211008 Town Hall AGDPage 1 of 2
The Corporation of the Town of Tillsonburg
Town Hall Steering Committee Meeting
October 8, 2021
10:00 a.m.
Electronic
AGENDA
1. Call to Order
2. Adoption of Agenda
Proposed Resolution #1
Moved by:
Seconded by:
THAT the Agenda as prepared for the Town Hall Steering Committee meeting of
October 8, 2021, be adopted.
3. Minutes of the Previous Meeting
August 24, 2021
Proposed Resolution #2
Moved by:
Seconded by:
THAT the Minutes as prepared for the Town Hall Steering Committee meeting of
August 24, 2021, be adopted.
4. Disclosures of Pecuniary Interest and the General Nature Thereof
5. General Business and Reports
5.1. Space Needs Study – Final Draft (Presented by Fabrik Architects)
6. Closed Session
Proposed Resolution #3
Page 2 of 2
Moved By:
Seconded By:
THAT the Town Hall Steering Committee go into Closed Session to consider a matter
in accordance with the Municipal Act section 239: (b) personal matters about an
identifiable individual, including municipal or local board employees
7. Back to Open Session
8. Round Table
9. Next Meeting
To be determined
10. Adjournment
Proposed Resolution #4
Moved by:
Seconded by:
THAT the October 8, 2021 Town Hall Steering Committee meeting be adjourned at
_____ p.m.
The Corporation of the Town of Tillsonburg
Town Hall Steering Committee Meeting
August 24, 2021
12:00 p.m.
Electronic Meeting
MINUTES
Present: Councillor Luciani, John Veldman, Andrew Gilvesy, Rick Strouth, Jesse
Goossens
Staff:; Kyle Pratt, CAO; Geno Vanhaelewyn, Chief Building Official; Cephas Panschow,
Development Commissioner, Lisa Jibson, Executive Assistant
Regrets: Sheena Pawliwec, Director of Finance, Chris Baird, Director of Recreation,
Culture and Parks, Councillor Esseltine
Guest: Carlos Reyes, Director of Operations & Development, Dave Drobitch, RCP,
Haley Gamble-FABRIK, Elise Neves - FABRIK
1. Call to Order
The meeting was called to order by the Chair at 12:10 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Rick Strouth
Seconded by: Councillor Luciani
THAT the agenda as prepared for the Town Hall Steering Committee meeting of
August 24, 2021, be adopted.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
4. Adoption of Previous Minutes
Resolution #2
Moved by: Rick Strouth
Seconded by: Andrew Gilvesy
THAT the Minutes as prepared for the Town Hall Steering Committee meeting of
April 14, 2021, be adopted.
Carried
5. General Business & Reports
5.1 Review FABRIK draft report – Haley/Elise
Chair welcomed FABRIK consultants Haley and Elise to present their report, basing
this space needs on similar structure to KNY 2016 Space Needs Study.
Haley presented their draft report broken into 8 sections. It has been updated to note
how space needs have changed since the pandemic. Looking at 3 sites: current 200
Broadway upper, 10 Lisgar and Greenfield (corner of Harvey & Brock)
Haley noted that the numbers have increased from the original numbers in 2019 and
they will need to confirm exact number of employees that will require work space. 46
individuals in original study, currently 57. This equates to needing 23,000 sq. ft. of
space. Any previous cost savings has now been net zeroed due to increase in staff.
Haley noted that shared office space are approx. 60 sq. ft. and private office space
is 150-200 sq. ft.
Options were reviewed highlighting the pros and cons for each site. Considerations
for social distancing and accessibility have been accounted for, as well as for limited
future growth of 10%.
Next steps are to pursue further design study on 1 or 2 preferred sites to determine
cost and timelines.
Comments from the committee included adaptation of social distancing post
pandemic, ventilation and type of products, future growth of town staff, shared office
space concerns, limitations of being tenants, location of archival filing, break out
rooms and size of Council Chambers. Concerns were raised as to space if all staff
needed to be in the office at the same time.
Haley noted that some of the options could include 3 season, or outdoor covered
space to increase footprint. Elisia noted that the shared offices could be shared
more than 50/50 with a sign-in system and some other flexible solutions.
Haley requested date for Final Report, updated staff numbers and date of current
lease end for Town at the mall. Will update to add consideration for increased size of
Council Chambers.
Kyle requested that committee members send emails to Cephas with cc. to Lisa on
any comments within the next 48 hours.
5.2 Municipal Modernization Funding Intake 2- Kyle Pratt
Kyle shared with the committee that the town applied for a few projects under the
Municipal Modernization Program Funding – Intake 2. We received $150,000 for 3
projects. $80,000 for refined space needs, $30,000 for IT review and $40,000 for
Solid Waste Management review. The cost of the FABRIK proposal will now come
out of this funding instead of reserves.
Dates for final reports have been revised by the province. The interim report is due
October 31, 2021 and the final report is due January 31, 2022.
5.3 Space/IT Needs Study – RFP - Cephas
There is a new RFP out now for bid for the IT/Space Needs study designed by
Michelle and Cephas. The IT component will address how all of the IT hardware and
equipment get moved if we go to a new building and security for it. Section 4 is
requesting full architectural drawings for new town hall.
Cephas noted the bid was drafted so people can bid on one section or all of it, or
sub-contract.
Committee members requested feedback on which architects have applied. RFP
closes September 13, 2021. Kyle noted that after the proposals have been received,
a committee meeting could be held for comment/feedback before the September
27th Council meeting, then the Committee can make a recommendation to council.
6. Round Table
Geno asked if a copy of the report from FABRIK could be distributed.
Andrew asked if the 3 original architects from the 2016 study have been sent the
new RFP.
Cephas confirmed as of today, 5 firms have picked up the RFP.
7. Next Meeting
To be determined by staff
8. Ad journment
Resolution #4
Moved by: Andrew Gilvesy
Seconded by: Rick Strouth
THAT the August 24, 2021 Town Hall Steering Committee meeting be adjourned at
1:39 p.m.
Carried
1
Tillsonburg Town Hall Space
Needs Review
Town of Tillsonburg, 200 Broadway St. Suite
200, Tillsonburg, ON N4G 5A7
CONTACT INFO ADDRESS
info@Fabrikarchitects.ca
519-743-0608
www.Fabrikarchitects.ca
135 George St N
Suite 200
Cambridge, Ontario N1S 5C3
2 Tillsonburg Town Hall Space Needs Review
Contents
INTRODUCTION
Background
Statement of Need & Project Purpose
6
1.0
6
Executive Summary4
Study Summary
Objective & Project Deliverables
5
6
SUMMARY OF EXISTING CONDITIONS2.0
Synopsis of Section 7
SITE SELECTION & DESIGN4.0
200 Broadway St16
10 Lisgar St17
Corner of Harvey & Brock18
BASIS FOR INTERIOR DESIGN5.0
General Design Guidelines19
Reception20
Open Office21
Kitchen22
Meeting Room23
OVERVIEW OF SURVEY RESULTS3.0
Survey Responses9
Summary of Spaces11
ACCESSIBILITY IN THE WORKPLACE6.0
Synopsis of Section28
CONCLUSIONS & RECOMMENDATIONS7.0
Synopsis of Section 8
Synopsis of Section15
APPENDIX8.0
Private Office24
Washroom25
Council Chambers26
Overall27
3 Tillsonburg Town Hall Space Needs Review
4 Tillsonburg Town Hall Space Needs Review
Mr. White,
This letter is to serve as confirmation of Kontekst Architecture & URBANUS Interiors’ intent to submit
a joint integrated design proposal for the above mentioned project and to confirm attendance at the July
4th non mandatory site visit.
As the founders and Principals of our firms we believe strongly in an integrated design process to create
a uniquely customized and holistic focus. We have partnered on this proposal ith the strong belief that
together we can deliver the best solution for your upcoming project.
We endeavor to facilitate the bringing together of hands on learning, technology, environmental
stewardship and innovation and help present this initiative in a reawakened library of the future that
will enrich the user/occupant and owner experience.
We thank you for this opportunity to present a design proposal for your review and consideration and
look forward to a possible new professional relationship between Kontekst, URBANUS and Glen Abbey
Library.
Regards,
RE: RFP 19-2018 Consulting Services for Glen Abbey Library Renovation and Creation Zones
Attention: Mr. Derek White
Town of Oakville
1225 Trafalgar Road
Oakville Ontario, L6H 0H3
GLEN ABBEY LIBRARY RENOVATION & CREATION ZONES LIBRARIES STORE THE ENERGY
THAT FUELS THE IMAGINATION.
THEY OPEN UP WINDOWS TO
THE WORLD AND INSPIRE US TO
EXPLORE AND ACHIEVE, AND
CONTRIBUTE TO IMPROVING OUR
QUALITY OF LIFE.
–SIDNEY SHELDON 5Tillsonburg Town Hall Space Needs Review - Executive Summary
Attention: Town Hall Steering Committee,
204 Broadway, Suite 200, Tillsonburg
It is with the greatest pleasure that Fabrik Architects
submits this Feasibility Report for your review.
This report provides an updated assessment
of Tillsonburg’s Town Hall space needs and
the feasibility of meeting these needs on three
different sites. These sites include the existing
200 Broadway mall location, the customer service
centre at 10 Lisgar St and the municipal parking
lot site at the corner of Harvey and Brock Streets.
As Fabrik’s report is an update of the space needs
study executed by KNY architects in 2016, it
follows the same structure and refers to some of
the initial analysis conducted in the original study
for reference. The purpose of Fabrik’s update is
to reevaluate the space needs and site options for
a new Town Hall in light of the global Covid-19
pandemic and resultant changes to the workplace.
This includes synthesizing survey data from staff
on working from home, analyzing the feasibility
of the proposed sites and presenting alternative
pandemic responsive office layouts. The end of
the report will synthesize our analysis and provide
recommendations for site selection and next steps.
As the founder and Principal Architect of
Fabrik, I strongly believe in providing meaningful,
comprehensive, sustainable design solutions that
express each of our Client’s respective visions and
values. Based on our preliminary design work, Fabrik
has developed an understanding and appreciation
for the programmatic and organizational needs
of the Town of Tillsonburg and recognizes both
the deficiencies and opportunities of its current
facilities.
