HomeMy WebLinkAbout2700 Hospital Master PlanORDINANCE NO. 2700
AN ORDINANCE ADOPTING THE ASHLAND HOSPITAL MASTER
FACILITIES PLAN AS A SUB-AREA DEVELOPMENT PLAN OF THE
ASHLAND COMPREHENSIVE PLAN.
(Planning Action 92-048)
THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS:
SECTION 1. The Ashland Hospital Master Facilities Plan is adopted in its entirety as
indicated in Exhibit "A", as a sub-area plan of the Ashland Comprehensive Plan.
The foregoing ordinance was first read on the
1993 and duly PASSED and ADOPTED this
Nan E.~ranklin
City Recorder
SIGNED and APPROVED this ~ day of
, 1993.
Catherine M. Golden
Mayor
A~ved as to form:
Paul Nolte
City Attorney
Exhibit "A"
MASTER FACILITIES PLAN FOR
ASHLAND COMMUNITY-HOSPITAL
MASTER FACILITIES PLAN FOR
ASHLAND COMMUNITY HOSPITAL
Prepared by:
Broome, Oringdulph, O'Toole, Rudolf, Boles & Associates, PC
Robert H. Belcher, AIA
Bevedy Bookin, AICP
June 1991
I. INTRODUCTION
In February 1991, Ashland Community Hospital (ACH) retained Broome, Oringdulph,
O'Toole, Rudolf, Boles & Associates, PC (BOOR/A), a Portland architectural and interior
design firm, to prepare and assist in obtaining public approval for a master facilities plan
for the hospital's 6.5-acre campus in Ashland, Oregon. In conjunction with this, the City
of Ashland is considering the adoption of a medical center zone, similar to the special
college zone adopted for Southern Oregon State College several years ago.
To formulate this plan, the consultants have undertaken the following tasks:
Identified the need for hospital modernization/expansion based on priorities
established in the Ashland Community Hospital Strategic Plan (Brim
Healthcare, Inc., 1990) and an internal needs assessment survey conducted
by the consultants*;
Determined portion of the campus needed to accommodate proposed
hospital expansion as well as related future medical facilities including
medical offices, free-standing outpatient facilities, residential care facility
and/or on-site parking.
Formulated short-term (three-year) development plan including proposed
hospital modernization/expansion, construction of private physician offices,
reconfiguration of on-site parking and circulation, and preliminary location(s)
of landscaping, pedestrian amenities and signs.
Developed long-term strategy for acquisition of additional property.
The next steps in this master planning process include:
Obtain public land use al~proval of the plan either as a conditional use** or
as part of a comprehensive plan/zone change to create a new medical
center zone.
Undertake preliminary architectural design of specific building projects and
on-site improvements.
This element of the plan is referred to as the internal facilities plan.
Hospitals are a conditional use in the underlying multi-family residential (R-2) zone.
II. BACKGROUND
Existing Activity. A publicly-owned and operated facility founded in 1906, ACH provides
primary medical care to the residents of Ashland and nearby communities of Phoenix and
Talent. Services include routine adult medical/surgical, obstetric and pediatric inpatient
care; emergency room services and a variety of diagnostic and therapeutic outpatient
services.. ,
ACH is currently licensed for 49 inpatient beds. In 1990, the hospital reported nearly
1,350 inpatient admissions, 250 births, 1,200 inpatient and outpatient surgeries, 6,700
emergency room visits and 14,500 outpatient visits. ACH has an employment force of
heady 200 and a medical staff, i.e., those with admitting privileges, of 56.*
With the completion of its strategic plan in 1990, the hospital articulated its future mission:
1) increase technological sophistication and medical staff specialization within a primary
care setting, and 2) provide a broad range of diagnostic and treatment services to
residents of Ashland and surrounding communities, thus, minimizing the need to obtain
medical services outside the community.
Location. As illustrated in Figure 1, ACH is located in the northwest portion of the city
at the intersection of Maple Street and Catalina Drive, two blocks west of North Main
Street, Ashland's main arterial. It lies approximately one mile north of the city center and
two miles from I-5, the regional interstate highway serving western Oregon.
Existing Campus Development. As illustrated in Figure 2, ACH's 6.5-acre campus is
bound on the north by Maple Street, the east and south by Catalina Drive, and the west
by Chestnut Street. The site slopes moderately from 2,115 feet (above sea level) in the
southwest corner to approximately'2,070 feet in the northeast comer. Because of the
terrain, the southwestern portion of the site, which is currently vacant, is the most
constrained for future development.
