE oN �t C� �q 0 - - - - - — — on E E D. �j ci �6 cl� c"! L'I kl� . . . . Iq rp C� Ct C� 'T wm q wvi oa q cz� q cL Pu c� q c� oD 0 t0 cNi o mw—c—o -c� wal "t -�. N -1 R (It m M R Ili vm tq q IQ M INJ III Iq ll� —4 m w 4 —mw— lq 'o c"! d- - - - Vi cli E: of —woo. Cl ——Nt Ni LL se . o o co c? uj oo . . . o m 2 M .-NN— —Nwmw- - — — — — — — — — — — — — — — x x x x x x x X x x x x x x x x x x x x x x x x 90 p- �2 I CL In In 76 0 E o 2 16 r. 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Z E 211 0 m! p i 0 -I- iz I 1 1,0 MR Ogde Qgwrl Orson Architecture" COLLABORATIVE APPROACH - HONEST DESIGN Im a a111111111g111ILM&oNAORSONMM-WI Mar Apr May Jun Ju Auq i S i 3 Consh on sequence schetlule Adminlsiraibn i dayt 90 days Mon itsroB Mon if5ro9 Man 116ND � - Fd 616ip9 `� 1 - 6 legal City Rewrtler EI— 90 days 45 days Mon i(6ro9 Mon tls- Fn 6f3AI9 Fn 3/6f00 L _ 0 i Finance FlnancatCounsJco�nc' 30 days 90 days 2)0 days f49n t(5/D9 pion i112tD9 MDn Fn 2f13rC9 In 6116fp9 0 Firesiaiion#2 360 days 11GlD9 Mon 115/D9 n /t n In to Iniorma on TecMolog es 270 days h1Dn 11— Fr11J16110 11 ' ein.enan 120 tlays Dn1AN9 Fri 6119109- 12 Parks-M1vdh--m Ctassmvm 180 tlays Mon II5fP9 Fri 9/11109 - Perks-Nafuro Center 181 tlays ton il.9 Fit 9/1IM 14 Perks-SM1e/wootl Pede Raslrvvmc 90 tlays pion it6J09 Fri SiW09 i i6 Perks-C mnlunly Censer 9D days Mon ilSN9 Ffi5/6I01 i6 Pla nninp &Builtling id tlays Mvn 11.9 Thu 1122109 17 Police 27D tlays Mvn itS/09 '. 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DEPARTMENT: Administrative Services/Finance Department DEPARTMENT HEAD: Lee Tuneberg TELEPHONE NO.: 552-2003 EXT. PLEASE LIST 4 OR 5 OF YOUR PRIMARY CONCERNS: 1. Security — adequately controlled ingress/egress to allow public access without jeopardizing employee safety and city resources. Issues include public restrooms, "strangers" wandering the building and dealing with angry people.. 2. Operational efficiency — sufficient space to afford a positive work environment where there is appropriate space to do what needs to be done, a comfortable environment (light, heat, cooling, privacy and openness when appropriate) and adequate tools to do the work. Space for ergonomic furniture, files and meetings are needed. Open work, environment is appropriate in several areas but adequate office/meeting space is needed to provide sufficient confidentiality. 3. Access to our internal and external customers to provide the services they expect ---issues include employee (personal), staff (business) and public parking, entry for residential, business and handicapped customers 4. 5. PLEASE LIST ALL SUB -DEPARTMENTS ASSOCIATED WITHIN YOUR DEPARTMENT: 1. Finance Admin/Risk Management/Parking Enforcement (City Hall) 2. Accounting/Parks Accounting (City Hall) 3. Customer Service -Utility Billing-Itron/Business licenses/Sales taxes(City Hall) 4. Purchasing/Inventory (90 N Mountain) 5. Municipal Court (transitioning to Administration Department) (Civic Center/Council Chambers) WHICH OTHER DEPARTMENTS NEED TO BE ADJACENT OR RELATIVELY CLOSE TO YOUR DEPARTMENT? I . It would be best if all divisions were together for cross support/back up 2. Administration relies on Finance 3. City Recorder relies on Finance WHERE, IN TOWN, SHOULD YOUR DEPARTMENT BE LOCATED FOR THE OPTIMUM EFFICIENCY? Civic Center area UK, DEPARTMENT STAFF: #OF EXISTING STAFF MEMBERS: 19.9 FTE (16,25 without Courts' 3.65 FTE) EARS: 18 IN 10 YEARS: 18 # OF ANTICIPATED STAFF rN 5 Y SPECIAL DEPARTMENT NEEDS: without Courts SUPPORT FACILITIES QUANTITY SIZE CONFERENCE ROOMS (City Hall) one 12x2O STORAGE AREAS (U�,Acc�ounting, Accounting, three lOxl2 BREAK / LUNCH ROOM/conference room? one 12x12 LOADING AREA (Purchasing) 2ne 12x12 Offs1te — records retention one BIG OTHER: Courts needs Judge Office, Supervisor space, clerk space, file space, Jury room, lunch room. PUBLIC FACILITIES: Admin Acctng Purchasing Utilities Court WAITING AREA: I I I PUBLIC COUNTER: I I PUBLIC WINDOW: 2-3 2 INTERVIEW AREA: I WORK STATIONS: 4 7 1 6 4 PUBLIC TOILETS: I I I Presumes that Admin/Accounting shares Utilities restrooms, waiting area and public counter. SPECIAL PROVISIONS: Utility Group needs sufficient storage for billing supplies and direct access to Mail Room for sorting mail, processing batch payments, copying, faxing, etc. OTHER: MISCELLANEOUS INFORMATION: DO YOU EXPECT YOUR DEPARTMENT TO UNDERGO ANY MAJOR CHANGES WITHIN THE NEXT 10 YEARS THAT MAY HAVE AN IMPACT ON YOUR SPACE NEEDS? (i.e. CONSOLIDATIONS, COMPUTER SYSTEM CHANGES, ETC.) None expected at this time. ARE THERE ANY ALTERNATE FUNDING SOURCES (OTHER THAN CITY FUNDS) AVAILABLE FOR CONSTRUCTION IMPROVEMENTS? IF SO, PLEASE EXPLAIN: No ANTICIPATED SQUARE FOOTAGE OF OPTIMUM FACILITY: All together? No idea but no less than we currently have. WHAT FEATURES DOESN'T YOUR DEPARTMENT CURRENTLY HAVE THAT WOULD MAKE IT RUN MORE EFFECTIVELY? Offices with doors on it where appropriate. Open area in accounting for "free" exchange of information (fewer walls). Meeting/training/lunch room. Security to stop strangers from walking through from any one of the 6 entry ways. Better security at front counters and better alarms to -summon police or other staff. Front UB counter needs to be more ergonomic and efficient, ..three windows rather than two. DOES THIS DEPARTMENT REQUIRE FREQUENT TRAVEL IN TOWN? IF SO, PLEASE EXPLAIN WHAT LOCATION IN TOWN, IF ANY, WOULD HELP MINIMIZE THIS For most of us NO. Purchasing must travel to Finance multiple times each day for picking up or dropping off requisitions, contracts, purchase orders, supplies and other documents. Purchasing also goes to other city and parks buildings. Purchasing has an assigned city vehicle, Infrequently I have to do the bank run for the City Recorder. Routinely in the Spring, a few times in the Fall and monthly I (we) must transport information and documents to the Civic Center for the various meetings. Sometimes we transport documents to the Parks office. We have no staff car or city vehicle parking so any transport requires getting personal vehicles "out of hock." OTHER COMMENTS: M, SEEATTACHED PLEASE FILL OUT THE FOLLOWING SPACE REQUIREMENTS FOR EACH TYPE OF STAFF POSITION IN YOUR DEPARTMENT. PLEASE MAKE ADDITIONAL COPIES IF NEEDED. PROVIDE SEPARATE SHEET FOR EACH STAFF POSITION. STAFF POSITION: NUMBER OF STAFF WITH THIS TITLE: TYPE OF OFFICE OR WORKSTATION (ENCLOSED VS. OPEN LANDSCAPE TYPE) AND NUMBER OF WORK STATIONS: FURNISHINGS REQUIRED: SPECIAL NEEDS: ARE THERE ANY OTHER STAFF POSITIONS THAT NEED TO BE LOCATED ADJACENT OR NEAR THIS PERSON? IF SO, WHO? IS THERE FREQUENT CROSS TOWN TRAVEL FOR THIS STAFF POSITION? IF SO, WHAT LOCATION MIGHT MINIMIZE THIS DISTANCE? m Please attach additional information as needed if space provided is not enough. PLEASE FILL OUT THE FOLLOWING SPACE REQUIREMENTS FOR EACH TYPE OF STAFF POSITION IN YOUR DEPARTMENT. PLEASE MAKE ADDITIONAL COPIES IF NEEDED. PROVIDE SEPARATE SHEET FOR EACH STAFF POSITION. STAFF POSITION: Accounting Project Person NUMBER OF STAFF WITH THIS TITLE: I TYPE OF OFFICE OR WORKSTATION (ENCLOSED VS. OPEN LANDSCAPE TYPE) AND NUMBER OF WORK STATIONS: Quiet area to do accounting work but not necessarily an office, one workstation FURNISHINGS REQUIRED: Files, bookcases, SPECIAL NEEDS: No ARE THERE ANY OTHER STAFF POSITIONS THAT NEED TO BE LOCATED ADJACENT OR NEAR THIS PERSON? IF SO, WHO? Close to all Accounting Division Manager IS THERE FREQUENT CROSS TOWN TRAVEL FOR THIS STAFF POSITION? IF, SO, WHAT LOCATION MIGHT MINIMIZE THIS DISTANCE? No. m- CITY OF ASHLAND °Architecture A� y (� y{ ' �'( 7ra" FACILITIES MASTER PLAN L 3. J. c 1 4 e V l u.! eIA COLLABORATIVE APPROACH - HONEST DESIGN Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan Update LOCATION: Ashland, Oregon REPORT NO. 001 JOB NO. 0752 DATE: November 26, 2007 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED R OgdenRoemerWilkerson A r chit e ctur e" COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772,8472 www.ORWarchitecture.com PRESENT: Lee Tuncriberg, Mike Morris, Joe Franell, Ann Seltzer, Keith Woodley, Paula Brown, David Wilkerson, Ken Ogden I. PURPOSE OF MEETING: Kick -Off Meeting 11. PROJECT STRUCTURE: A. Paula is on board for another three months, Ann Seltzer will co -lead the project, and will take P over after Paula's departure, The attendees present represent all the staff members on the ad hoc committee. B. Mike will provide access to facilities, as well as previous documentation. C. Committee will meet monthly. D. Project likely will extend until June, not March as originally forecast. E. Last plan was done in 1999, needs updating. Certain projects are on hold (council chambers,, police station, et). Strong desire for MASTER PLAN to avoid "piecemeal" approach to repairs, work. F. In 2005, space needs analysis was done for Council Chambers. G. Goal / end product: overall plan to guide city for 20 years. H. THINK OUTSIDE THE BOX!!! But not outside the UGI3. I. Consider adding Juli DiChiro to larger committee. Other possibilities include Jim Teece and Bruce Moats. J. Look at space utilization from the standpoint of conservation as well as efficiency. K. Ann requested that ORW build in time to get any information that is required of Department Heads, so that they can add it into their workload. Staff members from this group do not need to be present. L. One of the goals of the Master Plan Update is to provide the substantiation of any needed changes M. Key elements for council support: Smaller, greener, trade-offs for housing. How to address growth space so that it does not seem excessive? ("Intern" spaces), or a luxury (tie in to staff retention, "workforce retention"). N. Ann has the ability to get survey data from the city website (answers to particular questions). O. Ken suggested that the Council be included in the process, either in small groups or individually. David suggested using the study sessions to accomplish this. Ann agreed that this would be a great way to get council support, check perceptions, and verify information received from all user groups — even council. Lee and Paula agreed that both meeting venues are an important way to interface with the council. Ann will schedule these meetings. A-6 City of Ashland Facilities Master Plan November 26, 2007 Page 3 of 3 III. MISC PLANNING THOUGHTS: A. 90 North Mountain Shops are probably in the wrong place, could be better used as location for low-income housing. Additional new land would be required. B. Fire Station 2 is well located, but is it the best location? C. Is Parks included in the Master Plan? Possible to consolidate / co -locate all heavy equipment from various departments (parks, streets, etc). D. Use of Grove for other purposes has been resolved with regard to CDBG funds. E. What about use of schools? Possible co -location of yards?? Look for redundancy even consider co -location w/ ODOT. Look for possible partnerships with other agencies: Jackson Co, USES, ODOT, ACH, OSF _.. F. Benefit to co -locating Public Safety functions (fire and police). G. Security is a concern at City Hall. In 1999, PRESENCE of City Hall downtown is very important!! Must keep City Attorney, City Administrator, and Mayor all together. Finance Director could move. H. City Hall space is leased, not owned. Moving out of City Hall entirely is probably not an option. I. City looked at Wells Fargo bank space previously. J. Community input will likely include complaints about noise issues at B Street yards, Gun Club, K� Dick Wonderscheid is looking at solar panel utilization at 90 N. Mountain. These panels can be moved. AFN head -in can be moved at a cost. L. Certain facilities CANNOT be moved: cemeteries, city hall, hospital, FS 1, library. Identify these "sacred" locations .... to show to public that this group is looking for the most efficiency, M. Consider getting rid of fueling depot N. Shortage of records storage, in poor condition. Also short on equipment storage (valuable stuff) that needs to be protected. 0. Iri order to garner funding for future improvements. Getting the Plan adopted is critical. P. Mike to gather existing data on facilities (CAD dwgs of exit plans; staff roster by title). ORW to send Programming Worksheet to Mike for review, prior to distribution to dept heads. IV. NEXT STEPS: A. Next Construction Meeting: Thursday, January 17 at 3:30 pra, at Siskiyou Conference Room. Subsequent meetings will be on the second Thursday, beginning in February. B. At this meeting, ORW will have done all existing conditions analysis and background work C. Open Houses: 1. First meeting, after SECOND ad hoc meeting: look at options 2. Second meeting, end of March: optimal configuration 3. Third meeting: "we heard you", how it's resolved. D.ORW to revise schedule and add to contract. Schedule will be issued as Microsoft Project file as well. Schedule to include tentative dates for Open Houses (tentative Thur, 4pni to 6pm) with Ad Hoc committee meeting just beforehand, to give them a ROLE in the Open House process. rim City of Ashland Facilities Master Plan November 26, 2007 Page 3 of 3 E. Council study session needs be scheduled for early April, before budget process intensifies. Route to: ❑ Ogden ❑ Wilkerson Brown ceemail on; Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan Update LOCATION: Ashland, Oregon REPORT NO. 002 JOB NO. 0752 DATE: January 17, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED h V 4, � W J "lek fl Ogden RoemerWilkerson Architecture"' COLLABORATIVE APPROACH , HONEST DESIGN 2950 east barnett road medford Oregon 97504 541 779.5237 541 772.8472 www.ORWarchitectuurecom PRESENT: Lee Tunenberg, Mike Morris, Joe Franell, Ann Seltzer, Keith Woodley, Paula Brown, Ken Ogden, Alice Hardesty, Keith Woodley, Carol Voisin, Mike Broomfield, George Kramer, Dale Shostrom, Don Macklin, Dawn Lamb I. PURPOSE OF MEETING: Progress Meeting II, BACKGROUND / OVERVIEW: A. The project team members introduced themselves, and Paula reviewed the group's charge and direction. Future meetings will be held on second or third Thursdays at 2:00 pm. B. David noted that conference reports will be sent to Paula and Ann, for distribution to committee members. The group's progress also will be posted on the city's website. C. Ken reviewed ORW's progress to date, since the project Kick -Off meeting. Ken described ORW's approach to interviewing department heads, in order to determine their current and future facility needs. The scope of the Master Plan update also includes the investigation of vacant properties, as well as the possible acquisition of new property. Ken noted that sometimes, the existing space is adequate, it only needs to be better utilized. D. ORW has finished inputting the drawings of all of the city's facilities, and has measured all the existing spaces. ORW is now ready to begin interviewing the various city department heads, to determine their facility requirements. 111. GENERAL DISCUSSION: A. Ann asked about the usefulness of past studies and reports. Ken noted that those reports will be used as a springboard for ORW's work. David noted that previous studies — if limited in scope — might have had different outcomes and recommendations. B. Alice asked about vacant lands and areas, with regard to storage facilities and open space. Ken noted that the development of open spaces will be reviewed. Alice noted that the air space over the parking areas also should be included. C . Mike asked that the finished Master Plan report should be included in the city's accessibility plan, to ensure conformance with the federal governments' requirements for barrier removal. D. Paula noted that, although interviews will be conducted with all department heads, the members of this committee should also feel free to provide input on space utilization. E. Ken reviewed ORW's "Space Program Questionnaire" in detail. Paula will provide electronic copies to committee members for their reference. The questionnaire asks about each department's (current and future) staff needs, required adjacencies, location requirements, space and storage requirements, and other amenities. M, City of Ashland Facilities Master Plan January 17, 2008 Page 2 of 2 Z� F. Ken noted that the Space Program Questionnaires need to be completed by the department heads and returned PRIOR to the next meeting, hopefully no later than January 25. G. Paula noted that the larger commissions and council also should be interviewed. Ken suggested that this could happen in a "miscellaneous" meeting. H. Ken asked all the department heads to "take off their blinders" in responding to the questionnaire, in order to record their 'wish list' items. Ken noted that not all of these requests will become a reality, but the request needs to be made nonetheless. I. Don asked about how public spaces (e.g the Grove) will be handled. Ken and David explained that, even though these spaces might be 'associated' with a particular group, the Master Plan process will define all the user groups for these spaces. J. Alice asked about possible overlaps with other agencies, including the school district, Parks, ODOT, SOU, and Jackson County, Ken noted that these inter -agency relationships can have a great symbiotic impact on the outcome of Master Plan. K. George asked about item 3H in the last conference report, regarding the disposition of City Hall. George noted that this issue was reviewed in 1999. It appears that, if the mayor and city recorder are not located there, then the land will revert to the Helman family. L. George asked about how input would be selected on the vacant land. Ken noted that the size and zoning will be key elements in determining the best use, or perhaps considered for sale or other use (e.g. parks). George then asked specifically about the large property on the other side of the freeway (outside the UGB). Alice noted that David Chapman should be a part of this discussion. M. Joe noted that geographic features which could affect access (e.g. Ashland Creek) also should be considered. N. Alice asked about whether certain issues would be 'out of bounds' (e.g. something requiring a variance or new real estate purchase). David and Ken noted that these items will be approached cautiously, but will be included if that is the committee's direction and recommendation. O. Carol asked about the public process. Paula noted that the '99 Master Plan received a high degree of public input. David noted that open houses will be scheduled at certain project milestones. Ken and Paula suggested that these meetings be held at various locations around town, so that citizens can get a 'feel' for all the buildings. P. George and Joe noted that travel distances should also be addressed, to ensure that departments are well located for the locations that they must travel to. David noted that this will be added to the questionnaire. Don asked that parking (staff and visitor) also be included in the questionnaire. IV. NEXT STEPS: A. Next Meeting: Thursday, February 14, at 2:00 pm, at Siskiyou Conference Room. Subsequent meetings will be on the second Thursday of each month. B. ORW will prepare a Project Schedule for review at,the February meeting. Route to: 1 0 Paula Brown 0 Dawn Lamb 1 11 Ann Seltzer I too Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. 003 JOB NO. 0752 DATE: January 29, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Tuneberg, Ogden I. PURPOSE OF MEETING: Finance Department, space needs 11. GENERAL DISCUSSION A. Departments related to Finance: 1. Courts: Civic Center 1 Purchasing: Warehouse 3. Utilities: City Hall 4. Payroll: City Hall 5. Accounts: City Hall B. General needs Ogden RoemerWiLkerson A r chit e ctur e"' COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779,5237 541 772.8472 www.ORWarchitecture.com J. Security and control of public access to department, existing building has too many points of entry. Security and control of public access are certainly very important..I think I should also emphasize that providing public service and access to this service for residential and commercial customers, young and old, capable and disadvantaged, remain as high priorities. (rev. 2120108 Tuneberg) 2. Conference space needed 3. Additional storage space needed. Records are currently sent offsite to the cemetery 4. Privacy for payroll, currently shared space with city recorder. 5. Courts a, Security needed often deal with irate customers. b. Closer to main finance department would be desirable 6. Public and employee parking is a challenge downtown 7. Purchasing a. Area needed for bulk storage, orders occur more often due to lack of storage space b. Location preferable at warehouse C. Department Growth 1. Employee growth anticipated to be I to 1.5 over the course of 10 years. D. Misc. 1. Turieberg gave Ogden a copy of 2008 budget E. Program of spaces: 1. Finance Directors Office a. Needs privacy, work station and small conf table A-1 1 2. Risk Manager's Office 3. Accounting Manager's Office should include a small conference table to work with visitors and staff (rev. 2120108 Tuneberg) 4. General Work area a. (2) staff accountant work stations b. Accounts payable work station c. Payroll work station d. Accounting projects work station 5. Conference Room 12 x 20 6. Lunch/Break room 12 x 12 7. Office work room I'm thinking this is the mail/copier room where significant processing occurs. If not, I am not sure what this is. If so, then we need to address this work room as accommodating 2-4 people at a time as we utilize the various activities that go over here: copying, mail delivery, sorting and distribution, faxing, printing, binding, etc. (rev. 2120108 Tuneberg) 8. Storage 9. Utilities area Staff wanted to emphasize the need for a secure area for cash drawers when stored, but I think we should also recognize security for those handling cash, and the cash at the front counter (rev. 2120108 Tuneberg) a. Public lobby b. (3) cashier work stations at public counter 1) One transient work station desk for cashiers c. ITRON work station d. (3) billing clerk workstations e. Utility billing manager office 1) Small conf table f. Storage room and file space 10. Purchasing at 90 NMountain and for drop off/pick up at City Hall there is the need for parking the city -owned vehicle. (rev. 2120108 Tuneberg) a. Workstation b. Bulk storage area c. Shipping / receiving area 12 x 12 IL Courts is transition ing from Admin Services to Administration but the need.for the Court Room and Jury Room need to be included (rev 2120108 Tuneberg) a. Judge Office b. Court Supervisor Office e. (3) Court clerk workstations d. Public counter with security screen e. Court bailiff, no workstation f. Offsite records 12. Toilets a. Public b. employees Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Ore -on REPORT NO. 004 JOB NO. 0752 DATE: January 29, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN APE ACCEPTED PRESENT: Tina, Appicello, Seltzer, Bennet (partial), Ogden Ev pn ULtAll I i'UIA OgdenRoemerWitkerson r h It e ctur A c C" COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772.8472 f www,ORWarchitecture.com I. PURPOSE OF MEETING: Administration department needs IL GENERAL DISCUSSION A. City Attorney I Security is a major concern. Method of controlling public access is needed. Currently the handicap entrance enters right into the city attorney area. Attorney staff often ends up directing the public to other departments. A counter or half height wall would define a separation between public and private area. Security and separation for files also needed. A security alarrn/notification button at reception desk needed. 1 Growth a, There is a potential for one additional attorney within the next 5 years and one more additional within 10 years. 3. Adjacencies a. Needs to be close to Administration, City Recorder and Mayor b. More involvement is occurring with Com Dev. c. Existing set up and location works well. 4. Work stations that use ZEDS need to be able to secured and visually screened to maintain confidentiality. 5 The configuration of the space requires access through the law library and some offices which compromises confidentiality and productivity. The size of the library may be reduced due to information now available on line. The library space is used often for conferences. A separate conf room is needed. Direct access from city attorney's office would be desirable. 6. Misc. Discussion a. Existing City Hall building must house Mayor and City Recorder to Meet the requirements by the donating party. This will be verified. b. Public sentiment has previously shown City Hall needs to remain downtown. B. Administration 1. Public access is difficult to this space. There is not a single clear entrance for the building, 2, Adjacencies a. Close to finance is critical during budget time b. Mayor c. City Recorder A-1 3 3. A large training room or flexible space is needed. Should be able to accommodate 100 people. 