It is our understanding that the Town of Tillsonburg
wishes to invest in a new Town Hall space that
better serves their needs and that their current
lease is ending in December 2023. Our team
understands that a new Town Hall space is critical
to both improving operations, and rejuvenating
the public office’s appearance within the local
community. Based on this understanding and our
findings from site visits, analysis and coordination
meetings we have determined that the Town Hall
requires a more cohesive, functional space that can
accommodate all administrative departments and
have a greater community presence. The following
report lays out the details and implications of our
findings and their related recommendations with
the aim of identifying an effective solution for
Tillsonburg’s Town Hall requirements.
Our Team thanks you for this opportunity to
present a comprehensive Feasibility Report for your
consideration. We would be happy to meet with
you to answer any questions you may have, further
discuss the details of this report and determine
next steps. We look forward to continuing the
professional relationship between our team and
yours.
Regards,
Elisia Neves, Principal Architect, Fabrik
200-135 George St. N, Cambridge ON, elisia@Fabrikarchitects.
5 Tillsonburg Town Hall Space Needs Review
1.0 Introduction
Space Needs Study for Tillsonburg’s Town Hall
In 2021 the Town of Tillsonburg issued an RFQ
for an updated space needs study for their town
hall and associated operations, in June Fabrik
was awarded the contract. As per the RFQ and
subsequent design coordination meetings the
Client has articulated the following project terms
of reference:
1. Review the 2016 Space Needs Study completed
by KNYMH Inc. and complete a 2021 update to
allow the document to reflect short and long term
space needs for administrative and operational
functions.
a) Review Town’s internal staff survey
re: Remote Work and Work Preferences
b) Review results of any stakeholder engagement
session(s)
c) Identify changes since 2016 and review impact
on space allocations over multiple physical
locations housing staff (administrative and
operational)
d) Update recommendations for space
rationalization
e) Re-evaluate current Town Hall square footage
requirements and provide an updated 20
year growth projection for a new Town Hall
2. Additional report content and commentary to
include movement of staffing:
a) Identify all Administrative staff and space
requirements in a new Town Hall
b) Identify all Operations staff and space
requirements in a new Town Hall (or elsewhere)
c) (Current Operations space study will be
provided)
d) Operationally, identify synergies
e) Statement of growth and change
f) Potential efficiencies (Mobility Hub, combined
Customer Service, single customer service
desk, etc.)
g) Pandemic Affect – How to address footprint
in post-pandemic times
i. Distancing of workstations
ii. Hotelling (how to make safe or more
compact)
iii. Flexibility for staff to drop in and plug in
3. Customized suite of office furniture to optimize
square footage
a) Status of existing furniture
b) Options for furniture layout
c) Discuss impact of furniture on Space Needs
– how systems furniture can provide many
options for staff.
4. Input from consultants/engineers is not required
at this time – Consultant to define the space needs
for such things as staff, meeting rooms, IT space,
etc.
5. Concept design or building design not required
at this time – Consultant to provide space required
to provide municipal services.
Based on these terms of reference Fabrik has
prepared the following report including detailed
assessments and recommendations. The report
includes eight sections and an appendix each
addressing different content. The first section
as detailed over the following pages provides a
background and introduction to the project context
and study parameters. Section 2 is a summary of
existing site conditions and spatial requirements.
Section 3 is an overview of survey results
including the post pandemic work survey. Section
4 is analysis of the proposed sites suitability to the
project parameters. Section 5 provides a basis for
interior design and specifically looks at the impact
of COVID-19 on workplace layout considerations.
Section 6 looks at accessibility in the workplace as it
pertains to the town hall. Finally section 7 provides
a summary of previous analysis, conclusions and
recommendations for next steps. The body of the
report is followed by an appendix that includes
sections from KNY Architects original report for
reference.
STUDY SUMMARY
As part of the space needs study Fabrik reviewed
three sites as potential locations for the updated
town hall facilities: the existing Tillsonburg Town
Centre location, the Customer Service Centre and
the empty lots at the corner of Harvey and Brock.
6 Tillsonburg Town Hall Space Needs Review
changes in the Town’s work model as a result of
COVID-19. The realities of a global pandemic have
quickly and in some cases permanently shifted
office employees into a work from home model.
The Town of Tillsonburg’s corporate office is no
exception to this trend and previously conducted
employee surveys further support the continuation
of a hybrid work model for the indefinite future.
Furthermore, COVID-19 has prompted Fabrik to
reconsider office space planning and design to
better adapt to external stressors including public
health emergencies. A detailed analysis of these
survey results and diagrammatic suggestions of
pandemic responsive office spatial layouts can be
found in sections 3 and 5 of this report respectively.
BACKGROUND
For a general background on the Town of
Tillsonburg operational structure and summary
of existing buildings please see section 1.1 of the
2016 KNY Architects Space Needs Study located
in the appendix of this report as this information
is unchanged.
STATEMENT OF NEED & PROJECT PURPOSE
In December 2023 the Town of Tillsonburg’s
corporate office lease is expiring presenting an
opportunity for much needed facility upgrades.
Currently the town’s administrative staff operate
over several disparate suites and buildings across
town that lack a cohesive identity. Furthermore many
of the existing spaces are inefficient, nonfunctional
or poorly located. Therefore there is a clear need
to reevaluate how to consolidate administrative
programs into one functional facility with a clear
municipal identity with special consideration for the
implications of the global COVID-19 pandemic.
OBJECTIVE & PROJECT DELIVERABLES
The objective of this study is to produce a
comprehensive report detailing space needs and
recommendations to aid in the selection of a site
for the proposed Town Hall facilities and form
criteria for the future design of the new facility.
The area of scope that was reviewed for each of
these sites are listed below in square feet (SF)
unless otherwise indicated:
200 Broadway 11,743 SF +/-
10 Lisgar St 18,609 SF +/-
Harvey & Brock 1.854 Acres +/-
In addition to the above sites Fabrik reviewed
20 Spruce St. for a separate feasibility study for
a new Public Works facility intended to host all
operational staff once proposed construction is
complete. Based on this plan Fabrik assumes that all
remaining administrative employees will need to be
accommodated at the updated Town Hall facilities.
This includes 63 current and 4 future admin staff
and Fabrik recommends that the proposed facilities
be designed for a further 10% increase in staff to
allow for projected growth.
Based on these occupancy assumptions and
Fabrik’s space needs analysis the proposed town
hall facilities would require between 15,415 - 22,800
SF. This range in areas is based on two different
spatial assumptions one prioritizing an optimized
floor area and the other prioritizing flexible space
use. These area calculations and their inclusions
are outlined in greater detail in section 2 of this
report.
Also note the parking requirements for a building
of this size would be between 72 and 106 parking
spaces.
In the context of the three proposed potential
sites this required footprint would mean potentially
doubling the area of the existing 200 Broadway
office suites, a one to one extensive renovation
of the Customer Service Centre and Hydro
Bays or full development of the three lots at the
corner of Harvey and Brock, the implications and
opportunities of each of these scenarios are laid
out in greater detail in section 4 of this report.
Fabrik’s analysis of the required area for this
project represents a reduction in space needs
of between 4% (1,028 SF) and 35% (8,413 SF)
from the original study. The amount of decrease
in area can be largely correlated to the number of
Introduction - Continuation
7 Tillsonburg Town Hall Space Needs Review
2.0 Summary of Existing Conditions
For a general overview of the Town’s existing conditions and facilities please see section 2.0 of KNY Architects
original space needs study located in the appendix of this report.
For reference the corporate structure overview and analysis of existing conditions in that section of the original
report were used to help inform proposed spatial areas in the following section and contributed to analysis of
the proposed sites detailed in section 5.
Independent of the original space needs study Fabrik conducted site visits to two of the existing condition sites:
200 Broadway and 10 Lisgar, which are both proposed as potential updated Town Hall facility locations in this
report.
8 Tillsonburg Town Hall Space Needs Review
3.0 Overview of Survey Results
For the results of original departmental and staff survey conducted by KNY architects please refer to the
appendix of this report. For reference the critical products/services and amenity space data from that survey
remain applicable to this report and helped inform the space summary spreadsheet at the end of this section.
The rest of the survey data included in this section is taken from the 2021 staff survey conducted by the Town
Hall Steering Committee to assess preferences and trends in working from home that could inform future space
needs. The survey was available to all Town staff including operational staff. As Fabrik has conducted a separate
feasibility study for Public Works and Operations this report will focus on the administrative staff who will be
the primary occupants of the upgraded Town Hall facilities.
For reference Fabrik’s operations feasibility study looks at the possibilities for amalgamating all the public works
departments including roads, fleet, hydro and parks in one facility either through a renovation and addition at
the existing 20 Spruce St location or a new facility at a greenfield site. This report will also be presented to
council for review in the fall of 2021.
Furthermore, for the purposes of this report Fabrik has focused on the survey results pertaining to percentage
of employees who can work from home, the types of workspaces they require and perceived obstacles
and advantages to the hybrid work from home model. These results have informed our summary of spaces
spreadsheet at the end of this section.
As a summary, the survey findings indicate that the majority of administrative employees (86%) are able to
work from home at least part time and 73% of staff are amenable to alternative, flexible workspaces including
hoteling and hotdesking. Furthermore the biggest advantage and disadvantage that staff identified of working
remotely were less distractions and social isolation respectively. Both of these can be effectively addressed
through strategic, hybrid work from home model. Fabrik’s recommendations for how to implement this are
described in greater detail at the end of this section and in section 5.
6
Staff Survey
Tillsonburg Town Hall Story | Staff Survey
70%
30%
STAFF WHO TOOK THE SURVEY
Administrative Operational
9 Tillsonburg Town Hall Space Needs Review
12
Tillsonburg Town Hall Story | Staff Survey
22%
22%
36%
9%
8%3%
HOW MANY DAYS OF THE WEEK WOULD YOU PREFER
TO WORK REMOTELY?
5 days 4 days 3 days 2 days 1 day 0 days
17
Tillsonburg Town Hall Story | Staff Survey
65%
27%
8%
IF YOU WERE ENROLLED IN A REMOTE WORK MODEL,
WOULD YOU BE FINE WITH SHARING A WORKSPACE
WITH OTHER EMPLOYEE(S) WHEN YOU WERE
WORKING IN THE OFFICE?
Yes No No Preference
18
•“Hoteling” Desk Space involves pre-booking and checking in to access a space, much like at an actual hotel. Regardless of the occupancy of desk usage, a person still has to check in via a central booking to access their spot.
•“Hot Desking” is more free-wheeling. It is based on an unassigned desk concept, but the execution is first-come, first-served. If any employee sees an open space, they are welcome to claim it as their own and get to business—no reservation required.