Containing approximately 41,500 gross square feet (gsf), the existing hospital building
consists of a main floor and a partial walk-out basement. In a recently-completed
addition, the front entrance has been reconstructed at an angle to face directly onto the
intersection of Maple and Catalina, providing maximum visibility for hospital-bound traffic.
Two other major entrances, to outpatient services and the emergency room (ER),
respectively, lie to the west along Maple. Minor entrances to the'building are located on
the east side into the cafeteria and inpatient unit, and on the west side near the
* Source: Annual Report for Oregon Hospitals, 1990 (Oregon Office of Health Policy).'
surgical suite and obstetrics unit, respectively; these are generally used by staff and
physicians.
Taking its major access from Maple Street, the hospital's main parking lot is located on
the east side of the site, flanking Catalina Drive*; this lot accommodates outpatients,
visitors, and some physicians and staff. The lower portion of this lot is also the major
service entrance for all food and non-food deliveries; truck traffic related to these
deliveries conflict with patient and visitor traffic.
A limited amount of outpatient and emergency parking is available to the west on Maple;
ambulances also enter the site at this point. A staff parking lot lies further to the west.
Currently, no on-street parking is permitted on streets adjacent to the hospital. A small
facilities building located on this parking lot is the only other building on the campus at
the cuerent time.
Existing development, including all structures, paved areas and sidewalks, covers 45%
of the site.
Surrounding Uses / Zoning. ACH is located in a mixed use area, as illustrated in Figure
3. The hospital lies within a large area zoned for multi-family residential (R-2)
development, and is flanked by two pods of single family residentially-zoned (R-l)
property, located to the southwest and northwest, respectively.
Private physician offices dominate land uses on the north, across Maple from the hospital.
Further to the east lies a large residential care facility which incorporates additional
doctors' offices. On the east side of the site, across Catalina, lie several small houses
and garages, interspersed with vacant lots. This area is considered the most likely to be
redeveloped for future hospital expansion.
On the south side of the hospital across Catalina lies another private medical clinic and
several apartment buildings. Immediately to the southwest lies an apartment complex and
several single family residences. A couple of single family residences and a residential
care facility lie directly to the west across Chestnut Street. The area to the northwest and
further to the west is residential in character.
In general, the uses flanking the hospital's main access, that is, Maple Street and the
eastern portion of Catalina Drive, is mixed use in character, containing a variety of
housing - single family, townhouses, apartments -- and medically-related uses --private
physician offices and residential care. The other roadways bounding the hospital,
Chestnut Street and the southern portion of Catalina, are more residential in character.
* For a more detailed discussion of parking and circulation, see discussion below.
!
!
I
]
_1
.~Lllq11 ~ CINV'II-!$Y
I
I
I
I
Z
CHESTNUT STREET
' . ;,. -;. . ..... .; .. .'" .. r ]
~,,' ..' ; .......--' F~l ' --I~~ ~ ~
~. " ~T~NA DRIVE
. , ~7o . ,
2. EXISTING CAMPUS
DEVELOPMENT
/
/
Z
PROPOSED MASTER PLAN
Campus Design Concept. The hospital has two distinct zones: the 'public' zone,
including the main, outpatient and emergency room entrances, where access by the
public is welcomed and encouraged, and the 'private' zone, including surgery and
inpatient units, where public access is restricted to protect the privacy of inpatients,
reduce noise, and promote infection control.
The campus has the same public/private configuration. The campus 'front door' is
located on the northeast comer of the campus at the intersection of Maple Street and
Catalina Drive. As noted above, the main entrance is set at an angle facing this
intersection so that it is immediately visible to hospital-bound traffic approaching the site
from North Main via Maple Street. Other public access points, the outpatient and
emergency room entrances further west on Maple, are in close physical proximity to and
visible from this main entry point. Public parking has been developed along the Catalina
and Maple margins of the site, thus, providing patients and visitors with safe and
convenient access to all of these entries.
Even privately-owned physician office buildings along the southeast side of Catalina and
on the north side of Maple are oriented so that the main entrance to the hospital is visible.
Thus, the public zone of the campus has already been defined as that portion of the
campus along Maple and the eastern Segment of Catalina.