4. The existing configuration of HR is not conducive to confidentiality or productivity. This layout needs to be modified. HR is frequented often by city employees. C. Program of spaces 1. City Attorney a. City Attorney Office b, Assistance City Attorney Office c. Paralegal Office d. Attorney office e. Legal secretary work station f. Law library/conference room g. Public waiting area h. File storage room i. Shared access to toilet and break room facilities acceptable. 2. Administration a. Mayor's Office b. City Administrator's Office c. Executive Secretary work station d. Management Analyst's Office e. Human Resource Manager's Office f HR office g. HR Support work station h. Public waiting area i. Conference room (6 to 8 people) j. Work/copy/print room k. Storage/files 1. Shared break and toilet facilities acceptable I Route to; I ❑ Ogden I ❑ Wilkerson I ❑ File I ccfax MIM Conference Report Ogden Roerne rWilkerso n CLIENT: City of Ashland UN A r chit e c t u r e" PROJECT: Facilities Master Plan COLLABORATIVE APPROACH - HONEST DESIGN LOCATION: Ashland, Oregon 2950 east barnett road medford Oregon 97504 REPORT NO. 005 541 779,5237 541 772.8472 JOB NO. 0752 www.ORWarchitecture.com DATE: January 29, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUNIE THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Frarell, Ogden, Richard I. PURPOSE OF MEETING: Information technologies department needs 11. GENERAL DISCUSSION A. I.T. has been co -located within the Electrical Department and has been "an expand to fit" scenario. The existing layout has caused challenges and has forced the department to become fragmented. This expansion has also challenged and taken away space from the electric department. B. The AFN Head in is located within this structure and would be extremely expensive to re -locate, C. There is no security in the existing building and no ability for visitors to find their way. A centralized reception desk is needed. D. A conference room has been carved out of the existing lunch room. It is used several times per day, acoustical separation is not good. A conference room that can accommodate 20 persons is needed. E. Access to a shop close by is needed. F. Employee and guest parking is a challenge. G. I.T. clerical support is shared with Electrical. H. Staffing 1. 16 existing staff members 2. Growth anticipated to be up to 20 in five years, 111. PROGRAM OF SPACES A. LT, Director's office B, Stippon.,."'secretary N%,ork stalloil Af,N CListanier 'Service Specialist D, (3) i ser sijpport technician offices I. (�)work sialions E, Help desk N-1ana,(,-,er 1, (x) open workstations T` let\voi cc — (2) N1 -k AdininisLi-atoi's olfi s G. (2) D/eveloper " DBA work stations H. Conaptiter Services Manager Office. 1. (2) \,',,CTk stations in offIce L A17,N Operations Manager M Conference Report Ogden RoemerWitkerson 7}-' 117V Tl, CLIENT: City of Ashland A r chit e c t u r e"' PROJECT: Facilities Master Plan COLLABORATIVE APPROACH - HONEST DESIGN LOCATION: Ashland, Oregon 2950 east Barnett road medford Oregon 97504 REPORT NO. 006 541 779,5237 541 772.8472 JOB NO. 0752 www.ORWarchitecture.com DATE: January 29, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Holderness, Gail, X, Ogden I. PURPOSE OF MEETING: Police Department facility needs IL GENERAL DISCUSSION A. Priority needs 1. Interview area for 4-6 people, adjacent to lobby 2. Visual privacy/confidentiality for records area monitors 3. Larger lobby with area for chairs 4. Fingerprint room adjacent to lobby S. All offices need small closets, uniforms etc. 6. Offices needs sound insulation 7. Larger conference room needed (often go to Grove for staff meetings) 8. Currently there is no training facility. Space needed for 30 — 40 people. Used for area command meetings. Would be used about 40 — 50 times per year. Must have presentation capabilities and storage. 9. Operational planning conference room needed. 10. Larger property evidence room needed. Must keep some items forever. Provide separate ventilation for this room. Approximately twice as much space needed. 11. Offsite storage being used 8 x 10 12. Investigations area too small 13. Privacy needed for sex crimes officer. 14. Lead detective office needed 15. Workout room/fitness equipment needed 16. Larger locker rooms needed 17. Provide ATM machine in public lobby. Comfort/safety for public I& Briefing room used several times per day. 10 persons/ 20 max. needs to be screened from general work area due to sensitive materials on display. Must have technology capabilities. Mailboxes for officers located here. 19. Report writing area (10) stations (offices should be located adjacent to this area) 20. Supplies area a. Uniforms, equipment, ammunition vault 21. Volunteer work stations (hwv many?) 22. Archives adjacent to records A-1 6 23. Adequate heating and cooling 24. Back tip generator required 25. 20 public visits per day. Up to 30 or 40 finger prints can be done when that program is available. B. Location 1. Downtown preference 2. Willing to co -locate with fire department, could share some facilities. 3. A separate contact station will be provided downtown, C. Police fleet 1. 8 marked cars, 4 unmarked cars, I motorcycle, 3 alt vehicles, 17 personal vehicles (doubles at shift overlap) D. Misc. Discussion 1. There are some "drug" monies available for facility improvements $200k - $300k. III. PROGRAM OF SPACES A. Public lobby/waiting area I. Public toilets B. Records/general work area 1. (4) work stations C. Records Clerk Office D. Chief s Office E. (3) Administration Offices 1. 3 visitors chairs F. (5) Patrol officers workstations (17 officers) G. (5) Patrol supervisors work stations H. (4) Investigation Officer offices I. (5) Sergeants workstations J. (1) Property/Evidence Office K. Property evidence room, 400 sf. L. (2) Volunteer offices M. (3) Volunteer work stations N. Fingerprinting room O. (3) Interview room P. Conference room (10 — 15 people) Q. Conference room (30 — 40 people) R. Lunch break room S. Training room 30 — 40 people T. Misc storage 200 sq ft U. Men's Locker room / toilets V. Women's Locker room / toilets W. Booking area / booking holding X. Sex Crimes Officer office Y. Archives Z. Utility/Mech AA, om Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. 007 JOB NO. 0752 DATE: January 29, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HERETN ARE ACCEPTED PRESENT: Wanderscheid, Scott, Mary, Ogden I. PURPOSE OF MEETING: Electric Department facility needs Il. GENERAL DISCUSSION U. ki ` NIIL= la OgdenRoemefflilkerson A - a - tu rchitecure... COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford Oregon 97504 541 779.5237 541 772.8472 f www.ORWarchitecture.com A. Priority needs 1. Additional covered storage 2. Conference room 3. Additional office needed for estimator, currently working in crew room. Not conducive for meetings. Heavy public access. 4. I.T. has displaced many electric department work stations. Two workstations are located in the unconditioned mezzanine area of the warehouse. 5. Centralized public reception area 6. Security B. Adjacencies 1. Com Dev, Public Works 2. Conservation employees are located in the Corn Dev building. C. Misc, Discussion I . The Hardesty property at the bottom of Oak Street has been considered as a possible location for the yard. Wanderscheid has a concern about the potential for this property to flood which would prevent access in an emergency. 1 Electric department generates approximately 5-10 public trips per day. 3. Additional material yards are currently located on Nevada St and B st, Much time is wasted locating and rounding up materials, one centralized location would be more efficient. 4. Parking for employees, city vehicles and the public is always an issue. 5. Public access to the yard needs to be controlled. D. Department Growth 1. (1) electrician and (1) conservation over the next 5 years 2. 1 or 2 more between 5 and 10 years. 111. PROGRAM OF SPACES A. Electrical Department Director's Office B. Electric/IT Administrative Secretary C. Operator Superintendent Office D. Estimators Office ow E. Electrician Office F. Warehouse storekeeper Office G. Conference Room (25 people) 1-1. Break room (25 people) I. Crew room (25 people) J. SCADA control room 10 x 20 K. Public counter/lobby L. Public/Employee toilets M. (3) line installers* N. (2) line truck operators* O. (1) tree trimmer* P. (1) electric meter reader" Q. (1) Conn ect/Disconn ect* 1. *Space for mail and email access (transient shared desks) R. (2) Lead Working Line Installer work stations S. (1) GIS specialist work station T. (1) Meter Relay Tech work station U. (3) Conservation Analyst work stations (Community Development) V. Warehouse W. Loading area X. Outside Covered Storage Y. Yard Storage Route to: (❑ Ogden (❑ Wilerson ❑ File Doc.—O ccfax Ulwol Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. 008 JOB NO. 0752 DATE: January 30, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTATNED HEREIN ARE ACCEPTED PRESENT: Christensen, April, Ogden I. PURPOSE OF MEETING: City Recorder's facility needs IL GENERAL DISCUSSION Ogden RoernerWilkerson "' Architecture... COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772.8472' www,ORWarchitecture.com A. City recorder is the only elected department head. Direct and open public access is important. Although security needs to be considered. A panic button would be adequate to address any security concerns, B. Location on the plaza is important. C. Investigation of history on building indicated that it needed to remain a "Town Hall" or City Hall .... there is no requirement indicated for the Mayor or City Recorder to occupy the building. This information has been provided to City Administrator. D. The current City Hall building lacks clear entrance. A separate entrance to the Recorder's office is desired. E. Passport services offered I day per week. F- Finance traffic disruptive. G. A work station for citizen research is needed. H. More general and secure storage areas are needed. Currently an offsite storage unit is being rented as well as space at the cemetery. 'Existing vault is adequate, space at cemetery and rented units are not in compliance with state regulations. 1. Adjacent to finance desirable, all checks are signed by City Recorder. Storage facility is considered in current capital improvements plan. J. Larger public waiting area is desired. K. Parking is a problem for staff. Public parking is adequate. 111. PROGRAM OF SPACES A. Public lobby 1. Research work station B. City Recorder Assistant work station 1. Larger public counter 2. More storage casework C. City Recorder's office D. Secure Storage E. General Storage F, Shared toilet/brealc room acceptable P M ConferenceReport CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. 009 JOB NO. 0752 DATE: January 30, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Woodley, Ogden I. PURPOSE OF MEETING: Fire department facility needs II. GENERAL DISCUSSION Ogden RoernerWitkerson AIA Architecture COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779,5237 541 772,8472 www.ORWarchitecture.com A. Woodley gave Ogden the program of spaces prepared by Peck Smiley for the recent Fire Station #2 proposal. B. Response times and coverage locations were discussed. Fire station #2 is in an ideal location. C. Discussion of the potential for adjacent property acquisition was discussed. Properties included Ross Johnson, The old Handyman site, a property across the street owned in part by Leo Zupan. D. The impact on the park and potential street closure was discussed. Woodley discussed the need for a training tower that could house the replacement park rest rooms. E. Ogden later toured the fire station # 2 with Woodley. The existing facility is challenged by age, size and function. There are problems with the ventilation of the apparatus bays. F. Ogden will review program of spaces provided. See attached program. G. Fire station #1 is serving the department well. I Route to: I Q Ogden I Q Wilkerson . I Q File I cefax EM Conference Report Ogden RoemerWilkerson A Bata chit e ctur e' CLIENT: City of Ashland PROJECT: Facilities Master Plan COLLABORATIVE APPROACH - HONEST DESIGN LOCATION: Ashland, Oregon 2950 east barnett road medford Oregon 97504 REPORT NO. 010 541 779.5237 541 772.8472 JOB NO. 0752 www,ORWarchitecture.com DATE: February 4, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN An ACCEPTED PRESENT: Molnar, Ogden I. PURPOSE OF MEETING: Community Development Facility needs II. GENERAL DISCUSSION A. Priority Needs 1. Fragmentation of department is a concerti. Several planners are located away from the core ,group. Several work stations are challenged with acoustical distractions. 2. Conference space is always a challenge. Several other departments are using facilities. Additional space is needed, 3. The small copy work stations seem to be underutilized. These areas could potentially be used for something else. 4. Some options for staff/work station relocation were discussed. 5. Molnar stated optimum location would be to remain downtown. A good sense of the pulse of the community can be obtained downtown. 6. For the most part Com Dev does not have many challenges with their facililty. Route to: C1 Ogden U Wilkerson Q File DocumenO ccfax wrk� Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. oii JOB NO. 0752 DATE: February 4, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATETAFNTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Olsen, Ogden I. PURPOSE OF MEETING: Public Works Facilities Needs 11, GENERAL DISCUSSION n Ogden RoernerWilkerson VI -1 TR" i5i, AIA Architccture COLLABORATIVE APPROACH - HONEST DESIGN 2950 east Barnett road medford Oregon 97504 541 779.5237 541 772.8472 www,ORWarchitecture.com A. Priority Needs 1. Consolidated storage yards: t 0- 15 acres 2. B. Misc. Discussion I . Public works has yards throughout the community. These have been located away from neighborhoods, but as the community grows, residential units are now disturbed by the use of the yards. Any new yards need to be located away from neighborhoods. 2. Hardesty property is located outside the city limit. Would be a good location for public works yard. Also concerned about potential flooding. Good location next to water treatment plant and away from neighbors. Route to: I ❑ Ogden ❑ Wilkerson ❑ File Dacum-tll ccfax on Conference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Oregon REPORT NO. 012 JOB NO. 0752 DATE: February 4, 2005 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED PRESENT: Robertson, Geiss, Ogden I. PURPOSE OF MEETING: Parks Department Facility needs II. GENERAL DISCUSSION Ogden RoemerWitkerson Architecture" COLLABORATIVE APPROACH - HONEST DESIGN 2950 east Barnett road medford oregon 97504 541 779,5237 541 772,8472 i www.ORWarchitecture.com A. Priority needs l . The North Mountain Nature Center has outgrown is space. The programs have been increasing and have been maintaining a steady growth. There is a need for an additional outside classroom. There is a need for offices/workstations for 5 full time employees and several volunteers. Earth day overwhelmed this facility and had to be relocated to ScienceWorks. 2. The maintenance shops are located well. Lithia, N, Mountain and Hunter Park. The facility at the Golf course is tight on storage and short on parking. The Lithia park maintenance facility could be moved to another part of town as long as it is in the same "service bubble". 3. The community center needs an office space and a bride's room. 4. New restrooms needed at Sherwood Park. E. Misc. Discussion 1. For the most part the parks department is in good condition. 2. A competitive swimming natatorium would be a benefit to the entire rogue valley. Could this be located near ScienceWorks? Route to: I ❑ Ogden ❑ Wilkerson ❑ File t DoctnentlO ccfax C-Onference Report CLIENT: City of Ashland PROJECT: Facilities Master Plan LOCATION: Ashland, Ore -on REPORT NO. 013 JOB NO. 0752 DATE: March 6, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED w 'n i"i 7 Ogden RoernerWiLkerson Architecture... COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772.8472 www.ORWarchitecture.com PRESENT: Ken Ogden, Dawn Lamb, Alice Hardesty, John Fields, Dale Shostrom, George Kramer, Carol Voisin, Keith Woodley, Ann Seltzer, Lee Tuneberg, Joe Franell, Mike Morrison Jr., Mike Broornefield I. PURPOSE OF MEETING: Progress Update; Department locations input ll. GENERAL DISCUSSION A. The Grove 1. Consider changing to a Community Conference Center with meeting rooms. B. City Hall offices I . Decided that city presence should not be eliminated from the downtown location. C. Finance Department 1. Willing to move to different location. 2. Could provide a bill payment drop-off at Community Development counter. 3. Move may help alleviate parking problems, however, could also adversely affect merchant business. D. Community Development Building 1. Question was asked about adding a second floor to existing building. 1 Second floor would raise negative feedback from neighboring residents as it would obstruct their view of Lithia Park. E. The Yard 1. Think about moving elsewhere in town, possibly outside the UGB or another industrial appropriate area. 2. Consider the Gun Club as potential site location. 3. Need to keep new location away from areas of residential growth due to noise of the facility. F. Miscellaneous 1. Ken stated it would be beneficial to consider acquiring new property for the Fire Department and the yard. 2, Is Railroad District an option for Storage Area and some Departments? 3. Consider Water Street parking lot — what is the flood risk? 5. Briscoe location decided as being too far out. I Route to: 10 Ogden I Q Dawn Lamb I U File I cc e-mail LW Conference Report CLIENT: City of Ashland PROJECT: Ashland Master Planning LOCATION: Siskiyou Room, 51 Winburn Way REPORT NO. 032708-14 JOB NO, 0752 DATE: March 27, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WITHIN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED i, N5 Ogden RoernerWilkerson gp nz n, A ArchitecturCIA COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford oregon 97504 541 779.5237 541 772.8472 www.ORWarchitecture,com ATTENDEES: Ogden, Zook, Seltzer, Broomfield, Navickas, Hardesty, Shostrom, Appicello(partial), Mackin, Morrison, Olsen, Voisin, Woodley, PURPOSE OF MEETING: Project Status Review Meeting • Needs List review ® Available space update 11. AGENDA: A. D ' EPARTMENT RELOCATION AND MODIFICATIONS UPDATE I Ogden reiterated these responses are potential solutions for the "wish lists" provided by department heads. As mentioned to each department head at the time of programming the ultimate wish list might not be provided due to budgetary and other constraints. Overall city needs need to be taken into consideration along with how each department will need to interface with others. Priorities will be determined by the committee and endorsed prior to final recommendation by ORW, 2. Ogden explained these are just draft studies to determine if the overall square footage will fit into the designated spaces. Floor plans have been prepared to confirm the layout will fit. These are not intended to be final solutions. Ultimate final solutions will need further discussion with department heads. Seltzer suggested all future printed material will be marked "draft". 3. Ann will distribute packets to department heads to gauge if the current direction is meeting the needs of those departments. (i.e. Joe Franell responded with needs for a public counter) 4. Feedback and communication is necessary to move toward a plan that accommodates the needs of all departments during this early programming phase. 5. This preliminary approach is an attempt to work within the existing space without the need for extensive demolition. As we move forward, more aggressive solutions can be investigated. These solutions also translate to higher construction costs. 6. Departments with the most new program needs are being addressed first, Parks, Com Dev and fire station #2 are still to be provided. B. MASTER PLAN DISCUSSION POINTS I . The Grove remodel can potentially accommodate Finance and provide "shared space" as a response to the desire for additional conference/meeting space for each department, i.e. gym conversion. 2. Discussion of 2,600 sf expansion of council chambers with additional level as an option. Ogden explained support spaces for television is included in this square footage. 3. As illustrated in the current scheme, the courts could abandon the hallway to make room for office and IT. 4. Sign and welding needs approximately 50% more space and the current allotment is amenable to Maintenance. 5. Concerns raised over space for recreation programs in the Grove — possible relocation to school facilities. ME 6. Consider opportunities to expand at yard property for new construction needs, C. AVAILABLE PROPERTY 1. Approximately 10 acres needed for "yard" (Public works, electrical and maintenance). a. Important is the need for a single source site for "yard" to facilitate efficient "search and acquisition of materials/items". 2. Appropriate location should be outside of residential areas, i.e. industrial?. 3. Potential locations: Ashland Gun club, ODOT property, Hardesty? a. 3/4of gun club property currently used by club. The remainder is utilized by Public works — complaints about traffic at site are regular and the terrain does not lend itself to equipment storage (total lot is 23.5 acres). Dale illustrated that this is also an historic site as a source of Lithia Springs. b. Hardesty property could have potential flood dangers c. ODOT not interested in sharing property with city. d. Ogden presented other options located at both the north and south ends of town, these properties have a significant acquisition cost of approximately $ 1,500,000.00 to $2,000,000.00 and up. 4. A tour of potential sites including fire station and city building properties will be arranged. D. FIRE DEPARTMENT STATION #2 1. Fire Station #2 needs a community solution. 2. Current station is 2866 sf .12,000 sf has been recommended by previous consultants for new facility. a. Recommend separating description into "Vehicle garage SF" and "Station needs SF". 3. Consider the benefits and constraints of both a new site and expansion on current site. a. A space needs survey was performed in '94 & '04. b. A vacant property survey was done in '06. c, Water line under Sherwood and access to property through neighborhood a challenge. d. Response time is an issue -4 minutes for ambulance is an ordinance. 5 minutes for fire is unofficial standard. 4. Consider a middle ground between "wish list" and fiscally conservative, 5. The location of this fire house does not warrant the same aesthetic standards as the downtown station and savings might be realized with this in mind. 6. The Ross site would meet the needs but temporary corridors and transition would be an issue. 7. Emergency vehicles are required to be secured (ambulance drugs, etc-) — 7 Vehicles total, 8. Possibilities for Sherwood site are limited but a potential SOU property swap could be an option. E. COMMUNITY DISCUSSION 1. Tentatively scheduled for late April. 2. Consider the information desired from community input. Community involvement should be actionable and substantive. 3. Consider the community space needs - i.e. public building, meeting space, public restrooms, rental space? 4. Emphasize a public understanding that the MP is addressing community needs while continuing a responsible stewardship of community funds_ 5. Specific Fire Station discussion addressing the needs and feasibility to gain public support. Include images of existing spaces to illustrate the needs for health and safety. F. GENERAL DISCUSSION I . Eric expressed interest in relocation of the asphalt yard and the possibility for community discussion — possibly Croman sites for yard? 1 Consider moving Council Chambers and Police downtown. 3. Investigate the potential for locating facilities at current parking lot sites. 4. Investigate the possibility of breaking off some of the yard components to outlying site(s) such as telephone pole, aggregate and soil storage. 5. Investigate the potential for a multi -level yard. m7 G. NEXT MEETING 1. Tentatively mid —late April. 2. "Option 11" illustrating a more aggressive plan including a new City Hall building and consolidation of some program elements. 10 Ogden 10 Roemer 10 Wilkerson I D File I W%R Conference Report CLIENT: City of Ashland PROJECT: Facility Master Plan LOCATION: Ashland, Oregon REPORT NO, 15 JOB NO. 0752 DATE: April 17, 2008 UNLESS WRITTEN OBJECTION IS RECEIVED WFITIEN SEVEN DAYS, WE ASSUME THE STATEMENTS CONTAINED HEREIN ARE ACCEPTED Ogden RoerneffliLkerson Architecture... COLLABORATIVE APPROACH - HONEST DESIGN 2950 east barnett road medford Oregon 97504 541 779.5237 541 772.8472 www.ORWarchitecture.com PRESENT: Frannel, Woodley, Chapman, Kramer, Seltzer, Olsen, Shostrom, Dale ?, Ogden, Voisen, Hardesty, Broomfield 1. PURPOSE OF MEETING: Facility master plan update and property tour II. GENERAL DISCUSSION A. Ogden updated department layouts. Having received feedback from Administration, IT and Com Dev these plans were distributed. One additional layout for Admin will be forthcoming with Legal upstairs and HR downstairs. 