Tillsonburg Town Hall Story | Staff Survey
55%
13%
19%
10%3%
IF YES, WHAT KIND OF SHARED
WORKSPACE WOULD YOU
REQUIRE?
Office (personal)Workstation- Hoteling
No Preference Workstation (personal)
Workstation- Hot Desking
19
Tillsonburg Town Hall Story | Staff Survey
22%
61%
17%
IF NO, WHAT KIND OF FIXED IN-PERSON DEDICATED
WORKSPACE DO YOU REQUIRE?
Workstation Office No preference
7
Staff Survey -Administration
Tillsonburg Town Hall Story | Staff Survey
86%
14%
DOES YOUR JOB ALLOW YOU TO WORK FROM A
REMOTE WORKPLACE?
Yes No
8
Tillsonburg Town Hall Story | Staff Survey
26%
8%66%
IF YES, WOULD YOU PREFER TO WORK FROM A
REMOTE WORKPLACE?
Yes No Part of the Time
Survey Responses
10 Tillsonburg Town Hall Space Needs Review
Survey Responses - Continued
15
Tillsonburg Town Hall Story | Staff Survey
0%10%20%30%40%50%60%70%80%90%
Less Distractions
Reduced Commuting Time/Costs
Better work-life balance
Increased productivity/performance
Custom Environment
Environmental Factors
Improved employee morale, retetion and attraction
Decreased operating/capital expenses for Corporation
Comfortable Clothing
More flexibility in hours
Decreased sick time and absenteeism
Improved access to services through digital channels
What kind of advantages do you feel could arise from
working remotely?
16
Tillsonburg Town Hall Story | Staff Survey
0%5%10%15%20%25%30%35%40%
Social isolation
Difficulty Communicating with Co-Workers
Inability to separate work life from home life
No disadvantages
More Expenses
Too Many Distractions
Inadequate Space
Decreased Employee Morale, Retention and Attraction
More Stressful Environment
What kind of disadvantages do you feel could exist from
working remotely?
11 Tillsonburg Town Hall Space Needs Review
Summary of Spaces - Maximum Flexibility
Current Future
Office of the CAO/Council Chief Administrative Officer 1 0 Office 1 200 200 Private Office
Mayor 1 0 Office 1 200 200 Private Office
Councillor 6 0 Workspace 6 60 360 Individual Workstations
Executive Assistant (CAO/ Mayor)1 0 Workspace 1 60 60 Individual Workstation
Total 9 0 9 520 820
Economic Development Development Commissioner 1 0 Office 1 100 100 Shared Office
Economic Development & Marketing Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Summer/Co-op (Share with CAO Office)0 1 Workspace 1 30 30 Shared Workstation
Total 2 1 3 160 130
Hydro THI - General Manager/CEO 1 0 Office 1 150 150 Private Office
Operations Regulatory Affairs Officer 1 0 Workspace 1 30 30 Shared Workstation
Development & Design Technologist 1 0 Workspace 1 60 60 Individual Workstation
Instrumentation Technologist 1 0 Workspace 1 60 60 Individual Workstation
Manager of Operations 1 0 Office 1 150 150 Private Office
Hydro Operations Coordinator 1 0 Workspace 1 60 60 Individual Workstation
Total 6 2 30 1870 510
Corporate Services/Clerk Clerk 1 0 Office 1 75 75 Shared Office
Deputy Clerk 1 0 Office 1 75 75 Shared Office
Records & Legislative Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Communications Officer (Corporate Services)1 0 Workspace 1 60 60 Individual Workstation
Manager of Human Resources 1 0 Office 1 150 150 Private Office
Human Resources Generalist 1 0 Office 1 30 30 Shared Workstation
Health & Safety Officer 1 0 Workspace 1 30 30 Shared Workstation
Customer Service Reps / Billing Support Clerks 7 0 Workspace 7 60 420 Individual Workstations
Information Techonology 1 0 Workspace 1 30 30 Shared Workstation
PT CSR 0 1 Workspace 1 30 30 Shared Workstation
Summer Student 0 1 Workspace 1 30 30 Shared Workstation
Total 15 2 17 600 960
Building/ Planning / Bylaw Chief Building Official 1 0 Office 1 200 200 Private Office
Deputy Chief Building Official 1 0 Office 1 150 150 Private Office
Property Standards / Bylaw Officer 1 0 Office 1 150 150 Private Office
Municipal By-Law Officer 1 0 Office 1 150 150 Private Office
Development Technician 1 0 Workspace 1 60 60 Individual Workstation
County Planner 1 0 Office 1 150 150 Private Office
Building Inspectors 3 0 Workspace 4 30 120 Shared Workstation
Total 9 0 10 890 980
Finance Director of Finance/Treasurer 1 0 Office 1 100 100 Shared Office
Senior Financial Analyst/Deputy Treasurer 1 0 Office 1 150 150 Shared Office
Purchasing Coordinator 1 0 Workspace 1 60 60 Individual Workstation
Accounts Payable / Accounts Receivable 1 0 Workspace 1 60 60 Individual Workstation
Financial & Utility Analyst 1 0 Workspace 1 60 60 Individual Workstation
Financial Analyst (RCP)1 0 Workspace 1 60 60 Individual Workstation
Revenue Manager 1 0 Office 1 150 150 Private Office
Tax Clerk 1 0 Workspace 1 60 60 Individual Workstation
Total 8 0 8 700 490
Recreation, Culture & Parks Director of RCP 1 0 Office 1 75 75 Shared Office
Manager of Park & Facilities 1 0 Office 1 150 150 Private Office
RCP Administrative Assistant 1 0 Office 1 150 150 Private Office
Total 3 0 3 375 375
Operation Services Director of Operations 1 0 Office 1 75 75 Shared Office
Operations Administrator 1 0 Workspace 1 30 30 Shared Workstation
Manager of Engineering 1 0 Office 1 150 150 Private Office
Senior Operations Technologist 1 0 Workspace 1 60 60 Individual Workstation
GIS Technician 1 0 Workspace 1 60 60 Individual Workstation
Operations Technologist 1 0 Workspace 1 60 60 Individual Workstation
Design Technologist 1 0 Workspace 1 60 60 Individual Workstation
Civil Designer 1 0 Workspace 1 60 60 Individual Workstation
Asset Management Coordinator 1 0 Workspace 1 60 60 Individual Workstation
Transit Coordinator 1 0 Office 1 75 75 Shared Office
Summer/Co-op Students 1 0 Workspace 1 30 30 Shared Workstation
Total 11 0 11 720 720
Total Office Space 63 4 4985
Common Spaces Entry Vestibule 80
Staff Vestibule 80
Reception 100
Main Lobby / Welcome Area / Display Area 400
Council Chamber 100 3000
Board Room - 1 12 280
Board Room - 2 6 150
Training Room 20 500
Break - Out Room - 1 80
Break - Out Room - 2 80
Lunch Room / Kitchen Staff 450
Mail Room 80
Copy Room 150
File Room 150
Library Room 120
Map Room 150
Plotter Room 150
Washrooms - Public 300
Washrooms - Staff 300
Universal Barrier Free Washroom 100
Waste Recycling Room 120
Loading Area 64
General Storage 600
Vault 300
IT/Server Room 225
Mechanical Room 225
Electrical Room 225
Sprinkler Room 225
Elevator 100
Elevator Equipment Room 100
Stair 1 250
Stair 2 250
Stair 3 375
Total Common Space 9759
Total Common Space + Office Space 14744
External Agencies Chamber of Commerce - 20 Oxford St. 800
BIA - 41 Bridge St. W.400
Total External Agencies 1200
External Agencies + Common + Office Space 15944
Circulation & Walls - 30%4783
* These positions may be accomodated at the
new operations facility at 20 Spruce St
DescriptionStaffDepartment Space Type Unit Area (SF)Number
Required Net Area (SF)Program
This section features space needs evaluations by department and program type based on two sets of
assumptions. The first chart below is based on maximum space usage and programming flexibility and allows
for a greater amount of private workspace. The second chart is based on optimized space usage and full
integration of a hybrid work from home model. Please note we have included the original 2016 space needs
chart in the appendix. The positions in blue below are a combination of new hires and existing positions that
were not included in KNY Architects’s 2016 analysis, they represent a 29% or 18 employee increase in positions
requiring space in the upgraded town hall from the original report.