The private zone of the campus is located in the southwest 'comer surrounding the
inpatient units~ Ideally, to promote patient privacyand serenity, the pleasantly landscaped
character of this area should be preserved and public uses, with their attendant heavy
traffic and noise, should be discouraged. The designation of the campus into public and
private sectors has the added benefit of minimizing hospital-related traffic on Chestnut
Street and the southern portion of Catalina, which are more residential in character than
the area to the east and north of the hospital, which is in mixed uses.
Proposed Activity Zoning. Figure 4, PropOsed Activity Zoning, describes the. ultimate
use of campus property by assigning general areas to ,hospital expansion, related free-
standing hospital development, private physician offices and parking.
Ensuring that there is adequate space on the campus to accommodate hospital expan-
sion is of the highest priority. Such expansion is dictated both by internal factors - need
to maintain departmental adjacencies, a rational internal circulation system .-- and external
factors such as topography. Based on these considerations, several expansion zones
for the hospital to the east, north and west are identified in Figure 4.
The northwestern portion of the site is reserved for private medical offices and. related
parking. It is important that these offices be located in close visual and physical
relationship to the hospital to facilitate patients' use of hospital-based diagnostic and
treatmerci services. This configuration also permits vehicular access to be provided via
Maple, which is the major arterial serving the campus. Development of the south-western
portion of the site is constrained by topography and the need to protect in-patient units
from noise and other intrusions. Therefore, this portion is reserved for a small residential
care facility; a low-traffic, free-standing hospital-related use (i.e., administrative or storage
uses); or open space.
The area lying on the east side of Catalina Drive is identified for potential future devel-
opment including additional physician offices; a larger-scale residential care facility than
can be accommodated on the southwest corner of the campus; and/or free-standing
hospital use, e.g., community education center or fitness facility. The hospital has not yet
acquired this property.
Proposed Short-term Development. The. short-term development plan for ACH is
presented in Figure 5. As contained in detail in the internal facilities plan, five extensions
of the hospital are proposed (in likely order of construction for surgical services/
emergency room, purchasing/stores, physical therapy, obstetrics and administration/
dietary services, respectively. A sixth area, to accommodate a new medical/surgery unit,
is of lower priority. Increasing total space by 50%, construction of these additions will free
sufficient existing space to permit the expansion of same day surgery, radiology,
emergency room, pharmacy and medical records. All of the above projects have been
identified as priorities in the hospital's strategic plan and/or needs assessment. The
timing and funding for this. expansion/renovation has yet to be been determined.
It is also proposed that up to four medical office buildings (MOBs) be constructed along
Chestnut in the northwestern portion of the site. In the first phase, two 2-story buildings
connected by a common lobby and elevator have already been approved by the City (PA
90-028) and are slated for construction in the near future. Containing approximately
12,000 gsf, these MOBs will accommodate 12 physicians. The sites for two more MOBs,
one on each side of the already-approved complex, have also been selected (see Figure
5). If constructed, these will provide offices for 6 - 12 more physicians, depending on
whether the buildings are one or two stories.
Parking for all of these buildings will be incorporated into the reconfigured west parking
lot; because the proposed design is more compact, the west lot will contain more parking
spaces, 58 compared to the current 48, and yet cover less land. Access to this portion
of the site will be provided via Maple Street. An existing facilities shop/.storage area will
be demolished as these functions will be incorporated into the new purchasing/storage
facility described above.
The short-term development plan also contains the proposed location for additional
landscaping. The latter is proposed to 1) create a more pleasant environment throughout
1N3.1NclO-FJA3Ci
WU~qI-I~!OHS'
C]3SO~OUa '£
N OOt' O<J <~ 0
-~t _ JL_
':IAGO VN['WJ.~
'IYI~ISOH
DNIISIX3
J~IN.I. S3HD
the campus for patients, visitors, employees and physicians; 2) throughout parking lots,
to visually minimize the impact of extensive paving and pro-vide summer shade; and 3)
along the east side of Chestnut and the north side of Catalina, to buffer hospital activities
from nearby residential development.
With the construction of all proposed hospital additions (containing 21,500 gs0, Phase 1
MOB complex (with a first-floor footprint of 5,900 gs0, and the reconfigured west parking
lot, total lot coverage on the site will equal 55%. A slight increase in lot coverage to 56%
will occur if both Phase 2 MOBs are constructed; this is well within the current maximum
lot coverage requirement of 65% contained in the zoning code for a use in the R2 zone.
At this rate, the hospital could construct up to another 30,000 gsf of ground floor devel-
opment before reaching the maximum development capacity of the site.