1. Exterior elevator at existing city hall cannot be eliminated, it is shared by Shakespeare. 2. Security and Public Entry is much improved with these layouts. 3. Ogden provided an example cost spread sheet. This format is currently being established, cost will be refined as the refined cost data is received. B. Ogden presented possible options for new facilities downtown. Conceptual diagrams and potential cost estimates for each option were provided. Ogden explained cost are based on industry standards, more refined estimates are in the process of being developed. These estimate sheets will be updated as costs are developed, the handout provided are primarily to show format at this time. I . Option One — Hargadine Parking Lot a. Single story building, V2of upper tier b. Single story building occupying entire upper level of parking lot 1 Option Two — Lithia Way / Pioneer Street Parking Lot a. Single story building b. Two story building 3., Option Three — Wells Fargo Property 4, Option Four — Second Story of Com Dev Building C. Comments on Downtown options 1. All options should consider maximum build out of sites. A single story building should not be considered for the downtown core. 2. Parking loss will be a concern. Options to provide additional spaces downtown need to be considered. 3. It is unlikely the second story Com Dev option will be viable. Property acquisition is unrealistic. Neighbor views need to be considered. ow 4. If the Wells Fargo option is to be developed further, the entire site should be developed, so that buildings face both Lithia Way and Main Street. The property acquisition allowance shown is probably too low, should be more in the $4,000,000.00 range. The historical Oregon Hotel once occupied the site Kramer will forward images to the committee. A rebuild of that image would be significant. D. Fire Station# 2 1. Ogden said he had reviewed the program of spaces of the proposed facility provided by Woodley. He said the space allocations are not out of reason for the functions they need to accommodate. Cost can potentially be reduced by simplifying the design and materials, yet maintaining durability. The design for a building in the vicinity of fire station # 2 does not necessarily need to mimic the design of the fire station downtown. 2. Ogden reviewed the costs and configurations of the stations being constructed in Grants Pass. 3. The largest allocation of square footage for station #2 is for the apparatus bays. 6 vehicles and one trailer need to be housed inside. E. Public open houses 1. Seltzer discussed the revised format for the open houses. There will be three venues, City Hall, Civic Center and Fire Station #2. The dates for these meetings are May 12, 13 and 15. 2. The main objective is to define what the publics needs and challenges are with the city facilities and support infrastructure. F. Misc. Discussion 1. The chamber should be utilized to solicit the opinions and needs of downtown merchants. 2. There may be property available for the yard at the airport. 3. Ogden was asked if a future parking projection/needs analysis would be included in this report. Ogden stated he did not have the tools or resources available to make that analysis. 4. Hardesty asked if Ogden had reviewed the availability of the SOS plumbing property on Water Street. Ogden said, " he hadn't, but would review". G. Property tours 1. Washington Street Properties 2. Gun Club 1 Ashland Street Property 4. North interchange properties 5. Eagle Mill Road Property 6, Emperatrice Property 7. Mountain Ave Property H. Next meeting Scheduled for May I't, 2:00 pm at the Com Dev Bldg, I Route to: (❑ Ogden 10 Roemer (❑ File I DocumcnQ cefax r CITY OF ASHLAND Ogde itkerson FACILITIES MASTER PLAN AIA Architecture COLLABORATIVE APPROACH HONEST DESIGN vil-WEIMMOAll C HN I COAL WORK 6TAT ION � n CITY OF ASHLAND OgdenRoemT' ?? verson MASTER PLAN ArchitectureA A-31 GOLLABONATWE APPROACH -HONEST DESIGN APPENDIX DEeK. DES rah I FILE6 FILE6 0 CONE, TA5LE l5,M CITY OF ASHLAND Ifs, OgdenRoemerWiWerson MASTER PLAN Architecture"' A-32 COLLA80RATIV E APPROACH'- HONEST OCEMN APPENDIX �. d LI k< CITY OF ASHLA® iy T A ° den ° r ' �°" FACILITIES MASTER PLAN 1 ,6. A A.- h k i e (, �, „9. p IA COLLABORATIVE APPROACH . HONEST DESIGN Map Index I Type Common Name j MAPITAXLOT LOCATION 1 GIS acres Zoning 1 'Cemetery Ashland Cemetery 391E09AC12600 j750 E MAIN ST 3.941 R-2 2 Cemetery v Mountain View Cemetery niEloopioaoo 440 NormalAv 11.49 R-2 _ 3 JCemetery Pioneer (Hargadine) Cemete -not owned by City i 9IE05BD600 1370 She R-1-7.5 4 lCemetery jSouthMausoleum_ 39IE15AA6300 550 NORMAL AVE 1 0.031 R-1-5 4 !lCemetery South Mausoleum 391E15A �6400 1.86, R-1-5 10 City Yard E Nevada Yard (electric) 39IE04BD104 E Nevada St 0.11 R-1-5 10 City Yard E Nevada Yard (electric) 391ED48C)306 0,06 R-1-5 10 City Yard E Nevada Yard (electric) 39IE04BD400 0.31 R-1-5 11 City Yard B Street Corporation Yard $9109AA1900 1097 B ST/1099 B ST 1.67 R-1-51 R-3 11 City Yard B Street Corporation Yard 391E09AA2100 0,18 R-3 11 City Yard B Street Corporation Yard 391 E09AA2500 0,22 R-3 11 City Yard B Street Corporation Yard 391 E09AA2600 0.13 R-3 11 City Yard B Street Corporation Yard 391E09AA2700 0.16 R-3 12 City Yard Glenview Yard 391E161300 Glenview Dr 4.09 R-1-7.5/WR/WR-20 13 City Yard Granite St Yard 391E17600 Granite St 89.76 WR-20 I 20 20 Facility t_ Facility Ashland Community Hospital Ashland Community Hospital 39iE05DEr21oo 278 MAPLE ST 3SIE05DB2400 560 CATALINA DR ---- 6.35 HC 0.50 HC I Facility omDev/PW Building I 391EO9802100 51 WINBURN WAY 0,45 y R-1-7.5 22 lFacility I Pioneer HallANinburn Wy Community Center I 391098C2500 '73 Winburn Wy/ 69 Winburn Wy 0.35 R-1-7.5 23 Facility Main City Yard, Civic Center, the Grove 391EI0SG5302 90 N Mountain/1 175 E Main 8.10 E-1 24 Facility Ashland Public Library 391ED9BD670o 410 SISKIYOU BLVD 0.77 R-2 25 1 Facility Fire Station #1 -- 39IE09AC16000 495 SISKIYOU BLVD I -- 0 15' C-1 25 Facility Fire Station #1 -7-39IE09AC15300 39IE09AC1520o 457 SISKIYOU BLVD 0.31! C-1 25 Facility Fire Station #1 455 SISKIYOU BLVD 0.231 C-1 - 26 Facility ---JAshland Municipal Airport 391El1300 17.641 E-_1 - 26 Facility Ashland Municipal Airport 391E12301 1403 DEAD INDIAN MEMORIAL RD 1 47.241 E-1 26 Facility Ashland Municipal Airport 1 2.591 E-1 26 Facility Ashland Municipal Airport _391E12307 391E12308 4.161 E-1 26 Facility _!Airport/Sky Research parcel 391E123o9 ___ 5 DEAD INDIAN MEMORIAL RD 8.161 E-1 26 Facility Ashland Municipal Airport 391E12310 11.431 E-4 26 Facility Ashland Municipal Air ort 391E1362001 2.74 E-1 J2 27 Facility/Reservoir Alsing Reservoir 39IE231802 11511 Tolman Creek Rd A. RR-10 --- --- ------- 28 IFacility/Reservoir 1Fallon Reservoir 391EDSD8201 1201 Hitt Rd 5.061 WR 29 Facility/Reservoir I Crowson Reservoir 29 IFacility/Reservoir iCrowson Reservoir 391EIBBAISDO 1696 Terrace St 1 5.66, RR,5 30 Open Space Imperatrice, Property 2 38IE27100 Butler Creek Rd 162,27 EFU 30 Open Space Imperatrice Property 3 381E28500 Butler Creek Rd 125.10 EFU 30 Open Space Imperatrice, Property 6 38IE26600 Butler Creek Rd 37.17 EFU 30 Open Space Imperatrice Property 4 38IF-28700 Butler Creek Rd 80.67 EFU 30 Open Space Imperatrice Property 7 38IE32100 Butler Creek Rd 2.26 EFU 30 Open Space Imperatrice Property 8 3BIE32100 Butler Creek Rd 0.33 EFU 30 Open Space Imperatrice Property 5 MEMO Butler Creek Rd 68.56 EFU 30 Open Space Imperatrice Property 1 381 E33200 Butler Creek Rd 414.79 EFU 31 Open Space Strawberry Lane property �Strawberry 391EOBBDI02 lWestwood St 1.06 RR-.5 31 Open Space Lane properly 39IE08BM03 lWestwood St 0.51 RR-.5 1 31 perty 39 , E08BDI04 I Strawberry Ln 0.50 RR-.5 M Map Index Type i i Common Name i 1 MAPrrAXLOT LOCATION I GIS acres Zoning 32 32 33 33 33 34 Open Space Open Space Open Space Open Space Open Space Open Space Lithia Springs Gun Club Lithia Springs Gun Club Lithia Springs Lithia Springs Lithia Springs Single Farn Lot next to golf course 391E12400 391E12400 392EO7700 392rO7800 392E07800 391E14AD800 Emigrant Creek Rd Emigrant Creek Rd Emigrant Creek Rd Emigrant Creek Rd Emigrant Creek Rd Twin Pines Cr 22,06 0.97 3,99 38.09 0A9 0.14 EFU t OSR EFU 1 OSR OSR EFU / OSR EFU / OSR R-1-10 35 iOpen Space !Watershed 391E161 100 1 114,481 FR -- 35 lOpen space lWatershed 42.671 FR 35 1Open Space !,Watershed 39iE16B0200 19,39 ii WR-20 35 !Open Space !Watershed 891E1613MO0 19.911 WR-20 35 Open Space !Watershed 391E20200 j 4.571 FR 35 Open Space IlWatershed 391E28200 44101 FR 35 Open S ace Watershed 391E32200 j 162A61 FIR 40 OSF lAdministration 1 391E09BC1200 11-5 S Pioneer 008 C-1-D 40 OSF !Administration ---- 391E09BC1400 T5SPioneerSt 01 0 ::o C-1-D I R-1-7,5 41 OSF the Bricks T- I 391E09BC1400 1 0.121 C-1-D / R-1-7.5 41 IOSF Ithe Bricks 391EQ9BG1500 I 0.04 C-1-D 42 OSF Black Swan/Chamber office 39 1 E0913C I 100 110 E MAIN ST 0.28 C-1-D---- 43 OSF fNewTheatre 3q1Eo98caoo 40 S Pioneer St 0.27 C-1-D 43 OSF New Theatre 391m98c901 40 S Pioneer St 0.36 C-1-D 50 Parking Lot Water St Parking Lot 1 I 39IE09BB10900 Water 0,1'51 C-1 So I Parking Lot (Water St Parking Lot L 391E09BB2oo Water St, n side 0.161 --- C-1 51 Parking Lot . . Lithia Way Parking Lot . . . . . . 39IE09BAI0800 Lithia Wy 0.17� C-1-D 51 Parking Lot Lithia Way Parking Lot L 391EoqsA115o0 Lithia Wy 0. so 52 Parking Lot Hargadine Parking contract to City) 39IE09SC300 0.231 C-1-D 52 Parking Lot Hargadine Parking Structure 391Eosecaoo 175 Hargadine 0231 C-1-D 53 Parking Lot Parking/Darex -Skating Rink 391E09100 61 Winburn Wy 0.781 R-1-7,5 54 !Parking Lot Second St Parking Lot 391E098D620tl S Second St 1 0.231 C-1-D 59 Parks/OSF/Facility City Hall/ Elizabethan Theatre/Lithia Park 391EO9100 120 E MAIN ST 1 26.09 R-1-7.5 59 Parks/OSF/Facility City Hall/ Elizabethan Theatre/Lithia Park 391 E09BCI 901 0.01 R-1-T5 60 IParks/Facility lWastewater Treatment Plant Property/Dog Park j 391E04813200 11195 OAK ST 23.69 R-1-7,5 61 1 Parks/Facility Recycling Center/Skate Park 391E04=201 1220/230 Water St 1.22 E-1 62 Parks/Facility Fire Station #21Sherwood Park 391E15AA6200 11860 ASHLAND ST 0.91 j R-2 -::6:31JParks� Oak Knoll Golf Course 3911213B2200 13060 HWY 66 63 IParks Oak Knoll Golf Course 391E14AD6223 1.611 R-1-10 64 Parks !YMCA Park 391EM1101 1315 TOLMAN CR RD 6.381 C-1 / R-2 65 jParks ClayStPark 39IE14BB701 Clay St j 1381 66 Parks Garden Way Park 391 El 5AC6300 Garden Wy and Clark Av 1.7 R-1-7.5 67 jParks Hunter Parkisenior Center 391E10D8800 j1699 HOMES AVE 9.95 R-1-5 68 Parks Garfield Park 1 391E10sc27o1 170 GARFIELD ST 2.96 R-1-10 69 IParks Railroad Park 391E09AB65o9 785 AST 1.66 E-1 Map i Index Type 70 !Parks Common Name Bear Creek Greenway I MAPITAXLOT LOCATION 3ME04BB101 Near WWTP GIS acres I 1,27I Zoning R-1-7.5 / RR-5 70 iParks iBearCreekGreenway 3s1Ei 0.301 R-1-7.5 / RR-5 70 !Parks j Bear Creek Greenway 20.8111 _R-1-7.5 71 Park,, Dirt Jump Park :39IE04BB500 -4- end of Oxford St 0 10. R-1-7.5 72 Parks I Conservation Area, Bear Creek floodplain 391E04AC400 1310 E NEVADA ST i 2.331 NM 72 iParks Conservation Area, Bear Greek floodplain 391 E04AC402 2.23 NM / R-1-5 72 IParks IConservationArea,BearCreekfloodplain 1 391E04B01102 0.461 R-1-5 72 IParks Conservation Area, Bear Creek floodplain 391ED4BDI904 1 1,961 R-1-5 72 !Parks !Conservation Area, Bear Creek floodplain 391E04GA101j_ 1.01; R-1-5 72 IParks !Conservation Area, Bear Creek flo6dplain 391E04CA2902 0.261 R-1-5 72 1 Parks Conservation Area, Bear Creek floodplain 391E0408400 4.14; NM / R-1-5 72 I Parks - Conservation Area, Bear Creek floodplain 391E040E11110 4 6.241 NM I R-1-5 72 iParks Conservation Area, Bear Greek floodplain I 391Ei08_10rr1 0.261 R-1-5 72 IParks 1 Conservation Area, Bear Greek floodplain 391EIOB1104 11393 Evergreen Ln 0,31 l P-1-5 73 !Parks IN Mountain Park 39IE040A3oo Adjacent to N Mountain Av 1 2,991 R-1-5 73 Parks IN Mountain Park 391E04DD100 t 1 6.74 R-1-5 / EFU 73 Parks ]NM..nt.m Mountain 39IE04DD200 1620 N MOUNTAIN AVE 1 0.61 R-1-5 73 -- Parks Mountain k INountan Par L 3OIE04D0300 1544 N MOUNTAIN AVE L 0.77 R-1-5 73 Parks - ------------- IN Mountain Park 391E04DD400 . . . . . . 1 1 25.32 R-1-5 / EFU 73 Parks -_[NMountain Park 39IE04DD500 0,31 74 Parks Scenic Park 391E05AC3400 IN Main St 1,571 -R-2 75 Parks Undeveloped Park 391EDSBDIOO Westwood at Strawberry 9.601 RR-.5 I WR 76 Parks iHald-Strawberry Park 39105DO3001 'Grandview to Stawberry above TID 0.841 RR-.5/R-1-10 76 Parks lHaid-Strawberry Park 391 E05DC3002 i 0.51 RR-.5 76 Parks iHald-Strawberry Park 391 E08AB205 4.74 i RR-.5 76 Parks jKld-StrawberryPark - 18.891 RR-.5 / R-1-1 0 76 Parks Hald-Strawberry Park - - - - - j 391 08AB400 j 0.491 RR-.5/R-1-10 76 Parks Hald-Strawberry Park 391EDBAC103 5.771 RR-.5 77 Parks Piedmont Park 391 EDBAD4304 Piedmont St ��A,t RR-.5 / R-1 -10 78 IParks Vogel Park 391E04CA27o9 E Hersey near Ashland Creek --2. 0 R-1-5 78 Parks Vogel Park 391 E04CB6600 1.78 R-1-5 78 IParks Vogel Park 391 E04CS6601 0.24 R-1-5 78 Parks Vogel Park 39IE04CD3700 0.09 R-1-5 78 Parks Vogel Park 391E04CD800 27 E HERSEY ST 4.53 R-1 -5 78 Parks Vogel Park 39IE04CD806 0.15 R-1-5 79 Parks Bluebird Park 391E09aB10001 0.01, C-1-D 79 Parks Bluebird Park 391 E09BB91,00 C-1-D -0.13 80 Parks Calle Guanajuato 39109BB7500 Calle Guanajuato 1.16 R-1-7.5 80 Parks Guanajuato 391EMB9100 ICalle Guanajuato 0.13 R-1 -7.5 dCalle 81 Parks (Alice Pei] Walkway 1 39iEO9 il 0.04 R-1-7.5 82 (Parks Siskiyou Mtn Park 3s1E225a0 271.201 FR 83 Parks Oredson Todd Woods 391E22300 I 10.19j WR-- i 84 Parks Lithia Park 391E09100 Granite St 649 R-1-7.5 84 Parks Lithia Park 391EO9100 Granite St 41.66 R-1-7.5 84 Parks Lithia Park 391E161300 Granite St 20,83 F- R-1-7.5 / WR I WR20 84 Parks Lithia Park 391E17AA70o Granite St 0,33 R-1-7.5 84 4 Parks Lithia Park 39IE17AA900 Granite St 1.96 R-1-7.5 85 IParks !Cottle Property 391E16RA1205 0.24 R-10-10 85 Parks Cottle Property 39IE16BA1300 4.00 R-10-10 86 Parks � Undeveloped Parkland 39IE16BD211 Terrace St 114 WR om Map I Index I I Type 1 Common Name MAPITAXLOT I r i LOCATION I GIS acres i Zoning 87 Parks !Liberty St Park 391EI6AC200 (Liberty St 1,051 WR / RR-.5 -- 88 jParks (Glenwood Park 39IE16AA3700 iG[enwood Or 2.251 R-1-7.5 7- 89 Parks !Triangle Park 391E09DA7900 Siskiyou BI 0.341 R-2 I 90 Parks Granite St Property 3911ROIDA19111 259 Granite St 1 417, WR 90 Parks Granite St Property j 391EQ8Do5o0 Granite St 1 0.561 WR / WR-20 91 !Parks Lawrence Property i 39IE08DC100 Granite St 35,57 WR-20 -T 92 Parks I Burnson Prope ty j 391ENDMm 1327 Granite St j 12.131 WR! WR-20 94 !Other Empty Lot 391EOSDA270o 430 N Main St 0,28 E-1 95 10ther jUnknown 391EO8AC108 top of Nutley St 0.47 RR-.5 96 (Other !Unknown 39IE08AC104 off of Strawberry Lane 1 0.17 RR,5 --TState 97 Other Forestry (ODF) 391E14A2300 1400 MISTLETOE RD 1,761 98 Other Mistletoe Rd Right of Way 391r14A2100 Mistletoe Rd ---07.06 98 Other Mistletoe Rd Right of Way I 391E14A2102 Mistletoe Rd 0.071 98 Other Mistletoe Rd Right of Way 1 391E14A2201 Mistletoe Rd 0.141 98 1 Other Mistletoe Rd Right of Way T-391 El 4A21114 Mistletoe Rd 0.09 98 1Other Mistletoe Rd Right of Way 391E14D1201 Mistletoe Rd 0.16 98 Other Mistletoe Rd Right of Way 391E14D1300 Mistletoe Rd 2.14 98 Other Mistletoe Rd Right of Way 39IE14D2490 Mistletoe Rd 0-52 M-1 M-1 M-1 M-1 M-1 M-1 E-1 / RR-5 99 1 Other unknown 391EO481000 E Nevada St 0.04 R-1-5 / RR-5 99 Other unknown 1 :391 E04CA3300 Heiman St 0.04 R-1-5 99 1Other unknown 39IE04GA3303 Heiman St 0.06 R-1 -6 99 Other unknown 391&=00 near Van Ness Av, RR tracks 0.03 R-3 99 Other unknown 39.1E050C2803. 299 Ditch Rd 0.36 RR-,5 99 1Other junknown 391E09BC201 near Hargadine Parking structure 0.0 C-1-D 99 1Other unknown 391E09c81500 Terrace St 023, RR-.5 / R-11-10 99 Other unknown 391E09D87300 between Fairview and Sherman 0,10 R-2 99 Other unknown 39IE10DI001 E Main St 0.22 kR-5 99 Other unknown 391EI0D290 - - - - - - E Main St T 0-47 RR-5 99 Other unknown 39IE11CI201 next to YMCA park 0.05 R-2 99 Other unknown 391E11C3700 Upper Clay St 0.28 R-2 99 Other unknown 391E14CB100 Siski ou BI 2.36 R-1-1Y5 99 Other unknown u 39IE16AAsoo Glenwood Dr, across from park 0.01 R-1-1.75 99 1 Other junknown 39IE17AA1112 596 Ashland Creek Dr 0,37 RR-.5 / WR NOT CITY OWNED 101 jElks Parking Lot Lithia Wy 102 The Plaza i M CITY OF ASHLAND Ogder (sl ers°n FACILITIES FASTER PLAN AIA Architecture COLLABORATIVE APPROACH- HONEST DESIGN m ~ - / {lou]ist Page I of I Owner Info: Owner Name Tax Billing Address: Tax Billing City @State: Tax Billing Zip: Location Info: Census Tract: Zoning: Tax Info - Tax |o: Tax Year: Annual Tax: Assessment Year: Assessed Value: Market Land Value:' Characteristics: Lot Acres: ., Last Market Sale: Recording Date: So0eoate� Sale Price: Document 0u� Mortgages: Sales History - Recording oate: Sale Price: Buyer Name: Seller Name: Document No: Document Type: Mortgage History. Mortgage Date: M"rtgageAmt: Mortgage Lender: Mortgage Type: For Property Located At Washington St Jackson County eramocha,onyig A Tax Billing Zip+4: 7118Hig 66, ,= Recording Date: Ashland OR `. Annua|Tax: 97520 Universal Land Use , 28.00 Old Map: ^ nr-s ` , q010623120 ^ Market Value: 2007 ~ Townnx�� $1.408 ^Range: \ 2007 Section: $108,810 Township Range: $290,530 LEGAL: , 8.41 Lot SqFt: 06/02/2005 Deed Type: 05m5/2005 Owner Name: $1.325.000 anoor 32764 9736 oa0c/20ns $1,406 Vacant Land (Nec) 39S 01E 14 391E14 366339.6 Warranty Deed eramecmmCraig x Healy Douglas x&Nina m Private Individual First MouAmt $925,000 00m2/2005 07U4m004 0304/1e97 12/13/19e3 $1.325.000 *e2e.000 eramxoxo,Craig A Healy Douglas K&Nina Young Barbara J Mkmmvoxm/nLtd M nnateoFuu Pmmhip Healy Douglas K&Nina Young Barbara JTrust M 327e4 40228 112e8 44282 Warranty Deed Warranty Deed Quit Claim Deed Bargain aSale Deed 11/16/2007 11/16/2007 02/21/200e 08/26/2005 $500,000 $1.500.000 $320.000 $250.000 Cupertino Cap ~ Other Institutional Lenders Conventional Conventional . Courtesy of Kerry Zook The data within this report is compiled by First American CoreLogic from public and private sources. If desired, the accuracy of the data contained herein can be independently verified by the recipient of this report with the applicable county or municipality. A-38 INFORMATION TECHNOLOGY Map Maker Application Front Counter Legend 13 Highlighted Feature _ Tax Lot Dutlines Tax Lot Numbers city Umits Ashland Mc4; Butto Falls 1 Central Point Eagio Paint Gold Hill AJacks"Wile Vlodford �-s Phoenix Rogue Rivor Shady Cove Talent M1 M S A-39 [T. ) pf—'..".I. with rninred nffi- marl. nanAr ;� _ g INFORMATION TECHNOLOGY LY # r 'k ; MapMaker Application j Front Counter Legend # flig13 hlighd Feature w - `r ArV Tax L d Outlines d i' 7 s City Limits "f X' `- PH f - .A5bi8R� -90 l i Butte Fatty s y ,T -: f central Point � Mw rr tbF • Eagle Point f , ss,>As } l ,Sj•a 4T a ` Gold Hill g RIM` Jacksonville .„r-3 Medford Phoenix 2 'r "-F - .,fy • r 'fir "� S f #{It2>Js Rogue River Shady Cove 3 ice. *au .ti �: �_. , , t , • _,� �.. Talent -u-•-- ,.}.._--•� ate' �' � � t � ` F t'Y 31 Plenaaw rarvria with rnlnrari nffirn nraria nano• Ad :tr Fw. • �� .a� 'Sty ,` sxy � �'t'. �.�4 , hJACKSON ,. COUNTY s t Oregon This map is based on a digital database compiled by Jackson County From a variety N of sources. Jackson County cannot accept >' s responsibily for errors, omissions, or Aqnr� ,ter','. o... ,-� positional accuracy. There are no - V """ - ` •' ' '-' -"' -"" - • ' -'" ' warranties, expressed or implied. Created with MapMaker Map created on 312672008 7:04:56 HIM using web.jackscscr—ty.mg Details for account number 1-012367-6 Page I of 2 Navigation Imt-WH �d ..CIOse Account Sequence Map -IL. Se UELnce I h -q— -- Assessment Year 2007 jow W, IF Assessment Info for Account 1-012367-6 Map 381E33 Taxlot200 Report For Assessment Purposes Only Created March 26, 2008 Account Info Year 20071nfo Land Info jAccount --------]11-012367-6 ITax Type I Due Date Amount Tax Cade 5-08 —� Map Advatore iTaxiot 381 E33 200 lm F— 111zening, 0wner -------IIASHLAND CITY OF I EFtj --q, Lus Address Tax CodeI 5-08 MOUNTAIN AVE N ASHLAND/COUNTY R ITax Rate 11 12.91 ASHLAND CITY OF District Rat-as1 11 1 Mailing Address CITY HALL District Amounts I i=1 i ASHLAND OR, 97520 Tax Rate Sheet FA Associated Taxiots 2 Acct i I �j I F5--08]FR]j 1-012687-6 381E32100 ACTIVE Land Class OD 0.00 AG VB 28.10 Ac I v B 12.18 Ac VBI 19.40 Ac, VIB— 30.96Ac IVBI 18.78 Ac VIBI 129.72 Ac VIIH 120.84 Ac Property -iC I Asq7 F5-5-0 jatqt.,Ctqss71000 LL=zz --------- j jUnit ID --11182554-3 IMaintenance Aroa�11') lNeighborhood 0-0-0-1 IStudy Area 121 jAccount Status—] JACTIVE ITax status —�,IAssessable ISub Type NORMAL7 I Sales Data (AS 400) Last Sale � Sale Date Instrument Number Sales History $946,000=.00 =4/15/1996 11F- E+j-Value Summary Detail (For Assessment Year 2007) EMarket Value Summary ( For Assessment Year 2007 Code Area Type Acreage 5-08 LAND 359.98 4,111,090 $ 0 Value History Total: IF $4,111,090 B Specially Assessed Value Summary ( For Assessment Year 2007 Code., Acreage SAV MSAV $ 44,023 $ 20,986 $44,023 $ 20,986 $20,986 R Total (Market + Specially Assessed) Value Summary ( For Assessment Year 2007 Code Ar F—ryl 5 MAV 5-08 ELAND $20 F- Total: 11 $ 4,11 1,0�=OF---$44,023 $20,986 Improvements 9 us 2M 4!Y �,2300 1 Im 700 2sn 800 1000 Im Ili j 2680 1200 1106 2402 aw 2M SW 4600 4WI sm sm Do ism sm r Ism % Saw" 3WO f4" 0 200 3400 4400 4A 4403 M-1 Created with MapMaker Map created on 3121 INFORMATION TECHNOLOGY Map Maker Application Front Counter Legend E3 Highlighted Feature 'tax Lot Outlines Tax Lot P umbers City Units Ashland Butte Falls Central Point Eagle Point Gold Hill Jacksonville Medford Phoonix Rogue Rl"r Shady Cove Talent 'Ad JACKSON COUNTY Oregon This MGP is based on a digital database compiled by Jackson County From a variety on County cannot accept responsibly for errors, omissions, or positional accuracy. Thor era no 'w`a`r'�Un'ti8ea', Jackson or implied. 12008 6757:00 PM using weir.jacksoncounty.org Ora—account.cfixt Page I of I ASO$ t LA' N6 DETAILS, -C 6- es'�,, dd 64 o x, V a q_Click t,o--zoom --,.map -to this tax1ot. F- I Account 1-012629-2 Map & Taxl-ot 1 aalu—o-�oaL —pdf Lax Code 15-08 Acreage 16.80 Zoning BR-10 Land Class FUNK 6,80 Ac PropertyClass 5tat Class 2 12 Unit ID 182436-1 Maintenance Area 12 Neighborhood Study Area 21 Account Status ACTIVE Tax Status lAssessable Sub Type Owner MINUTOLI ANDREA J TRUSTEE InNUTOLI KATSUKO T TRUSTEE FMiNiJT61-I ANDREA 3 AND KATSUKO T TRUST Situs Address 4V�L�E� VIEW RDAS HLAND/COUNTY F Re - MINUTOLI ANDREA J TRUSTEE, Mailing Address 25 PALOMINO CIR NOVATO CA, 94947 B 381 E30 3300 Totals 1 Imp TaxIot Acreage 16.80 1-012629-2 Improvements Building # 1 11942 3170 SqFt DUPLEX CLASS 3 UPPER LEVELS] &M Ora—accountxfin Page I of I AS,5.lE56AFN'r PLANNING DE-rAILS Account 16 tdils Sales' Deed Gard Click to zoom mar) to this taxlot. - ------- ----- ----- ---- Ej Account 1-012630-8 Map & Taxt-ot 13!1E30-34!-0- Of Tax Code 15-08 Acreage i ,3,87 Z-QQ1D-9 RR -IQ Land Class UNK 3.87 Ac Property l2nq Stat Class Unit ID :182437-1 Maintenance . 1 2 1 Area Neighborhood 1000 Study Area !21 Account Status ;ACTIVE Tax Status !Assessable Sub Type "NORMAL Owner MINUTOLI ANDREA 3 TRUSTEE MINUTOLI KATSUKO T TRUSTEE MINUTOLI ANDREA 3 AND KATSUKO T TRUST Situs Address 563 VALLEY VIEW RD S ASHLAND _J�OUNW jR MINUTOLI ANDREA J TRUSTEE ET AL 125 PALOMINO CIR Mailing Address i NOVATO CA, 94947 2— 38lE30340OTotals 1 imp Taxiot Acreage ;3.87 1-012630-8 Improvements Building # 1 11930 1344 SqFt Two story MW INFORMATION TECHNOLOGY Map Maker Application From Counter Legend [3 Highlighted Feature Tax Lot Ouffineds Tax Lot Numbers CRY Limits Ashland Butte Falls Centre' Point Eagle Point Gold Hill Jacksonville Ma4ford Phoenix Rogue River Shady Cove Talent no IN Sol 4, JACKSON 'COUNTY Oregon lawThis map is based an . dIqlft.l database compiled by Jackson County From a variety of sources. Jackson County cannot accept I 4% responsibily far errors, omissions, or T A-45 po.itlorml rnsconesy, There are no warranties, expressed or Implied. IR Please re —le With colored offics, creole cedar Created With M.pMak.r Map created on 3/261200B 7:01:52 PM using webjacksoccounty.org Ora—account.cErn Page I of I. ASSESSMENT tt PLANNIN6 D'EtAILS V:e" Permit06'jk5- P Clickto zoom- -ma-P..t'O1.hJ.S- taxtot.