12 Tillsonburg Town Hall Space Needs Review
Summary of Spaces - Maximum Flexibility
Current FutureOffice of the CAO/Council Chief Administrative Officer 1 0 Office 1 200 200 Private OfficeMayor10Office1200200Private OfficeCouncillor60Workspace660360Individual WorkstationsExecutive Assistant (CAO/ Mayor)1 0 Workspace 1 60 60 Individual WorkstationTotal909520820Economic Development Development Commissioner 1 0 Office 1 100 100 Shared OfficeEconomic Development & Marketing Coordinator 1 0 Workspace 1 30 30 Shared WorkstationSummer/Co-op (Share with CAO Office)0 1 Workspace 1 30 30 Shared WorkstationTotal213160130HydroTHI - General Manager/CEO 1 0 Office 1 150 150 Private OfficeOperations Regulatory Affairs Officer 1 0 Workspace 1 30 30 Shared WorkstationDevelopment & Design Technologist 1 0 Workspace 1 60 60 Individual WorkstationInstrumentation Technologist 1 0 Workspace 1 60 60 Individual WorkstationManager of Operations 1 0 Office 1 150 150 Private OfficeHydro Operations Coordinator 1 0 Workspace 1 60 60 Individual WorkstationTotal62301870510Corporate Services/Clerk Clerk 1 0 Office 1 75 75 Shared OfficeDeputy Clerk 1 0 Office 1 75 75 Shared OfficeRecords & Legislative Coordinator 1 0 Workspace 1 30 30 Shared WorkstationCommunications Officer (Corporate Services)1 0 Workspace 1 60 60 Individual WorkstationManager of Human Resources 1 0 Office 1 150 150 Private OfficeHuman Resources Generalist 1 0 Office 1 30 30 Shared WorkstationHealth & Safety Officer 1 0 Workspace 1 30 30 Shared WorkstationCustomer Service Reps / Billing Support Clerks 7 0 Workspace 7 60 420 Individual WorkstationsInformation Techonology 1 0 Workspace 1 30 30 Shared WorkstationPT CSR 0 1 Workspace 1 30 30 Shared WorkstationSummer Student 0 1 Workspace 1 30 30 Shared WorkstationTotal15217600960Building/ Planning / Bylaw Chief Building Official 1 0 Office 1 200 200 Private OfficeDeputy Chief Building Official 1 0 Office 1 150 150 Private OfficeProperty Standards / Bylaw Officer 1 0 Office 1 150 150 Private OfficeMunicipal By-Law Officer 1 0 Office 1 150 150 Private OfficeDevelopment Technician 1 0 Workspace 1 60 60 Individual WorkstationCounty Planner 1 0 Office 1 150 150 Private OfficeBuilding Inspectors 3 0 Workspace 4 30 120 Shared WorkstationTotal9010890980FinanceDirector of Finance/Treasurer 1 0 Office 1 100 100 Shared OfficeSenior Financial Analyst/Deputy Treasurer 1 0 Office 1 150 150 Shared OfficePurchasing Coordinator 1 0 Workspace 1 60 60 Individual WorkstationAccounts Payable / Accounts Receivable 1 0 Workspace 1 60 60 Individual WorkstationFinancial & Utility Analyst 1 0 Workspace 1 60 60 Individual WorkstationFinancial Analyst (RCP)1 0 Workspace 1 60 60 Individual WorkstationRevenue Manager 1 0 Office 1 150 150 Private OfficeTax Clerk 1 0 Workspace 1 60 60 Individual WorkstationTotal808700490Recreation, Culture & Parks Director of RCP 1 0 Office 1 75 75 Shared OfficeManager of Park & Facilities 1 0 Office 1 150 150 Private OfficeRCP Administrative Assistant 1 0 Office 1 150 150 Private OfficeTotal303375375
Operation Services Director of Operations 1 0 Office 1 75 75 Shared Office
Operations Administrator 1 0 Workspace 1 30 30 Shared Workstation
Manager of Engineering 1 0 Office 1 150 150 Private Office
Senior Operations Technologist 1 0 Workspace 1 60 60 Individual Workstation
GIS Technician 1 0 Workspace 1 60 60 Individual Workstation
Operations Technologist 1 0 Workspace 1 60 60 Individual Workstation
Design Technologist 1 0 Workspace 1 60 60 Individual Workstation
Civil Designer 1 0 Workspace 1 60 60 Individual Workstation
Asset Management Coordinator 1 0 Workspace 1 60 60 Individual Workstation
Transit Coordinator 1 0 Office 1 75 75 Shared Office
Summer/Co-op Students 1 0 Workspace 1 30 30 Shared Workstation
Total 11 0 11 720 720
Total Office Space 63 4 4985
Common Spaces Entry Vestibule 80
Staff Vestibule 80
Reception 100
Main Lobby / Welcome Area / Display Area 400
Council Chamber 100 3000
Board Room - 1 12 280
Board Room - 2 6 150
Training Room 20 500
Break - Out Room - 1 80
Break - Out Room - 2 80
Lunch Room / Kitchen Staff 450
Mail Room 80
Copy Room 150
File Room 150
Library Room 120
Map Room 150
Plotter Room 150
Washrooms - Public 300
Washrooms - Staff 300
Universal Barrier Free Washroom 100
Waste Recycling Room 120
Loading Area 64
General Storage 600
Vault 300
IT/Server Room 225
Mechanical Room 225
Electrical Room 225
Sprinkler Room 225
Elevator 100
Elevator Equipment Room 100
Stair 1 250
Stair 2 250
Stair 3 375
Total Common Space 9759
Total Common Space + Office Space 14744
External Agencies Chamber of Commerce - 20 Oxford St. 800
BIA - 41 Bridge St. W.400
Total External Agencies 1200
External Agencies + Common + Office Space 15944
Circulation & Walls - 30%4783
* These positions may be accomodated at the new operations facility at 20 Spruce St DescriptionStaffDepartment Space Type Unit Area (SF)Number Required Net Area (SF)Program
Please note this maximum flexibility spatial strategy results in 14 private offices, 4 shared offices, 30 individual
workstations and 6 shared workstations. Based on the Steering Committee’s survey up to 4 of these shared
workstations would be well suited to hoteling stations. The remaining 2 workstations would be dedicated shared
stations for the same 2 employees full time.
In addition to these workspace assumptions this evaluation includes provisions for external adjacencies such as
the Chamber of Commerce and the BIA and includes more robust programming such as a training room and
loading area as well as larger service rooms.
This model will allow for the largest number of in person employees in the future and ability to host various
events and activities. As a result it requires a larger building area of 22,800 SF to accommodate all programming.
Total Project Area 20727
Future Growth - 10%2073
Total Project Area + Future Growth 22800
13 Tillsonburg Town Hall Space Needs Review
Summary of Spaces - Optimized Floor Plate
Current Future
Office of the CAO/Council Chief Administrative Officer 1 0 Office 1 100 100 Shared Office
Mayor 1 0 Office 1 200 200 Private Office
Councillor 6 0 Workspace 6 30 180 Shared Workstations
Executive Assistant to CAO/ Mayor 1 0 Workspace 1 30 30 Shared Workstation
Total 9 0 9 360 510
Economic Development Development Commissioner 1 0 Office 1 100 100 Shared Office
Economic Development & Marketing Coordinator 1 0 Workspace 1 30 30 Shared workstation
Summer Student/Co-op (Share with CAO Office)0 1 Workspace 1 30 30 Shared workstation
Total 2 1 3 160 160
Hydro THI - General Manager/CEO 1 0 Office 1 75 75 Shared Office
Operations Regulatory Affairs Officer 1 0 Workspace 1 30 30 Shared Workstation
Development and Deisgn Technologist 1 0 Workspace 1 30 30 Shared Workstation
Instrumentation Technologist 1 0 Workspace 1 30 30 Shared Workstation
Manager of Operations 1 0 Office 1 75 75 Shared Office
Hydro Operations Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Total 6 2 25 1115 270
Corporate Services/Clerk Clerk 1 0 Office 1 75 75 Shared Office
Deputy Clerk 1 0 Office 1 75 75 Shared Office
Records & Legislative Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Communications Officer (Corporate Services)1 0 Workspace 1 30 30 Shared Workstation
Manager of Human Resources 1 0 Office 1 75 75 Shared Office
Human Resources Generalist 1 0 Office 2 0 0 Work from Home
Health & Safety Officer 1 0 Workspace 1 0 0 Work From Home
Customer Service Reps / Billing Support Clerks 7 0 Workspace 7 30 210 Shared Workstations
Information Technology 1 0 Workspace 1 30 30 Shared Workstation
PT CSR 0 1 Workspace 1 30 30 Shared Workstation
Summer Student 0 1 Workspace 1 30 30 Shared Workstation
Total 15 2 18 405 555
Building/ Planning / Bylaw Chief Building Official 1 0 Office 1 200 200 Private Office
Deputy Chief Building Official 1 0 Office 1 150 150 Private Office
Property Standards / Bylaw Officer 1 0 Office 1 75 75 Shared Workstation
Municipal By-Law Officer 1 0 Office 1 75 75 Shared Workstation
Development Technician 1 0 Workspace 1 30 30 Shared Workstation
County Planner 1 0 Office 1 150 150 Private Office
Building Inspectors 3 0 Workspace 4 30 120 Shared Workstations
Total 9 0 10 710 800
Finance Director of Finance/Treasurer 1 0 Office 1 100 100 Shared Office
Senior Financial Analyst/Deputy Treasurer 1 0 Office 1 75 75 Shared Office
Purchasing Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Accounts Payable / Accounts Receivable 1 0 Workspace 1 30 30 Shared Workstation
Financial & Utility Analyst 1 0 Workspace 1 30 30 Shared Workstation
Financial Analyst (RCP)1 0 Workspace 2 30 60 Shared Workstation
Revenue Manager 1 0 Office 1 75 75 Shared Office
Tax Clerk 1 0 Workspace 1 30 30 Shared workstation
Total 8 0 9 400 325
Recreation, Culture & Parks Director of RCP 1 0 Office 1 100 100 Shared Office
Manager of Park & Facilities 1 0 Office 1 75 75 Shared Office
RCP Administrative Assistant 1 0 Office 1 75 75 Shared Office
Total 3 0 3 250 250
Operation Services Director of Operations 1 0 Office 1 100 100 Shared Office
Operations Administrator 1 0 Workspace 1 0 0 Work From Home
Manager of Engineering 1 0 Office 1 75 75 Shared Office
Senior Operations Technologist 1 0 Workspace 1 30 30 Shared Workstation
GIS Technologist 1 0 Workspace 1 30 30 Shared Workstation
Operations Technologist 1 0 Workspace 1 30 30 Shared Workstation
Design Technologist 1 0 Workspace 1 30 30 Shared Workstation
Civil Designer 1 0 Workspace 1 30 30 Shared Workstation
Asset Management Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Transit Coordinator 1 0 Workspace 1 30 30 Shared Office
Summer/Co-op Students 1 0 Workspace 1 30 30 Shared Workstation
Total 11 0 11 415 415
Total Office Space 63 4 3285
Common Spaces Entry Vestibule 80
Staff Vestibule 80
Reception 100
Main Lobby / Welcome Area / Display Area 300
Council Chamber 50 1800
Board Room - 1 12 280
Board Room - 2 6 150
Break - Out Room - 1 80
Break - Out Room - 2 80
Lunch Room / Kitchen Staff 350
Mail Room 80
Copy Room 150
File Room 150
Library Room 120
Map Room 150
Plotter Room 150
Washrooms - Public 300
Washrooms - Staff 300
Universal Barrier Free Washroom 100
Waste Recycling Room 120
General Storage 550
Vault 200
IT/Server Room 200
Mechanical Room 200
Electrical Room 200
Sprinkler Room 200
Elevator 100
Elevator Equipment Room 100
Stair 1 250
Stair 2 250
Stair 3 325
Total Common Space 7495
Total Common Space + Office Space 10780
Circulation & Walls - 30%3234
Total Project Area 14014
Future Growth - 10%1401
Total Project Area + Future Growth 15415
* These positions may be accomodated at the