Parking and Circulation. Based on the zoning code requirement of two parking
spaces/licensed bed, ACH is required to maintain 98 on-site parking spaces. Currently,
the hospital has on-site parking for 167 vehicles including 111 spaces in the main lot on
the east side of the hospital, eight spaces in the ER/outpatient entrance lot, and 48
spaces behind the hospital and in the west parking lot. Primary access to the site is
provided via Maple Street, where there are seven driveways: three into the main lot, two
into the ER lot, and two into the west lot. A secondary access is provided to the main
lot via the eastern portion of Catalina Drive.
The current parking and circulation system results in several problems:
Frequently, the main lot is full, creating an inconvenience for patients, visitors, staff
and physicians who attempt to park there. At the same time, the west lot, which is
designated for staff and physicians, is under-utilized.
There is inadequate parking in the ER lot to accommodate both patients using the
emergency room and outpatients using the outpatient entrance to the hospital.
All food and most non-food deliveries are made to the loading dock on the lower level
on the east side of the hospital. To reach this dock, trucks must traverse the lower
portion of the main parking lot; this .results in unnecessary congestion and is
potentially unsafe for pedestrians walking from their cars to the main entrance.
As noted in Figure 6, with the implementation ofthe short-term development plan, there
will be a slight reduction in on-site parking, from the current 167 to 162 spaces. Since
the total number of beds is not slated to increase, the required complement of parking
for the expanded hospital remains 98 spaces, assuming two spaces/licensed bed. The
Phase I MOBs will generate the need for an additional 48 spaces, assuming 11,800 gsf
at one space/300 gsf. This brings the total requirement up to 138 spaces. If two single-
story MOBs are constructed in Phase 2, another 18 spaces will be required, bringing the
total required to 156. This is slightly less than the projected on-site supply of 162 spaces.
In addition, the City has indicated a willingness to permit on-street parking along the
hospital side of Chestnut and both segments of Catalina, generating another 64 spaces.
Currently not permitted, on-street parking can be provided without major street
improvements. It is proposed that hospital employees park on the street, leaving room
in the main, emergency and west lots for patients, visitors and physicians. If on-street
parking is approved, the hospital's total parking supply wi',l include 226 spaces, a 35%
increase over the current supply; this will more than adequately support proposed
hospital development.
Other key features of the proposed parking plan include:
Major access to the campus ccntinuesto be via Maple Street with secondary access
on the eastern portion of Catalina Drive. Should the southwestern corner of the site
be developed, it is recommended that it take its access from the southern portion of
Catalina, thus, leaving Chestnut Street free of driveways.* In this way, ACH can
minimize hospital-related traffic on Chestnut which is the campus boundary most
residential in character.
The construction of a new purchasing department on the west side of the ER will
permit the service entrance to the hospital, accommodating all non-food deliveries
and waste disposal, to be shifted away from the main parking lot; the existing loading
dock will be used for food deliveries only. As an added advantage, 75% of all non-
food deliveries are destined for stedle supply, which is located in the surgical suite;
the new purchasing facility will be across the'hall from stedle supply.
As there is insufficient parking in the ER lot to accommodate both ER .patients and
' outpatients, it is recommended that the eight spaces in this lot be dedicated to ER
use. Consolidation of inpatient and outpatient admissions in space just inside the
front entrance has also been recommended as part of the internal facilities plan.
Thus, it is recommended that all outpatient parking be shifted to the main lot.
Due to the proposed expansion of physical therapy and administration/dietary
services, the total number of spaces in the main parking lot will be reduced from 111
to 96, at the same time that outpatient parking is shifted there from the ER lot. To
offset this loss, permission for employees to park on the streets bordering the
hospital is being requested. The west parking lot will be redesigned and expanded
to contain 58 spaces. After the completion of the Phase 1 MOBs, 48 of these will be
reserved for use private physicians and their patients and employees; the remainder
can be assigned to staff and other physicians.
On-street parking on Chestnut for use by employees is requested.
N01J.¥]nD~ID
~IVlnDIHE!^ '9
A~Y1/~wns DNDI~IVd
Alternative Transportation. Pedestrian circulation and other amenities are illustrated in
Figure 7. As noted, the hospital will construct sidewalks along the entire perimeter of its
campus to promote pedestrian movement both within and around the site. In addition,
a series of walkways across the site, including pedestrian crosswalks across driveways
and through parking lots, will be constructed to provide convenient and safe access for
patients, visitors and employees. This pedestrian network and its connection to the
internal circulation system of on-campus buildings is also illustrated in Figure 6.