- C-1 Account 1-012643-8 Map & Taxt-ot Of Tax Code 15-08 Acreage 18.40 OS R Land Class 1 LINK 18,40 Ac PEQp-arty,-Class, Unit ID i 182454-2 Maintenance 2 Area Neighborhood 000 Study Area 100 Account Status ACTIVE Tax Status Assessable Sub Type ;NORMAL Owner IKENNEY CHARLES I HINNEWIN KEL DARREL G !BREEZE R P/ANNETTE G Situs Address 1459 VALLEY VIEW RD ASHLANDJC NTY L BREEZE R P/ANNETTE G C/O NORTH iASHLAND INTERCHANGE PROP. LLC Mailing Address 11175 MAIN ST 10 DF �OR, 97504 EI Associated Taxlcyts 2 Acct Tax Code 5-13 R 11-012344-9 381E31 1 Acreage 0.00 Tax Code 5-08 11-088788-2 381E3 A ACTIVEJ Acreage 0 - =00 0 381 E31 100 Totals 1 Imp Taxiot Acreage 18,40 1-088788-2 Improvements Building # 1 10 SqFt Franchise Fast Food M WM INFORMATION TECHNOLOGY Map Maker Application Front Counter Legend (3 Highlighted Feature Tax Lot Outlines City Limits Ashland Butt* Falls Central point Eagle Point Gold Hill Jacksonville Medford Phoenix Rogue River Shady Cove Talent z q i V\ JACKSON COUNTY 1% Oregon This map is based an . digital d.Wb..e ry k compiled by Jackson County From a variety of sources Jackson County cannot swept moponsibily for errors, omissions, or Positions accuracy. Them am no A-47 warranties, expressed or implied. tfi places re —le with crtimed a,%- orade aaoer Created with MmaMaker Map created on 3127/2008 9:19:08AM using welh.jacksorsounty.orgi Ora—accountxffia Page I of 1. ASSESSM'tNT Ft PLANNIP4G. Dl�TAILS a s, Card. Accodnt Details j Click to zoom maD to this taxiot. ---------- El Account 1-011572-0 Map & Taxl-ot , 3_9_1_U2 400 Of Tax Code 15-04 Acreage 123.44 95—P, Land Class I UNK 23.44 Ac Unit ID i200938-2 Maintenance Area Neighborhood Study Area Account Status Tax Status Sub Type Owner 1 127 !Assessable !ASHLAND CITY -IOF----�--,----.-.�-�.-�.�—.------I Situs Address 1555 EMIGRANT CR PD ASHLAND/COUNTY P !ASHLAND CITY OF ASHLAND GUN CLUB Mailing Address !PO BOX 953 !ASHLAND OR, 97520 E Associated Taxlots I Acct Tax Code 5-04 i R FL---Tx2 -on--i 392E07j \ff Acreage 38.69 B 391 El 2 400 Totals 1 Imp Taxiot Acreage '23.44 1-0 11572-0 Improvements Building # I 1L0 0 SqFt: Residential Other Improvements -- M y r do INFORMATION TECHNOLOGY r � Map Maker „�,.a �o �'�; Application Front Counter Legend r Highlighted Feature r 7 r ;� r lax Lot Outlines t Tax Lot Numbers 4W City Limits Ashland Butte Fails Iwos r "° � Central Point Eagle Point Gold Hill Jacksonville Medford F Phoenix Rogue River f` "o.. Shady Cove „ W My %. .tee„ �.« m, 1 Talent 211 , n 1700 200 F m,_ i iTiw ,: i � 200 m t 210 t 2104 Ashland ... IWO wo P031 2X4 JACKSON COUNTY 0regolt This map is based on a digital database compiled by Jackson County From a variety of sources, Jackson County cannot accept responsibily for errors, omissions, or positional accuracy. There are no warranties, expressed or implied. 2008 10:09:05 AM using web.jacksoncounty.org . . ....... . . ... .. ... . ...... CASCADE 220 ,,,,,,,,, ., zM 2204 S I j 3m, rJ, 3sa '221S U00 2210 2207 2001 1"o 1712, 22,14 2X* 22" 3500 if =10 22,,13 36" 0i INFORMATION TECHNOLOGY Map Maker Application Front Counter Legend [3 Highlighted Feature Tax Lot Outlines Tax Lot Numbers City Limits Ashland Butte Falls Central Point Eagle Point Gold Hill Jacksonville Medford Phoenix Rogue River Shady Cove Talent 4 A14 447 -Ga1- 4140,1 S 408 416 1402 Ashland 100 412 406 409,, 4A4 403 411 40S $706 443 200 4" 400 201 sob ,419 410 410 SW 426 .. . ....... ra sm n JACKSON COUNTY Oregon This map is based on a digital database compiled by Jackson County From a variety of reSponsib sources. Jackson County cannot accept ily for errors , omissions, or positional accuracy. There are no A-50 warranties, expressed or implied. Fla.. recycle with colored office arade caner Created with MapMaker Map created on 6/1912008 10:17:27 AM using web.jacksoncounty.org fiffillwkw ("'"')gCITY OF ASHLAND Qgdei arson FACILITIES MASTER PLAN �OLLABORATIVE APPROACH - EST p'A Architecture COMMITTEE REPORT From: Ken Ogden [mailto:ken@orwanb.com] Sent: Thursday, May 01,2OOO9:U7AM To: jinj@orchcos .com Cc: stanp@archros .com Subject: Ashland Facilities Master Plan Good Morning Jim and Stan, | left amessage with Stan this morning regarding this project. |amdoing ananalysis efthe city wide facilities and am trying to develop rough estimates for various scopes of work that include the following. Could you please give meon estimate ofyour fees tuprovide some ufthis information. | know itisnot really defined astothe scope, but here are the categories |amlooking for: 1. Finishes (such as new carpet/paint) Depending mz ouzpc{ quality 26.0O1u 50.00 / yy (2,89 to 5.58 / uD Pai-rdwu[s 55/nF cedinas 75/sf /\CI Ceilings 3.25 io4.5O/sF 2. Light remodel ( demolition nfexisting non -bearing walls and new Tenant Improvement type walls) Minor adjustments to MEP systems. 3. Medium remodel( same as above, but involving some load bearing walls) 4. Heavy remodel ( gutting existing, new tenant layouts, major interior type renovation, no new square footage 5. Building additions/new construction conventional office type wood frame construction Office type —l75,0A1o20O.0O/uf 6. New construction (Civic type building, brick exterior, LEEDetd 200.00 to 2`50.00 /1 sf (depends on proafai-Ti, size (floor plate, footprint, etc) 7. New construction metal building warehouse, minor interior office construction 8. Surface site work, (parking lots, paving, fine grading only, landscape) LIM I hope this is cle a rand not too am big uo us, if you have any questions, please fee I free to contact me. Thanks for your help. Ken Cbjs� 8O6O5VVPfafOeStreet, Suite 110 Tigard, Oregon 97233 voice 503'718-0075 fax 503'728-0077 email stanpt��Icorn This message may include confidential and /or privileged information and is intended only for the use of the individual(s) tovvhurnitisaddressed. If you are not the intended recipient of this email, please contact ACC immediately by return email and/or telephone. WME for PTOJECT 2022-04 Facility Planning Optimization and Management Plan PROJECT NO: 2022-04 PROJECT TYPE: Professional Consultant Services PROPOSALS DUE: [Comments] SUBMIT PROPOSALS TO: City of Ashland Public Works - Engineering, at 51 Winburn Way, Ashland OR 97520; or, by mail to: 20 E. Main Street, Ashland, OR 97520 CITY PROJECT MANAGER: Scott Fleury P.E., Public Works Director PROJECT DURATION: Phase 1: Facility Assessment Phase 2: Space and Programming Needs Phase 3: Final Plan Development & Plan adoption 12 months total duration CITY OF ASHLAND PUBLIC WORKS ENGINEERING 20 E. MAIN STREET ASHLAND OR 97520 541/488-5587 TABLEOF CONTENTS.......................................................................................................................................... 1 ADVERTISEMENT............................................................................................................................................... 3 SECTION 1- PROJECT OVERVIEW........................................................................................................................ 5 1.1 OBJECTIVES ...................................................................................................................................................... 5 1.2 BACKGROUND INFORMATION..............................................................................................................................5 1.3 REFERENCE DOCUMENTS....................................................................................................................................5 SECTION2 - SCHEDULE....................................................................................................................................... 6 SECTION3 - SCOPE OF SERVICES......................................................................................................................... 6 3.1 GENERAL REQUIREMENTS.....................................................................::............................................................6 3.2 SPECIFIC REQUIREMENTS....................................................................................................................................6 3.2.2 Phase 2: Space and Programming Needs Assessment.................................................................................7 SECTION 4 - EVALUATION CRITERIA.................................................................................................................... 9 4.1 PROJECTAPPROACH (20 POINTS POSSIBLE)..........................................................................................................9 4.2 PROJECT EXPERIENCE (20 POINTS POSSIBLE).........................................................................................................9 4.3 PROJECTTEAM EXPERIENCE (30 POINTS POSSIBLE)................................................................................................9 4.4 PROPOSERS DEMONSTRATED ABILITY TO SUCCESSFULLY COMPLETE SIMILAR PROJECTS ON TIME AND WITHIN BUDGET (30 POINTSPOSSIBLE) ........................................................................................................................................................ 10 4.5 TERMINATION FOR DEFAULT (PASS OR FAIL)........................................................................................................10 4.6 SCORING....................................................................................................................................................... 10 SECTION 5 - EVALUATION PROCESS AND CONSULTANT SELECTION ................................... I.............................. 5.1 REVIEW AND ACKNOWLEDGMENT OF DEFECTIVE PROPOSALS..................................................................................10 5.2 RIGHT OF REJECTION........................................................................................................................................10 5.3 REFERENCES....................................................................................................................................................11 5.4 RESPONSIBILITY...............................................................................................................................................11 5.5 CLARIFICATION OF RESPONSE............................................................................................................................11 5.6 INTERVIEWS................................................................................................................................................... 12 5.7 FINALIST SELECTION......................................................................................................................................... 12 5.8 TIES AMONG PROPOSERS..................................................................................................................................12 5.9 NOTICE OF INTENT TO AWARD........................................................................................................................... 12 5.10 CONTRACT NEGOTIATION................................................................................................................................. 12 5.11 PROTEST PROCEDURES.....................................................................................................................................13 5.12 RESULTING CONTRACT..................................................................................................................................... 14 SECTION6 - CONTRACT.....................................................................................................................................14 6.1 - CONTRACT FORM ..... ............ :.......................................................................................................................... 14 6.2 BUSINESS LICENSE REQUIRED............................................................................................................................15 6.3 INSURANCE REQUIREMENTS.........................................................................<.................................................... 15 6.4 LAWS AND REGULATIONS..................................................................................................................................15 SECTION 7 - INSTRUCTIONS TO PROPOSERS.......................................................................................................15 7.1 GENERAL.......................................................................................................................................................15 7.2 INFORMATION OF RECORD................................................................................................................................ 16 7.3 PROPOSAL PREPARATION AND FORMAT...............................................................................................................16 7.4 SIGNATURE ON PROPOSAL................................................................................................................................ 16 7.5 PREPARATION COSTS.......................................................................................................................................16 7.6 CONFORMANCE TO SOLICITATION REQUIREMENTS.................................................................................................16 1 77 DEFINITIONS .................................................................................................................................................. 16 7.8 QUESTIONS AND CLARIFICATIONS .................................................................................................................. .... l7 7.9 PROTEST orREQUIREMENTS ................................................. .................................................................... ...... 17 7.10 PROTEST OF CONTRACT AWARD ................................................................................................................ ...... 18 7.11 PnoposxL MODIFICATION ................................................................................................................................ 1u 7.12 PROPOSAL WITHDRAWALS ................................................................................................................................ 1u 7.13 PROPRIETARY INFORMATION ....................................................................................... ...................... ............. 18 7.14 TERMS AND CONDITIONS ........................................................................................................... ....... .............. l9 SECTIONPROPOSAL FORM ........................................................................................................................... ZO APPENDIX A — CONTRACT FORM INCLUDING EXHIBIT B,EXHIBIT C..................................................................... 22 ' APPENDIX° .------ZZ .,. � a ADVERTISEMENT CITY OF ASHLAND PUBLIC WORKS — REQUEST FOR PROPOSALS QUALIFICATIONS BASED SELECTION for PROFESSIONAL CONSULTANT SERVICES The City of Ashland (City) is seeking Proposals for professional consultant services for Project 2022-04 Facility Planning Optimization and Management Plan. The purpose of the project is to development of a sound, actionable, and fiscally responsible facilities plan that supports the entire City government organization by providing safe and inviting work environments that meet the varying operational needs of all City Departments. The City's intent is to retain a consulting firm with the qualifications and staff resources necessary to perform City governmental facility planning services including, but not limited to, conditional assessment, space and programming needs assessment, and development of a long-term facilities master plan. The facilities master plan should focus on the preservation and potential redevelopment and/or readapting and/or divestment of current facilities. The plan should establish a framework for the anticipated City facility needs for the next thirty years. Goals of the project include, developing a firm understanding of what City services should be provided within existing facility locations, what if any facilities and there uses can be combined or divested, and development of a facility management plan that can be tied to the City's existing asset management system. PHASE 1: Facilities Conditional Assessment PHASE 2: Space and Programming Needs Assessment PHASE 3: Final Plan Development and Adoption Proposals must be physically received by [Comments] (main lobby clock), in the City of Ashland Public Works Engineering Office located at 51 Winburn Way, Ashland OR 97520, or by mail at 20 E. Main Street, Ashland, OR 97520. Proposers mailing Proposals should allow normal delivery time to ensure the timely receipt of their Proposals. Any Proposal received after the date and time set for receipt of Proposals will not be considered and will be returned to the proposer unopened. For further information, contact the City's Project Manager, Scott Fleury P.E., Public Works Director at 541/488- 5587 or by email at scott.fleury@ashland.or.us. Consultant selection is anticipated to result in the issuance of a contract for professional engineering services in a form substantially similar to the one provided in this RFP. Proposal documents may be downloaded from the Oregon Procurement Information Network (ORPIN). Any addenda that may be issued relating to this RFP will be available from ORPIN, and potential proposers are cautioned to continuously monitor the site for updates and addenda. All Proposals shall be submitted as set forth in Section 7 - Instructions to Proposers. The City is not responsible for Proposals submitted in any manner, format, or to any delivery point other than as required by this RFP. Proposals shall be limited to eight (8) pages and must include the services of a Professional Engineer registered in Oregon. Consultant selection will be based upon weighed criteria as set forth in this Solicitation Document and will include criteria including, but not limited to: similar project experiences, general experience, staffing availability, schedule and response time. The City ofAshland reserves the right tocancel this procurement orreject any and all Proposals bn accordance with ORS 279B.lOO. Scott Fleury, PE, Public Works Director First date of solicitation: November 1, 2022 RFPfor Project #2O22-04 4 CITY OFASHLAND DEPARTMENT UFPUBLIC WORKS REQUEST FOR PROPOSALS — QUALIFICATIONS BASED SELECTION PROJECT NO. 2022-04 Facility Planning Optimization and Management Plan SECTION 1-PROJECT OVERVIEW 1.2 Objectives The City ofAshland K]ty isseeking Proposals from professional engineering consultants for Project 2O22-O4Facility Planning Optimization and Management Plan. The purpose of1he project it development of a sound, actionable, and fiscally responsible facilities plan that supports the entire City government organization by providing safe and inviting work environments that meet the varying operational needs of all City Departments. The City's intent is to retain a consulting firm with the qualifications and staff resources necessary to perform City governmental facility planning services including, but not limited to, conditional assessment, space and programming needs assessment, and development of a long-term facilities master plan. The facilities master plan should focus on the preservation and potential redevelopment and/or readapting and/or divestment of current facilities, The plan should establish a framework for the anticipated City facility needs for the next thirty years. Goals of the project include, developing a firm understanding of what City services should be provided within existing facility locations, what if any facilities and there uses can be combined or divested, and development of a facility management plan that can be tied to the City's existing asset management The project will include, but is not specifically limited to, the following phases: PHASE 1: Facilities Conditional Assessment PHASE 2:'Space and Programming Needs Assessment � PHASE 3: Final Plan Development and Adoption Background The City has approximately 9Oproperties; 47City utilized and managed properties and 4Zthat are managed by Ashland Parks and Recreation. In addition, there are 51 slivers of rights -of -way that serve no dedicated City purpose and could be surplused and returned to adjacent property owners thereby removing the maintenance (weeds and fire prevention) responsibility from the City. 1.3 Reference Documents SECTION 2 - SCHEDULE The schedule of events listed below represent City's estimated schedule for this request for proposal. This schedule isSU8E[TTDCHANGE and will beadjusted asrequired. EVENT DAILY COUNT (CALENDAR DAYS) DATE 1. Request for Proposal Released 0 xx/xx/2022 2. Last Date for Request for changes/Protest for Specifications/Questions 10 days prior to Proposal Closing xx/xx/2022 3. Last Date for City to Post Addenda 3 days prior to Proposal Closing xx/xx/2022 4. Closing Date (last day to submit Proposals) —30 days after Proposal Release xx/xx/2022 5. Responses Evaluated —15 days after Closing Date xx/xx/2022 6. Interviews Held (if necessary) —25 days after Closing Date xx/xx/2022 7. Intent to Award Announced —30 days after Closing Date xx/xx/2022 8. Contract Negotiations —40 days after Closing Date xx/xx/2022 9. Expected Project Completion (all phases) 36 months after Contract Award SECTION 3 - SCOPE OF SERVICES 3.1 General Requirements • Personnel, Materials, & Equipment: The Consultant shall provide qualified and competent personnel and shall furnish all supplies, equipment, tools and incidentals required to accomplish the work. All materials and supplies shall be of good quality and suitable for the assigned work. • Safety Equipment: The Consultant shall provide and use all safety equipment including, and not limited to hard hats, safety vests and clothing required by State, Federal regulations and Department policies and procedures. • Professional Responsibilities: The Consultant shall perform the work using the standards of care, skill and diligence normally provided by a professional in the performance of such services in respect to similar work and shall comply will all applicable codes and standards. • Project Management: The Consultant and the City staff will meet as required during project duration. The objectives of the meeting will include reviewing the scope, budget, schedule and deliverables. The Consultant will organize and manage the consultant project team and coordinate with city project manager and City staff. • Monthly Invoices and Progress Reports: The Consultant shall prepare monthly invoices and progress reports including the following: - Work Completed during the month by work task as a percentage of completion. Needs for Additional Information, Reviews, or Changes tothe Scope of Work - Scope, Schedule, and Budget Issues and Changes. 3.2 Specific Requirements The City ofAshland ([Uy) isseeking professional consultant services for Project 2O22-O4Facility Planning Optimization and Management Plan. The purpose of the project is to development of a sound, actionable, and fiscally responsible facilities plan that supports the entire City government organization by providing safe and inviting work environments that meet the varying operational needs of all City Departments. The City's intent is to retain a consulting firm with the qualifications and staff resources necessary to perform City governmental facility planning services including, but not limited to, conditional assessment, space and programming needs assessment, and development of a long-term facilities master plan. The facilities master plan should focus on the preservation and potential redevelopment and/or readapting and/or divestment of current facilities. The plan should establish a framework for the anticipated City facility needs for the next thirty years. Goals ofthe project include, developing a firm understanding of what City services should be provided within existing facility locations, what if any facilities and there uses can be combined or divested, and development of a facility management plan that can be tied to the City's existing asset management system. 