new operations facility at 20 Spruce St
DescriptionStaffDepartment Space Type Unit Area (SF)Number
Required Net Area (SF)Program
14 Tillsonburg Town Hall Space Needs Review
Summary of Spaces - Optimized Floor Plate
Current FutureOffice of the CAO/Council Chief Administrative Officer 1 0 Office 1 100 100 Shared OfficeMayor10Office1200200Private OfficeCouncillor60Workspace630180Shared WorkstationsExecutive Assistant to CAO/ Mayor 1 0 Workspace 1 30 30 Shared WorkstationTotal909360510Economic Development Development Commissioner 1 0 Office 1 100 100 Shared OfficeEconomic Development & Marketing Coordinator 1 0 Workspace 1 30 30 Shared workstationSummer Student/Co-op (Share with CAO Office)0 1 Workspace 1 30 30 Shared workstationTotal213160160Hydro THI - General Manager/CEO 1 0 Office 1 75 75 Shared OfficeOperations Regulatory Affairs Officer 1 0 Workspace 1 30 30 Shared WorkstationDevelopment and Deisgn Technologist 1 0 Workspace 1 30 30 Shared WorkstationInstrumentation Technologist 1 0 Workspace 1 30 30 Shared WorkstationManager of Operations 1 0 Office 1 75 75 Shared OfficeHydro Operations Coordinator 1 0 Workspace 1 30 30 Shared WorkstationTotal62251115270Corporate Services/Clerk Clerk 1 0 Office 1 75 75 Shared OfficeDeputy Clerk 1 0 Office 1 75 75 Shared OfficeRecords & Legislative Coordinator 1 0 Workspace 1 30 30 Shared WorkstationCommunications Officer (Corporate Services)1 0 Workspace 1 30 30 Shared WorkstationManager of Human Resources 1 0 Office 1 75 75 Shared OfficeHuman Resources Generalist 1 0 Office 2 0 0 Work from HomeHealth & Safety Officer 1 0 Workspace 1 0 0 Work From HomeCustomer Service Reps / Billing Support Clerks 7 0 Workspace 7 30 210 Shared WorkstationsInformation Technology 1 0 Workspace 1 30 30 Shared WorkstationPT CSR 0 1 Workspace 1 30 30 Shared WorkstationSummer Student 0 1 Workspace 1 30 30 Shared WorkstationTotal15218405555Building/ Planning / Bylaw Chief Building Official 1 0 Office 1 200 200 Private OfficeDeputy Chief Building Official 1 0 Office 1 150 150 Private OfficeProperty Standards / Bylaw Officer 1 0 Office 1 75 75 Shared WorkstationMunicipal By-Law Officer 1 0 Office 1 75 75 Shared WorkstationDevelopment Technician 1 0 Workspace 1 30 30 Shared WorkstationCounty Planner 1 0 Office 1 150 150 Private OfficeBuilding Inspectors 3 0 Workspace 4 30 120 Shared WorkstationsTotal9010710800FinanceDirector of Finance/Treasurer 1 0 Office 1 100 100 Shared OfficeSenior Financial Analyst/Deputy Treasurer 1 0 Office 1 75 75 Shared OfficePurchasing Coordinator 1 0 Workspace 1 30 30 Shared WorkstationAccounts Payable / Accounts Receivable 1 0 Workspace 1 30 30 Shared WorkstationFinancial & Utility Analyst 1 0 Workspace 1 30 30 Shared WorkstationFinancial Analyst (RCP)1 0 Workspace 2 30 60 Shared WorkstationRevenue Manager 1 0 Office 1 75 75 Shared OfficeTax Clerk 1 0 Workspace 1 30 30 Shared workstationTotal809400325Recreation, Culture & Parks Director of RCP 1 0 Office 1 100 100 Shared OfficeManager of Park & Facilities 1 0 Office 1 75 75 Shared Office
RCP Administrative Assistant 1 0 Office 1 75 75 Shared Office
Total 3 0 3 250 250
Operation Services Director of Operations 1 0 Office 1 100 100 Shared Office
Operations Administrator 1 0 Workspace 1 0 0 Work From Home
Manager of Engineering 1 0 Office 1 75 75 Shared Office
Senior Operations Technologist 1 0 Workspace 1 30 30 Shared Workstation
GIS Technologist 1 0 Workspace 1 30 30 Shared Workstation
Operations Technologist 1 0 Workspace 1 30 30 Shared Workstation
Design Technologist 1 0 Workspace 1 30 30 Shared Workstation
Civil Designer 1 0 Workspace 1 30 30 Shared Workstation
Asset Management Coordinator 1 0 Workspace 1 30 30 Shared Workstation
Transit Coordinator 1 0 Workspace 1 30 30 Shared Office
Summer/Co-op Students 1 0 Workspace 1 30 30 Shared Workstation
Total 11 0 11 415 415
Total Office Space 63 4 3285
Common Spaces Entry Vestibule 80
Staff Vestibule 80
Reception 100
Main Lobby / Welcome Area / Display Area 300
Council Chamber 50 1800
Board Room - 1 12 280
Board Room - 2 6 150
Break - Out Room - 1 80
Break - Out Room - 2 80
Lunch Room / Kitchen Staff 350
Mail Room 80
Copy Room 150
File Room 150
Library Room 120
Map Room 150
Plotter Room 150
Washrooms - Public 300
Washrooms - Staff 300
Universal Barrier Free Washroom 100
Waste Recycling Room 120
General Storage 550
Vault 200
IT/Server Room 200
Mechanical Room 200
Electrical Room 200
Sprinkler Room 200
Elevator 100
Elevator Equipment Room 100
Stair 1 250
Stair 2 250
Stair 3 325
Total Common Space 7495
Total Common Space + Office Space 10780
Circulation & Walls - 30%3234
Total Project Area 14014
Future Growth - 10%1401
Total Project Area + Future Growth 15415
* These positions may be accomodated at the new operations facility at 20 Spruce St DescriptionStaffDepartment Space Type Unit Area (SF)Number Required Net Area (SF)Program
Please note this optimized floor plate spatial strategy results in 4 private offices, 8 shared offices, 23 shared
workstations and 3 full time work from home employees. Based on the Steering Committee’s survey up to 17
of these shared workstations would be well suited to hoteling stations that could be booked by employees and
3 would be suitable for hotdesks that can be used by any employee at any time. The remaining 3 workstations
would be dedicated shared stations for the same 6 employees full time.
In addition to these workspace assumptions this evaluation removes provisions for external adjacencies such as
the Chamber of Commerce and the BIA and minimizes programming such as training rooms, loading areas as
and service rooms.
This model will allow for the greatest space and cost savings at 15,415 SF in required building area at the
potential expense of flexible programming and with the inherent requirement for a permanent hybrid work
from home policy.
15 Feasibility Study Final Report: Tillsonburg Operations Facility
4.0 Site Design & Selection
A
B
C
A - 200 Broadway Street, Suite 204, Tillsonburg Town Centre
B - 10 Lisgar Street, Customer Service Centre
C - Municipal Parking Lot Site, Corner of Harvey and Brock Streets
For a detailed analysis of site selection criteria and considerations please see section 4.0 of the original KNY
architects report included in the appendix.
16 Tillsonburg Town Hall Space Needs Review
OPTION A: 200 Broadway
PROJECT TYPE: Tenant Fit Out PROJECT AREA: 11,743-26,000 SF
PROS
- Make use of existing space
- Maintain good relationship with landlord
- Located within community space
- Allows sale of 10 Lisgar property
- Defined project scope
- Lower up front construction costs
COSTS : Recurring, Rent, Renovation
TIMELINE: Flexible, 1-3 Years
CONS
- Limits to layout and area
- Mall location inhibits creation of
clear town hall identity, autonomy
- Potentially, limited project scope
NUMBER OF STOREYS: 2
17 Tillsonburg Town Hall Space Needs Review
OPTION B: 10 Lisgar, Customer Service Centre
PROJECT TYPE: Renovation PROJECT AREA: 18,609 SF +/-
PROS
- Make use of existing space
- Existing building is the perfect area
- Centrally located and visible
- No rent or development costs
- Single storey building
COSTS : Renovation
TIMELINE: Fixed 1-2 Years
CONS
- Requires rework of newly re-cladded
hydro bays
- Limited opportunity for future growth
- Tight timeline, would likely require
temporary relocations in the interim
- Limited on site parking
NUMBER OF STOREYS: 1
18 Tillsonburg Town Hall Space Needs Review
OPTION C: Greenfield Site, Corner of Brock & Harvey
PROJECT TYPE: New Build PROJECT AREA: 1.854 Acres +/-
PROS
- No limits on size, layouts, appearance
- Allows relocation of all departments,
sale of 10 Lisgar property
- Centrally located and visible
- Sufficient parking area
COSTS : Development, Construction
TIMELINE: Fixed, 1-2 Years
CONS
- Highest cost option
- Development complications (flood
plains, utility lines)
- Aggressive timeline, would require
temporary relocations in the interim,
multi-year project
NUMBER OF STOREYS: TBD
19 Feasibility Study Final Report: Tillsonburg Operations Facility
5.0 Basis for Interior Design
Fabrik’s update to the original space needs study includes providing updated terms of reference for interior
design and office space planning in response to the context of working during a global pandemic. The revised
interiors guidance is categorized by program type similar to the original report but uses conceptual diagrams to
illustrate various spatial strategies that can be deployed in combination or on their own to create a functional
and pandemic responsive office space. These diagrams are purely representational and do not reflect furniture
selections or a specific proposed layout for the Town Hall.
20 Tillsonburg Town Hall Space Needs Review
Office Space - Reception
Reception Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The re-imagined reception area focuses on creating a separation between employees and visitors to minimize
contact and transmission. Separate entrances for employees and visitors open to a central reception desk which
splits the lobby area into distinct zones. The reception lounge area is equipped with unique fixtures that promote
social distancing and feature anti-microbial surfaces.
Fabrik views this strategy as viable for Tillsonburg’s upgraded Town Hall given the natural division in user groups.
Introduction of select lounge area fixtures, floor wayfinding, and relocation of existing reception desk furniture
would yield a substantially safer office environment.
Touchless
Operation
Exit /
Entrance
Travel Direction
(One Way)
Regular
Sanitation
Social
Distancing
Face Masks
Required
Pre-ScreeningSanitation Station
21 Tillsonburg Town Hall Space Needs Review
Office Space - Open Office Open Office Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The pandemic responsive design for open office space re-imagines the typical fixed workstation grid as a
patchwork of different office programming (workspace, storage, collaboration) to have diversity in function and
act as a self-sufficient, decentralized node in the larger office.
Key features of the open office include alternating worksurfaces that create physical distancing between
occupants, break-out areas with individual desks for small meetings and informal conversation, a refreshments
area with single seat bar-tops, and a printer and copy area.
Fabrik views this strategy as viable for both Tillsonburg’s existing, and or new office space as it involves a minor
reorganization of a typical office workstation setup in Tillsonburg’s existing furniture inventory.