With regard to alternative transportation opportunities, the hospital will install racks for 32
bicycles in two locations, near the entrances of the hospital and MOB complex respec-
tively. These racks will be installed to be in compliance with the City's code requirement
of one bicycle space/five parking spaces, 50% of which must be under overhead cover.
To the extent feasible, all of the hospital's bicycle parking will be under cover.
ACH is also committed to work with the Rogue Valley Transportation District to promote
alternative forms of transportation for both employees and patients. Currently, the district
runs a bus every half hour from Medford to Ashland which stops in both the southbound
and northbound directions at N. Main and Maple, just three blocks east of the hospital.
Unfortunately, the relatively steep hill and lack of sidewalks between the bus stop and
ACH does discourage usage. The hospital will request that the district consider adding
the hospital to the route, if demand warrants. The district has recently established a
committee to develop the criteria for extending bus service. The City has also indicated
an interest in constructing a sidewalk along Maple between Main and Catalina to both
.encourage transit use and pedestrian access in general.
In addition, the transit district is required by the recently-adopted federal Americans with
Disabilities Act to improve transit acces~ for the handicapped who live within 1/4 mile of
a fixed bus route. Since' access to medical care for the handicapped is also a concern
for the hospital, ACH will participate to the extent feasible with the district to identify ways
in which handicapped access can be improved.
Other means of promoting alternative transportation include:
Providing information about bus routes and schedules in a prominent location in the
hospital lobby and permitting the sale of bus passes in the gift shop.
Encouraging employee carpooling. This can be done within the hospital itself or in
conjunction with the transportation district 'which operates a rideshare matching
service; unfortunately, hospital shifts often differ from those of more traditional
businesses, so it is difficult for hospital employees to carpool with non-hospital
employees.
Acquisition Strategy. Wrth implementation of the short-term development plan, ACH will
have little vacant land remaining on its campus for future expansion. The area directly
to the east of the campus (across Catalina Drive) has been identified as the most feasible
8
CHESTNUT STREET
location for further growth (see Figure 4), because of its visual and physical proximity to
the hospital's main entrance. These properties, which are in several ownerships, would
be most appropriately utilized for additional private physician offices; freestanding hospital
uses, e.g., community education center; and/or hospital-sponsored residential care and
related senior services.
It would be prudent for ACH to acquire this property to protect its options for further
expansion. Unfortunately, land values in the Ashland area are continuing to increase
dramatically. At this time, it may not be feasible for the hospital to divert money for
property acquisition that it needs to fund hospital expansion and medical office building
construction. On the other hand, if ACH does not act in the near future, it is likely that
the properties will be sold to ether parties; apparently, one small mid-block parcel has
already been sold to an obstetrician who wishes to construct a small office there.
ACH has two options in this matter:
Negotiate options, including purchase price and terms, with property-owners to give
the hospital the first right of refusal to purchase. This would permit ACH to delay
purchase of a parcel until such time that another buyer indicated an interest.
Negotiate with a property development company and/or consortium of physicians/
other investdrs to underwrite the cost of medical office buildings (MOBs) with the
hospital taking a master lease, that is, taking responsibility to lease all space.
Because an MOB generates lease income, it is one of the few hospital-related
facilities which is attractive to outside investors. If ACH chooses to undertake this
option, it will free a substantial amount of funding which can then be used for
proposed hospital expansion and/or acquisition of additional property.
It is recommended that ACH consider both of these options.
Proposed Hospital District Boundary. As noted previously, the City. of Ashland is
seriously considering the adoption of a special zoning district to encompass the ACH
campus and .surrounding medical-related activities, subject to the approval of the
hospital's master plan. This zone would be similar to that adopted for Southern Oregon
State College. The proposed boundaries of this hospital district zone are illustrated in
Figure 8.
C]
' SCENIC
C
APPENDIX: PROJECT TEAM
Robert H. Belcher, AiA
William H. Harper, AIA
LinaBeth Barber
BROOME, ORINGDULPH, O'TOOLE, RUDOLF, BOLES & ASSOCIATES,
720 SW Washington Street Suite 800
Portland, Oregon 97205
Beverly' Bookin, AICP
THE BOOKIN GROUP
111 SW Rfth Avenue Suite 1800
Portland, Oregon 97204
Tom Geisen
TOM GEISEN COST CONSULTANT, INC.
45 West Broadway Suite 204
Eugene, Oregon 97401
PC