3.2.1 PHASE 1: Facilities Condition Assessment 1. Prior to the of theassessment standards to ensure consistency and completeness of data gathered at different 2. The Consultant h U provide an assessment schedule with planned` 3. The h ll be performedby individuals - construction, engineering or architecture for the specific building systems they are assessing /i The h Ube conducted in accordance with established industry standards 5. The Consultant shall ^obtain from the those drawings and plans for each facility prior to its on -site assessment. It should be noted that in some cases complete records for a particular building may not be available. — The Consultant shall ^perform ~non-destructive level deficiencies and life -cycle conditions 7. The Consultant h 8. The Consultant shall shall not be limited to the following for each facility: 1. A narrative summary of the facility and building system shall be documented in addition to the standard quantitative information 11. Categorization of immediate, short-term, and long-term capital repair and replacement requirements with project timelines to include 111. Assessment of current structural conditions of City owned/operated building IV. Assessment of each building's compliance with all applicable building codes V. Estimated life expectancy of the building VI. Identification of major repairs which require immediate undertaking (present-5 years out) VII. Estimate of likely cost of necessary immediate repairs Vill. Identification of major repairs which will likely be necessary in the foreseeable future (5, 10, 20, and 30 years out) IX. Estimate of likely costs of the long term repairs X. Assessment of current mechanical systems and components thereof X|. Assessment of the functioning condition of each system and the components thereof X|i Estimation oflife expectancy ofeach system and/or components thereof X||i Estimation of the likely cost of repairing each system and/or components thereof 3.2.2Phose2:Space and Programming Needs Assessment 1. Develop public outreach plan i Develop foundation and framework for plan |i Develop outreach strategies a. Messaging b. Survey's c Open House Ui Implement outreach strategies |V. Evaluate and improve as required The Consultant shall conduct interviews with designated City representatives to elicit individual perspectives of problems needing solutions and observations of past, current, and expected future operational and facility needs and deficiencies. For each building, the Consultant shall provide building programming to: |. Identify the nature ufwork performed inorfunction ofeach workspace ||. Identify on an inter -departmental basis and an intra- and inter- divisional basis what working relationships exist and the level of intensity of those working relationships |||. Identify the physical proximity needs of the aforesaid interdepartmental and inter- and intra-diviaionu|working relationships |V. Assess whether the proximity of work performed in one space and interrelated with work performed in another space promotes or inhibits the effectiveness and efficiency of the overall work performed inthe two ormore spaces V. Identify the number ofemployees using each space V|. Identify ancillary and accessory programming requirements, such as, but not limited to, data and communications, conference/meeting rooms, printer/copier areas, and file & storage space. Also include functional spaces, such as res1rooms, mechanical spaces, vestibules, stairwells, elevators, hallways, and similar space allocations V||. Identify security issues and concerns and ways they can beaddressed V|||. Assess whether the particular space is currently adequate given the nature of the work performed therein or the function thereof, to include available information technology infrastructure |X. Assess the locations of public safety facilities in relation to emergency service response times X. Assess whether the particular space will be adequate into the foreseeable future (5, 10, 20, and 30 years out) given the nature of the work performed therein or function thereof and the possible expansion of the work or the number of employees performing such work Xi Assess each facility's exterior features that support the facility on its site, including public and entry access, on -site storage, and vehicle accommodations X||. Assess parking capacity for public and staff needs including parking for bicycles X||i Asses public accessibility to public meeting spaces and departmental services Final phase 2 deliverable shall be program update/statement of requirement documents including, but not limited to: ' i Assessment ofdepartmental and division space needs and requirements U. Assessment as to whether current spaces are functioning in order to undertake the work of the City efficiently and effectively |||. Identification of any efficiency and cost-effective layout alterations that may provide space for additional employees to possibly defer additional construction activity. |V. Forecasts for departmental growth and space needs V. Critical adjacencies between and within Departments VI. Desired support areas and amenities VU. Departmental security and safety needs V|||. Desired image of the organization and desired outward image of current and future 5. Present findings of space needs analysis to City Council at a Study Session 3.2.3 PHASE 3: Final Plan Development & Plan Adoption l. Facilitate process togain consensus among City departments on u preferred master plan strategy 2. Using information developed in Phase 1 and Phase 2, provide a master plan which takes into consideration the City's anticipated future needs for space and the organizational use of such space, including development or use of space not currently owned, operated or used by the City, if such additional space is deemed necessary to the cost effective and efficient operation of City government. 3. Develop ushort-term (1-4yeas),mid-term (5-I5years) and long term (I5-38years) sequence of events establishing the necessary stages of design, construction, redevelopment, and/or remodeling activity, as the case may suggest, for the preferred strategy taking into consideration the need to maintain services and operations throughout implementation. 4. Present findings tnCity Council ataStudy Session and Business Meeting 5. Final documents shall include, but are not limited to: |. Master Plan Strategies U. Preliminary project budgets Ui Preliminary project schedules ` |V. OLherRe|evant/Diagnammatic information SECTION 4-EVALUATION CRITERIA Written Proposals will be evaluated and scored and a contract may be awarded based upon the proposer's qualifications and experience as described below: 4.1 Project Approach (20 Points Possible) Provide a description of your firm's approach to completing major facility master plans for municipalities. Include a summary of prior partnerships with the City if any. include a summary of your quality control program utilized to deliver successful facility master plans. 4.2 Project Experience (20 Points Possible) a. Describe how your firm is organized and how its resources will be utilized to complete the work. b. Provide a summary of relevant facility master plan development experience. c. Provide a concise description of at least three (3) projects in the last ten (10) years, involving similar work to those listed in the scope of work. d. Indicate which members of the proposed project team, if any, who worked on the example projects, and their involvement. These team members should be included in the Key Persons list submitted in 4.3(b) below. e. Submit references for three of the projects described above. include the Owners name, organization name, contact name, contact email and phone. 4.3 Project Team Experience (30 Points Possible) a. Provide a description of the proposed organizational structure to be used for the project. b. Provide a list of the key staff proposed for this project ("Key Person(s)"). Be specific on the individuals that will play primary roles in development of the required master plan and their experience working with municipalities on facility master plan projects. Provide a concise summary of each keypeoon(s)'s role, and a description oftheir relevant experience for this project. c. Submit resumes that support each Key Person's relevant experience. No more thanfive resumes should besubmitted osAppendix/\and will not count ogoinotpogelimit. d. Indicate which individual will manage the project and be the primary contact. Indicate the specific experience this individual has managing project similar to the proposed dam safety improvement project. e. State the estimated proportion of each Key Person's time that will be spent on City's project vs. total time spent onall Key Peown'sprojects during the term ofcontract. I 4'4 PruposeesDemonstrated Ability toSuccessfully Complete Similar Projects onTime and Within Budget (30Point Possible) For each of the three (3) projects listed in response to 4.2(c), provide a discussion of whether the project was completed untime and onbudget orneeded tmberevised. Briefly explain the reason for any revisions, and what attempts were made to bring the project back on schedule and within budget. 4.5 Termination for Default (Pass orFail) Proposers shall indicate if they have had a contract terminated for default in the last five years. Termination for default is defined asnotice tustop performance that was delivered iothe Proposer due to the Proposer's non-performance or poor performance and the issue of performance either (a) notlitigated d to inaction on the part ofthe Proposer, or(b) litigated and determined that the Proposer was in default. NOTE: If a Proposer has had a contract terminated for default in this period, then the Proposer shall submit full details including the other pe phone numberCity ofAshland will evaluate the facts and may, utits sole discretion, reject the Proposal onthegroundsofpast performance. -w 4.6 Scoring . CATEGORY POSSIBLE POINTS POINTS SCORING 1. Project Approach 20 2. Project Experience 20 3. Project Team Experience 30 4. Demonstrated Ability to Successfully Complete Projects on Time and Within Budget 30 Termination for Default E/F -6. Total 100 SECTION 5 - EVALUATION PROCESS AND CONSULTANT SELECTION Proposals will be reviewed and evaluated by an evaluation committee of reviewers consisting of at least three City employees. The total number of points possible for written Proposals is 100, and an additional 100 points may be scored through the interview process. 5.1 Review and Acknowledgment of Defective Proposals Due to limited resources, City generally will not completely review or analyze Proposals that on their faces fail to comply with the minimum mandatory requirements of the solicitation documents nor will City generally investigate the references or qualifications of such proposals. Therefore, City will not acknowledge whether ornot anunsuccessful Proposal was complete, responsive, responsible, sufficient, orlawful inany respect. This is a public solicitation, the processes and procedures which are established and required by Oregon law and City -adopted rules. Proposers are advised to strictly follow the process, procedures, and requirements as set forth in this RFP and not anticipate or rely on any opportunity to negotiate, beyond such limitations that are identified herein. 5.2 Right ofRejection Proposers must comply with all terms of this RFP and all applicable federal, state, and local laws, administrative rules, and regulations. The City may reject any Proposal that does not comply with all of the material and substantial terms, conditions, and performance requirements of this RFP. ir, Proposers may not qualify the Proposal nor restrict theright ofthe City. IfaProposer does so, the City may determine the Proposal to be a non -responsive counter-offer, and the Proposal may be rejected. Minor informalities that may bewaived include those that: ° donot affect responsiveness, ° are merely amatter ofform orformat, ° donot change the relative standing orotherwise prejudice other offers, ° are trivial, negligible, or immaterial in nature, " donot reflect amaterial change inthe work, or, ° do not constitute a substantial reservation against requirement or provision. City reserves the right to refrain from Naward if the City determines h be in Lest A Proposal from a debarred or suspended Proposer shall be rejected. 5.3 References The City reserves the right to investigate any and all references and the past performance information provided in the Proposal with respect to the proposer's successful performance of similar projects, compliance with specifications and contractual obligations, completion or delivery of a project on a schedule, and lawful payment of employees and workers. The City reserves the right to check any and all sources for information on a proposer's past performance, including sources other than the references provided in the proposer's Proposal. The City may consider information available from any source, including government bodies and regulatory 5.4 Responsibility The City reserves the right to investigate and evaluate, at any time prior to award and execution of the contract, the apparent successful Proposer's responsibility for performing the contract. Submission of a signed Proposal shall constitute approval for City to obtain any information City deems necessary to conduct evaluation. City reserves the right to request additional information or documentation from the successful Proposer prior to award of contract. Such information may include, but is not limited to, current and recent balance sheets, income statements, cash flow statements, or a performance bond from an acceptable surety. Failure to provide this information will result in rescission of City's Intent to City may postpone the award of contract after announcement of the apparent successful Proposer in order to complete its investigation and evaluation. Failure of the apparent successful Proposer to demonstrate responsibility shall render the Proposer non -responsible and shall constitute grounds for rejection of the proposal. 5.5 Clarification nfResponse City reserves the right to request clarification of any item in any Proposal, or to request additional information necessary to properly evaluate a particular Proposal. All request for clarification and responses shall beinwriting. During the evaluation ofProposals, Proposers must respond 10any request for clarification from the Evaluation Committee within 24hours ofrequest (Monday through Fhdmy). Inability ofthe Evaluation Committee to reach a Proposer for clarification and/or failure of a Proposer to respond within the time stated may result inrejection ofthe Propose/sProposal. 11 5.6 Interviews The outcome of the Proposal evaluations may result in placement on an interview (short-listed) with time and date ofthe interview. Should City elect tnhold interviews, the total additional points possible for the interview will be1OO. City may invite up to three (3) of the highest -ranked firms (or at a natural break in scoring)to interview. The Firm's Key Persons, as identified by City shall be prepared to attend the interview within five (5) business days of notification by City, and shall be prepared to answer questions provided with the Interview Invite letter, and questions that will be provided at the time of the interview, and discuss the Firm'sproposed project approach. SJ Finalist Selection The firm with the highest total score usaresult ofwritten Proposal scoring and interviewscohng, if conducted, will beconsidered the Finalist, and all other firms ranked according tonext highest score, etc. 5.8 Ties among Proposers ` |fCity determines after the ranking uf potentialfi bethe Finalist, City may select acandidate through result inthe best value for taking into account the scope, complexity and nature of the Work. The processshall instill public confidence through ethical and fair dealing, nnthe part City and Proposers and shall protect the integrity the Public contracting process. As part of the procedure for choosing the Finalist between two or more equally qualified candidates, City may elect to give a preference to a local consulting firm. 5.9 Notice of Intent to Award After the completion of the evaluation and ranking, the City will issue a written Notice of Intent to Award, naming the Finalist, and send copies to all Proposers. 5.10 Contract Negotiation City will begin negotiating the fees for the project, along with expanded scope of work detail, with the highest ranked Proposer and specifically, conduct direct negotiations toward obtaining written agreement on: a) Contractor's performance obligations and schedule; and any expansion of the Scope of b) Contractor's fees, payment methodology, and a maximum amount payable to Contractorfor the Work required under the Contract that is fair and reasonable to City determined solely by City, taking into account the value, scope, complexity and nature of work. c) Any other provisions City believes to be in the City's best interest to negotiate. d) Initial negotiations will be based upon Contract Phase 1. City shall, either orally or in writing, formally terminate negotiations with the highestranked Proposer if City and Proposer are unable for any reason to reach agreement on a Contract within a reasonable amount oftime. City may thereafter negotiate with the second ranked Proposer, and if necessary, with the third ranked Proposer, and suon, until negotiations result inaContract. |fnegotiations with any Proposer do not result in a Contract within a reasonable amount of time, as determined solely by City, City may end the particular formal solicitation. Nothing inthe rule precludes City from proceeding with a new formal solicitation for the same Work described in the RFP that failed to result in a Contract. 12 5.11 Protest Procedures City shall provide to all Proposers a copy of the selection notice that City sent to the highest ranked Proposer. A Qualified Proposer who claims to have been adversely affected or aggrieved by the selection of the highest ranked Proposer may submit a written protest of the selection to the City. A Proposer submitting a protest must claim that the protesting Proposer is the highest ranked Proposer because the Proposals of all higher ranked Proposers failed to meet the requirements of the RFP or because the higher ranked Proposers otherwise are not qualified to perform the Architectural, Engineering, or Land Surveying Services, or Related Services described in the RFP. Eligible Proposers protesting award shall follow the procedures described herein. Protests that do not follow these procedures shall not beconsidered. This protest procedure constitutes the sole administrative remedy available to Proposers. a) Protests must be received within seven (7) days after issuance of the notice of intent to award the Contract. City will not consider late protests. b) All protests must be in writing, signed by the protesting party or an authorized Agent. The protest must specify the grounds for the protest to be considered by the City c) Protests based on procedural matters will not be considered. d) The City's Public Works Director will review the protest and will fax and mail the protesting party a written response within three (3) business days of receipt of the written protest to the fax number and address provided in the proposal. Any written response may be comprised of a determination of the protest, a notice to the protesting party of the need for additional time in which to evaluate the matter, or other notice to the protesting party. e) if the Public Works Director's determination (response) is adverse to the protester, any further appeal of the Public Works Director's determination by the party must be submitted in writing to the City Administrator within three (3) business days of issuance of the Public Works Director's determination (response). ill ^./ The City Administrator / and shall fax and mail, in accordance with the fax number and address provided in the proposal, the protesting party a written response within three (3) business days of receipt of written appeal. g) If the determination of the City Administrator is adverse to the protesting party's interest, the rores City Council Uyfiling awritten notice ofappeal tnthe Council with theCity Administrator within two (2)business days ofissuance ofthe City Administrator's written determination. h) The Council, in considering the protest, shall review the documentation presented to the Public Works Director and the City Administrator on the next regularly scheduled Council Meeting, but in no event shall they be required to review in less than ten (10) business days, and thereafter, base their decision onsuch material. The Council review will belimited to the evaluation of compliance with City's policies and procedures, requirements of the RFP and the equal and fair application ofCi4/scontracting rules. The City Cound|'s determination shall beCi^/sfinal decision. 13 An adversely affected or aggrieved proposer must exhaust all avenues of administrative remedies before seeking judicial review of City's Consultant selection or Notice of Intent to Award. 5.12 Resulting Contract Upon reaching final agreement in regards to fees and a final scope of work with an awarded Proposer, the City will issue a Personal Services Agreement ('PSA"), in substantially the form as found in the Appendix of this RFP. The PSA will include the City's Standard Terms and Conditions and the final scope ofwork and fees. 6.1 Contract Form The consultant selected bythe City will beexpected toenter the same form as attached to this RFP. The Proposal should indicate acceptance of the City's contract provisions. Suggested reasonable alternatives that do not substantially contract may be submitted as outlined under Section 5.11. Unconditional refusal to accept contract provisions will result in Proposal rejection. Contract Duration —Anticipated total time for completion, 12 months from award. Contract Payment — Contingent upon City's need, consultant's performance and availability of approved funding, City reserves the right to amend the contract (within the scope of the project described in this RFP) for additional tasks, project phases and compensation as necessary to complete a particular project. Proposers are advised that the award and potential dollar amount of the contract under this RFP will be contingent upon approval by the Ashland City Council acting as the Contract Review Board. Payment will be made for completion of, or acceptable monthly progress on, tasks and deliverables in conformance with contract requirements and applicable standards. The method of compensation will be determined by the City and may be based upon any one or combination of the following • Cost plus fixed -fee, up to a maximum NTE amount • Fixed price for all services. Fixed price per deliverable. Fixed price per milestone • Time and materials, up to a maximum NTE amount (City preferred method) • Price per unit Ashland Living Wage Requirements — Consultant is required to comply with Chapter 3.12 of the Ashland Municipal Code by paying at least the living wage as established by the City of Ashland on • For all hours worked under a service contract between their employer and the City if the contract exceeds $24,050.68or more. ° For all hours worked in a month if the employee spends 50% or more of the employee's time in that month working onaproject orportion ofbusiness oftheir employer, ifthe employer has ten or more employees and has received financial assistance for the project or business from the City inexcess of$24`O5O.68. Contractor isalso required topost the notice included inthe appendix predominantly inareas where hwill beseen byall employees. In calculating the living wage for full time employees, employers may add the value of health cane, retirement, 401K and IRS eligible cafeteria plans, and other benefits to the employee's wages. The City of Ashland Living Wage Statement is appended to the sample contract included in the appendix. 14 6.2 Business License Required The selected consultant must have or acquire a current City of Ashland business license prior to conducting any work under the contact. 6.3 Insurance Requirements Contactor shall at its own expense provide the following insurance: a. Worker's Compensation insurance in compliance with ORS 656,017, which requires subject employers to provide Oregon workers' compensation coverage for all their subject workers. b. Professional Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 per occurrence. This is to cover damages caused by any error, omission, or negligent act related to the professional services to be provided under the contract. c. General Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 per occurrence for bodily injury and property damage. It shall include contractual liability coverage for the indemnity provided under the contract. d. Automobile Liability insurance with a combined single limit, or the equivalent, of not less than $1,000,000 per occurrence for each accident for bodily injury and property damage, including coverage for owned, hired or non -owned vehicles, as applicable. e. Notice of Cancellation or Change. There shall be no cancellation, material change, reduction of limits or intent not to renew the insurance coverage(s) without 30 days' written notice from the contractor or its insurer(s) to the City. Additional Insured/Certificates of Insurance. Contractor shall name The City of Ashland, Oregon, and its elected officials, officers and employees as additional insurers on any insurance policies required herein but only with respect to contractor's services to be provided under this contract. As evidence of the insurance coverage required by this contract, the contractor shall furnish acceptable insurance certificates prior to commencing work under this contact. The certificate will specify all of the parties who are additional insures. The consultant's insurance is primary and non-contributory. Insuring companies or entities are subject to the City's acceptance. If requested, complete copies of insurance policies; trust agreements, etc. shall be provided to the City. The contractor shall be financially responsible for all pertinent deductibles, self -insured retention and/or self-insurance. 