Touchless
Operation
Occupancy
Sensor
Acoustic
Panels
Regular
Sanitation
Social
Distancing
Face Masks
Required
Sanitation Station
22 Tillsonburg Town Hall Space Needs Review
Office Space - KitchenKitchen Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The kitchen in the post-pandemic office is a decentralized space that eliminates large gatherings of employees.
A range of kitchen sizes are evenly distributed across the office floor plate to service pockets of users and
create isolated spheres of working individuals. Single seat bar-tops coupled with antimicrobial materials and
occupant sensors create safe environments for respite and recess.
Fabrik views this as a viable option for both Tillsonburg’s existing and new office space as it involves the
addition of minor kitchen millwork to substantially improve occupant safety.
Touchless
Operation
Occupancy
Sensor
Acoustic
Panels
Anti Microbial
Surfaces
Social
Distancing
Repurpose as
Storage
23 Tillsonburg Town Hall Space Needs Review
Office Space - Meeting Room
Meeting Room Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The reconsidered meeting room provides a safe, and socially distant environment that does not compromise
collaboration. Separate entrances and exits ensure minimal contact between meeting participants. Rooms are
equipped with fixed seating that features integrated work surfaces and state of the art AV connectivity to further
reduce physical contact. Similar to the private office, a reconfigured HVAC system provides enhanced ventilation
and filtration to eliminate airborne particulates.
Fabrik views this as a viable strategy for Tillsonburg’s new office space as it involves small scale additions of
new furniture fixtures, a new integrated AV system and a careful consideration for a new HVAC system that is
easily integrated in new build projects.
Touchless
Operation
Occupancy
Sensor
Enhanced HVAC
System
Integrated AV
System
Social
Distancing
Exit /
Entrance
Anti Microbial
Surface
24 Tillsonburg Town Hall Space Needs Review
Office Space - Private Office
Private Office Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The revised private office takes advantage of the hybrid office model; in office and remote work flexibility. This
is achieved by hosting multiple employees in a single space with adequate storage space and amenity. Anti-
microbial surfaces coupled with regular sanitation ensure clean work areas between employee use. Reconfigured
HVAC systems also ensure employee wellbeing with optimal air quality.
Fabrik views this strategy as highly viable for both Tillsonburg’s existing, and or new office space as it involves
a minor addition of lockable storage fixtures and a reassessment of existing HVAC systems for performance.
Touchless
Operation
Occupancy
Sensor
Enhanced HVAC
System
Integrated AV
System
Exit /
Entrance
Anti Microbial
Surface
25 Tillsonburg Town Hall Space Needs Review
Office Space - Washroom
Washroom Diagram
TYPICAL LAYOUT
PROPOSED LAYOUT
Architectural Characteristics
The pandemic responsive design for the washroom embraces circulation as a method to ensure occupant
safety. A minor modification to the washroom access and exit creates a significant improvement in occupant
safety. Specification of individually mounted plumbing fixtures and robust privacy guards further minimize
particulate transmissions.
Fabrik views this as a viable strategy for Tillsonburg’s new office space as it involves layout consideration and
access/exit paths for the washrooms.
Touchless
Operation
Occupancy
Sensor
Enhanced HVAC
System
Social
Distancing
Exit /
Entrance
Anti Microbial
Surface
26 Tillsonburg Town Hall Space Needs Review
Regular
Sanitation
Council Chambers
TYPICAL LAYOUT
Touchless
Operation
Occupancy
Sensor
Enhanced HVAC
System
Integrated AV
System
Social
Distancing
Face Masks
Required
Architectural Characteristics
The revised council chambers prioritizes layout flexibility to maximize space usage options. This includes placing
the council chambers space alongside a central circulation corridor to allow greater space for social distancing
or larger groups. Additionally an upgraded, integrated AV system allows meetings to be digitally streamed to
keep occupancy numbers low while promoting the transparency of government.
Fabrik recommends this strategy for Tillsonburg’s new council chambers as it maximizes programmatic flexibility
without compromising functionality or safety allowing the Town to effectively reduce their building footprint.
27 Tillsonburg Town Hall Space Needs Review
Office Space - Overall
Pandemic Responsive Design: Kit of Parts
The strategies suggested above have been designed to act as a kit of parts system which can be deployed
as a whole or individually to new, and or existing facilities. This context agnostic methodology allows Fabrik to
significantly improve occupant safety while being cognizant of space and cost parameters.
While this overall diagram is in no way site specific, it is a framework of Fabrik’s Pandemic Responsive Design
best practices that focus on circulation, limiting contact transmission, HVAC enhancements, improved surface
sanitation and managing spatial occupancy.
RECEPTION
OPEN OFFICE
OPEN OFFICE
COUNCIL CHAMBERS
MEETING ROOM
WASHROOM
MEETING ROOM
KITCHEN
KITCHEN
28 Tillsonburg Town Hall Space Needs Review
Accessibility in the Workplace
For a general overview of accessibility requirements in the workplace please see section 7.0 from KNY Architects
original space needs study included in the appendix of this report. All of the accessibility considerations and
criteria in this original section continue to apply to any future design work for this project.
Fabrik Architects further recommends surpassing the considerations in the 2016 report by taking a holistic
approach to accessibility as this is a growing trend in municipal buildings that helps to promote transparency
and equity in public offices. Specifically Fabrik recommends the Town consider a high visibility design solution
with public programming at grade for the future Town Hall.
29 Tillsonburg Town Hall Space Needs Review
Conclusions & Recommendations
CONCLUSIONS
In summary, for this report Fabrik analyzed three
Town of Tillsonburg sites: the second floor of
200 Broadway, 10 Lisgar Street and the municipal
parking lot site at the corner of Harvey and Brock
streets. This analysis was informed by site visits,
a rereading of previous stakeholder consultation
information and Fabrik’s professional evaluation of
the suitability of each site with special consideration
given to the impact of the COVID-19 pandemic.
The purpose of this report was to both analyze
the potential of each site and re-evaluate the
Town’s space needs in the context of continued
hybrid work from home model. Fabrik found
that the Town’s space needs are flexible and
dependent on various assumptions including the
permanent adoption of a hybrid work from home
model. Furthermore Fabrik found that a number
of positions were not included in the original 2016
report and in addition to staff growth resulted in
a higher baseline for office space needs. Despite
this increase in projected occupant load Fabrik was
able to find a space needs reduction between 1,028
and 8,413 square feet through the incorporation of
work space sharing and a hybrid work from home
model. Please note that office space needs could
be further reduced with definitive commitment
from employees to work from home on a full
time permanent basis.
Another important consideration for the proposed
town hall facility is Tillsonburg’s future growth. To
accommodate this growth, the municipality may
wish to consider mandating a work from home
policy or pursuing the maximum flexibility option
to allow for an increase in staff and services.
RECOMMENDATIONS/NEXT STEPS
Based on analysis of the Town of Tillsonburg’s
space needs and site evaluations of 200 Broadway,
10 Lisgar and the corner of Harvey and Brock,
Fabrik recommends that the Town pursue further
design study of one or two sites and advance
discussion with their current landlord to explore
the limitations and possibilities of redeveloping the
second floor of the mall.
Next steps to advance the project would include
a detailed evaluation of the preferred site or sites
followed by a detailed design and tender of the
proposed design. When followed by construction
this would result in a total project timeline of one
to three years depending on the selected site and
project scope.
30 Tillsonburg Town Hall Space Needs Review
8.0 Appendix
Summary of Existing Conditions32
Overview of Survey39
Accessibility in the Workplace48
Site Selection44
Sections from KNY Architects 2016 Space Needs Report
Town of Tillsonburg
Space Needs Study
Final Report – May 2, 2016
a r c h i t e c t u r e / p l a n n i n g / i n t e r i o r s / m a n a g e m e n t
B r a n t f o r d – B u r l i n g t o n
3190 Harvester Road Suite 202
Burlington, Ontario L7N 3T1
T 905.639.6595
www.knyarchitects.com
Town of Tillsonburg - Space Needs Study
KNY Architects Inc. 7
2.0 SUMMARY OF EXISTING CONDITIONS
2.1 Corporate Structure
The Town of Tillsonburg administration consists of 5 Departments, Development and Communication
Services, Finance, Fire Services, Parks and Recreation and Operations which includes Tillsonburg
Hydro Inc., plus the Office of the Chief Administrator and guided by Mayor and 6 Councilors’. Each
department is led by a Director, who is a corporate leader and liaison between corporate and their
department.
General Overview
Office of the Chief Administrative Officer
Each of the five above mentioned municipal departments are headed by specialists who are understandably
focused on the needs of their departments. The CAO is the senior administrator of the Town and is responsible
to city council for the effective and efficient operation of the Town. All Town departments report to council
through the CAO. The CAO ensures that the advice and recommendations provided by staff to council are
balanced and broad in perspective.
Clerk
The Clerk’s office coordinates Council agenda and minutes, marriage and burial certificates, committee of
Council, by-laws and record management. The expanded role includes performing statutory duties and duties of
public interest and ensuring compliance with statutory requirements and municipal policy.
Building, Planning / By-Law
The Building / Planning / Department is responsible for providing a wide range of advisory and regulatory
services that pertain to land use matters as well as the enforcement of the Ontario Building Code and Town By-
laws.
Town of Tillsonburg - Space Needs Study
KNY Architects Inc. 8
The department functions in order to enforce property standards and related by-laws and is responsible for the
review and administration of applications for development planning and building approvals.
Finance and CSC
The Finance Department is responsible for providing a variety of services to all departments throughout the
Town, such as treasury functions, maintenance of the general ledger, and budgets, through audited financial
statements and quarterly reports. Human Resources also falls under this department.
Recreation, Culture and Parks
This department includes the majority of the city’s customer-direct service / face to face interaction with the
public on a daily basis. The department provides community-oriented programs and services, facilities, and
recreational and cultural opportunities for the community. The department also delivers cemetery services,
environmental and conservation protection and facility maintenance to the Town.
Operations Services
The Town’s Operations Services generally operates engineering, fleet services, water, Tillsonburg Hydro and
general infrastructure services responsible for infrastructure design, construction, operations and management.
The department ensures the Town’s environment is efficient, safe, livable, prosperous and vibrant through
quality road and sewer infrastructure.
Fire Services
Emergency response is the core of the department’s mission. The Tillsonburg Fire Department is staffed by a
career Chief and Deputy Chief with 28 on call volunteer firefighters operating from one station. The Department
protects the Town of Tillsonburg and responds outside this area on a mutual aid basis as part of the Oxford
County Mutual Aid Association. Emergency dispatch services operate out of the Fire Hall.
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2.2 Current Facilities
200 Broadway Street
Town Hall
Office / Amenity Area - 9,000 SF. +/-
Year Built 1980
Located on the second floor of Tillsonburg Town Centre
Functions for Mayor, Council, CEO, Clerk, Finance
Spaces include Council Chambers, Offices, and amenity
spaces
No. of Offices – 10
No. of Workstations - 10
Spaces are not contiguous in operations
Public access is via an elevator or fire stair
Lacks sense of arrival, presence and spirit of a Town Hall
Staff working environment is dated with poor access to
natural daylight
Expansion for more space is unknown at this time
Chamber is not presentation friendly
Accessibility and way finding is a problem
Chamber space suggested to be multi-functional
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10 Lisgar Street
Customer Service Centre
Office Area – 8,496 SF+/-
Warehouse – 10,114 SF+/-
Total – 18,609 SF+/-
Year Built - Circa 1970
Functions for Customer Services, Building, Engineering
Tillsonburg Hydro
Call Centre for Town Departments
Spaces include Offices, truck storage and amenity spaces
No. of Offices – 10
No. of Workstations - 15
Spaces are connected via corridors
Public access at grade
Staff working environment is dated, however acceptable
The building envelop requires a great detail of repair
Expansion to this building would be difficult
Was constructed for public utilities
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20 Spruce Street
Operation Services
Office Area – 3,326 SF+/-
Warehouse – 14,327 SF+/-
Total – 17,653 SF+/-
Year Built – Circa 1970
Functions for Public Works, Roads, Water
Spaces include Offices, Fleet Warehouse and amenity
spaces
No. of Offices – 6
No. of Workstations - 0
Spaces are connected via corridors
Public access at grade
Staff working environment is dated, however acceptable
Expansion to this building is possible but unlikely for a
location for a Town Hall
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45 Hardy Avenue
Tillsonburg Community Centre
Office Area – 1,600 SF+/-
Year Built – Circa 1970 with Multiple
Additions since
Functions as the Recreation, Culture and
Parks
Spaces include Offices, Arena, Pool, Senior
Centre, Outdoor Recreation
No. of Offices – 3 Plus 2 not seen
No. of Workstations - 7
Spaces are accessed behind a Customer
Service
Public access at grade / elevator at rear of
building
Staff Environments are acceptable
This building is a dedicated recreational use
building
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80 Concession Street East
Tillsonburg Fire Hall
Year Built – Circa 1979
Function – Fire Hall with Dispatch Services
Spaces include – 3 Bay Apparatus Area, Offices,
Dispatch, Crew spaces
Spaces are connected via corridors / Stairs
Public access at grade only
Staff working environment is acceptable
Not reviewed for the study
30 Tillson Avenue
Annandale Museum
Year Built – 1883
National Historic Site
Not reviewed for the study
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3.0 OVERVIEW OF SURVEY
3.1 Questions
Survey questions focused on the following discussion items:
a) The 5 most critical products / services provided by that Division;
b) Level of interaction with the public as well as personal or confidential information;
c) Level of interaction with other staff / Divisions / Departments;
d) Space requirements for seasonal / temporary / visiting staff;
e) Projected growth of staff population (within 5 years); and
f) Specific amenity needs of each department.
3.2 Survey Responses
Seven (7) Survey responses were completed and received:
Office of the CEO
Clerk
Building / Planning / Bylaw
Finance + CSC
Recreation, Culture & Parks
Operation Services Fire Services
3.3 Survey Results
Refer to the following pages:
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3.3 Survey Summary
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3.3 Survey Summary
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3.4 Summary of Spaces
Number Alternate
Current Future Required Area (SF) Area (SF)
Office of the CAO / Council
Chief Administrative Officer / President THI 1 0 Office 1 14 x 18 252 252
Mayor 1 0 Office 1 14 x 18 252 252 Lounge / workspace
Councillor 6 0 Workspace 1 15 x 20 300 300 Workspaces are shared
Assistant to CAO / Mayor 1 0 Workspace 1 8 x 8 64 54
Commissioner of Economic Development 1 0 Office 1 10 x 14 140 140
Marketing / Partnership Officer 1 0 Workspace 1 8 x 8 64 54
Manager of Human Resources 1 0 Office 1 10 x 14 140 140
HR Assistant / Payroll 1 0 Office 1 10 x 14 140 140
General Manager / CEO THI 1 0 Office 1 10 x 14 140 140
Total 14 0 9 1492 1472
Clerk
Clerk 1 Office 1 10 x 14 140 140
Deputy Clerk 1 Office 1 10 x 14 140 140
Records Management Coordinator 1 Workspace 1 8 x 8 64 54
Part Time / Student 0 1 Workspace 1 8 x 8 64 54
3 1 4 408 388
Building / Planning / Bylaw
Chief Building Official 1 0 Office 1 10 x 14 140 140
Deputy Chief Building Offical 1 0 Office 1 10 x 14 140 140
Property Standards / Bylaw Officer 1 0 Office 1 10 x 14 140 140
Municipal By‐Law Officer 1 0 Office 1 10 x 14 140 140
Development Technician 1 0 Workspace 2 8 x 8 128 108 Reception counter with 2 workspaces
County Planner 1 0 Office 1 10 x 14 140 140
Summer Students 2 0 Workspace 2 8 x 8 128 108
Total 8 0 9 956 916
Finance
Director 1 0 Office 1 10 x 14 140 140
Deputy Treasurer 1 0 Office 1 10 x 14 140 140
Budget Analyst 1 0 Workspace 1 8 x 8 64 54
Purchasing Coordinator 1 0 Workspace 1 8 x 8 64 54
Accounts Payable / Accounts Receivable 1 0 Workspace 1 8 x 8 64 54
Revenue Manager 1 0 Office 1 10 x 14 140 140
Tax Clerk 1 0 Workspace 1 8 x 8 64 54
Customer Service Reps / Billing Support Clerks 4 0 Workspace 4 8 x 8 256 216
Information Technology 1 0 Workspace 1 8 x 8 64 54
Total 12 0 12 996 906
Recreation, Culture & Parks
Director 1 0 Office 1 10 x 14 140 140
Manager of Parks & Facilities 1 0 Office 1 10 x 14 140 140
Unassigned / Spare 1 0 Office 1 10 x 14 140 140
Total 3 0 3 420 420
Number Alternate
Capacity Future Required Area (SF) Area (SF)
Operations Services
Director 1 0 Office 1 10 x 14 140 140
Operations Administrator 1 0 Workspace 1 8 x 8 64 54
Manager of Engineering 1 0 Office 1 10 x 14 140 140
Senior Operations Technologists 1 0 Workspace 1 8 x 8 64 54
Asset Management Technologists 1 0 Workspace 1 8 x 8 64 54
Total 5 0 5 472 442
Department Staff Space Type Proposed REMARKSRoom Size
Department Staff Space Type Proposed REMARKSRoom Size
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3.4 Summary of Spaces
Number Alternate
Current Future Required Area (SF) Area (SF)
Office / Work Space Summary
Office of the CAO / Council 14 0 1,492 1,472
Clerk 3 1 408 388
Building / Planning / Bylaw 8 0 956 916
Finance 12 0 996 906
Recreation, Culture & Parks 3 0 420 420
Operation Services 5 0 472 442
Total 45 1 0 4,744 4,544
Number Alternate
Capacity Future Required Area (SF) Area (SF)
Common Spaces
Entry Vestibule 8 x 10 80 80
Staff Vestibule 8 x 10 80 80
Reception 10 x 10 100 100
Main Lobby / Welcome Area / Display Area 20 x 20 400 300
Council Chamber 100 50 x 75 3,750 3,000
Board Room ‐ 1 12 14 x 20 280 280 With servery /presentation space
Board Room ‐ 2 6 10 x 15 150 150
Training Room 20 20 x 25 500 0
Break ‐ Out Room ‐ 1 8 x 10 80 80
Break ‐ Out Room ‐ 2 8 x 10 80 80
Lunch Room / Kitchen ‐ Staff 15 x 30 450 450
Mail Room 8 x 10 80 80
Copy Room 10 x 15 150 150
File Room 10 x 15 150 150
Library Room 10 x 12 120 120
Map Room 10 x 15 150 150
Plotter Room 10 x 15 150 150
Washrooms ‐ Public 12 x 25 300 300
Washrooms ‐ Staff 12 x 25 300 300
Universal Barrier Free Washroom 10 x 10 100 100
Waste Recycling Room 10 x 12 120 120
Loading Area 8 x 8 64 0
General Storage 20 x 30 600 550
Vault 15 x 20 300 250
IT / Server Room 15 x 15 225 200
Mechanical Room 15 x 15 225 200
Electrical Room 15 x 15 225 200
Sprinkler Room 15 x 15 225 200
Elevator 10 x 10 100 100
Elevator Equipment Room 10 x 10 100 100
Stair 1 10 x 25 250 250
Stair 2 10 x 25 250 250
Stair 3 15 x 25 375 325
Total Common Space 10,509 8,845
Total Common Space + Office Space 15,253 13,389
Chamber of Commerce ‐ 20 Oxford St.800 800
BIA ‐ 41 Bridge St. W.400 400
Unassigned 1,852 1,600
Sub ‐ Total 18,305 16,189
Circulation & Walls ‐ 30%5,523 4,857
Total 23,828 21,046
Department Staff Proposed REMARKSRoom Size
Department Staff Space Type Proposed REMARKSRoom Size
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5.0 Site Selection – Guiding Principles
5.1 Site Selection Criteria / Location Determinants
Many factors determine the most appropriate and cost-effective location for a New Town Hall. The
final decision will be a balance of both tangible and intangible selection criteria and preferences. The
site selection process should include various types of properties and should include an investigation
of both “greenfield and brownfield” parcels that could have the greatest impact in improving
Downtown’s, neighborhoods and communities overall.
5.2 Location
The most critical determinant for the location of a Town Hall is “Community Presence,” one that is
prominent and easily visible and recognizable as leader in local government, for staff, and visitors
and the Community customer is serves.
5.3 Size
Ensure adequate site space is available to accommodate current needs and future expectations.
Accommodate a desired level of public space for arts, entertainment, and recreation. Accommodate
staff parking, visitor parking, and accommodate the needs for future expansion. The size of site will
also dictate whether the building becomes a multiple floor structure (1, 2 or 3 storey structure).