6.4 Laws and Regulations The proposer is assumed to be familiar with all Federal, State, City or City laws or regulations, which in any manner affect those engaged or employed in the work or the materials or equipment used or which in any way affect the conduct of the work, and no pleas of misunderstanding will be considered on account of ignorance thereof. If the proposer shall discover any provision in these specifications or project information, plans or contract documents which is contrary to or inconsistent with any law or regulations, they shall report it to the City of Ashland in writing. All work performed by the contractor shall be in compliance with all Federal, State, County and local laws, regulations and ordinances. Unless otherwise specified, the contractor shall be responsible for applying for applicable permits and licenses. SECTION 7 - INSTRUCTIONS TO PROPOSERS 7.1 General All proposals and any resulting contracts are subject to the provision and requirements of Oregon Revised Statutes, Sections 279A and 279B. Engineering contracts are further subject to 279C and to the City of Ashland (City) Municipal Code Section 2.50. 15 7.2 Information of Record This Request for Proposal (RFP) will be distributed through the Oregon Procurement Information Network(ORP|N). All updates, addendum, and related communications will bepublished through ORP|N. All prospective proposers are advised to continuously monitor the website for information regarding this proposal. It is the sole responsibility of the proposer to check the website on a timely basis for critical information regarding the proposal. 7.3 Proposal Preparation and Format 0 Proposals shall be typewritten in 12 point font minimum. ° Except for proposer attachments, proposal form, cover letter and resumes, the Proposal shall contain nomore than 8pages. ° Proposal narrative must follow | ith scoring criteriasections " Nooral, telegraphic, telephone facsimile Proposals h ° The electronic submission of a Proposal will not be permitted. ° Tobeconsidered, all Proposals must bereceived date and time set for Proposal closing. • A total of six original (wet signatures), complete Proposals shall be submitted to the City prior to the date and time set for closing. Proposal 75 Preparation Cost The City may cancel a solicitation, w incurred by City at any time after iss Consultants responding to RFPs are submitting Proposals and responses submittal, travel expenses, intervie� 7.6 Conformance to ' Solicitation Proposals shall conform to the requ (independent Contractor Certificati( !ther informal or formal, or reject all Proposals,without liability ng an RFP, if City believes it is in City's best interest n000so. sponsible for all costs they may incur inconnection with iRFPs, whichincludes, but bnot limited to: preparation, . presentations, or evaluation of any Proposal. quirements �mentzofthis Request for Proposals. All necessary attachments ,eto.)shall besubmitted with the Proposal and inthe required format. Failure to comply with all requirements may result in Proposal rejection. 7.7 Definitions For the purpose ofthis RFP: °Agency"or"Cby"means City ofAshland. "Business days" means calendar days, excluding Saturdays, Sundays and all City recognized holidays. "Calendar days" or "days" means any day appearing on the calendar, whether a weekday, weekend day, national holiday, State holiday orother day. "[ound|"means City ofAshland Council "Depertmnent"means the City ufAshland Engineering Department. "K1aneger"means the City ofAshland Project Manager. "Propnsers"-All firms submitting proposals are referred to as Proposers in this document; after negotiations, mnawarded Proposer will bedesignated ax"Consu|tant". 101 "Qualification Based Selection" or "QBS" (for the purposes of this RFP) means evaluations and scoring of proposals based on qualifications, experiences and project approach, without considering cost. "RFP"means Request for Proposal. "Scope of Work" means the general character and range of services and supplies needed to complete the work's purpose and objectives, and an overview of the performance outcomes expected by Agency. "Services" means the services to be performed under the Contract by the Consultant. "Statement of Work" means the specific provision in the final contract which sets forth and defines in detail (within the identified Scope of Work) the agreed -upon objectives, expectations, performance standards, services, deliverables, schedule for delivery and other obligations. 7.8 Questions and Clarifications All inquiries, whether relating h RFP process, administration,deadline technical aspects of the services, must be submitted in writing to the City's Project Manager listed in the advertisement for this RFP, at 20 East Main Street, Ashland, Oregon 97520. All questions must be received not later than ten (10) calendar days prior to the date and time set for closing. Answers to questions received by City, which are deemed by City to be substantive, will be issued as official addenda to this RFP to ensure that all proposers base their proposals on the same information. When appropriate, as determined by City in its sole discretions, revisions, substitution or clarification of the RFP or attached terms and conditions, an official addendum to this RFP will be issued. Proposer shall indicate receipt of all issued addenda by indicating the number of addendum received on the Proposal Form. Any addendum interpretations or information, and issued seventy-two (72) hours or more before the scheduled closing time for submission of bids, Saturday, Sunday and legal holidays not included, shall be binding upon the proposer. The City may elect to email addendum to registered proposers but will do so as a courtesy only. All official addenclums will be issued through ORPIN and it shall be the proposer's sole responsibility to acquire any and all addendum pertaining to RFP. The proposer is strongly cautioned to monitor this site on a continual basis, 7.9 Protest of Requirements Proposers may submit a written protest of any provision, specification or contract term contained in this RFP and may request a change to any provision, specification or contract term contained in this RFP, not later than ten (10) calendar days prior to the advertised proposal closing date. A proposer's written protest must meet the following requirements: A detailed statement of the legal and factual grounds for the protest. The reason for the protest or request for change. A statement of the form of relief requested or any proposed changes to the specifications or contract document. All protests shall bemailed orotherwise delivered 10the City marked osfollows: PROPOSAL PROTEST Proposal No. 2022-04 City ofAshland Public Works Dept. ATTN: Scott Fleury P£,Public Works Director 20East Main St Ashland, OR975Z0 City Response: The City may reject without consideration apropose/sprotest after the deadline established for submitting protest. The City shall provide notice to the applicable proposer if it entirely rejects a protest. If the City agrees with the proposer's protest, in whole or in part, the City shall either issue an addendum reflecting its determination or cancel the solicitation. Extension of Closing: If the City receives a written protest from a proposer in accordance with this rule, the City may extend closing if the City determines an extension necessary to consider the protest and to issue addenda, if any, to the solicitation of document. Judicial review of the City's decision relating to a specification protest shall be in accordance with ORS. 27913.405. 7.10 Protest of Contract Award Every Proposer who submits a proposal shall be notified of its selection status. Any Proposer who claims to have been adversely affected or aggrieved by the selection of another or any Proposer who contends that the provisions of this RFP or any aspect of the procurement process has promoted favoritism in the award of the contract or has substantially diminished competition, must file a written protest to this RFP within seven (7) calendar days after the date of the notice of intent to award. Failure to file a protest will be deemed a waiver of any claim by an offeror that the procurement process violates any provision of ORS Chapters 279A, 27913, or 279C, the City of Ashland Municipal Code, or the City's procedures for screening and selection of persons to perform personal services. 7.11 Proposal Modification Modifications or erasures made before proposal submission shall be initialed in ink by the person signing the proposal. Proposals, once submitted, may be modified in writing before the time and date set for proposal closing. Any modification shall be prepared on company letterhead, shall be signed by an authorized representative, and shall state that the new document supersedes or modifies prior proposal submissions and any other prior proposal modifications. Proposal modifications shall be submitted in a sealed envelope clearly marked "Proposal Modification," identifying the RFP number and closing date and time. Proposers may not modify proposals after proposal closing date and time. 7.12 Proposal Withdrawals Proposals may be withdrawn in writing on company letterhead signed by an authorized representative and received by the Engineering Services Manager prior to the date and time set for closing. Proposals may be withdrawn in person before closing time upon presentation of appropriate identification. 7.13 Proprietary Information The City is subject to the Oregon Public Records Laws (ORS 192.311 to 192.478), which require the City to disclose all records generated or received in the transaction of City business, except as expressly exempted. The City will not disclose records submitted by a Proposer that are exempt from disclosure under the Oregon Public Records Law, subject to the following procedures and limitations. The entire Proposal cannot be marked confidential; nor shall any pricing be marked confidential. All pages containing the records exempt from disclosure shall be marked "confidential" and segregated in the following manner: • It shall be clearly marked in bulk and on each page of the confidential document. ® It shall be kept separate from the other Proposal documents in a separate envelope or package Where the specification conflicts with other formatting and response instruction specifications, this specification shall prevail. 18 Where such conflict occurs, the Proposer is instructed to respond with the following: "Refer to confidential information enclosed.' This statement shall be inserted in the place where the requested information was to have been Proposers who desire that additional information be treated as confidential must mark those pages as "confidential." Proposers shall also cite the specific statutory basis for the exemption and give the reasons why the public interest would beserved bythe confidentially. Should aProposal besubmitted as described in this section, no portion of it will be held confidential unless that portion is segregated as described inthe criteria above. Notwithstanding the above procedures, the City reserves the right to disclose information that the City determines, mits sole discretion, is not exemptkn disclosure isdirected todisclose by the City's Attorney, the District Attorney, or a court of competent jurisdiction. 714 Terms and Conditions Proposal ME Proposals should be prepared and organized in a clear and concise manner and must include all information required bythis RFP. Headers, Titles orTabs should beused ioidentify required information. Responses to the Evaluation Criteria found in Section 4 shall be organized in the same order listed in that Section, preferably by re -stating the criteria and then responding below the restated criteria. REQUIRED RESPONSE DOCUMENTS THE FOLLOWING INFORMATION MUST BE RETURNED WITH YOUR RESPONSE: (Place a check in front of the item indicating inclusion in your response) F] RESPONSE TO ALL EVALUATION CRITERIA listed in Section 4 R Independent Contractor Certification MWES13 INFORMATION The City encourages contracting with minority owned, woman owned, and emerging small business (MWESB). The State of Oregon offers a certification process. Indicate below if your business is a MWES13 and if so, which categories have been state certified. MWESB certified? Yes— No If yes, indicate which categories below: Minority Owned Woman Owned Emerging Small Business Veteran Owned :K0OVVLEDGMENT O Proposer acknowledges receipt of Addenda and agrees to be bound by their contents. Check if not applicable or if no addenda were received: Provide name(s), title(s), and certification number(s) for each Key Person listed under Section 63(b). Attach additional sheet if necessary) Name: e Certification No: Name: Title:Certification No: Name: ` Name: Title: Certification No: Title: Title: Certification No: Certification No: Name e Certification No: go] PROPOSER INFORMATION: Proposer Company Name Company Address (from which work will beperformed) Telephone Number Fax Number FEDERAL ID NUMBER Printed Name of Person Signing RFP: Email Address: F1 APPENDIX A- CONTRACT FORM INCLUDING EXHIBIT,B, EXHIBIT C APPENDIX B - FORM W-9 YLKNUINAL NEKVI(LN AUKELIVILIXY CITY OF ASHLAND 20 East Main Street Ashland, Oregon 97520 Telephone: 541/488-XXXX Fax: 541/552-XXXX CONSULTANT: reater than $35,000.0 CONSULTANT'S CONTACT: ADDRESS: TELEPHONE: EMAIL: This Personal Services Agreement (hereinafter "Agreement") is entered into by and between the City of Ashland, an Oregon municipal corporation (hereinafter "City") and XXXXXXXXX, a (domestic professional corporation - for example) ("hereinafter "Consultant"), for (description of services to be provided.). NOW THEREFORE, in consideration of the mutual covenants contained herein, the City and Consultant hereby agree as follows: 1. Effective Date and Duration: This Agreement shall become effective on the date of execution on behalf of the City, as set forth below (the "Effective Date"), and unless sooner terminated as specifically provided herein, shall terminate upon the City's affirmative acceptance of Consultant's Work as complete and Consultant's acceptance of the City's final payment therefore, but not later than XXXXXXXXX 2. Scope of Work: Consultant will provide (description of services to be provided) as more fully set forth in the Consultant's Proposal dated XXXXXXXXX, which is attached hereto as "Exhibit A" and incorporated herein by this reference. Consultant's services are collectively referred to herein as the "Work." 3. Supporting Documents/Conflicting Provisions: This Agreement and any exhibits or other supporting documents shall be construed to be mutually complementary and supplementary wherever possible. In the event of a conflict which cannot be so resolved, the provisions of this Agreement itself shall control over any conflicting provisions in any of the exhibits or supporting documents. 4. All Costs Borne by Consultant: Consultant shall, at its own risk, perform the Work described above and, unless otherwise specified in this Agreement, furnish all labor, equipment, and materials required for the proper performance of such Work. 5. Qualified Work: Consultant has represented, and by entering into this Agreement now represents, that all personnel assigned to the Work to be performed under this Agreement are fully qualified to perform the service to which they will be assigned in a skilled and worker -like manner and, if required to be registered, licensed or bonded by the State of Oregon, are so registered, licensed and bonded. Personal Services Agreement with XXXXX. 6. Compensation: City shall pay Consultant the sum of $XXXXXXXX as full compensation for Consultant's performance of all Work under this Agreement. In no event shall Consultant's total of all compensation and reimbursement under this Agreement exceed the sum of SXXXXXXXXXXXX without the express, written approval from the City official whose signature appears below, or such official's successor in office. Payments shall be made within thirty (30) days of the date of receipt by the City of Consultant's invoice. Should this Agreement be terminated prior to completion of all Work, payments will be made for any phase of the Work completed and accepted as of the date of termination. 7. Ownership of Work/Documents: All Work, work product, or other documents produced in furtherance of this Agreement belong to the City, and any copyright, patent, trademark proprietary or any other protected intellectual property right shall vest in and is hereby assigned to the City. 8. Statutory Requirements: The following laws of the State of Oregon are hereby incorporated by reference into this Agreement: ORS 27913.220, 279B.230 and 279B.235. 9. Living Wage Requirements: If the amount of this Agreement is $24,050.68 or more, Consultant is required to comply with Chapter 3.12 of the Ashland Municipal Code by paying a living wage, as defined in that chapter, to all employees performing Work under this Agreement and to any Subcontractor who performs 50% or more of the Work under this Agreement. Consultant is also required to post the notice attached hereto as "Exhibit B" predominantly in areas where it will be seen by all employees. 10. Indemnification: Consultant hereby agrees to defend, indemnify, save, and hold City, its officers, employees, and agents harmless from any and all losses, claims, actions, costs, expenses, judgments, or other damages resulting from injury to any person (including injury resulting in death), or damage (including loss or destruction) to property, of whatsoever nature arising out of or incident to the performance of this Agreement by Consultant (including but not limited to, Consultant's employees, agents, and others designated by Consultant to perform Work or services attendant to this Agreement). However, Consultant shall not be held responsible for any losses, expenses, claims, subrogation, actions, costs, judgments, or other damages, caused solely by the negligence of City. 11. Termination: a. Mutual Consent. This Agreement may be terminated at any time by the mutual consent of both parties. b. City's Convenience. This Agreement may be terminated by City at any time upon not less than thirty (30) days' prior written notice delivered by certified mail or in person. C. For Cause. City may terminate or modify this Agreement, in whole or in part, effective upon delivery of written notice to Consultant, or at such later date as may be established by City under any of the following conditions: i. If City funding from federal, state, county or other sources is not obtained and continued at levels sufficient to allow for the purchase of the indicated quantity of services; ii. If federal or state regulations or guidelines are modified, changed, or interpreted in such a way that the services are no longer allowable or appropriate for purchase under this Agreement or are no longer eligible for the funding proposed for payments authorized by this Agreement; or Personal Services Agreement with XXXXX. iii. If any license or certificate required by law or regulation to be held by Consultant to provide the services required by this Agreement is for any reason denied, revoked, suspended, or not renewed. d. For Default or Breach. i. Either City or Consultant may terminate this Agreement in the event of a breach of the Agreement by the other. Prior to such termination the party seeking termination shall give to the other party written notice of the breach and its intent to terminate. If the party committing the breach has not entirely cured the breach within fifteen (15) days of the date of the notice, or within such other period as the party giving the notice may authorize in writing, then the Agreement may be terminated at any time thereafter by a written notice of termination by the party giving notice. ii. Time is of the essence for Consultant's performance of each and every obligation and duty under this Agreement. City, by written notice to Consultant of default or breach, may at any time terminate the whole or any part of this Agreement if Consultant fails to provide the Work called for by this Agreement within the time specified herein or within any extension thereof. iii. The rights and remedies of City provided in this subsection (d) are not exclusive and are in addition to any other rights and remedies provided by law or under this Agreement. e. Obligation/Liability of Parties. Termination or modification of this Agreement pursuant to subsections a, b, or c above shall be without prejudice to any obligations or liabilities of either party already accrued prior to such termination or modification. However, upon receiving a notice of termination (regardless whether such notice is given pursuant to Subsection a, b, c, or d of this section, Consultant shall immediately cease all activities under this Agreement, unless expressly directed otherwise by City in the notice of termination. Further, upon termination, Consultant shall deliver to City all Agreement documents, information, works -in -progress and other property that are or would be deliverables had the Agreement been completed. City shall pay Consultant for Work performed prior to the termination date if such Work was performe&in accordance with this Agreement. 12. Independent Contractor Status: Consultant is an independent contractor and not an employee of the City for any purpose. Consultant shall have the complete responsibility for the performance of this Agreement. Consultant shall provide workers' compensation coverage as required in ORS Chapter 656 for all persons employed to perform Work pursuant to this Agreement. Consultant is a subject employer that will comply with ORS 656.017. 13. Assignment: Consultant shall not assign this Agreement or subcontract any portion of the Work without the written consent of City. Any attempted assignment or subcontract without written consent of City shall be void. Consultant shall be fully responsible for the acts or omissions of any assigns or subcontractors and of all persons employed by them, and the approval by City of any assignment or subcontract of the Work shall not create any contractual relation between the assignee or subcontractor and City. 14. Default. The Consultant shall be in default of this Agreement if Consultant: commits any material breach or default of any covenant, warranty, certification, or obligation under the Agreement-, institutes an action for relief in bankruptcy or has instituted against it an action for insolvency; makes a general assignment for the benefit of creditors; or ceases doing business on a regular basis of the type identified in its obligations under the Agreement; or attempts to assign rights in, or delegate duties under, this Agreement. 15. Insurance. Consultant shall, at its own expense, maintain the following insurance: a. Worker's Compensation insurance in compliance with ORS 656.017, which requires subject employers to provide Oregon workers' compensation coverage for all their subject workers b. Professional Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 (two million dollars) per occurrence. This is to cover any damages caused by error, omission or negligent acts related to the Work to be provided under this Agreement. c. General Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 (two million dollars) per occurrence for Bodily Injury, Death, and Property Damage. Personal Set -vices Agreement with XXXXX Automobile Liability insurance with a combined single limit, or the equivalent, of not less than $1,000,000 (one million dollars) for each accident for Bodily Injury and Property Damage, including coverage for owned, hired or non -owned vehicles, as applicable. Notice of cancellation or change. There shall be no cancellation, material change, reduction of limits or intent not to renew the insurance coverage(s) without thirty (30) days' prior written notice from the Consultant or its insurer(s) to the City, Additional Insured/Certificates of Insurance. Consultant shall name the City of Ashland, Oregon, and its elected officials, officers and employees as Additional Insureds on any insurance policies, excluding Professional Liability and Workers' Compensation, required herein, but only with respect to Consultant's services to be provided under this Agreement. The consultant's insurance is primary and non-contributory. As evidence of the insurance coverages required by this Agreement, the Consultant shall furnish acceptable insurance certificates prior to commencing the Work under this Agreement. The certificate will specify all of the parties who are subject to the City's acceptance. If requested, c shall be provided to the City. The Consultant sl self -insured retentions, and/or self-insurance. 