5.4 Sustainable Design
The sustainability component of the site selection and development process should focus on the
selection of sites that will have:
Least negative impact on the environment
Fewest possible threats from the environment
Require the least extraction of natural resources for site preparation, construction, and
operation
Redevelopment and Rehabilitation Potential
Alternative Transit Availability
Energy Efficiency or Reduction in Usage
Habitat Preservation or Improvement
5.5 Cost
The cost to purchase property at fair market value is understood to impact any development budget.
The building site itself is a powerful determinant of construction costs. Sloped sites cost more to build
on than level sites. Sites with poor soils conditions, high ground water tables, environmentally
sensitive parcels of land, often require special and expensive construction methods.
Investment in additional studies and evaluations to understand site conditions and development
challenges before the purchase is critical to uncover some of the hidden development costs that will
need to eventually be dealt with during the detailed design of the site.
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An evaluation of sites should include the following:
5.6 Cultural Factors
Existing Use, Ownership and Control
Site Context / Location
Type of Land Ownership – Municipal or Private
Legal property description, including limits of property,
easements, rights of ways, and north indication.
Zoning Bylaws and Local Codes / Function and Pattern of
Land Use
Current Uses / Adjacent Uses
Setbacks
Staff / Public Parking
Traffic and Transportation
Apparatus driveway and Point of entry - front door
Vehicular turning radius
Delivery / service entrance
Transit / Walkability
Traffic Capacity
Immediate Surroundings
Neighbourhood structures
Shading and solar access
Noise from streets, emergency services, aircraft, Odours,
etc.
Views and vistas
Site History - Former Site Uses
Hazardous dumping
Landfill
Old foundations
Archaeological grounds
Historic worth / History of existing structures
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5.7 Technical Factors
Utilities
Potable water
Sanitary Sewer Service
Storm drainage (surface , sub-surface)
Electricity
Gas
Telephone
Cable / data / communications
Fire Protection
Climate
Solar Orientation
Shading of (or from) adjacent structures, natural features and
vegetation
Prevailing Winds
Topography / Hydrology
Topography
Contours and spot elevations
Slopes: percentage, aspect, orientation
Erosion Channels
Extent, location, and general configuration of rocks, ledges,
outcrops, ridges, drainage lines, and other unique features
Visual characteristics
Potential problem areas during construction: siltation, erosion,
etc.
Analysis of physical features, including major focal and
vantage points and their relationship within, into, and out from
the site.
Existing access and circulation
Vehicular
Pedestrian
Vegetation
Existing water bodies
Drainage Canals: rivers, streams, marshes, lakes, ponds, etc.
Natural and built
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Alignments and gradients
Existing water way easements
Surface
Sub-surface
Surface Drainage
Patterns on and off the site (location of streams and washes)
Proximity to floodplains
Maximum flood level
Frequently flooded areas
Local watershed areas, amount of runoff collected, and
location of outfalls
Swampy and concave areas of land without positive drainage
and other obstacles that may interrupt or obstruct natural
surface drainage
Potential areas for impoundments, detention/retention ponds.
Subsurface / Geotechnical Soil Conditions
Basic surface soil type: sand, clay, silt, rock, shale, gravel,
loam, limestone, etc.
Rock and soil type: character/formation and origin
Geologic formation process and parent material
Inclination
Bearing capacity
Bedrock
Depth to Bedrock
Bedrock Classification
Seismic Conditions / Requirements
Environmental Hazards
Financial Factors
Site Acquisition and Relocation Costs
Demolition/Remediation Costs
Site Construction and Preparation Costs
Infrastructure Improvements
5.8 Civic Architecture and Civic Spaces
Civic Architecture and Civic Spaces are institutions, such as town halls, city halls, court houses,
libraries, and cultural facilities, public markets, parks and squares, police stations and fire halls, are
all the foundations of a civil society and the cornerstones of democracy.
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7.0 ACCESSIBILITY IN THE WORKPLACE
On June 13, 2005, the Accessibility for Ontarians
with Disabilities Act,2005 (AODA) received Royal
Assent and is now law. The purpose of the AODA
2005 is to benefit all Ontarians by developing,
implementing and enforcing accessibility standards
in order to achieve accessibility for Ontarians with
disabilities by 2025. A disability is any restriction or
incapacity that prevents one from doing something.
A disability can be visible or invisible, for example:
Mobility - People requiring the use of a mobility device (wheelchair or scooter), an assistive
device (cane/crutch or walker) or persons of short stature.
Sensory - People experiencing deficits in sight, hearing or smell.
Coordination - People with multiple sclerosis, arthritis or pregnant women.
Strength and endurance - People with heart conditions or breathing difficulties.
Cognitive - People who experience memory loss or have an intellectual disability.
Planning For Accessibility: Key Points
7.1 General
The goal of renovations should be to provide universal access for all people, including all
ages and abilities, an overall functional environment, which will benefit everyone and offer
equal opportunity to employment, community services and volunteer experiences.
Design considerations should include accommodation of the needs of persons with
mobility/agility impairments, sensory impairments, co-ordination impairments,
strength/endurance impairments and cognitive impairments.
7.2 Accessible Routes
The minimum turning radius required by most mobility devices is 1500 mm (5'). Appropriate
maneuvering space should be available in areas such as landings, at intervals along longer
paths and within any room type (washrooms, offices, meeting rooms).
7.3 Accessible Entrances
Main entrances should provide barrier-free access. However, where it is not possible to alter
these entrances, an alternate accessible entrance may be provided in conjunction with the
above accessible routes and parking.
It is recommended that access be provided to main accessible entrances by both ramps and
stairs with handrails.
Ramp slopes should be a maximum of 1:12. Slopes of 1:16 to 1:20 are easier for most
people to negotiate. That is: for every 1" of vertical rise, 12" of horizontal ramp is required
(e.g. a 5" step would require a 60" ramp to be built).
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Accessible doors and doorways within the building should provide a minimum of 850 mm
(33-1/2") of clear space. That is, when the door is open, the space from the door to the
opposite side of the doorframe should be a minimum of 850 mm (33-1/2").
Accessible door hardware should be lever-type, push/pull or d-shaped.
If an automatic door is available, the 'push-pad' should be a minimum 150 mm (6") diameter
button with the international symbol of accessibility clearly identified.
Windows or glass panels should be clearly identifiable (colour contrasting frames, markings
on glazing).
Changes in colour and texture as well as appropriate signage should be considered.
Appropriate lighting should be provided in these areas.
7.4 Accessible Washrooms
If modifying an existing washroom is not possible,
design of at least one individual accessible unisex
washroom should be considered. Although larger in
size, unisex washrooms provide an individual with the
ability to have assistance by a caregiver.
Appropriate transfer space on one side and in front of
the toilet should be provided. Flush controls should
be located on the transfer side of the toilet.
Dispensers and other accessories should not obstruct or interfere with
the safe use of the grab bars, transfer or maneuvering space.
Accessories (such as light switches, mirrors, soap dispensers, paper
towel dispensers, hand dryers, coat hooks, garbage receptacles and
shelves) should be mounted at a height that is accessible from a seated
position. Appropriate clear floor space beneath and/or in front of each fixture should be
considered.
7.5 Accessible Kitchens / Coffee Areas
Kitchens should provide appropriate clear floor space in front of appliances and work spaces.
Custom millwork and careful product selection will give you the opportunity to design areas,
which are fully accessible.
Accessible workspaces should have appropriate clear space underneath.
Switches, outlets and controls should be located at the front of appliances and counters.
Cabinets should provide some shelving that is accessible from a seated position or a pantry
could be constructed.
Sinks should be mounted so that appropriate knee and toe space is provided underneath.
Faucets should have handles that are lever-type. Pipes and drains under the sink should be
insulated to prevent injury.
Any vending machines, coffee makers, microwave or other appliances should be accessible.
7.6 Access between Floors
Elevating devices should be considered where any significant change in level cannot be
safely or feasibly accommodated.
Space for maneuvering of a variety of mobility devices and for transportation of two people,
where assistance to travel between floors is required, should be considered.
7.7 Offices and / or Meeting / Program Rooms
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All meeting rooms, program rooms and staff areas should be accessible. All furniture and
office accessories/equipment should be located so that they do not obstruct accessible paths
of travel or interfere with interior room maneuvering spaces.
7.8 Signage
Signage will be important to all people using the building. To improve the environment for
persons with visual impairments, signage should be mounted at a consistent height of 1525
mm (5').
7.9 Public phones
If public phone(s) are available, at least one should be installed with a clear knee space of
720 mm (29") with the maximum highest point no more than 1200 mm (47").
8.0 SUSTAINABLE OFFICE ENVIRONMENTS
A sustainable office environment and design requires
building an office to the highest quality and functional
standard, understanding aesthetic, environmental and social
benefits, and always based on cost assessments that reflect
the whole office interior life cycle, in order that the
investment can be responsibly maintained.
Modifications to existing spaces should be considered with
the integration of sustainable design principles.
Environmental aspects could include:
Plan to enhance work environments through healthy
and vibrant internal environments including excellent levels of natural light and ventilation
with personal control.
Does not endanger the health of the occupants through exposure to pollutants, the use of
toxic materials or providing host environments to harmful organisms - Use renewable and
recycled and recyclable resources and materials wherever possible.
Optimizing natural light and views to the exterior with the open office design
Reuse of materials, including carpeting, and other salvaged materials and equipment.
Selection of low emitting materials and recycled content materials
Installation of energy-efficient lighting with sensors and a sophisticated control system to
significantly reduce the use of electricity in the office
Maintained the majority of the existing construction, reused some components within the
project, and recycled most of the construction waste
Commitment to the space through a long term lease, lengthening the cycle of tenant fit-ups
that often occurs with short-term leases
Green housekeeping practices by the property manager and tenant complement the
sustainable principles of the project.
Uses materials that are environmentally friendly in manufacture, use and disposal
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Planning the space to optimize the exterior views and to use natural light as a resource for all
occupants.
Finishes should be chosen for their durability, their recyclability, and their low toxicity.
Use of energy efficient fixtures and renewable, sustainable products and materials were
specified.
Reuse of existing materials.
Use of recycled content for carpet, sheet flooring and fabrics.
Use of low VOC interior paints and other floor, wall and ceiling finishes.
Light colours are used on large walls and ceiling surfaces to reflect as much natural light as
possible.
Overhead lighting can be switched / controlled by photocells that detect if enough daylight is
illuminating the open space.
Occupancy sensors in the private offices and conference rooms assure that overhead
lighting is turned off automatically when the rooms are not occupied.
Suite 200, 135 George St. N
Cambridge, ON N1S 5C3
Elisia Neves
226.791.5744
elisia@Fabrikarchitects.ca