16. Nondiscrimination: Consultant agrees that no person marital status, familial status or domestic partnership, t orientation, gender identity or source of income, suffer Agreement when employed by Consultant. C( and state civil rights and rehabilitation statute< discriminate against a disadvantaged business business that a service -disabled veteran owns 200.055, in awarding subcontracts as required 17. Consultant's Compliance With Tax Laws: 17.1 Consultant represents and warrants to the City th 17. 1.1 Consultant shall, throughout the term of and Insuring companies or entities are .rance policies; trust agreements, etc. onsible for all pertinent deductibles, on the grounds of race, color, religion, creed, sex, d origin, age, mental or physical disability, sexual urination in the performance of any Work under this 3 to comply with all applicable requirements of federal ilations. Further, Consultant agrees not to minority -owned business, woman -owned business, a ;rgin., - small business enterprise certified under ORS 279A.110. ment, including any extensions hereof, comply with: (i) All tax laws of the State of Oregon, including but not limited to ORS 305.620 and ORS Chapters 316, 317, and 318; (ii) Any tax provisions imposed by a political subdivision of the State of Oregon applicable to Consultant; and (iii) Any rules, regulations, charter, provisions, or ordinances that implement or enforce any of the foregoing tax laws or provisions. 17.1.2 Consultant, for a period of no fewer than six (6) calendar years preceding the Effective Date of this Agreement, has faithfully complied with: (i) All tax laws of the State of Oregon, including but not limited to ORS 305.620 and ORS Chapters 316, 317, and 318; (ii) Any tax provisions imposed by a political subdivision of the State of Oregon applicable to Consultant; and (iii) Any rules, regulations, charter provisions, or ordinances that implement or enforce any of the foregoing tax laws or provisions. 18. Governing Law; Jurisdiction; Venue: This Agreement shall be governed and construed in accordance with the laws of the State of Oregon without resort to any jurisdiction's conflict of laws, rules or doctrines. Any claim, action, suit or proceeding (collectively, "the claim") between the City and the Consultant that arises from or relates to this Agreement shall be brought and conducted solely and exclusively within the Circuit Court of Jackson County for the State of Oregon. If, however, the claim must be brought in a federal forum, then it shall be brought and conducted solely and exclusively within the United States District Court for the District of Oregon Personal Services Agreement with XXXXX. filed in Jackson County, Oregon. Consultant, by its signature hereon of its authorized representative, hereby consents to the in personam jurisdiction of said courts. 19. THIS AGREEMENT AND THE ATTACHED EXHIBITS CONSTITUTE THE ENTIRE UNDERSTANDING AND AGREEMENT BETWEEN THE PARTIES. NO WAIVER, CONSENT, MODIFICATION OR CHANGE OF TERMS OF THIS AGREEMENT SHALL BIND EITHER PARTY UNLESS IN WRITING AND SIGNED BY BOTH PARTIES. SUCH WAIVER, CONSENT, MODIFICATION OR CHANGE, IF MADE, SHALL BE EFFECTIVE ONLY IN THE SPECIFIC INSTANCE AND FOR THE SPECIFIC PURPOSE GIVEN. THERE ARE NO UNDERSTANDINGS, AGREEMENTS, OR REPRESENTATIONS, ORAL OR WRITTEN, NOT SPECIFIED HEREIN REGARDING THIS AGREEMENT. CONSULTANT, BY SIGNATURE OF ITS AUTHORIZED REPRESENTATIVE, HEREBY ACKNOWLEDGES THAT HE/SHE HAS READ THIS AGREEMENT, UNDERSTANDS IT, AND AGREES TO BE BOUND BY ITS TERMS AND CONDITIONS. 20. Amendments. This Agreement may be amended only by written instrument executed by both parties with the same formalities as this Agreement. 21. Nonappropriations Clause. Funds Available and Authorized: City has sufficient funds currently available and authorized for expenditure to finance the costs of this Agreement within the City's fiscal year budget. Consultant understands and agrees that City's payment of amounts under this Agreement attributable to Work performed after the last day of the current fiscal year is contingent on City appropriations, or other expenditure authority sufficient to allow City in the exercise of its reasonable administrative discretion, to continue to make payments under this Agreement. In the event City has insufficient,, appropriations, limitations or other expenditure authority, City may terminate this Agreement without penalty or liability to City, effective upon the delivery of written notice to Consultant, with no further liability to Consultant. Personal Services Agreement with XXXXX. 22. Certification. Consultant shall sign the certification attached hereto as "Exhibit C" and incorporated herein by this reference. CITY OF ASHLAND: By: City Manager Printed Name Date XXXXXXXXX (CONSULTANT): By: Signature Purchase Order No. is to be submitted with this signed Agreement) APPROVED AS TO FORM: Assistant City Attorney Date Personal Services Agreement with XXXXX. EXHIBIT B CITY OF ASHLAND, OREGON City of Ashland LIVING yers ,I described t comply with City laws regulating F a livinn wawa. per hour, effective June 30, 2022. The Living Wage is adjusted annually every June 30 by the Consumer Price Index. For all hours worked under a service contract between their employer and the City of Ashland if the contract exceeds $24,050.68 or more. ➢ For all hours worked in a month if the employee spends 50% or more of the employee's time in that month working on a project or portion of business of their employer, if the employer has ten or more employees, and has received financial assistance for the project or business from the City of Ashland in excess of $24,050.68. If their employer is the City of Ashland, including the Parks and Recreation Department. In calculating the living wage, employers may add the value of health care, retirement, 401 K and IRS eligible cafeteria plans (including childcare) benefits to the amount of wages received by the employee. ➢ Note: For temporary and part-time employees, the Living Wage does not apply to the first 1040 hours worked in any calendar year. For more details, please see Ashland Municipal Code Section 3.12.020. Call the Ashland City Administrator's office at 541-488-6002 or write to the City Administrator, City Hall, 20 East Main Street, Ashland, OR 97520, or visit the City's website at www.ashland.or.us. Notice to Employers: This notice must be posted predominantly in areas where it can be seen by all employees. C I T Y 0 F ASH LAN EXHIBIT C CERTIFICATIONS/REPRESENTATIONS: Consultant, by and through its authorized representative, under penalty of perjury, certifies that (a) the number shown on the attached W-9 form is its correct taxpayer ID (or is waiting for the number to be issued to it and (b) Consultant is not subject to backup withholding because: (i) it is exempt from backup withholding, or (ii) it has not been notified by the Internal Revenue Service (IRS) that it is subject to backup withholding as a result of a failure to report all interest or dividends, or (iii) the IRS has notified it that it is no longer subject to backup withholding. Consultant further represents and warrants to City that: (a) it has the power and authority to enter into this Agreement and perform the Work, (b) the Agreement, when executed and delivered, shall be a valid and binding obligation of Consultant enforceable in accordance with its terms, (c) the work under the Agreement shall be performed in accordance with the highest professional standards, and (d) Consultant is qualified, professionally competent, and duly licensed (if applicable) to perform the Work. Consultant also certifies under penalty of perjury that its business is not in violation of any Oregon tax laws, it is an independent contractor as defined in the Agreement, it is authorized to do business in the State of Oregon, and Consultant has checked four or more of the following criteria that apply to its business. (1) Consultant carries out the work or services at a location separate from a private residence or is in a specific portion of a private residence, set aside as the location of the business. (2) Commercial advertising or business cards or a trade association membership are purchased for the business. (3) Telephone listing is used for the business separate from the personal residence listing. (4) Labor or services are performed only pursuant to written contracts. (5) Labor or services are performed for two or more different persons within a period of one year. (6) Consultant assumes financial responsibility for defective workmanship or for service not provided as evidenced by the ownership of performance bonds, warranties, errors and omission (professional liability) insurance or liability insurance relating to the Work or services to be provided. 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Fohn, 1009-MISG (nark m types at Incorral, prtzas, awantra, or gross pr—dal - Form IC99-2 (pelc%or muhA TUM sales and certaln othelr - Form 1 Dg!PS VMseetzle Trum real efftiltie tansau" - Form lea" [flierchaft card " Met! pity` aFWLTk 11TWISactlDra) - Folm I D98 q=W mortWW htelreet�, 1099-E (shijent Ican hiereq, Flum 1099-C (CardX40d OeUC Farm 1099.-A (acqwsMtxi or abardamneurt ofsectrext pfopuw Use Faim W-9 only It you are a U-3- parade fir Oidng a resIdent affen), 1D proVdaymccorractTIN. ff)w do not rebRn Rom AL9 to Me neqLmisWwf& a 7W, yw riugft be =lad to Damkw WlMoomg. see vwIst is bacEw Wthhoung, Ailar Gat No. lamix FOM 41 37 91 751 89 "5?5 3 33 765 33 757 31 37 I�v 14 " �q 1/2 4 14 45 �12'121 V,27 Eel 25 19 17 1 2 15 42 50 159 52 15 5 i 44 60 62 681 bxJ 83 35 M ap PO I tion b ity of Ashland 4: City Administration offices, Legal Department 2/23/2023 4:11 PM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 4 Facility ID Plaza Location Administration Department 20 E Main St Address City Hall Description -- " L 3 7- Date City of Ashland Facilities Representative Print Name: Al, 'I- 44e` ( lell" e",e EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving / Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation ;K Exterior Finish General Appearance Exterior Sealants/Caulking N, Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing INX A, Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 4 Facility ID Plaza Location Administration Department 20 E Main St Address City Hall Description Date Other Sand Traps Car Washes INN" Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 4 Facility ID] Plaza Location Administration Department 20 E Main St Address City Hall Description Date INTERIOR WN/AF Comments / Recommended Action Architecture Wall Finishes Front Counter(s) N" e Interior Doors Carpet Vol% Tile / Sealed Concrete Stairs -Tread & Nosing x/N Stairs - Handrails X� Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication mmunication X Chiller(s) X/ Boiler(s) Domestic Hot Water Heaters >( Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 4 Facility ID Plaza Location Administration Department 20 E Main St Address City Hall Description Date INTERIOR 3 2 N/A Comments Recommended Action Electrical Systems 14f,"01 Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Ne- Security Cameras er Emergency Generator Ile f 1'el-)IC, c e ill ef",t Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Other cCure Electronic Cardreaders Ballistic Security Glass X Roof Top Units Systems Furniture Ceiling Tile Window Coverings ............... - 51 Winburn Wy 2: Public Works Administration offices, N Building Planning Conservation *temporarily housing 1 FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 2- Facility ID Location Public Works and Community Development Department Offices Description Date .City nfAshland Facilities Representative Print Name: ,o^ L ( ��1- 1 �^'Sc�1') EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps A Sidewalks / Crosswalks (Erosion) Paving / Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Exterior Finish General Appearance Exterior Seal ants/Cau I king Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST Location Public Works and Community Development Department Offices Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks I X/ Vehicle Gates Detention Ponds External Buildings and Infrastructure Ae-cydll- 6, 4,,r-�cw�--S Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST Fad Location c Works and Community Develop Department Dffices Description Date INTERIOR � 3 z , Comments / Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs - Tread & Nosing Stairs - Handrails Restroorn Accessories Restroorn Toilet Partitions Restroorn Flooring Restroorn Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 2 Facility ID Location cWorks and Community Develop Department Offices Description Date INTERIOR Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass Roof Top Units Systems Furniture Ceiling Tile Window Coverings Community Improvement Clubhouse ! . Pioneer ee 2/27/2023 9:11 AM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 3 Facility ID Location Public Works Department Community Center Description -City nfAshland Facilities Representative EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing X Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving/ Pa rki ng Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caul king Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 3 Facility ID Location Public Works Department Community Center Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 3 Facility ID Location Public Works Department Winburn Wy Address Community Center Description Date INTERIOR Comments / Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroorn Accessories Restroom Toilet Partitions Restroorn Flooring )KI Restroorn Walls Janitor Closets Mechanical Systems HVAC. Control System Roof Top Units (HVAC) HVAC Internal Communication Chiller(s) Boiler(s) Domestic Hot Water Heaters el Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps x" FACILITY CONDITION ASSESSMENT CHECKLIST 3 Facility ID Location Public Works Department Community Center_ Description Date INTERIOR 3 Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass Roof Top Units Systems Furniture CeilingTile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 6 Facility ID Location Public Works Department Winburn Wy Address Pioneer Hall Description Date City of Ashland Facilities Representative Print Name: 41111C �11,e, ( 4447 EXTERIOR N 4 312 EN/A Comments Recommended Action Architecture 4 Perimeter Fencing Security Lighting/Street Lamps Equipment/ Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving / Parking Lot(s) Signage oe Pedestrian Access (AbA & Safety) 1q c C, Exterior Furniture I Ix I Irrigation System Landscape / Vegetation Exterior Finish General Appearance X Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing X Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 6 Facility ID Location Public Works Department Winburn Wy Address Pioneer Hall Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Ix Vehicle Gates Detention Ponds �p External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST INTERIOR grg Architecture 6 Facility ID Location Public Works Department Pioneer Hall Description Date Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters Ix Fire Supression System X Elevator Operating Condition Elevator Room Equipment Mechanical Syste m Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 6 Facility ID Location Public Works Department Winburn Wy Address Pioneer Hall Description Date INTERIOR 3 2 N/A Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains X" Grease Traps Supply Piping Other cCure Electronic Cardreaders Ballistic Security Glass Roof Top Units Systems Furniture 4 IS Ceiling Tile �XN Window Coverings 78 80 Ilk 68 70 �72 74 0 58� 60 62 2 64; 54 56 40 20 1125 U CALYPSO 1224 1228 1230 1 221 1209 1233 1205 1208 1218 1228 1238 58: Service Center; Water Distribution, PW Support, DoIT, Electric Depafi rtment,, Purchasing 73: Street/Shop; Street Operations, Fleet, Facilities N 69: Electric Warehouse 34: The Grove; Parks Recreation Division 63: Council Chambers; Courts 64: Police Department 2/27/2023 6:36 AM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 73 Facility ID Service Center Location Public Works Department Street/Shop Description Date ,City ofAshland Facilities Representative Print Name: ��' l EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing N Security Lighting/Street Lamps Equipment/ Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caulking Exterior Windows Roofing 'Roof Condition Rating Roof Openings (access) Roof Equipment Curbing z",-, Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 73 Facility ID Service Center Location Public Works Department 90 N Mountain Av Address Street/Shop Description Date Other Sand Traps , XN Car Washes X Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure n- Exterior Stairs -Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 73 Facility ID Service Center Location Public Works Department Street/Shop Description Date INTERIOR Comments / Recommended Action Architecture Wall Finishes X I Front Counter(s) Interior Doors Carpet C Tile/ Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System x Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters X" Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps ne) FACILITY CONDITION ASSESSMENT CHECKLIST 73 Facility ID Service Center Location Public Works Department Street/Shop Description Date INTERIOR 3 2 N/Al Comments Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass kx", Roof Top Units , IN, ILI Systems Furniture Ceiling Tile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 58 Facility ID Service Center Location Public Works Department 90 N Mountain Av, Address Service Center Description Date City of Ashland Facilities Representative Print Name:,A(r el t1wel, EXTERIOR 3 2 N/A Comments f Recommended Action Architecture Perimeter Fencing "XI Security Lighting/Street Lamps Equipment/ Stormwater Fencing X Sidewalks/ Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters/ Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 58 Facility ID Service Center Location Public Works Department Service Center Description Date Other Sand Traps Car Washes N, Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands XI I I Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates X"'I Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 58 Facility ID Service Center Location Public Works Department 90 N Mountain Av Address Service Center Description Date INTERIOR EEEN/A �� Comments/Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Y I I I Restroom Accessories x", Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) X HVAC Internal Communication Chiller(s) Boiler(s) "A Domestic Hot Water Heaters Fire Supression System A Elevator Operating Condition N/ I Elevator Room Equipment Mechanical System Pumps yN FACILITY CONDITION ASSESSMENT CHECKLIST Service Center Location Public Works Department Service Center Description Date INTERIOR Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras N Generator IXEmergency 1\ Plumbing Toilets/ Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Other Ballistic Security Glass N Roof Top Units Systems Furniture Ceiling Tile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 69 Facility ID Service Center Location Electric Department D epartment Electric Warehouse Description Date it/ le . City nfAshland Facilities Representative Print Name: EXTERIOR MINION 3 '2� IN N/A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving / Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 69 Facility ID Service Center Location Electric Department Department 90 N Mountain Av Address Electric Warehouse Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates X1, Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 69 Facility ID Service Center Location Electric Department Department 90 N Mountain Av Address Electric Warehouse Description Date 'O'S" 1AM INTERIOR N/Ar Comments Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing NYStairs - Handrails Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Chiller(s) Ix Boiler(s) Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 69 Facility ID Service Center Location Electric Department Department Electric Warehouse Description Date INTERIOR 3 2 N/A Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass Roof Top Units Systems Furniture Ceiling Tile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 34 Facility ID The Grove Location Parks and Recreation Department 1195 E Main St Address The Grove Description City ofAshland Facilities Representative Print Name: ^I"/^C, 44 el / �V^ EXTERIOR Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks/ Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caulking Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 34 �Facility ID The Grove Location Parks and Recreation Department 1195 E Main St Address The Grove Description L Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 34 Facility ID The Grove Location Parks and Recreation Department 1195 E Main St Address The Grove Description Date 19 comments / Recommended Action INTERIOR 3 r11 I A I I Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Chiller(s) Boiler(s) Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 34 Facility ID The Grove Location Parks and Recreation Department 1195 E Main St Address The Grove Description Date INTERIOR ffm [N/A Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass Roof Top Units Systems Furniture Ceiling Tile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 63 Facility ID Justice Center Location Council Chambers Department 1175 E Main St Address Council Chambers Description Date City of Ashland Facilities Representative Print Name: EXTERIOR . . . . . . . . . . 3 2 �M N /A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment/ Stormwater Fencing Sidewalks / Crosswalks (Erosion) X Paving/ Parking Lot(s) Signage IN /K Pedestrian Access (ADA &Safety) X/ Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance 11X1 Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating <j Roof Openings (access) Roof Equipment Curbing Roof Drains 'Ile Gutters / Downspouts N, FACILITY CONDITION ASSESSMENT CHECKLIST 63 Facility ID Justice Center Location Council Chambers Department 1175 E Main St Address Council Chambers Description Date Other Sand Traps Car Washes NY Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks N Y, Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 63 Facility ID Justice Center Location Council Chambers Department 1175 E Main St Address Council Chambers Description Date INTERIOR 3 Comments / Recommended Action Architecture Wall Finishes y Front Counter(s) Y Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Roorn Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 63 Facility ID Justice Center Location Council Chambers Department 1175 E Main St Address Council Chambers Description Date INTERIOR N/Al Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Lavatories / Sinks Water Fountains \K/ Grease Traps A Supply Piping Other Ballistic Security Glass Roof Top Units Systems Furniture CeilingTile Window Coverings FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 64 Facility ID Justice Center Location Ashland Police Department Department 1175 E Main St Address Police Station Description Date City of Ashland Facilities Representative Print Name: /10, , C, 1114, el 4y, " $01"N EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks/ Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance. Exterior Sealants/Caulking X Exterior Windows X Roofing Roof Condition Rating Roof openings (access) Roof Equipment Curbing IX Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 64 Facility ID Justice Center Location Ashland Police Department Department 1175 E Main St Address Police Station Description Date Other Sand Traps Car Washes Overhead Bay Doors 'A Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs -Fire Escape /X\ FACILITY CONDITION ASSESSMENT CHECKLIST 64 Facility ID Justice Center Location Ashland Police Department Department 1175 E Main St Address Police Station Description Date INTERIOR Comments Recommended Action Architecture Wall Finishes Front Counter(s) x x I Interior Doors I I Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroom Accessories Restroom Toilet Partitions Y" Restroom Flooring x Restroom Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Chiller(s) Boller(s) Domestic Hot Water Heaters Fire Supression System x Elevator Operating Condition x Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST Justice Center Location Ashland Police Department Department 1175 E Main St Address Police Station Description Date INTERIOR Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks SS tkc- Water Fountains Grease Traps Supply Piping 1A Ballistic Security Glass Roof Top Units Systems Furniture Ceiling Tile Window Coverings "`► Station 455 Siskiyou d Fire and Rescue administration and personnel 2/27/2023 7:37 AM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 68 Facility ID Location Ashland Fire & Rescue Department 1860 Ashland St Address Fire Station 2 Description Date City of Ashland Facilities Representative Print Name: 1, 1/ �O , C, ee-1 -\ EXTERIOR 3 2 N/A Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment/ Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) ><- Exterior Furniture a. Irrigation System Landscape / Vegetation Exterior Finish General Appearance Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 68 Facility ID Location Ashland Fire & Rescue Department 1860 Ashland St Address Fire Station 2 Description Date Other Sand Traps Car Washes Overhead Bay Doors A Stormwaster Inlet/Outlet Drains Fuel Islands X, Aboveground Storage Tanks N/ Underground Storage Tanks Vehicle Gates External Buildings and Infrastructure Exterior Stairs - Fire Escape /;X� FACILITY CONDITION ASSESSMENT CHECKLIST 68 Facility ID Location Ashland Fire & Rescue Department 1860 Ashland St Address Fire Station 2 Description Date IINTERIOR I Comments / Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete X" Stairs - Tread & Nosing Stairs - Handrails Restroom Toilet Partitions Restroom Walls Janitor Closets 7- Mechanical Systems HVAC Control System 11 Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition \ x Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST ' 68 Facility ID Location Ashland Fire & Rescue Department 1860 Ashland St Address Fire Station 2 Description Date Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting X, Fire Alarm System x Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping Ballistic Security Glass Roof Top Units Systems Furniture IX Ceiling Tile Window Coverings Fire Station 2 1860 Ashland St 1896 17 69713 0716 60,712 6715 i07 14 6079 6 69711 60710 Map composition by City of Ashland 2/27/2023 7:43 AM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 67 Facility ID Location Ashland Fire & Rescue Department 455 Siskiyou Blvd Address Fire Station I Description Date City of Ashland Facilities Representative Print Name:. 416 441e / 1'1,1(/01.,t',.e,,, EXTERIOR 3 N/A Comments J Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment / Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving/ Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish General Appearance t Exterior Sealants/Caulking Exterior Windows Roofing Roof Condition Rating I Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Downspouts FACILITY CONDITION ASSESSMENT CHECKLIST 67 Facility ID Location Ashland Fire & Rescue Department 455 Siskiyou Blvd Address Fire Station 1 Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds X External Buildings and Infrastructure X Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST INTERIOR Architecture 67 Facility ID Location Ashland Fire & Rescue Department 455 Siskiyou Blvd Address Fire Station I Description Date Wall Finishes x Front Counter(s) /< Interior Doors Carpet Tile/ Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroorn Accessories Restroom Toilet Partitions Restroom Flooring Restroorn Walls Janitor Closets Mechanical Systems HVAC Control System Roof Top Units (HVAC) HVAC Internal Communication Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 67 Facility ID Location Ashland Fire & Rescue Department 455 Siskiyou Blvd Address Fire Station 1 Description Date INTERIOR MMN/AT Comments / Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilets / Urinals Lavatories / Sinks Water Fountains Grease Traps Supply Piping " d Other Ballistic Security Glass Roof Top Units Systems Furniture Ceiling Tile Window Coverings lountain View Cemeter� 440 Normal 2/27/2023 7:46 AM FACILITY CONDITION ASSESSMENT CHECKLIST Department Representative Print Name: 24 Facility ID Mountain View Cemetery Location Public Works Department 440 Normal Av Address Cemetery Office Description 7" Date ~ City ofAshland Facilities Representative EXTERIOR 3 2 N/Al Comments Recommended Action Architecture Perimeter Fencing Security Lighting/Street Lamps Equipment/ Stormwater Fencing Sidewalks / Crosswalks (Erosion) Paving / Parking Lot(s) Signage Pedestrian Access (ADA & Safety) Exterior Furniture Irrigation System Landscape / Vegetation Exterior Finish Nxi General Appearance 'IX Exterior Sealants/Caul king Exterior Windows Roofing Roof Condition Rating Roof Openings (access) Roof Equipment Curbing Roof Drains Gutters / Dow spouts FACILITY CONDITION ASSESSMENT CHECKLIST 24 Facility ID Mountain View Cemetery Location Public Works Department 440 Normal Av Address Cemetery Office Description Date Other Sand Traps Car Washes Overhead Bay Doors Stormwaster Inlet/Outlet Drains Y Fuel Islands Aboveground Storage Tanks Underground Storage Tanks Vehicle Gates Detention Ponds External Buildings and Infrastructure Exterior Stairs - Fire Escape FACILITY CONDITION ASSESSMENT CHECKLIST 24 Facility ID Mountain View Cemetery Location Public Works Department 440 Normal Av Address Cemetery Office Description Date 3 INTERIOR 1 6 N/A Comments / Recommended Action Architecture Wall Finishes Front Counter(s) Interior Doors Carpet Tile / Sealed Concrete Stairs -Tread & Nosing Stairs - Handrails Restroom Accessories Restroom Toilet Partitions Restroom Flooring Restroom Walls Janitor Closets Mechanical Systems HVAC Control System X I Roof Top Units (HVAC) HVAC Internal Communication Chiller(s) X1 Boiler(s) x Domestic Hot Water Heaters Fire Supression System Elevator Operating Condition Elevator Room Equipment Mechanical System Pumps FACILITY CONDITION ASSESSMENT CHECKLIST 24 Facility ID Mountain View Cemetery Location Public Works Department 440 Normal Av Address Cemetery Office Description F- Date INTERIOR Comments Recommended Action Electrical Systems Service Switchgear Transformers Motor Control Centers Lighting Fire Alarm System Security Cameras Emergency Generator Plumbing Toilet /Uhnab Lavatories / Sinks Water Fountains Grease Traps Supply Piping Other Ballistic Security Glass Y Roof Top Units 1E,x Systems Furniture Ceiling Tile Window Coverings STATE OF OREGON County of Jackson City of Ashland, 1, Jeff Dahle do solemnly swear or affirm that I will support the Constitution and Laws of the United States, the State of Oregon, and the Charter and Laws of the City of Ashland, and that I will faithfully perform the duties of City Councilor Position #3, for the City of Ashland, during my continuance therein. J crffif'" a h , e 11 SUBSCRIBED and SWORN before me this 20th day of March, 2023, by Jeff Dahle elected as City Councilor position 43 for the City of Ashland. Dana Smith, Notary Public My Commission Expires: k � ''k \' 7-,(:) STATE OF OREGON County of Jackson City of Ashland, 1, Dylan Bloom do solemnly swear or affirm that I will support the Constitution and Laws of the United States, the State of Oregon, and the Charter and Laws of the City of Ashland, and. that I will faithfully perform the duties of City Councilor Position #2, for the City of Ashland, during my continuance therein. C, A Dilaoloom, SUBSCRIBED and SWORN before me this 20th day of March, 2023, by Dylan Bloom elected as City Councilor position #2 for the City of Ashland. Dana Smith, Notary Public My Commission Expires: Study Sessions THIS FORM IS A PUBLIC RECORD ALL INFORMATION PROVIDED WILL BE MADE AVAILABLE TO THE PUBLIC THOSE INTERESTED IN GIVING ORAL TESTIMONY AT A COUNCIL MEETING WILL NEED TO: 1) Complete this form, including the topic you want to speak on and send to the City Recorder: mailio:melissa,huhtalare,ashland.or.us 2) Begin the oral testimony during the meeting by stating your name for the record. 3) Limit your comments to the amount of time given to you by the Mayor, usually 3 or 5 minutes. 4) If you present written materials, please email a copy of the materials with this form to the City Recorder for the record. 5) Speakers are solely responsible for the content of their public statement. Meeting Date Name Qh pvR, f Stud-v Session Agenda topic/item number/Topic 47 46- men&sj IV J. The Public Meeting- Law requires that all city meetings are open to the public. Oregon law does not always require that the public be permitted to speak. Comments and statements by speakers do not represent the opinion of the City Council, City Officers or employees or the City of Ashland. Streets For Everyone - 3/20123 Council Study Session Testimony Good evening My name is Gary Shaff,i and I'm here representing Streets For Everyone, a volunteer Action Team of the Ashland Climate Collaborative, a 501(c)(3) nonprofit organization. Streets for Everyone submitted a written recommendation to the city's Administration Department on 3/10 with a request that our recommendation be included in this evening's meeting packet It wasn't so I'm submitting that information now. Streets for Everyone believes the draft CIP 's dedication of almost all of the city's transportation revenues to maintaining or repairing` street asphalt ignores other community needs. We respectfully suggest that the Council invest instead in transportation projects that address the mobility needs of all residents - people of all ages and abilities. The Council's priorities support this approach. Of the Council's 32 priorities only ,one, priority number 6, "street maintenance and repair" is reflected in the draft GIP. That is contrasted with the creation of a practical and safe bicycletransportation network which not only address street maintenance and repair" but also 12 of the Council's other priorities including: • Emergency Response • Protect the Community's Character • Community and Land' Use Planning • Create social equity and racial justice • Downtown revitalization and beauty • Affordable workforce housing • Multi -modal transportation • Implement Climate Energy Action Plan • Diversify the local economy • Expand employment opportunities • Broaden ;options for tourism/visitors • Attract more families to live in Ashland Time prevents addressing the relationship between a practical and safe bicycle network and the Council's priorities but I've included this detail in my written remarks. My point here is, that the Council should be leveraging every opportunity to achieve its priorities while focusing on the community's needs and not on the asphalt condition alone. Streets for Everyone's is recommending just four changes to the draft. 1) Include "protected bike lanes" in the description of major road projects that are currently listed in the draft CIP, 2) Include "traffic calming" in the description of minor road projects, 3) Change the category of projects entitled "bicycle boulevard" to "walk/bike streets" to better reflect the objective of these types of projects, and 4) Schedule and fund, in either fiscal year 2024 or 2025, protected bike lane improvements on A Street, Hersey, S. Mountain, and Wightman using city fees and rates. These changes will ensure that the city has a functional bicycle transportation network that people of all ages and abilities can safely and confidently use for every day, in -town travel. Streets For Everyone - 3/20/23 Council Study Session Testimony Council Priorities and Their Relationship to a Practical and Safe Bicycle Transportation System in Ashland The relationship between the Council's ,priorities and a functional bicycle transportation network that people of all ages and abilities can safely and confidently use for everyday, in -town travel are detailed below. Emergency Response: Wide bike lanes on N. Main and Siskiyou Boulevard south of Walker can be used by people driving cars In the event of an evacuation; reducing the total evacuation time by 20 minutes. Street Maintenance: People riding bicycles have little impact on pavement condition. if a substantial number of in -town trips are made by bike it will reduce wear. Protect the Community's Character: People on bikes are happy,friendly, and healthy —all characteristics of how Ashland sees itself. Community and Land Use Planning: Creating a safe and convenient bike network is a requirement of Oregon's Climate Friendly and Equitable Communities Planning Rule. Create social equity and racial justice: Bikes are social and racial equalizers. Almost everyone can ride a bike and avoid the high cost of car/truck ownership. Downtown revitalization and beauty: People_ on bikes will 'shop locally and many people riding bikes in downtown would make it uniquely picturesque. Affordable workforce housing: Transportation accounts for the second most costly expense of Ashland households. Residents who forgo auto ownership or own one fewer car will have a larger budget. Multi -modal transportation: Making it safe and convenient to bicycle in town could lead to 40 percent or more of all travel within the city occurring by walking or bicycling. Implement Climate Energy Action Plan: Reducing auto/truck use (i.e. vehicle miles of travel) is recognized in the LEAP as an essential` outcome in order to meet Ashland's climate goals. Making it safe and convenient to bicycle is the surest and most cost effective way to achieve that outcome. Diversify the local economy: A green economy is a diversified economy. Making bicycling a viable and safe way to get around will attract families, entrepreneurs, educators, and people with skills that are critical in coming' decades. Expand employment opportunities: A diversified economy (as above) will increase employment opportunities. Streets For Everyone -- 3/20/23 Council Study Session Testimony Broaden options for tourismlvisitors: Tourists love places that are unique. With a transportation system that promotes bicycling, Ashland will be even more attractive than it is now. It will also compliment the already famous road and mountain biking attractions in the region. Attract more families to live in Ashland: Creating a place where kids can bicycle to visit friends and family, go to the library, visit a park, grab a`snack with a friend, get to school or soccer practice is a dream most parents have given up on in Ashland and every other city in the U.S. Creating an all ages and abilities bicycle network can help parents achieve one of their most important goals, to raise their children to be independent and self-reliant people. To: Ashland City Council From: Streets for Everyone, anAction Team ofthe Ashland Climate Collaborative Date: March 10,2O23 RE: Recommendations for the IO24'2O29Transportation Capita|\mprovementProQmm Thank you for the opportunity toshare these recommendations. We'd bepleased todiscuss this matter further with you. To do so, please contact us at ij Uf 10 Executive Summary Background: This memorandum includes recommendations regarding the draft Transportation Capita| Improvement Program (CIP). These suggestions will help the City of Ashland achieve goals laid out in the current Transportation System Plan and the Climate and Energy Action Plan. They will also ensure a safe and accessible walking and biking network. Opportunity: Ashland's City Council has an opportunity to ensure that it is practical, safe, and convenient to walk or bike from anywhere to everywhere in Ashland for people of all ages and ability. This, in turn, will cut vehicle miles oftravel and carbon emissions. Funding: Funding for the current draft CIP is structured in a way that does not guarantee that the pedestrian and bicycle network will be improved. These improvements will rely on outside funding sources such as competitive grants to administer plans included in the CIR Relying on grant funding would produce slow and disconnected improvements to biking and walking infrastructure and miss prime opportunities to create a functionally cohesive multi -modal transportation system. Policy Recommendations: Include protected bike lanes in the description of major road projects that are currently listed in the draft OP Include "traffic calming" inthe description of minor road projects. In: either 2024 or 2025, schedule and fund protected bike lane improvements on A Street, Hersey, S. Mountain, and Wightman using fees and rates. Identify additional revenue sources to be approved to guarantee funds for street projects topromote safety for all users. About us: Streets for Everyone is a volunteer Action Team of the Ashland Climate Collaborative a 501c3organizati0n. ACC serves aaahub for community collaboration ho reduce our climate impact and build a more equitable and resilient Ashland. The vision of Streets for Everyone is that people of all ages, abilities, and means can choose to bike, walk, and roll throughout Ashland for their everyday travel needs, because it is safe, convenient, and efficient. ACC and its Action Teams are supported by local charitable contributions. Learn more at Ihsftninir T",mftl 14inturimry [3 111 11�1111 111!!1111 1 , , , Background Th etft 4-=Tt rn for the reduction in vehicle miles of travel (VIVIT). The City Council has a great responsibility and 'e City Co un c i I has rea 't re spo nsi b it y an ' ]d opportunity before them to make investments in the city's 7future that 7w�ill help to realize this outcorn Transforming the existing transportation system to make bicycling and walking practical, safe, and convenient is fundamental to reducing VMT. We know from surveys in other metropolitan areas that approximately half of the city's residents are w rt k eo are t;fraid to share the road with autosqrucks due to the risk A.P-Jjg- r au descri•e-i Itelow.will -dcLorotection between oeor)le The 2024 - 2029 Transportation Capital Improvement Program (CIP), as currently drafted, includes dedicated funding (fees & rates) for projects that preserve or rehabilitate street surfaces (Le pavement management). While these projects might include improvements to pedestrian and bicycle infrastructure, it is not guaranteed that they will be implemented and largely rely on federal or state grants. The competition for these funds is fierce and must be distributed among Oregon's 36 counties and 241 cities, making it unlikek, for mang of the cit I -'roiects to be funded. As an examnle, the cit of Medford's TSP, updated in 2019, identified $277,719,000 of needed bicycle improvements. It is obvious that there are too many projects chasing too few dollars for the CIP's grant strategy to succeed. To smbil 2 QJV AlkA�- should edit the draft to allocate cleclicate4 CIP funds rather than rely on uncertain future grants. —vit e -MMU - r •"I # 7, Ick-t., 2dequate curb -to -curb distance to include a PBL without altering the curb, gutter or drainage). Those improvements plus the addition of PBLs to repaving projects already listed in the draft CIP (on North on N 0 rth Mountain Ashland Oakr and Siskiyoul, will create a functional bicycle network on the cil,�' il r system. Reports from other cities suggest that these projects will greatly increase the amount of bicycl 'u traffic, which in turn will contribute to the reduction of VIVIT per capita. Much more will need to be do V *VV. Q----• 1,jdt-r- tI#)V�II&IIII 1� � 4, JIII But the addition of PBLs, as detailed above, during the next two years, will represent a huge leap IMETIM4 Opportunity The city's decision to include PBLs on Ashland Street represents the kind of leadership and vision that is mure-tfi —f—safe-.aancl-co,i W MH3 1� Funding Since 2015, the CIP has been structured to allocate almost all city transportation funds to pavement management and rely upon grants and system development charges to make additional improvements to the pedestrian and bike network. This is understandable, as street life cycles are relatively short and ex*e ilsive to rpt7jr Is st?tt-,i. vreviously—whLile avement management -ircliects may include multi -modal _p WAOMW aren't up for repair. By adjusting the funding, the city could meet goals I and 2 of the current TSP. ill R111391111111111 III UP I rVir, 11111 �*�J fr; Mfl J`l TOR W M M funds, as the current draft CIP proposes, doesn't guarantee a functional bike/ped network and may result in isolated improvements that serve few. Ashland needs a completely functional and accessiblz bike network, for people of all ages and abilities. This will provide citizens with a choice in how they travel, and an opportunity to not depend on cars. 7 ff 171, #7 7 M, i L I d I r t d 1)_eniT -C'1TMTRTR__" MCI 'X -C-0 system development char s franchise fees, food and beverage taxes, and utility fee funding must be used for these types of improvements and not reserved exclusively for pavement management projects. DYTSTOT� U�- � log-'= tregon's constitution provides that revenue from taxes on motor vehicle use and fuel "shall be used -xclusively for the construction, reconstruction, improvement, repair, maintenance, operation and use if public highways, roads, streets, and roadside rest areas in this statewithout restrictions on the mode 0 travel (Article IX Section 3a). The city's allocation of state gas taxes, approximately $1.6 million can and should be used for creating a balanced transportation system. The other sources of city revenues should also offer flexibility in their use and, if restricted, the Council should amend to codes to allow their use to address transportation safety, independent of the mode of travel. Policy Recommendation The use of traditional painted bike lanes or sharrows on major streets within the city does not provide t�-e esseTti,71 safety foof all&ges and abilities. Goals 1 & 2, above, reflect the communitM's desire Standards Handbook or the Ashland Municipal Code 18.4.6. Changing this is essential to provide the technical tools to achieve the citizen developed goals and policies. We have before us a prime opportunity to truly change the attitude and mode in which we travel. IAA7--XVh7"1 Is 1) including protected bike lanes on major road projects already included in the staff prepared draft 2) Scheduling and adding protected bike lanes on streets under Ashland's jurisdiction that include adequate curb to curb width. 3) Applying to ODOT for Carbon Reduction Program or Congestion Mitigation and Air Quality funds to rebuild E. Main from Siskiyou to Walker, and Walker from Ashland Street to E. Main to inclu-& protected bike lanes. These streets are too narrow to add protected bike lanes without modifying the curb, gutter and drainage. 4) Exploring jurisdictional exchange to add protected bike lanes on streets that are under the jurisdiction of Jackson County or the Oregon Department of Transportation. The implications on the city's future maintenance liability must be analyzed, additional revenue sources identified, and a funding mechanism(s) put in place/approved. The figures that follow illustrate the breadth of the challenge. Figure I shows streets, by roadway jurisdiction, that warrant (due to either speed or traffic volume) protected bike lane improvements. Figure 2 identifies streets under Ashland's jurisdiction that lack adequate curb to curb width to include protected bike lanes, and those streets that are currently scheduled for improvement in the draft 2024 - 2029 CIP and which warrant protected bike lanes. Figure 3 includes our recommended changes to the draft CIP which are highlighted in yellow. This memorandum demonstrates the opportunities available to improve the city's transportation future of Ashland. These changes will help to make our streets safer and more inclusive, while also IccC indcarbonem* ' in n lf-o- would like additional information or further 2 m wi 0 < 0 0 45 a E -2 0 D 04 0 Lo m w R. Wo m The attached recommended transportation capital improvement program, Figure 3, includes the following changes: 1) It explicitly notes that protected bike lanes will be included on street/overlay projects on major streets (i.e. boulevards and avenues as identified in the city's functional classification map). 2) It explicitly notes that traffic calming will be included on street/overlay projects when they occur on minor streets. 3) It retitles the section "bicycle boulevards" to "walk/bike" streets to better reflect the desired function of important, low -volume residential streets. It removes Lithia Way —Oak to Heiman bicycle boulevard project. Lithia, like N. Main through downtown, is unsuitable for a shared -lane treatment due to the high volume of motor vehicles using the street. Sharrows do not increase safety for people riding bicycles and waste precious resources. The city needs to add protected bike lanes on major streets, rather than paint and stencils. The savings can be diverted to creating bike/walk streets on, Heiman and Iowa Streets. 5) It postpones the paving/reconstruction of W. Nevada Street from 2029 to 2030 in order to construct protected bike lanes on four city owned streets (see #6 below). 6) It shifts funding for W. Nevada Street, as above, to four protected bike lane projects on; a) Hersey - N. Main to N. Mountain, b) A Street - Oak to 5', c) S. Mountain - E. Main to Henry and d) Wightman - E. Main to Siskiyou. All of these streets have sufficient curb -to -curb width to add protected bike lanes without modifying the curb, gutter or drainage r b s ' .0 T. A to E c la, ri V, o x Q t f, ol Kol